上海浦东发展银行重庆分行发展战略研究

重庆大学硕士学位论文上海浦东发展银行重庆分行发展战略研究姓名：李东森申请学位级别：硕士专业：工商管理指导教师：张宗益20050901IWTO60SWOTIIABSTRACTInthebackgroundofglobaleconomy,withtheconstantinnovationofChineseeconomicstructureandthespeedydevelopmentofmarketeconomyespeciallyafterchina’sentryofWTO,China’sbankindustryinnovationisspeeduping,andfinallywillcombinewithinternationalbankindustry.Inthisenvironment,theoutercondition,managementandfunctionofChina’sbankindustryhavebeenchangingenormously.Thesechangesexpressatfollowingaspects:theouterconditionofbankindustrywillbemorecomplexandpolytropic,thebankingmarketstructurewillchangefrommonopolizationtomonopolisticcompetition;thebankingmanagementandmanagementstructureiscombiningwithinternationalbankindustry,state–ownedbankisspeedupingtheinnovationfromstateownedsystemtoshareholdingsystem,andJoint–stockbanksareimprovingtheirmanagementbyintroducingintoforeignstrategicinvesters;thebankingfuctionsistoperfect,andbankingbusinessisconversingfromtraditionalbankingthingstoall-powerfulbankingthings.Inthisnewsituation,asthepioneerofChina’sfinancalsysteminnovation,Joint–stockbankshavetofacetheholdensuperiorityofstate–ownedbanksandtheentrythreatenofforeignbanks,justlikebeenbesiegedbynationalandforeigncompetitors.IthasbeccomeaurgentproblemtobesolovedhowcanJoint–stockbankskeepstabilizationandkeeptheircompetitiveadvantageinthecomingaboilcompetition.Sincethe60’soflastcentury,thewesterncommercialbank’smanagementexperiencehaveprovedthatstrategymanagementofbankingcaneluderiskinbankingbusinesseffectively,keepkernelcompetitivesbility,andacquirecompetitiveadvantage.Thisarticlestudysandanalyzesthemacroscopicalenvironment,theindustryenvironmentandinterconditionofSPDBofChongqingBranch.TheauthormakeuseofSWOTanalyticalmethod,5factorsmodelandvaulechainmodelsynthetically,sumupthesuperioty,weakness,opportunityandthreatenofSPDBofChongqingBranch.Whitthehelpoftheseresults,theauthorgivessomesuggestiononthedevelopmentstrategyandstrategyoperation.Keywords:ShanghaiPudongDevelopmentBankChongqingBranch,Strategyanalysis,DevelopmentStrategy,StrategyStudy1111.120200361123537.1310%28768.6713.86%20959.9213.18%1.290199911411121266WTO200539[1]IndustryLevelFirmLevelfig1.31132WTO34SWOT2422.1strategystrategosstratosegClausewitz[2]1965H.L.Ansoff205060708090[3][4]1)2)3)4)5)6)7)8)2004125.[5]lllllll2.2AB26C2.3corporatestraterybusinessstrategyfunctianalstratery272.42.4.1.1202193832060Andrews[6]2.4.21965Ansoff1DesignSchoolSelznick,Chandler,.R.KennethR.Andrews1962[7]SWOT282PlsnningSchool1965[8]3PositioningSchool20801980[9]GenericStrstegies4EntrepreneurialSchool5CognitiveSchool296LearningSchoolLindblomQuinnBowerBurgelmanMintzebergWeick7PowerSchool8CulturalSchool20809EnvironmentalSchoolContingencyTheory,InstitutionalTheory,10ConfigurationSchool2.4.3210208011990.[10]21990.[11]2.4.42090211ChaosTheoryDynamicCapabilities2.1[12]2.1Table2.1CombinationofstrategyschoolIT.1988RobertE.Dvorak()Yoffie().D.,[13][14]31233.11694[15]2060603131958AmericanBankingAssociation,ABA[16]70[17]903.27080[18]31480,3.31[19]519932001988199730%20%34%31100010003153.11000Table3.1Comparisionofannualfinancialfigure&ratioof1000biggestbanksintheworldonbankermagazine199119921993199419951996199719981999200023.124.425.326.930.332.032.733.235.536.7%16.25.63.96.212.65.62.11.546.93.49895108431144412531141501459714956148811675817848%18.89.65.549.412.93.12.4-0.5112.616.5/%4.284.444.514.664.674.564.574.484.724.861396124012701649175617182161204917443097%23.40-112.4229.86.49-2.125.7-5.19-14.8977.58/%14.1111.4311.1013.1612.4111.714.4513.7710.4117.35101000199019.991200036.78.4%2000252198819891000199910003161990200010008.4%6.7%1990199510001995199819994.48%4.72%,20004.86%,31995199840%199920001000[20]AAA4317CRM28[21]5199846199910193341844.11978[22]4194.2[23]19931219953181995630199731420031227420199171219965274.34.3.14.3.1.1.William.Petty.Smith.Adam20A.G.B.FisherG.G.ClarkSimonKuznetsH.CheneryW.G.Hoffmann421[24]130030%40%70%80%230020003200030004.3.1.219952002GDP951009.4720021971.3959.6%200216%GDP42%2002GDP42%4224.11995-20024.119952003[25]Table4.1ChangeofthreeindustryofChongQingfrom1995to2003GDPGDP/GDP/GDP/GDP199512.15.214.616.1100.025.942.331.8199611.25.012.114.9100.024.241.834.0199711.03.412.414.5100.022.641.735.719988.42.47.114.3100.020.941.038.119997.60.410.38.1100.019.240.939.920008.51.510.59.5100.017.841.440.820019.02.211.89.1100.016.741.641.7200210.34.113.89.2100.016.042.042.0199559.618.222.2200253.116.830.119979538.60107.95200242.24128.8519952002200244.52%199531.44%200248.16%42319998.5%200211.8%23.7%22.56%5317311199520022846.57827.174.24.2Table4.2ComparisionofbinarystructureindexofChongQingwithnation199519961997199819992000200120021.160.970.80.80.72.11.91.71.51.31.30.9950.92200239%5.848.345.930.7%,21.937.340.830.3%23.238.538.3GDP2002GDP140528.8%14126GDP606610.3%GDP382810.3%27.2%[26]4.3.1.38001000GDP20021971.380,19807.72GDP634719806.6220024241=1.742002GDP36474.3.21980-200125.74229423.84%41.55187219.88%;GDP1Es=S/GEsSGGDP1990200010GDPEs=2.39GDP12.39GDPEp=P/GEpPGGDP1990200010GDPEp=1.98GDP11.98GDP102))((22∑∑∑=isiiissyxyxrrsGDPxsiyiGDP