锦州市商业银行战略规划
摘要
城市商业银行作为我国经济转型过程中的诞生物，与国有商业银行相比，资源底子薄、资产质量差、经营区域狭小、市民信誉度不高，其综合竞争能力比较差。
但是，城市商业银行相对国有商业银行而言，普遍具有自主性高、经营灵活、反应快速的特征。同时，作为区域性的商业银行，与市政府、区域企业、市民之间的关系非常密切。这使得城市商业银行在挖掘客户、满足客户需求方面具有先天性的竞争优势。
加入WTO，将极大提高我国金融企业的经营能力，金融经营政策也将进一步放开，加快与国际市场接轨的步伐。机遇是潜在的，而巨大的挑战却是现实的。处于国有商业银行、股份制商业银行、外资金融机构之间的城市商业银行，将面对更为灵活多变的市场、更为激烈的竞争。
作为具有相当代表性的城市商业银行，锦州市商业银行通过三年的发展，积累了一定的竞争资源基础，但面对日趋激烈的竞争环境，世纪之初的锦州商行却陷入了竞争乏力、发展动力不足、发展方向不明、发展速度缓慢的严峻境地。如何确立经营战略、利用外部机会、发挥优势资源、提升核心竞争能力，是锦州市商业银行必须解决的课题，也是本文研究的目的所在。
本文将运用国内外有关经营战略的研究成果，对锦州市商业银行所面临的竞争环境、外部环境、内部资源能力状况等方面进行综合分析与评价，在此基础之上，研究银行的经营战略，并对战略实施中对组织、人力资源、目标体系、绩效考核体系的相应建立进行一定程度的阐述，探求如何优化资源配置、培育锦州市商业银行的核心竞争力，以建立持久的竞争优势。
本文共分五大部分：
第一部分及第二部分对战略理论的发展和主要观点、主要工具进行了简要介绍及辨析、选择，同时简要介绍了锦州市商业银行的基本经营状况，提出明确经营战略、培育核心竞争力是锦州市商业银行的必然选择。
第三部分及第四部分立足于战略设计学派的基本逻辑结构，对锦州市商业银行所面临的外部环境、内部条件进行了详细的论述及辨析，使用了设计学派的多种战略数据工具、决策工具得出了锦州商行的经营战略，同时针对设计学派在战略执行方面的缺陷，使用了系统工程中的多层次权重分析决策方法对战略实施要点进行了分析。
第五部分大致阐述了在明确的经营战略下，锦州商行如何围绕战略，在组织、
重庆大学硕士学位论文 中文摘要
人力、目标、资源等内部条件上进行调整、配合、执行、监控，提升自身的竟争能
力。
本文主要贡献：
第一次将规范的战略思考模式引入锦州市商业银行并得出了一个清晰的发展方
向，同时通过对战略实施过程的具体描述使得战略对日常工作的指导具有了很强的
操作性，更重要的是，这次战略规划的过程本身就是一次经营思想、经营模式的学
习、改变和建立，对锦州市商业银行的未来发展具有较为深刻的影响。同时，通过
这样一个创新的过程，在具体的外部环境和内部条件下，创造性的产生了各种竞争
手段及其组合方式，目前正在锦州市商业银行进行实施。
The Urban Commercial Bank is the product of national economic transformation. Compared with State-owned Commercial Bank, it owns poor resources, poor assets. Its scope of operation is small, and its credit is not so good. In general, it is not so competitive.
However, compared with State-owned Commercial Bank, it has its advantages: more independent and more flexible. In the meanwhile, as a regional CB, it has a more close relationship with the local government, enterprises and the citizens, which makes it has the advantages in developing its potential customers and catering for them.
After entering the WTO, the operational ability of national financial enterprises will be greatly improved. The financial operation policy will open more, which will speed up the adaptation to the international market. Opportunity is potential, but great challenge is realistic. Urban Commercial Bank, as CB, which is among the State-owned CB, the stock CB and Foreign Financial Organization, will face with more flexible and changeable market and will meet with more serious competition.
As a representative of Urban CB, the Jinzhou Urban Commercial Bank has accumulated an amount of competition resources. But facing with the more serious competitive situation, it becomes less competitive, powerless, aimless, and slow in developing. Therefore, how to establish operational strategy, how to make full use of the external opportunity, how to take advantage of resources and how to promote its competition are the problems that the Jinzhou Urban Commercial Bank must resolve and also they are the main purpose that this paper researches for.
This paper uses the researches related with operational strategy to analyze and appraise Jinzhou CB from many aspects, including external competition situation and internal resources. What more, this paper will research the bank operational state. This paper will explain the establishment of organization, human resources, target system and KPI, during the process of strategic application. This paper will also discuss how to optimize resource disposition, to raise its core competitive ability so as to establish its lasting advantage.
This paper consists of five parts..
The first two parts are the brief introduction of analysis to the main viewpoints and means of strategic development; the present operational state of Jinzhou CB. In these two parts, the paper also points out that operational strategy and raising its core competitive ability are inevitable.
In part three and part four, basing on the logic structure of strategic design school, this paper illustrates and analyzes the external and internal situation that Jinzhou CB faces with in details. By the means of strategic statistics and strategic decision, this paper summarizes its operational strategy. According to the defects on strategic application of strategic design school, this paper analyzes the strategic application by the means of systematical engineering.
In part five, this paper argues that with the definite operational strategy, how Jinzhou CB adjusts, cooperates, executes, inspects and promotes its own competitive abilities .within itself, such as organization and human resources.
The main contribute of this paper:
For the first time, it brings about the normal strategic thinking method to Jinzhou CB and directs its development clearly. And this paper argues the process of strategic application in details, which makes strategy is practical to day-to-day work. What is more, the process itself is the establishment of operational ideas and modes. And the process does greatly influence the future development of Jinzhou CB. In the meanwhile, By this creative process , various competitive ways are being carried out in Jinzhou CB.
但是，城市商业银行相对国有商业银行而言，普遍具有自主性高、经营灵活、反应快速的特征。同时，作为区域性的商业银行，与市政府、区域企业、市民之间的关系非常密切。这使得城市商业银行在挖掘客户、满足客户需求方面具有先天性的竞争优势。
加入WTO，将极大提高我国金融企业的经营能力，金融经营政策也将进一步放开，加快与国际市场接轨的步伐。机遇是潜在的，而巨大的挑战却是现实的。处于国有商业银行、股份制商业银行、外资金融机构之间的城市商业银行，将面对更为灵活多变的市场、更为激烈的竞争。
作为具有相当代表性的城市商业银行，锦州市商业银行通过三年的发展，积累了一定的竞争资源基础，但面对日趋激烈的竞争环境，世纪之初的锦州商行却陷入了竞争乏力、发展动力不足、发展方向不明、发展速度缓慢的严峻境地。如何确立经营战略、利用外部机会、发挥优势资源、提升核心竞争能力，是锦州市商业银行必须解决的课题，也是本文研究的目的所在。
本文将运用国内外有关经营战略的研究成果，对锦州市商业银行所面临的竞争环境、外部环境、内部资源能力状况等方面进行综合分析与评价，在此基础之上，研究银行的经营战略，并对战略实施中对组织、人力资源、目标体系、绩效考核体系的相应建立进行一定程度的阐述，探求如何优化资源配置、培育锦州市商业银行的核心竞争力，以建立持久的竞争优势。
本文共分五大部分：
第一部分及第二部分对战略理论的发展和主要观点、主要工具进行了简要介绍及辨析、选择，同时简要介绍了锦州市商业银行的基本经营状况，提出明确经营战略、培育核心竞争力是锦州市商业银行的必然选择。
第三部分及第四部分立足于战略设计学派的基本逻辑结构，对锦州市商业银行所面临的外部环境、内部条件进行了详细的论述及辨析，使用了设计学派的多种战略数据工具、决策工具得出了锦州商行的经营战略，同时针对设计学派在战略执行方面的缺陷，使用了系统工程中的多层次权重分析决策方法对战略实施要点进行了分析。
第五部分大致阐述了在明确的经营战略下，锦州商行如何围绕战略，在组织、
重庆大学硕士学位论文 中文摘要
人力、目标、资源等内部条件上进行调整、配合、执行、监控，提升自身的竟争能
力。
本文主要贡献：
第一次将规范的战略思考模式引入锦州市商业银行并得出了一个清晰的发展方
向，同时通过对战略实施过程的具体描述使得战略对日常工作的指导具有了很强的
操作性，更重要的是，这次战略规划的过程本身就是一次经营思想、经营模式的学
习、改变和建立，对锦州市商业银行的未来发展具有较为深刻的影响。同时，通过
这样一个创新的过程，在具体的外部环境和内部条件下，创造性的产生了各种竞争
手段及其组合方式，目前正在锦州市商业银行进行实施。
The Urban Commercial Bank is the product of national economic transformation. Compared with State-owned Commercial Bank, it owns poor resources, poor assets. Its scope of operation is small, and its credit is not so good. In general, it is not so competitive.
However, compared with State-owned Commercial Bank, it has its advantages: more independent and more flexible. In the meanwhile, as a regional CB, it has a more close relationship with the local government, enterprises and the citizens, which makes it has the advantages in developing its potential customers and catering for them.
After entering the WTO, the operational ability of national financial enterprises will be greatly improved. The financial operation policy will open more, which will speed up the adaptation to the international market. Opportunity is potential, but great challenge is realistic. Urban Commercial Bank, as CB, which is among the State-owned CB, the stock CB and Foreign Financial Organization, will face with more flexible and changeable market and will meet with more serious competition.
As a representative of Urban CB, the Jinzhou Urban Commercial Bank has accumulated an amount of competition resources. But facing with the more serious competitive situation, it becomes less competitive, powerless, aimless, and slow in developing. Therefore, how to establish operational strategy, how to make full use of the external opportunity, how to take advantage of resources and how to promote its competition are the problems that the Jinzhou Urban Commercial Bank must resolve and also they are the main purpose that this paper researches for.
This paper uses the researches related with operational strategy to analyze and appraise Jinzhou CB from many aspects, including external competition situation and internal resources. What more, this paper will research the bank operational state. This paper will explain the establishment of organization, human resources, target system and KPI, during the process of strategic application. This paper will also discuss how to optimize resource disposition, to raise its core competitive ability so as to establish its lasting advantage.
This paper consists of five parts..
The first two parts are the brief introduction of analysis to the main viewpoints and means of strategic development; the present operational state of Jinzhou CB. In these two parts, the paper also points out that operational strategy and raising its core competitive ability are inevitable.
In part three and part four, basing on the logic structure of strategic design school, this paper illustrates and analyzes the external and internal situation that Jinzhou CB faces with in details. By the means of strategic statistics and strategic decision, this paper summarizes its operational strategy. According to the defects on strategic application of strategic design school, this paper analyzes the strategic application by the means of systematical engineering.
In part five, this paper argues that with the definite operational strategy, how Jinzhou CB adjusts, cooperates, executes, inspects and promotes its own competitive abilities .within itself, such as organization and human resources.
The main contribute of this paper:
For the first time, it brings about the normal strategic thinking method to Jinzhou CB and directs its development clearly. And this paper argues the process of strategic application in details, which makes strategy is practical to day-to-day work. What is more, the process itself is the establishment of operational ideas and modes. And the process does greatly influence the future development of Jinzhou CB. In the meanwhile, By this creative process , various competitive ways are being carried out in Jinzhou CB.
引文
[1] Henry Mintzberg .A Guided Tour through The Wilds of Strategic Management. 1998 by Henry Mintzberg, Ltd.
[2] David J.Collis,Cynthia A.Montgomery:Corporate Strategy:Resources and the Scope of the Firm. 1997 by The McGraw-Hill Companies,Inc.
[3] Henry Mintzberg.A Guided Tour through The Wilds of Strategic Management. 1998 by Henry Mintzberg, Ltd.
[4] David J.Collis,Cynthia A.Montgomery:Corporate Strategy:Resources and the Scope of the Firm. 1997 by The McGraw-Hill Companies,Inc.
[5] Henry Mintzberg.The Rise and Fall of Strategic Planning. 1994 by Prentice Hall Europe.
[6] Jay B.Barney,Gaining and Sustaining Comperitive Advantage,Addison-Wesley Publishing Company, Inc.
[7] 迈克尔·波特，竞争战略，陈小悦译。1997年 北京 华夏出版社
[8] 迈克尔·波特，竞争优势，陈小悦译。1997年 北京 华夏出版社
[9] 迈克尔·波特，什么是战略，1996年11-12月，哈佛商业评论
[10] 天下杂志，轻松与大师对话：解读杜拉克、波特、梭罗，2000年 上海 学林出版社
[11] David J.Collis,Cynthia A.Montgomery:Corporate Strategy:Resources and the Scope of the Firm. 1997 by The McGraw-Hill Companies,Inc.
[12] Henry Mintzberg.A Guided Tour through The Wilds of Strategic Management. 1998 by Henry Mintzberg, Ltd.
[13] 汪应洛，系统工程，1986年 北京 机械工业出版社
[14] 汪茹贤，工业企业经营管理，1990年 天津 南开大学出版社
[15] Henry Mintzberg.A Guided Tour through The Wilds of Strategic Management. 1998 by Henry Mintzberg, Ltd.
[16] 于亚利等，西方商业银行业绩考评，2001年 北京 企业管理出版社
[17] Robert S.Kaplan,David P. Norton,The Balanced Scorecard. 1996 by the President and Fellows of Harvord College.
[18] 迈克尔·波特，竞争战略，陈小悦译。1997年 北京 华夏出版社
[19] 佛雷德·戴维，战略管理
[20] 万建华等，商业银行管理精要，深圳 海天出版社
[21] 佛雷德·戴维，战略管理
[22] 菲利普·科特勒，营销管理：分析、计划、执行和控制，梅汝和等译，上海人民出版社
[23] DavidH.Friedman,Money&Banking, 1998 by the American Bankers Association, Washingtong, D.C.
[24] John F.Marshall,Vipul K.Bansal,Financial Engineering, 1992 by Allyn&Bacon,Inc.
[25] 佛雷德·戴维，战略管理
[26] 佛雷德·戴维，战略管理
[27] 佛雷德·戴维，战略管理
[28] Henry Mintzberg.The Rise and Fall of Strategic Planning. 1994 by Prentice Hall Europe.
[29] 汪茹贤，工业企业经营管理，1990年 天津 南开大学出版社
[30] 万建华等，商业银行管理精要，深圳 海天出版社
[31] Jim Collins and Jerry I.Porras. Built To Last, 1997 by arrangement with Curtis Brown Ltd.
[32] Gregory M.Bounds. Business. 1998 by International Thomson Publishing.
[33] J·佩帕德，P·罗兰，业务流程再造，高俊山译，1999年 北京 中信出版社
[34] 于亚利等，西方商业银行业绩考评，2001年 北京 企业管理出版社
[35] Bradford Cornell,Corporate Valuation, 1999 by McGraw-Hill,Inc.
[36] Robert S.Kaplan,David P. Norton,The Balanced Scorecard. 1996 by the President and Fellows of Harvord College.
[37] 汪应洛，系统工程，1986年 北京 机械工业出版社
[38] 倪加勋等，应用统计学，1999 北京 中国人民大学出版社
[39] 雷霖等，现代企业经营决策——博弈论方法应用，1999 北京 清华大学出版社
[40] 马英麟等，工业企业经济活动分析，1993 北京 中国人民大学出版社
[41] 佛雷德·戴维，战略管理
[2] David J.Collis,Cynthia A.Montgomery:Corporate Strategy:Resources and the Scope of the Firm. 1997 by The McGraw-Hill Companies,Inc.
[3] Henry Mintzberg.A Guided Tour through The Wilds of Strategic Management. 1998 by Henry Mintzberg, Ltd.
[4] David J.Collis,Cynthia A.Montgomery:Corporate Strategy:Resources and the Scope of the Firm. 1997 by The McGraw-Hill Companies,Inc.
[5] Henry Mintzberg.The Rise and Fall of Strategic Planning. 1994 by Prentice Hall Europe.
[6] Jay B.Barney,Gaining and Sustaining Comperitive Advantage,Addison-Wesley Publishing Company, Inc.
[7] 迈克尔·波特，竞争战略，陈小悦译。1997年 北京 华夏出版社
[8] 迈克尔·波特，竞争优势，陈小悦译。1997年 北京 华夏出版社
[9] 迈克尔·波特，什么是战略，1996年11-12月，哈佛商业评论
[10] 天下杂志，轻松与大师对话：解读杜拉克、波特、梭罗，2000年 上海 学林出版社
[11] David J.Collis,Cynthia A.Montgomery:Corporate Strategy:Resources and the Scope of the Firm. 1997 by The McGraw-Hill Companies,Inc.
[12] Henry Mintzberg.A Guided Tour through The Wilds of Strategic Management. 1998 by Henry Mintzberg, Ltd.
[13] 汪应洛，系统工程，1986年 北京 机械工业出版社
[14] 汪茹贤，工业企业经营管理，1990年 天津 南开大学出版社
[15] Henry Mintzberg.A Guided Tour through The Wilds of Strategic Management. 1998 by Henry Mintzberg, Ltd.
[16] 于亚利等，西方商业银行业绩考评，2001年 北京 企业管理出版社
[17] Robert S.Kaplan,David P. Norton,The Balanced Scorecard. 1996 by the President and Fellows of Harvord College.
[18] 迈克尔·波特，竞争战略，陈小悦译。1997年 北京 华夏出版社
[19] 佛雷德·戴维，战略管理
[20] 万建华等，商业银行管理精要，深圳 海天出版社
[21] 佛雷德·戴维，战略管理
[22] 菲利普·科特勒，营销管理：分析、计划、执行和控制，梅汝和等译，上海人民出版社
[23] DavidH.Friedman,Money&Banking, 1998 by the American Bankers Association, Washingtong, D.C.
[24] John F.Marshall,Vipul K.Bansal,Financial Engineering, 1992 by Allyn&Bacon,Inc.
[25] 佛雷德·戴维，战略管理
[26] 佛雷德·戴维，战略管理
[27] 佛雷德·戴维，战略管理
[28] Henry Mintzberg.The Rise and Fall of Strategic Planning. 1994 by Prentice Hall Europe.
[29] 汪茹贤，工业企业经营管理，1990年 天津 南开大学出版社
[30] 万建华等，商业银行管理精要，深圳 海天出版社
[31] Jim Collins and Jerry I.Porras. Built To Last, 1997 by arrangement with Curtis Brown Ltd.
[32] Gregory M.Bounds. Business. 1998 by International Thomson Publishing.
[33] J·佩帕德，P·罗兰，业务流程再造，高俊山译，1999年 北京 中信出版社
[34] 于亚利等，西方商业银行业绩考评，2001年 北京 企业管理出版社
[35] Bradford Cornell,Corporate Valuation, 1999 by McGraw-Hill,Inc.
[36] Robert S.Kaplan,David P. Norton,The Balanced Scorecard. 1996 by the President and Fellows of Harvord College.
[37] 汪应洛，系统工程，1986年 北京 机械工业出版社
[38] 倪加勋等，应用统计学，1999 北京 中国人民大学出版社
[39] 雷霖等，现代企业经营决策——博弈论方法应用，1999 北京 清华大学出版社
[40] 马英麟等，工业企业经济活动分析，1993 北京 中国人民大学出版社
[41] 佛雷德·戴维，战略管理