商业银行竞争力培育与管理研究
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摘要
银行竞争力既有一般企业竞争力的相同点也有其自身的特殊性,商业银行竞争力特性主要体现在能力上,表现为银行能力及其差异。银行竞争力本质是银行内在能力的外在表现,银行能力寓于银行内部而反映在金融产业市场竞争上,由此形成能力特点和差别,表现出不同的竞争水平。银行竞争力是由资源竞争力、经营竞争力、潜在竞争力三维能力有机结合构成的内容丰富、结构严密的能力体系。三个维度在既是时间上的继接链条,又是能力的搭配关系,因而不可缺少任何一个组成部分。同时,银行竞争力是一个不断演化的能力体系,其演化过程包括不满现状的反思、目标设计、选择路径、能力培育几个环节。演化是通过能力改变而实现的,从而获得新的竞争优势。银行竞争力演化要选择合适的目标模式和适宜的发展路径。银行竞争力培育是提升银行竞争力的根本途径,它通过四个能力(价值构建能力、组织沟通能力、发展控制能力和基本支撑能力)连续脉冲运动来实现,通过连续强化银行竞争力功能使银行竞争力不断提高,实现竞争力发展愿景目标。商业银行竞争力培育管理可以运用竞争力评价方法以检验自身竞争力在某时点的水平,并与其它银行、本行自身的其它时点水平相比较,从而查验竞争力培育的效果,明确竞争力培育的目的性和针对性。
At present, the world economy in a monetary economy, banking in the economy plays an important role in the allocation of resources. But in the competitive financial markets, banks of the success or failure of different reasons at different competitive. In order to reveal the banking industry, the special connotation of competitiveness and the competitiveness of the inherent characteristics of the law of this article on the current domestic and foreign commercial banks to carry out a comprehensive theory of competitive analysis and sum up its characteristics and inadequate, and then raise the competitiveness of banks in this article theory: based on the Theoretical capacity of the Bank of the definition of competitiveness, so as to the competitiveness of resources, management and competitiveness of the potential competitiveness of the three dimensions as the main content of the competitiveness of the contents of the structure of the system, the theory of the evolution of the competitiveness of banks, the banks competitive evaluation methods and foster the competitiveness of banks And so on. Finally, the use of the competitiveness of the theory of China's competitiveness in the banking management, and foster the competitiveness of the proposal. Specific research is divided into six parts:
The first chapter reviews the competitiveness of the bank's management and cultivation of traditional theory, and a comprehensive evaluation, this paper put forward ideas. Bank of competitiveness of traditional theory can be divided into four types: the first is the type of competition mechanics of a single faction. Including the allocation of resources competition mechanics, operation and management of competition to send mechanics, mechanics were potential competition. The second type of competition for the two-dimensional mechanics were, to use its resources to competitiveness and competitiveness of the operation and management of the two dimensions reflect the bank's competitiveness. The third is a simple three-dimensional mechanics were competitive, it analyzes the competitiveness of the banks involved in the competitive resources, management competitiveness, potential competitive, and many other content. The fourth is a dynamic capability school, that is, the use of the banking system dynamics prompted the competitiveness of the internal structure of the relationship reflects the competitive dynamics of a certain property. Bank competitiveness of the traditional methods of evaluation, including evaluation of the static and dynamic evaluation of the law. To enhance the competitiveness of the management of the bank's traditional methods, including management's views and enhance the point of view. These theories were reflected from a different perspective bank competitiveness, the competitiveness of the banking study provides a more comprehensive vision, but its full contents are not sound enough.
Chapter II for the banking industry in the competitive characteristics of the reflection of the bank prompted the competitiveness of the connotation of a unified analysis of the paradigm. The use of the latest management theories, from commercial banks operating as a funding currency and its related businesses start with the special characteristics of the industry that focused on the competitiveness of the banking services in the capacity, the ability of the bank is competitive in real terms, the bank is the difference between the ability of banks Force. Analysis of the impact on the competitiveness of banks should be competitive all the elements of the abstract to the ability of the side, the bank will be built on the competitiveness on the basis of their ability. Bank of competitiveness is the bank's intrinsic ability to external performance of the bank in-house capability resides in the banking and financial industry are reflected in the market competition, the resulting difference in characteristics and the ability to show a different level of competition, which resolved the bank competitiveness study With the generalization of the existence of empty, so that really reflects the competitiveness of specific connotation, but also the ability to make comparison with a solid theoretical foundation. At the same time, that banks should be competitive from the start with the ability to analyze in order to standardize the analysis of the competitive paradigm.
The third chapter based on the theory and systematic analysis of cause and effect theory of the impact on the competitiveness of banks, commercial banks and build a competitive integrity. That the competitiveness of commercial banks, three-dimensional structure of the content of the show, that the competitiveness of the banking resources by competitive operating competitiveness, the competitiveness of the potential ability to combine three-dimensional composition. Capacity is the major banks have obvious elements, which constitute the bank for the survival and development capacity; viability of the bank is the use of basic resources, the ability to create value, which is generally reflected in the operating skills and create real value for the resources The provision of the accumulation; pose a potential competitive edge is the bank's key knowledge and skills mix, it was not easy to copy or imitate others, the price is too high, and there is access to bank a competitive advantage compared to the fundamental strength of the bank is able to provide the impetus to the development of long-term protection . Three in the horizontal dimension is the ability to play following the relationship between the vertical features are complementary relationship through an integrated role in the formation of organic bank's overall competitiveness.
Chapter IV of the use of corporate evolution theory and the theory of dynamic ability of banks to carry out the evolution of competitive analysis, a clear change in the competitiveness of the banking law, in order to enhance the competitiveness of the provision of content management. Analysis of the view that the bank's competitiveness, including dissatisfaction with the evolution of reflection, the design goal, to choose the path, the ability to reshape and to cultivate the ability of the five links. Evolution is aimed at re-engineering through the formation of new capacity in order to obtain a new competitive advantage. Competitiveness of the evolution of each bank to choose a suitable model type, choose their own path of development. In the choice of targets and follow the path of the needs and possibilities, with the advantage of speed, cost-effective compared with the principle. Fostering competitiveness is so competitive in the management of lower-cost cases, more revenue, which foster the competitiveness of competitiveness to become the main channel. To enhance the competitiveness of banks to follow these rules, when every other decision-making and implementation of the ongoing follow-up with the amendments suggested by the bank's competitiveness through the effective management of sustained competitive advantage.
Chapter on how to foster the competitiveness of banks. That enhance the competitiveness of the bank is competitive research and the pursuit of the objectives of management, and foster the competitiveness of banks is to upgrade the competitiveness of a low-cost basic task is to enhance the competitiveness of the bank's conventional methods. To enhance competitiveness is to improve the competitiveness of the elements of quality, in particular the potential competitiveness of the elements of quality. Competence is a systems engineering from the nature of the business of commercial banks, Bank of competitiveness focus on the value of training to build capacity, organizational communication skills, ability to control development and the basic ability to support the cultivation, the ability to determine its flexibility and plasticity Constant remodeling. Cultivate the ability to build value is the value chain re-weaving the bank, the bank is in the economic value chain, from the perspective of their own design business and there are range of capabilities, is to seek opportunities, with a focus on innovative banking and the development of new high-quality customers, strengthen the power of science and technology. Organizations to cultivate communication skills, that is, by its own pool resources of various components of the economic chain customers the ability to build a relationship is realistic, focused on optimizing the banking system of property rights and promoting the restructuring of the organizational structure, process reengineering. Foster the development of control is to improve the efficiency of the bank's own health and to ensure that every operation, with a focus on strategies to improve management capability, the establishment of mechanisms for healthy performance, highlighted the risk control. Bank support for basic training capacity, means to enhance their personification of the spirit of the atmosphere, strongly support the existence and progress of the bank, with a focus on the bankers can play a large investment in human capital and enhance the cultural cohesiveness of the bank.
In this paper, the use of Chapter VI of the competitiveness of the Bank of China on the theory of competitive analysis, and the Commercial Bank of China to cultivate competitive response. Section I of this chapter continuation of the previous study on the competitiveness of the banking evaluation method of evaluation through the competitive level of competitiveness of the banking inspection, and then through the same bank at different times the level of competitiveness of the different inter-bank differences in the level of competitiveness, changes in the competitive examination And the advantage of the situation or the gap in order to better monitor and identify competitive effects of nurture, to take specific measures to foster the competitiveness of banks to provide the conditions. Then other sections running evaluation of China's competitiveness for the identification and competitive nurture our bank raised countermeasures. At present, China has nearly 200 independent legal personality of the commercial banks, in addition to a large number of rural commercial banks, rural cooperative banks, foreign financial institutions, urban credit cooperatives, rural credit cooperatives, financial companies of enterprise groups, trust and investment companies, financial leasing companies and Post Chu Huiju rural credit cooperatives. China's basic state of competition in the banking sector characteristics: has created a large-scale state-owned commercial banks, joint-stock commercial banks of large and medium-sized stake in Industrial Bank, a small regional joint-stock commercial banks (local commercial banks), four main categories of foreign banks, the banking industry competition ; The four national commercial banks in the traditional banking business in the area of the scale and size of the network are still on edge, the development of faster still, for the time being to maintain market share leadership; resources and international banks are still substantial gaps in comparison, but The gap was narrowing trend; viability is still in second or even third class level of banks, individual banks have been close to first-class capability; core poor general election, which has historical and practical reasons for more weight. China's banking industry has joined the WTO two years, facing all-round competition, the need to deal with key issues: market share may decline, high-quality customer may have a loss of profits may have been weakened and so on. In a planned manner should be focusing on cultivating competitiveness, including the deepening of understanding of the competitiveness of the bank through a thorough reform to promote competitiveness and generate innovative mechanisms to enhance operational efficiency and first-class international bank in line, the integration of the existing resources of the bank, and so on.
At present, the world economy in a monetary economy, banking in the economy plays an important role in the allocation of resources. But in the competitive financial markets, banks of the success or failure of different reasons at different competitive. In order to reveal the banking industry, the special connotation of competitiveness and the competitiveness of the inherent characteristics of the law of this article on the current domestic and foreign commercial banks to carry out a comprehensive theory of competitive analysis and sum up its characteristics and inadequate, and then raise the competitiveness of banks in this article theory: based on the Theoretical capacity of the Bank of the definition of competitiveness, so as to the competitiveness of resources, management and competitiveness of the potential competitiveness of the three dimensions as the main content of the competitiveness of the contents of the structure of the system, the theory of the evolution of the competitiveness of banks, the banks competitive evaluation methods and foster the competitiveness of banks And so on. Finally, the use of the competitiveness of the theory of China's competitiveness in the banking management, and foster the competitiveness of the proposal. Specific research is divided into six parts:
The first chapter reviews the competitiveness of the bank's management and cultivation of traditional theory, and a comprehensive evaluation, this paper put forward ideas. Bank of competitiveness of traditional theory can be divided into four types: the first is the type of competition mechanics of a single faction. Including the allocation of resources competition mechanics, operation and management of competition to send mechanics, mechanics were potential competition. The second type of competition for the two-dimensional mechanics were, to use its resources to competitiveness and competitiveness of the operation and management of the two dimensions reflect the bank's competitiveness. The third is a simple three-dimensional mechanics were competitive, it analyzes the competitiveness of the banks involved in the competitive resources, management competitiveness, potential competitive, and many other content. The fourth is a dynamic capability school, that is, the use of the banking system dynamics prompted the competitiveness of the internal structure of the relationship reflects the competitive dynamics of a certain property. Bank competitiveness of the traditional methods of evaluation, including evaluation of the static and dynamic evaluation of the law. To enhance the competitiveness of the management of the bank's traditional methods, including management's views and enhance the point of view. These theories were reflected from a different perspective bank competitiveness, the competitiveness of the banking study provides a more comprehensive vision, but its full contents are not sound enough.
Chapter II for the banking industry in the competitive characteristics of the reflection of the bank prompted the competitiveness of the connotation of a unified analysis of the paradigm. The use of the latest management theories, from commercial banks operating as a funding currency and its related businesses start with the special characteristics of the industry that focused on the competitiveness of the banking services in the capacity, the ability of the bank is competitive in real terms, the bank is the difference between the ability of banks Force. Analysis of the impact on the competitiveness of banks should be competitive all the elements of the abstract to the ability of the side, the bank will be built on the competitiveness on the basis of their ability. Bank of competitiveness is the bank's intrinsic ability to external performance of the bank in-house capability resides in the banking and financial industry are reflected in the market competition, the resulting difference in characteristics and the ability to show a different level of competition, which resolved the bank competitiveness study With the generalization of the existence of empty, so that really reflects the competitiveness of specific connotation, but also the ability to make comparison with a solid theoretical foundation. At the same time, that banks should be competitive from the start with the ability to analyze in order to standardize the analysis of the competitive paradigm.
The third chapter based on the theory and systematic analysis of cause and effect theory of the impact on the competitiveness of banks, commercial banks and build a competitive integrity. That the competitiveness of commercial banks, three-dimensional structure of the content of the show, that the competitiveness of the banking resources by competitive operating competitiveness, the competitiveness of the potential ability to combine three-dimensional composition. Capacity is the major banks have obvious elements, which constitute the bank for the survival and development capacity; viability of the bank is the use of basic resources, the ability to create value, which is generally reflected in the operating skills and create real value for the resources The provision of the accumulation; pose a potential competitive edge is the bank's key knowledge and skills mix, it was not easy to copy or imitate others, the price is too high, and there is access to bank a competitive advantage compared to the fundamental strength of the bank is able to provide the impetus to the development of long-term protection . Three in the horizontal dimension is the ability to play following the relationship between the vertical features are complementary relationship through an integrated role in the formation of organic bank's overall competitiveness.
Chapter IV of the use of corporate evolution theory and the theory of dynamic ability of banks to carry out the evolution of competitive analysis, a clear change in the competitiveness of the banking law, in order to enhance the competitiveness of the provision of content management. Analysis of the view that the bank's competitiveness, including dissatisfaction with the evolution of reflection, the design goal, to choose the path, the ability to reshape and to cultivate the ability of the five links. Evolution is aimed at re-engineering through the formation of new capacity in order to obtain a new competitive advantage. Competitiveness of the evolution of each bank to choose a suitable model type, choose their own path of development. In the choice of targets and follow the path of the needs and possibilities, with the advantage of speed, cost-effective compared with the principle. Fostering competitiveness is so competitive in the management of lower-cost cases, more revenue, which foster the competitiveness of competitiveness to become the main channel. To enhance the competitiveness of banks to follow these rules, when every other decision-making and implementation of the ongoing follow-up with the amendments suggested by the bank's competitiveness through the effective management of sustained competitive advantage.
Chapter on how to foster the competitiveness of banks. That enhance the competitiveness of the bank is competitive research and the pursuit of the objectives of management, and foster the competitiveness of banks is to upgrade the competitiveness of a low-cost basic task is to enhance the competitiveness of the bank's conventional methods. To enhance competitiveness is to improve the competitiveness of the elements of quality, in particular the potential competitiveness of the elements of quality. Competence is a systems engineering from the nature of the business of commercial banks, Bank of competitiveness focus on the value of training to build capacity, organizational communication skills, ability to control development and the basic ability to support the cultivation, the ability to determine its flexibility and plasticity Constant remodeling. Cultivate the ability to build value is the value chain re-weaving the bank, the bank is in the economic value chain, from the perspective of their own design business and there are range of capabilities, is to seek opportunities, with a focus on innovative banking and the development of new high-quality customers, strengthen the power of science and technology. Organizations to cultivate communication skills, that is, by its own pool resources of various components of the economic chain customers the ability to build a relationship is realistic, focused on optimizing the banking system of property rights and promoting the restructuring of the organizational structure, process reengineering. Foster the development of control is to improve the efficiency of the bank's own health and to ensure that every operation, with a focus on strategies to improve management capability, the establishment of mechanisms for healthy performance, highlighted the risk control. Bank support for basic training capacity, means to enhance their personification of the spirit of the atmosphere, strongly support the existence and progress of the bank, with a focus on the bankers can play a large investment in human capital and enhance the cultural cohesiveness of the bank.
In this paper, the use of Chapter VI of the competitiveness of the Bank of China on the theory of competitive analysis, and the Commercial Bank of China to cultivate competitive response. Section I of this chapter continuation of the previous study on the competitiveness of the banking evaluation method of evaluation through the competitive level of competitiveness of the banking inspection, and then through the same bank at different times the level of competitiveness of the different inter-bank differences in the level of competitiveness, changes in the competitive examination And the advantage of the situation or the gap in order to better monitor and identify competitive effects of nurture, to take specific measures to foster the competitiveness of banks to provide the conditions. Then other sections running evaluation of China's competitiveness for the identification and competitive nurture our bank raised countermeasures. At present, China has nearly 200 independent legal personality of the commercial banks, in addition to a large number of rural commercial banks, rural cooperative banks, foreign financial institutions, urban credit cooperatives, rural credit cooperatives, financial companies of enterprise groups, trust and investment companies, financial leasing companies and Post Chu Huiju rural credit cooperatives. China's basic state of competition in the banking sector characteristics: has created a large-scale state-owned commercial banks, joint-stock commercial banks of large and medium-sized stake in Industrial Bank, a small regional joint-stock commercial banks (local commercial banks), four main categories of foreign banks, the banking industry competition ; The four national commercial banks in the traditional banking business in the area of the scale and size of the network are still on edge, the development of faster still, for the time being to maintain market share leadership; resources and international banks are still substantial gaps in comparison, but The gap was narrowing trend; viability is still in second or even third class level of banks, individual banks have been close to first-class capability; core poor general election, which has historical and practical reasons for more weight. China's banking industry has joined the WTO two years, facing all-round competition, the need to deal with key issues: market share may decline, high-quality customer may have a loss of profits may have been weakened and so on. In a planned manner should be focusing on cultivating competitiveness, including the deepening of understanding of the competitiveness of the bank through a thorough reform to promote competitiveness and generate innovative mechanisms to enhance operational efficiency and first-class international bank in line, the integration of the existing resources of the bank, and so on.
引文
:①诺顿,《平衡计分法:良好绩效的测评体系》,载《哈佛商业评论》,1992年12月号;德鲁客等:《公司绩效测评》,中文版,117同,北京,中国人民大学出版社1999。
注释:①张鹏,《中国银行业竞争力分析》,载《财经研究》,1999(2)。
注释:①霍春辉,《动态竞争优势》,北京,经济管理出版社2006年5月,第33页。另,本段几处引文皆转引自此。
注释:①邹国庆,《企业持续竞争优势的经济危机评析》,《当代经济研究》,2003(4)。
注释:①Hitt,M.A.and Ireland R.D.and Hoskisson R.E.,Strategic management;Competitiveness and globalization,West Publisshing,1995.
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注释:①霍春辉,《动态竞争优势》,北京,经济管理出版社2006年5月,第33页。另,本段几处引文皆转引自此。
注释:①邹国庆,《企业持续竞争优势的经济危机评析》,《当代经济研究》,2003(4)。
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