浦发银行长春分行汽车金融业务竞争战略研究 随着我国经济向高质量发展，汽车行业作为我国工业产业重要的组成部分， 在国家的政策支持下，获得了高速的发展，也带来了汽车金融市场的繁荣。尽 管商业银行凭借资金实力在汽车行业供应链金融领域始终占有重要市场地位， 但随着汽车金融参与主体的不断丰富，汽车金融公司、融资租赁公司、互联网 金融公司纷纷抢滩登陆汽车金融市场，这些机构因其灵活性逐步削弱了商业银 行的核心竞争能力。因此，为了能够健康可持续的发展，研究制定浦发银行长 春分行汽车金融业务竞争战略势在必行。本文通过研究分析，旨在为浦发银行 汽车金融业务竞争战略的制定提供参考。 首先，本文阐述了浦发银行汽车金融业务竞争战略研究的背景与意义，列 出了研究方法和研究内容，归纳叙述了主要参考的国内外相关文献及理论依据。 其次，通过介绍浦发银行汽车金融业务的发展概况，对业务指标进行分析， 指出了该银行在发展中面临的问题，即市场份额低、发展增速放缓、盈利水平 下降，并对产生这些问题的成因进行分析，由于在产品设计、服务质量和管理 水平上存在的不足导致发展未达到预期水平。 再次，从政策环境、经济环境、社会环境、技术环境、行业环境等方面对 浦发银行汽车金融业务所处的外部环境进行分析。宏观环境中既有汽车相关产 业政策的出台、消费者消费观念的改变、消费升级需求、大数据和人工智能的 发展等带来的有利机会，也有经济调整转型、汽车行业遇冷、房地产挤出效应 等不利因素。行业环境中运用波特五力模型分析研究浦发银行汽车金融业务所 处的行业环境现状。同时从该银行汽车金融业务的组织结构、内部控制及人力 资源三个方面，分析了该银行所处的内部环境。通过上述对该银行供应链汽车 金融业务的外部及内部环境的研究分析，运用 SWOT 分析模型，从优势与劣势、II 机会与威胁四方面分析研究，提出了长春分行汽车金融业务的四种发展战略。 最后，本文以上述研究分析为基础，确定了浦发银行长春分行汽车金融业 务的竞争战略目标，提出了实施差异化战略是该银行汽车金融业务当下制定竞 争战略的最优选择。同时，确定了竞争战略实施的方法，进而从组织优化、人 力资源、风险控制以及信息技术四个方面阐述了差异化战略实施所需的保障措 施。 关键词： 汽车金融，供应链融资，竞争战略III Abstract Research on the Competitive Strategy ofAuto Finance Service in SPDB Changchun Branch With the development of China's economy to high quality, the automobile industry, as an important part of China's industrial industry, has achieved rapid development under the support of national policies, and also brought the prosperity of the automobile financial market. Although commercial Banks with capital power always occupies an important position in the field of automotive supply chain, but with the enrichment of auto financial participation main body, automotive finance company, financial leasing companies, Internet onboard auto financial companies, financial markets these institutions because of its flexibility to gradually weaken the core competitive ability of commercial Banks. Therefore, in order to achieve healthy and sustainable development, it is imperative to study and formulate the competitive strategy of auto finance business of Shanghai Pudong development bank Changchun branch Through research and analysis, this paper aims to provide reference for the formulation of auto finance service competition strategy of Shanghai Pudong development bank. First of all, this paper expounds the background and significance of the research on the competitive strategy of development bank's the auto finance service, lists the research methods and content, and summarizes the relevant domestic and foreign literatures and theoretical basis for main reference. Secondly, through the introduction of the development situation of Shanghai Pudong development bank auto financing service, the business index analysis, points out the problems existing in the development of the bank, namely the low market share, development growth is slowing, profit levels drop, and analyze the causes of these problems, because in the product design, quality of service and management level of deficiencies cause development did not reach the expected level. Thirdly, the external environment of Shanghai Pudong development bank's auto finance service is analyzed from the aspects of policy environment, economic environment, social environment, technical environment and industrial environment.IV In the macro environment, there are not only favorable opportunities brought by the introduction of auto-related industrial policies, changes in consumer consumption concepts, consumption upgrading demands, big data and the development of artificial intelligence, but also unfavorable factors such as strong regulation, economic adjustment and transformation, and real estate crowding out effect. In the industrial environment, the paper mainly studies and analyzes the industrial environment of Shanghai Pudong development bank's auto the finance service from four aspects: Porter's five forces model is applied to analyze and study the current situation of the industry environment in which SPD bank's auto finance service is located. At the same time, this paper analyzes the bank's internal environment from three aspects: organization structure, internal control and human resources. Through the above research and analysis of the external and internal environment of the auto finance service of the bank, SWOT analysis model is used to analyze and research from four aspects of advantages and disadvantages, opportunities and threats, and four development strategies of auto finance service of Changchun branch are proposed. Finally, based on the above research and analysis, this paper determines the competitive strategic objectives of the auto finance service of Pudong development bank Changchun branch, and proposes that implementing differentiation strategy is the best choice for the current development of competitive strategy for the auto finance service of Shanghai Pudong development bank. At the same time, the method of competition strategy implementation is determined, and then the guarantee measures of differentiation strategy implementation are expounded from four aspects of organization optimization, human resources, risk control and information technology. Key Words: Auto finance, Supply chain finance, competitive strategyV 目 录 第 1 章 绪论........................................................................................... 1 1.1 研究背景与意义............................................................................ 1 1.2 研究方法与内容............................................................................ 3 1.3 文献综述和理论基础.................................................................... 4 第 2 章 浦发银行长春分行汽车金融业务现状及存在问题分析........... 8 2.1 浦发银行长春分行汽车金融业务发展概况................................ 8 2.2 浦发银行长春分行汽车金融业务发展现状评价........................ 9 2.3 浦发银行长春分行汽车金融业务存在问题成因分析.............. 13 第 3 章 浦发银行长春分行汽车金融业务竞争战略环境分析 ........ 16 3.1 浦发银行长春分行汽车金融业务外部环境分析...................... 16 3.2 浦发银行长春分行汽车金融业务内部环境分析...................... 21 3.3 浦发银行长春分行汽车金融业务 SWOT 分析 ........................ 25 第 4 章 浦发银行长春分行汽车金融业务竞争战略的制定及实施 32 4.1 浦发银行长春分行汽车金融业务竞争战略规划的目标.......... 32 4.2 浦发银行长春分行汽车金融业务竞争战略的选择.................. 33 4.3 浦发银行长春分行汽车金融业务竞争战略的实施.................. 34 4.4 浦发银行长春分行汽车金融业务竞争战略实施的保障措施.. 38 结 论 ................................................................................................. 40