H银行房地产信贷业务竞争战略研究
摘
要
最近几年，国家对于房地产行业的管控政策越来越严格，先后颁布了一系列的政策
不断规范房地产市场秩序，最终目的是保证房价不会出现大面积的波动，维系稳定的经
济结构。对于银行而言，信贷业务一直占据着中心性的位置，而信贷业务最主要的供给
方向就是房地产行业。为响应国家面向房地产行业推行的调控政策，银行业对房地产的
监管机制和要求也与以往有所不同。随着经济一体化发展局势不断推进，国际经济环境
对我国经济发展的影响愈发显著，银行业结构也开始发生转变，外资银行、民营银行等
在结构中占比有所上升，H银行所面临的竞争强度也达到空前的水准。对于该银行来说，
如何在激烈的行业环境中继续维持自身在房地产信贷业务方面的竞争优势已经成为后
续发展过程中亟待解决的难题。因此本研究将以此作为着手点，对案例 H银行提出最为
合适的竞争战略并为其提供对应的战略保障措施。
本研究主体内容是对案例银行 H房地产信贷开展战略研究。首先通过 PEST分析法
对该银行的外部环境做出层次化的分析，明确外部条件中的支持性和阻碍性因素。点出
中央和地方实施的一系列政策为 H银行的房地产信贷业务发展提供了各种机遇，但该银
行所面临的竞争也愈发激烈，业务风险逐步提升，上下游供应商议价能力加强，这些问
题的存在不利于银行的发展，并在此基础上建立了 EFE矩阵。同时论述了 H银行所拥
有的核心竞争力与其所拥有的优势和劣势。 H银行的房地产信贷业务经过几十年的发
展，具有传统的品牌优势和高质量的客户资源，同时该银行也拥有充足的网点、渠道以
及人力资源，并在此基础上建立了 IFE矩阵。
最后，采用 SWOT分析法对三种常见的竞争战略继续分析，通过 QSPM矩阵对竞
争战略实施的可能性进行分析和论证。最终得出 H银行需要实施差异化的竞争战略，细
分房地产市场，制定差异化的产品；合理配置资源，做到差异化审批与差异化服务；差
异化的营销思维，突显区域特色。另外 H银行也要针对竞争战略打造出配套的保障措施：
将差异化竞争战略的理念运用到各个流程之中；对组织架构加以调节；提升不同环节之
间的协同性；面向人力团队打造更为完善的建立机制；完善组织文化。只有通过这些保
障措施才能更好地确保竞争战略能够得到稳步实施。
关键词：PEST分析；房地产信贷业务；SWOT分析；竞争战略
I
Abstract
Abstract
In recent years, the state has become more and more strict with the management and
control policies of the real estate industry, and has successively promulgated a series of
policies to continuously regulate the order of the real estate market. For banks, credit business
has always occupied a central position, and the main supply direction of credit business is the
real estate industry. In response to the state's regulatory policies for the real estate industry, the
banking industry's regulatory mechanism and requirements for real estate are also different
from those in the past. With the continuous advancement of economic integration, the impact
of the international economic environment on my country's economic development has
become more and more significant, and the structure of the banking industry has begun to
change. The proportion of foreign banks and private banks in the structure has increased. The
intensity of competition has also reached an unprecedented level. For the bank, how to
maintain its competitive advantage in the real estate credit business in the fierce industry
environment has become an urgent problem to be solved in the subsequent development
process. Therefore, this study will take this as a starting point to propose the most suitable
competitive strategy for the case H bank and provide corresponding strategic guarantee
measures.
The main content of this research is to carry out strategic research on the case bank H
real estate credit. Firstly, through the PEST analysis method, the bank's external environment
is analyzed in layers, and the supporting and obstructive factors in the external conditions are
clarified. It is pointed out that a series of policies implemented by the central and local
governments have provided various opportunities for the development of Bank H's real estate
credit business. However, the competition faced by the bank has become increasingly fierce,
business riskshave gradually increased,and the bargaining powerof upstream and
downstream suppliers has been strengthened. The existence of the problem is not conducive
to the development of the bank, and the EFE matrix is
established on this basis. At the
same time, it discusses thecore competitiveness of Bank H and itsadvantages and
disadvantages. After decades of development, Bank H's real estate credit business has
traditional brand advantages and high-quality customer resources. At the same time, the bank
also has sufficient outlets, channels and human resources, and has established an IFE matrix
on this basis.
Finally, the SWOT analysis method is used to analyze the three common competitive
strategies, and the possibility of the implementation of the competitive strategy is analyzed
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H银行房地产信贷业务竞争战略研究
and demonstrated through the QSPM matrix. Finally, it is concluded that Bank H needs to
implement a differentiated competition strategy, segment the real estate market, and formulate
differentiated products; rationally allocate resources to achieve differentiated approval and
differentiated services; differentiated marketing thinking to highlight regional characteristics.
In addition, Bank H should also create supporting measures for the competitive strategy:
apply theconcept of differentiatedcompetitive strategyto each process;adjust the
organizational structure; improve the synergy between different links; Perfect establishment
mechanism; perfect organizational culture. Only through these safeguards can we better
ensure that the competitive strategy can be implemented steadily.
Key Words: PEST analysis; Real estate credit; SWOT analysis; Competitive strategy
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