| Founded on October 18,2002, the P Bank, C Branch (hereinafter referred to as "C Branch") is a first-level branch of P Bank Co., Ltd. (hereinafter referred to as "P Bank"). P Bank was founded in late 1980s. It is the first national joint-stock bank listed on Shenzhen Stock Exchange since China's opening and reform policy was carried out. Through over 20 years'development, P Bank made remarkable achievements in the field of finance, personal finance, and interbank finance. Especially, the development and rapid promotion of core enterprise supply chain financial services and products won a good reputation for Shenzhen Development Bank and created a higher brand value. Such core enterprise supply chain financial services and products were pioneering in the industry in respect of research, development, and implementation of trade financing business market. Currently, most of trade financing services and products are duplicates of similar services and products of P Bank. Therefore, P Bank won the Best Supply Chain Financial Innovation Bank Award in 2007. Meanwhile, P Bank had the courage to bear social responsibilities and won the Best Corporate Social Responsibility Award.As a first-level branch of P Bank, C Branch insisted on carrying out management innovation, service innovation, and market development innovation in recent years. Relying on the above characteristic finance services and products, it made remarkable achievements in the market. Its annual average deposit growth rate reached 25%, promoting its large-scale development greatly. On July 27,2012, P Group controlled P Bank by shares. P Group has laid stress on market share since its incorporation. For this reason, the large-scale development of C Branch was put on the agenda soon.In the latest decade, C Branch developed slowly. Since it was short of financial services and products, its market share was very low, its human resource and network point construction lagged behind, and its position in the industry fell behind peers. Therefore, I, as a main manager of C Branch's Qingyang Sub-branch, always ponder and make a study of how to realize the rapid development goal required by P Group, i.e. make annual average scale growth rate reach 40-50%, in the face of global economic depression and domestic economic downturn. After studying EMBA courses at Southwestern University of Finance and Economics in the latest two years, I realized clearly that the key for C Branch to make success is to seek and formulate business strategies that go beyond competitors.In this paper, I treat C Branch as a research object and introduce relevant strategy theory documents firstly in combination with my years'experience in bank operation and management, aimed to provide theoretical support and analysis tools for the analysis hereunder. Secondly, C Branch's profile, organizational structure, main and characteristic financial products and services, and business achievements are introduced systematically. Thus readers have a clear understanding of C Branch's current development details. Thirdly, the PEST analysis method is used to analyze C Branch's external general environment deeply to determine C Branch's external opportunities and threats. As for political and legal aspects, an analysis is carried out in respect of stability. As for economic factors, a comprehensive analysis is carried out in respect of regional stable economic development, growth of consumer price index, balanced development of local above-scale enterprises, and increase of loss of enterprises in the region. As for social factors, an analysis is carried out in respect of history, culture, tourist resource, advantage in resource gathering, development of science and education, and population growth. As for technical factors, an analysis is carried out in respect of information revolution. Michael Porter's Five Forces Model is used to analyze five aspects, i.e. C Branch's competitors, substitute's substitution capacity, potential competitor's entry capacity, customer's bargaining capacity, and supplier's bargaining capacity, so as to find C Branch's survival situations in the industrial environment and dig out C Branch's favorable conditions. Based on this, the SWOT research method is used to summarize and make a study of its weak points that may impact its development based on accepting its strong points. Fourthly, a comprehensive study of C Branch's opportunities, threats, strong points, and weak points in the internal and external environments is made based on the PEST analysis method, Michael Porter's Five Forces Model, and SWOT analysis method to draw a conclusion that C Branch should make the best of new opportunities, maximize favorable factors and minimize unfavorable ones, and work out expansion-type business strategies that should be chosen by C Branch to realize a large-scale development during the years from 2012 to 2015. Finally, in order to make sure that the target tasks for future 3 years are fulfilled, the expansion-type business strategies'guiding ideology and countermeasures are analyzed and elaborated comprehensively.This paper includes six parts. Part One, Preface, mainly narrates this paper's background, research methods, objective, train of thought, logic structure, contribution, and shortcoming and gives out the reason C Branch is treated as a research object and why it may be used for reference by small and medium-sized banks. Part Two, Analysis of Strategic Management Theories, briefly introduces the contents and methods of Andrews SWOT and Michael Porter's Five Forces Model and narrates the relation between the enterprise and its internal and external environments. Part Three, Analysis of C Branch's Current Business Strategies, describes P Bank's history, development, and core values briefly and introduces C Branch's profile, organizational structure, main and characteristic financial products and services, and business achievements in details. Part Four, Analysis of C Branch's Business Strategies, applies the PEST Analysis Method to analyze the business development opportunities bought and threats caused by macro-environment, including political situations, laws & regulations, economy, society, and technology. In the process of industrial analysis, Michael Porter's Five Forces Model is used to analyze incomer's threat, substitute's threat, supplier's bargaining capacity, buyer's bargaining capacity, and competitor's competition intensity. Through a detailed analysis of external environment, C Branch's future opportunities and threats are found out. The SWOT Model is used to analyze the favorable and unfavorable conditions, opportunities and threats in the internal and external environment based on C Branch's actualities. A conclusion is drawn out, that is, C Branch should choose expansion-type business strategies, indicating a direction for the branch's strategic positioning. Part Five, Strategic Decision-Making and Development Goals, works out C Branch's expansion-type business strategy choice, i.e. all jobs should treat "market share" as a starting point and end point.In addition, this part introduces briefly the guiding ideology and specific goals for selecting strategies, and development goals based on a detailed analysis in the foregoing four parts. Part Six, Realization of Business Strategies, mainly introduces effective strategy implementation measures that should be taken by C Branch as soon as possible because C Branch shoulders the mission of large-scale development and it has many operation and management problems accumulated in the process of years'development. These measures mainly cover seven aspects. The first one is to train and introduce human resource and create a first-class team. Such measure is elaborated in details from three aspects, i.e. combing existing staff, introducing outstanding employees who accept P Group's Culture, and establishing learning-type organizations and strengthening training, aimed to realize an organic combination of duties and personnel. The second one is to set up a clear performance assessment culture system. Such measure is elaborated in details from five aspects, i.e. defining performance, performance assessor, establishing a simple and clear performance assessment system, performance interview & appeal, and performance assessment accountability, aimed to impel C Branch to take feasible measures to retain talents and introduce talents in the face of fiercer interbank competition. The third one is to set up more network points. Such measure is analyzed from two aspects, i.e. rebuilding existing network points and establishing new network points, aimed to emphasize the importance of network points for C Branch. The fourth one is to pay much attention to P Group's customer resource. Such measure is analyzed and introduced from thought, learning, and cooperation. It is analyzed from four aspects, i.e. unifying thought, strengthening the learning of financial knowledge, recommending inter-selling, and building good cooperation consciousness. The reason credit card business is treated as a breakthrough point in the process of inter-selling and the way to promote credit card business are mainly analyzed. The fifth one is to make use of P Group's integrated financial platform advantages to carry out inter-selling as soon as possible. It is pointed out that inter-selling is a breakthrough point. The sixth one is to continue to bring C Branch's advantage in trade financing and offshore business into full play, grasp the good opportunities brought out by policies, and develop overseas RMB business greatly. The seventh one concerns IT innovation and research & development efforts. It is introduced in details in respect of showing IT service ideas, increasing IT resource utilization efficiency, making full use of IT technicians, and appropriate outsourcing, aimed to change IT service concepts. IT jobs should focus on markets, customers, and business jobs.In this paper, the knowledge, which was learned in the EMBA courses provided by Southwestern University of Finance and Economics, is applied to analyze C Branch's internal and external environments. Based on this, C Branch's corporate strategies are determined and its strategy implementation is analyzed and introduced in depth. Another feature of this paper is that I bring out an implementation plan, which satisfies superior's requirement for development speed, and feasible strategy guarantee measures in combination with my years' experience in bank operation and management and according to the branch's actualities so as to guarantee the execution and control of corporate strategies. This may be used for reference to some extent for the study and formulation of other small and medium-sized banks'strategies. Of course, because I have limited knowledge, I prepare this paper hurriedly, and I have a limited scope to collect information, this paper may have some careless omissions and mistakes. Your any advice will be greatly appreciated. |
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