中资商业银行核心竞争力构建
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摘要
提升中资商业银行核心竞争力多年以来都是中国政府和银行监管当局关注的焦点,也一直是解决中国金融问题的重中之重。业界与学界自改革开放从来就没有停止过理论与实践的探讨,近些年也始终是热点问题。本文试图在发表在1990年《哈佛商业评论》的经典文章《公司的核心竞争力》提出的“核心竞争力”概念基础上,运用银行价值理论、数学集合理论和严密逻辑推理深入解剖“核心竞争力”的“构成”及其“构成要件”;探讨和提出中资商业银行核心竞争力的定义和构成模型;进而逐一阐述提升核心竞争力“构成要件”的对策;最后导出中资商业银行构建核心竞争力的路径选择。论文除导论外分六章。
第一章为理论基础,主要从核心竞争力概念与理论简述、商业银行核心竞争力概念与理论简述入手,应用银行价值估值模型和银行价值创造模型,从三个角度尝试创新中资商业银行核心竞争力理论:理论创新之一:价值创造是商业银行核心竞争力的根本目标和动力;理论创新之二:核心竞争力是银行的“根系”;理论创新之三:核心竞争力是银行各项必要竞争力的“交集”。
第二章阐述了市场营销能力是中资商业银行核心竞争力的根本体现,主要意思是市场营销能力的强弱最能够代表银行核心竞争力的强弱。第三章阐述了风险管理能力也是中资商业银行核心竞争力的根本体现,与市场营销能力对形成银行核心竞争力的贡献几乎同样重要,风险管理能力的强弱也最能够代表银行核心竞争力的强弱。第二、三两章强调,市场营销能力与风险管理能力这两项竞争力不强,银行所谓的核心竞争力就只会是“空中楼阁”。
第四章阐述了中资商业银行构建核心竞争力的四个支撑:一是资本管理能力;二是公司治理能力;三是战略管理能力;四是人力资源管理能力。中资商业银行缺失这四项中的任何一项竞争力,其核心竞争力就失去支撑,构建核心竞争力也就不可能成功。
第五章阐述中资商业银行构建核心竞争力的基础——银行文化。缺失银行文化,银行也就只是“无本之木、无源之水”,更遑论形成核心竞争力了。没有文化的“竞争力”,就好像离开了土壤的插花一样,没有生命力,再艳丽也只是“昙花一现”。
第六章提出了中资商业银行构建核心竞争力的具有操作性的路径选择。本章也作为论文的结论,在前五章严密逻辑推理基础上得到清晰的具有操作性的中资商业银行构建核心竞争力的路径选择和具体对策。
It is a significant topic to advance the core competence of China-invested commercial banks, which attracts lots of attention from Chinese government and banking supervisory and regulatory authorities and has been the vital issue among other important issues of resolving the Chinese Financial difficulties. This issue has been heatedly discussed theoretically by the academic community and given practical attempts by the industry for a long time since Reform and Opening up.
Based upon the concept of "Core competence" proposed by the classic article The Core Competence of Corporations published in "Harvard Business Review" in 1990, this paper tries to apply bank value theories and mathematical set theory for logically analyzing the construction of Core Competence and its constituents , tentatively defines the Core Competence of China-invested banks and proposes its constructing model. Furthermore, it specifies the measures to advance the constituents of Core Competence and finally provides several choices for constructing the "Core Competence" of China-invested commercial banks. This paper is divided into six chapters besides the Introduction.
Chapter one is a theoretical foundation for the whole paper. Starting from the definition and a brief theoretical introduction for core competence and commercial banks' core competence respectively, this chapter applies bank value evaluating model and bank value creating model to innovate the theories for core competence of the China-invested commercial banks from three perspectives. The three theoretical innovations include that: firstly, value creation is the ultimate objectives and driver for core competence of commercial banks; secondly, the core competence is banks' rooting power; thirdly, the core competence is the "intersection" of all necessary competence of banks.
Chapter Two proposes that the marketing competence is the ultimate reflection of China-invested Commercial banks' core competence, since the marketing performance is the best indicator of the strength and weakness of a bank's core competence. Chapter Three presents that the risk management is also an ultimate reflection of China-invested commercial banks' core competence, and carries almost equal importance in contributing banks' core competence, and also a best indicator of the strength and weakness of a bank's core competence. Chapter Two and Three co-emphasize that lacking in strong marketing and risk management abilities, the so-called banks' core competence deems to become illusion.
For constructing China-invested commercial banks'core competence, Chapter Four proposes four supporting power: capital management ability, corporate management ability, strategy management ability and human resources management ability, lacking in any of the above mentioned power, the core competence would lose support and the attempts to constructing core competence would fail.
Chapter Five specifies the groundwork for constructing China-invested commercial banks' core competence - Bank culture. A bank without culture is just like "trees without roots, water without sources," do not even thought to mention the core competence. A flower without soil has no live, and even the most beautiful one is merely "flash in the pan"
Chapter Six puts forward with the feasible choices for constructing China-invested commercial banks' core competence. As the conclusion of the paper and Based upon the fore five Chapters' logically analyzing, This Chapter specifies the measures to advance the constituents of Core Competence and finally provides several choices for constructing the "Core Competence" of China-invested commercial banks.
第一章为理论基础,主要从核心竞争力概念与理论简述、商业银行核心竞争力概念与理论简述入手,应用银行价值估值模型和银行价值创造模型,从三个角度尝试创新中资商业银行核心竞争力理论:理论创新之一:价值创造是商业银行核心竞争力的根本目标和动力;理论创新之二:核心竞争力是银行的“根系”;理论创新之三:核心竞争力是银行各项必要竞争力的“交集”。
第二章阐述了市场营销能力是中资商业银行核心竞争力的根本体现,主要意思是市场营销能力的强弱最能够代表银行核心竞争力的强弱。第三章阐述了风险管理能力也是中资商业银行核心竞争力的根本体现,与市场营销能力对形成银行核心竞争力的贡献几乎同样重要,风险管理能力的强弱也最能够代表银行核心竞争力的强弱。第二、三两章强调,市场营销能力与风险管理能力这两项竞争力不强,银行所谓的核心竞争力就只会是“空中楼阁”。
第四章阐述了中资商业银行构建核心竞争力的四个支撑:一是资本管理能力;二是公司治理能力;三是战略管理能力;四是人力资源管理能力。中资商业银行缺失这四项中的任何一项竞争力,其核心竞争力就失去支撑,构建核心竞争力也就不可能成功。
第五章阐述中资商业银行构建核心竞争力的基础——银行文化。缺失银行文化,银行也就只是“无本之木、无源之水”,更遑论形成核心竞争力了。没有文化的“竞争力”,就好像离开了土壤的插花一样,没有生命力,再艳丽也只是“昙花一现”。
第六章提出了中资商业银行构建核心竞争力的具有操作性的路径选择。本章也作为论文的结论,在前五章严密逻辑推理基础上得到清晰的具有操作性的中资商业银行构建核心竞争力的路径选择和具体对策。
It is a significant topic to advance the core competence of China-invested commercial banks, which attracts lots of attention from Chinese government and banking supervisory and regulatory authorities and has been the vital issue among other important issues of resolving the Chinese Financial difficulties. This issue has been heatedly discussed theoretically by the academic community and given practical attempts by the industry for a long time since Reform and Opening up.
Based upon the concept of "Core competence" proposed by the classic article The Core Competence of Corporations published in "Harvard Business Review" in 1990, this paper tries to apply bank value theories and mathematical set theory for logically analyzing the construction of Core Competence and its constituents , tentatively defines the Core Competence of China-invested banks and proposes its constructing model. Furthermore, it specifies the measures to advance the constituents of Core Competence and finally provides several choices for constructing the "Core Competence" of China-invested commercial banks. This paper is divided into six chapters besides the Introduction.
Chapter one is a theoretical foundation for the whole paper. Starting from the definition and a brief theoretical introduction for core competence and commercial banks' core competence respectively, this chapter applies bank value evaluating model and bank value creating model to innovate the theories for core competence of the China-invested commercial banks from three perspectives. The three theoretical innovations include that: firstly, value creation is the ultimate objectives and driver for core competence of commercial banks; secondly, the core competence is banks' rooting power; thirdly, the core competence is the "intersection" of all necessary competence of banks.
Chapter Two proposes that the marketing competence is the ultimate reflection of China-invested Commercial banks' core competence, since the marketing performance is the best indicator of the strength and weakness of a bank's core competence. Chapter Three presents that the risk management is also an ultimate reflection of China-invested commercial banks' core competence, and carries almost equal importance in contributing banks' core competence, and also a best indicator of the strength and weakness of a bank's core competence. Chapter Two and Three co-emphasize that lacking in strong marketing and risk management abilities, the so-called banks' core competence deems to become illusion.
For constructing China-invested commercial banks'core competence, Chapter Four proposes four supporting power: capital management ability, corporate management ability, strategy management ability and human resources management ability, lacking in any of the above mentioned power, the core competence would lose support and the attempts to constructing core competence would fail.
Chapter Five specifies the groundwork for constructing China-invested commercial banks' core competence - Bank culture. A bank without culture is just like "trees without roots, water without sources," do not even thought to mention the core competence. A flower without soil has no live, and even the most beautiful one is merely "flash in the pan"
Chapter Six puts forward with the feasible choices for constructing China-invested commercial banks' core competence. As the conclusion of the paper and Based upon the fore five Chapters' logically analyzing, This Chapter specifies the measures to advance the constituents of Core Competence and finally provides several choices for constructing the "Core Competence" of China-invested commercial banks.
引文
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[2]严格来讲,除尚未完成股份制改革的农业银行外,其他的四家商业银行应该是国家控股商业银行。
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[1]参阅中国人民银行与纽约证券交易所2005年5月16日联合主办的中国商业银行讨论会会议《中国人民银行与纽约证券交易所联合主办中国商业银行讨论会2005年5月16日》以及网站:http://www.aicpa.org/info/sarbanes_oxley_summary.html.
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[2]《中国中资商业银行股份有限公司章程》第一百四十六条:“战略发展委员会的主要职责为:(一)组织拟订银行中长期战略发展规划,评估实施情况,并向董事会提出建议;”。
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[2]严格来讲,除尚未完成股份制改革的农业银行外,其他的四家商业银行应该是国家控股商业银行。
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[2]参见《科特勒营销战略全书》(科特勒原著、谢德高编著、九州出版社)P188页;
[1]参阅
[1]参阅中国人民银行与纽约证券交易所2005年5月16日联合主办的中国商业银行讨论会会议《中国人民银行与纽约证券交易所联合主办中国商业银行讨论会2005年5月16日》以及网站:http://www.aicpa.org/info/sarbanes_oxley_summary.html.
[1]Fred.R.David;Strategic Management:Concepts and Cases;Prentice Hall,2001,8~(th) ed,P17。
[1]参阅王建民编著,《战略管理学》,P288,经济科学出版社。
[1]参见:Alfred Chandler;Strategy and Structure;Cambridge,Massachusetts:MIT Press。
[2]《中国中资商业银行股份有限公司章程》第一百四十六条:“战略发展委员会的主要职责为:(一)组织拟订银行中长期战略发展规划,评估实施情况,并向董事会提出建议;”。
[1]参阅王建民编著,《战略管理学》,P39,经济科学出版社。
[1]《构建和谐的企业社会责任运》;http://stock.163.com/05/1101/03/21EM6L2700251IMR.html
[2]http://www.hsbc.com;About HSBC;Corporate Social Responsibility
[1]具体参见黄文忠:《设计科学考核指标 提升商业银行绩效》,《南方金融》2005年第一期P29-P31。
[1]参阅黄文忠:《从汇丰企业文化谈中资商业银行企业文化的重塑》,《现代商业银行导刊》2006年第一期,P49-53。
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