A Dissertation Submitted to Guangdong University of Technology
for the Degree’s Master of Engineering
(Master of Business Administration)
Study on the Competitive Strategy of Inclusive Financial
Business of ST Branch of Bank of China
Candidate:Xiaman Cai
Supervisor:Qiang Lin
May 2022
School of Management
Guangdong University of Technology
Guangzhou, Guangdong, P.R. China, 510520

摘要
摘要
ST分行于2017年成立普惠金融事业部，服务对公小微企业客户。近三年，依托大行资
源，打造特色普惠金融服务产品，事业部年均业务一直保持约30%的业务量增长率，令人
满意的成绩单主要得益于过去几年国家的普惠金融政策红利支持以及新兴市场不饱和竞
争。但是，本地区普惠业务的强势发展与地区市场容量存在矛盾，市场竞争态势逐渐由蓝
海市场转变为红海市场，ST分行普惠业务继续保持高速发展面临极大压力。为了能够继续
保持良性的长远发展，本文对ST分行普惠金融业务展开深入调研，选择一种在当前形势下
最适合ST分行普惠业务发展的竞争战略，并提出实施措施。
本文本文立足战略管理理论，采用文献调研法、调查问卷法等，调研了 ST分行普
惠金融业务自身具备的“良好品牌声誉、完善组织架构、多样化营销渠道、产品线丰富、
客户满意度高”的优势，存在“产品同质化、人才流失、营销效率低、下沉网点少、客
户基数少”的劣势，以及面临“同行竞争激烈、风控难度、客户个性化需求、本地企业
信用度不高”的威胁和“利好政策、贷款需求增长、数字普惠金融提升运营效率、资金
支持、潜在竞争者和替代品竞争力弱”的机遇，通过对企业的宏观环境分析、竞争环境
分析和内外部因素矩阵分析等全方位的剖析，结合QSPM定量矩阵分析，最终认为差异
化竞争战略是最符合企业发展的竞争战略，并且具备现实可行性，确立差异化竞争战
略作为企业的指导战略。为保障差异化战略顺利实施，提出以品牌差异化、渠道差异
化、风险观控差异化、服务差异化、人员素质差异化五方面作为着力点，推进差异化
战略措施。
本文希望帮助ST分行在快速变化的市场环境中找准战略定位，保持竞争优势。同
时，为改善本地小微企业的融资环境提供一些银行业的参考建议。
关键词：ST分行；普惠金融；竞争战略；QSPM
I

广东工业大学硕士专业学位论文
Abstract
ST Branch established the Inclusive Finance Division in 2017 to serve customers of
public and small enterprises. In the past three years, relying on the resources of the bank to
create characteristic inclusive financial service products, the average annual business of the
business department has maintained a growth rate of about 30%, and the satisfactory report
card is mainly due to the dividend support of the country's inclusive financial policy in the
past few years and the unsaturated competition in emerging markets. However, there is a
contradiction between the strong development of inclusive business in the region and the
regional market capacity, the market competition situation has gradually changed from the
blue ocean market to the red sea market, and the continued rapid development of the
inclusive business of ST branch is facing great pressure. In order to continue to maintain a
benign long-term development, this thesis conducts an in-depth study on the inclusive
financial business of ST Branches, selects a competitive strategy that is most suitable for the
development of inclusive business of ST Branches under the current situation, and proposes
implementation measures.
Based on strategic management theory, this thesis investigates the advantages of "good
brand reputation, perfect organizational structure, diversified marketing channels, rich
product lines, and high customer satisfaction" of st branch's inclusive financial business, the
disadvantages of "product homogenization, talent loss, low marketing efficiency, few sinking
outlets, and less customer base", as well as the threat of "fierce peer competition, difficult
risk control, customer personalized needs, and low credit of local enterprises" and "favorable
policies" , the growth of loan demand, digital inclusive finance to improve operational
efficiency, financial support, weak external competitors" opportunities.Through the
comprehensive analysis of the macro environment analysis, competitive environment
analysis and matrix analysis of internal and external factors of the enterprise, combined with
the quantitative matrix analysis of QSPM, it is finally believed that the differentiated
competition strategy is the most in line with the competitive strategy of enterprise
development, and has practical feasibility, and establishes the differentiated competition
strategy as the guiding strategy of the enterprise.In order to ensure the smooth
implementation of the differentiation strategy, it is proposed to promote the differentiation of
strategic measures in five aspects: brand differentiation, channel differentiation, risk
perception and control differentiation, service differentiation, and personnel quality
differentiation.
II
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