外资银行在华发展战略分析

华中科技大学硕士学位论文外资银行在华发展战略分析姓名：顾日滇申请学位级别：硕士专业：工商管理指导教师：龚朴20060424IIIAbstractWithChina’sreformandopenformorethan20years,thebankingindustryhasseensignificantchanges,asitsoverallstrengthandcompetitivecapabilitycontinuouslyimprovingandtheroleitplayedinnationaleconomybecomingincreasinglyimportant.However,ascomparedwithitscounterpartyofdevelopedcountries,thecomprehensivecompetitivenessofChina’sbankingindustryisstillweakandfullofproblems.Atthesametime,foreignbanks’growthinChinahasdemonstratedagrowingtrend.EspeciallyafterChina’sentryintoWTO,theyhavespeededuptheiraccesstothemarket,showingrelativelystrongcompetitivecapability,whichareworthoflearningforChinesebanks.Atpresent,researchesonforeignbanks’developmentstrategyinChinaarelimited.ThispapertriestofindoutafeasiblewayforChinesebankstoenhancetheircompetitivecapabilitybystudyingforeignbanks’developmentstrategiesinchina.ThepaperfirstlypresentsfundamentalideasandtheoriesonstrategyanalysisandconstruesthemarketenvironmentofChina’sbankingsectorandcompetitivecapabilityofforeignbanks.Consequently,adetailedanalysisismadeonforeignbanks’developmentstrategyfromvariousanglessuchasmarketentry,customeracquisitionandbusinesscompetition,combinedwithcurrentoperationofforeignbanks.Furthermore,thepapercoversonspecificcharacteristicsofbusinessgrowthofforeignbanksfromdifferentcountriesanddeterminesthemajorpotentialcompetitorsforChinesebanks.Atlast,onthebasisoftheanalysisofspecificcase,thepaperhasdemonstratethekeyfactorsofeffectiveimplementofcommercialbanksstrategy,andputsforwardscorrespondingstrategiesforChinesebanksbylearningvaluedexperiencefromforeignbanksaboutbusinessoperationandmanagement.Thepaperabsorbstheoriesoneconomy,strategicmanagementandcommercialbankbusinessoperationandmanagement,andmakesapracticalanalysisinformsofcomparisonbetweenChineseandforeignbanksaswellasacross-comparisonamongforeignbanks.Theresearchonforeignbanks’developmentstrategyisquitecomprehensive,andthecorrespondingstrategicsuggestionsareverypertinent.TheauthorhopesthatChina’sbankingindustrywouldtakeopportunitiestodeepenreformsandimprovecorecompetitivenessundertheincreasinglyopenmarketenvironment.KeywordsForeignbanksDevelopmentstrategyChinesebankingindustry111.120051237.471220051257%80%50%20051215.52%IT20051212,196.68.9%10724.810.5%1471.84.2%2200512876.571.89%WTO30%12.4%54.8%(1)[1](2)[2](3)3[3](4)[4][5](5)(1)(2)(3)(4)4[6][7]200120051810200612111.21.2.1[8]197919901991199619972001200219811989251990819901991191419921994511[9]19961219988199911-119951996199719981999200020012002200320042005483551543297247221213211216223240129140164173176191190180192204254---232533315385111154.,2005:2531-21995199619971998199920002001200220032004200519129937934231834445039249669387761.7%56.5%26.8%-9.8%-7.0%8.2%30.8%-12.9%26.5%39.7%26.6%12819427526121818618518623033944831394546526577951441942671.41.82.62.2-1.60.071.91.82.42.824.46.,2005:2531.2.2(1)20051225418442141424072%(2)2005877448631621%57%12%1.05%4.4689.79%0.82%9.14%(3)2005,154,1860,54%;1068,66%;966,68%;9.32,54%?1.2.31001.3722.12.1.12-182-12.1.2SCPSCPStructure,Conduct,PerformanceJSBain1959(MarketStructure)(MarketConduct)(MarketPerformance)SCPnn[10]2.22.2.119801990SCP9[11]2-12.2.22060[12](1)(2)(3)1986102.2.3[13]2.2.4[14]2.31985[15]1119761993[16]P2-21562-219851987[17]1990[18]PESTNSWOT123678945122.42.4.1[19](1)GDP8%20055GDP40%(2)(3)15%33%(4)(5)2003(1)30%70%25%8%[20]200413(2)(3)(4)2004200580002.4.21984199419952-2200120052001200220032004200557.07%56.50%54.93%53.58%52.46%11.45%12.65%13.80%14.87%15.51%8.62%8.19%7.68%7.63%7.82%4.23%4.93%5.29%5.40%5.44%1.79%1.37%1.48%1.82%1.89%.,2004:5352-214WTO2.4.3(1)(2)(3)(4)152.572212.5.1(1)2004CorporateGovernanceGuideeines[21]16(2)2-3[22]2-32004ROA)(ROE)74414,841241.821.63%32.50%2.06%67312,768176.081.38%26.18%1.94%3495,16041.780.81%11.99%5.12%2354,71860.671.29%25.78%3.92%2026,8513.540.05%1.76%18.99%1674,2228.20.19%4.92%26.83%571,3849.360.68%16.32%2.97%247286.060.83%24.96%2.87%2-4[23]2-42004A3Aa2A2Baa1A-B+DD-Aa1Aa2A2Baa1P-1P-1P-2P-217(3)[24]CertificateofDeposit,CD[21]200219967[25](4)119338600[26]19700771.127547182[27](5)19.9%[28](6)[29]2191000[30]@(7)[21](IT)(HR)(R&D)(Logistics)20RAROC(VAR)(TRM)[30](8)CompensationCommittee[31]3602.5.2(1)52%(2)22211210[32](3)(4)2233.13.1.1200570199423-12005641141332221104953313040100222521130102002175312210100001542033100001014311111010003123212120100001262010000000091863301000209425525211814985542261923-178%23200482%200385%200523[32]3-280%3-22005484.3355.25%247.4655.19%11.89%136.4755.24%4.72%26.1637.46%114.8913.11%61.6313.75%6.60%37.7515.28%3.24%9.613.74%88.1110.05%41.999.37%2.21%20.968.48%0.58%7.1710.27%46.565.31%22.094.93%2.34%7.53.04%0.52%5.167.39%35.694.07%18.714.17%3.2%12.415.02%1.64%3.55.01%876.57100%448.35100%N/A247.05100%N/A69.83100%3-372%3-320053053041210165352400210118246911000001018581000000001426600000000143400100010211340100010009374334011110697918118654433322240243-1200115720052529520063-11999200520053.1.21996200312320051917170[33]3-4[34]3152025253-31996.0119003%1998.08IFC28005%IFC2710(7%)63008%2001.1223603%2001.