摘要 从 20 世纪 80 年代到现在，国际金融市场日趋完善,并向一体化进程迈进， 另外，银行业的大规模发展和应用信息科技,这是银行进行跨国管理的技术保障， 目前,商业银行发展越来越走向国际化。 但不可忽视的是，中国在 2001 年正式加入世界贸易组织后，中国企业越来 越快地往外走，为 G 银行建立了客户基础来进行国际扩张。2003 年至今，G 银 行抓住机会，大力进行改革和发展，金融实力不断增强，这些都将成为中资商 业银行进行国际扩张的物质基础。2008 年爆发的国际金融危机，还有紧接的欧 债危机狠狠冲击了原来的金融业格局。中资商业银行把握时机，使自有资本和 盈利能力不断增强,甚至海外也有很多分支机构。一方面，在海外市场中资商业 银行迅猛发展，另一方面，一系列问题也随之产生，主要表现为中资银行海外 发展经验缺乏，管理能力不够，风险管理能力的匮乏、不具备创新能力，还有 国际化人才的缺乏，这些使很多海外机构暴露出集约化程度低的问题，造成了 海外机构呈现“小而全、小而散”的特点。 为此，本文以赞比亚业务市场为切入点，通过探讨研究 G 银行在赞比亚业 务发展战略，运用 SWOT 战略分析法，分析出海外银行业应加强风险管理、经 营私人银行潜在市场、注重创新发展、发展同业合作策略、结合所在国文化进 行管理、旨在为 G 银行能更好地发展找到方法和策略。近年来，也为其他准备 进驻赞比亚市场的中资商业银行提供参考和借鉴。 关键词：跨国银行；海外子行管理；市场战略；公司治理机制ABSTRACT II ABSTRACT Since the 1980s, with the deepening and development of economic globalization, the major developed countries in the world have relaxed financial control, the international financial market has gradually improved and become integrated, and the large-scale development and application of information technology in the banking industry has provided technical support for the transnational management of banks and carried out internationalization. Operating has become an important means for commercial banks to evade domestic control, seek greater development space and pursue higher profits. The internationalization of commercial banks has become one of the most important trends in the development of commercial banks. With China's accession to the World Trade Organization in 2001, China's economy began to accelerate its integration into the global economy, and China's foreign trade and investment grew at a high speed. Chinese enterprises, with a view to global resources and international markets, accelerated the expansion of overseas business, quickened the pace of going out, and created guests for the G-banking industry to achieve International expansion. Household basis. At the same time, with the gradual liberalization of G banking industry, foreign banks are also accelerating the penetration of China's domestic market, G Bank is facing fierce competition from foreign banks. Since 2003, the G banking industry has seized the opportunity precisely and boldly carried out a series of positive reforms and developments. Through the joint-stock system reform, the introduction of strategic investors and public listing, it has continuously improved the corporate governance structure and risk management ability. The financial strength of the banking industry has been greatly strengthened, and the Chinese commercial banks have adapted to the current situation. International expansion has laid the material foundation. The international financial crisis in 2008 and the subsequent European debt crisis have made a great impact on the original international financial structure. However, Chinese commercial banks have seized the opportunity of development and greatly enhanced their own capital and profitability. The decline of financial strength has brought new opportunities for the internationalization of Chinese commercial banks andABSTRACT III accelerated the development of Chinese banks. Go abroad, open branches overseas, or quickly penetrate the destination market through mergers and acquisitions. However, judging from the performance of the existing overseas institutions of the state-owned commercial banks, there are many problems in the development process of the overseas market of the Chinese commercial banks. These problems are mainly reflected in the lack of overseas development experience and management ability of the Chinese banks, the lack of risk management ability, financial innovation ability and international talent reserve. As a result, many existing overseas institutions are less intensive, and the phenomenon of small and complete, small and scattered is more prominent. It is still difficult to provide global financial services for multinational enterprises. Faced with this situation, this paper will take Zambia's business market as an entry point to study G Bank's business development strategy in Zambia, hoping to find a better way and strategy for its further development in Zambia's financial market, and at the same time, we can start with other Chinese-funded commercial banks that have entered Zambia's market in recent years. For reference. Keywords: Multinational banks；overseas subsidiaries management,；market strategy； subsidiary corporate governance mechanism目录 IV 目 录 第 1 章 绪论.................................................................................................................1 1.1 选题背景及意义 ............................................................................................1 1.1.1 选题背景 .............................................................................................1 1.1.2 选题意义 .............................................................................................1 1.2 国内外研究现状 ............................................................................................2 1.2.1 国外研究现状 .....................................................................................2 1.2.2 国内研究现状 .....................................................................................3 1.3 研究思路、方法与内容 ................................................................................4 1.4 创新点及难点 ................................................................................................5 第 2 章 战略管理相关理论.........................................................................................6 2.1 战略分析方法 ................................................................................................6 2.1 战略分析方法 ........................................................................................6 2.1.1 PEST 分析法 ........................................................................................6 2.1.2 SWOT 分析法......................................................................................6 2.1.3 五力分析模型 .....................................................................................6 2.2 竞争战略理论 ................................................................................................7 2.2.1 成本领先战略 .....................................................................................7 2.2.2 差异化战略 .........................................................................................7 2.2.3 集中化战略 .........................................................................................7 2.3 目标战略理论 ................................................................................................7 2.3.1 目标设定战略 .....................................................................................7 2.3.1 经营实施战略 .....................................................................................8 2.4 银行海外发展理论 ................................................................................8 2.4.1 内部化理论 .........................................................................................8 2.4.2 折中理论 .............................................................................................8 第 3 章 赞比亚外资银行发展现状.............................................................................9 3.1 赞比亚银行业对外资银行的吸引力 ............................................................9 3.2 外资银行进入赞比亚 .........