信息技术和互联网金融的快速发展，使传统银行在经营过程中承受了不断的冲击 和压力。而在城镇化、扶持三农、精准扶贫和乡村振兴的政策叠加促进下，县域经济 “风景这边独好”，县域和农村市场成为了各家银行竞相争夺的“新蓝海”。 而作为四大行之一的建设银行，在上世纪末响应号召，率先从欠发达的西部地区、 经济体量小的县撤出，人员和机构等在县域和农村大幅度的裁减，与农行、农商行相 比存在较大差距。 在人员、网点和灵活度都不占优的情况下，如何耕耘开发好县域这块“新蓝海”？ 如何先于竞争对手应对互联网金融的创新挑战，合理规划提升建行在县域的竞争力， 提高市场份额，是建行县域支行负责人，必须尽快解决的一道难题。 本文以建设银行ZG支行为主要研究对象。该支行是一家典型的单点型县级金融 机构，在经济不发达的国家贫困县，客户基础好，市场份额高，是当地具有领先地位 的标杆银行，代表性强。但在农商行、互联网金融和村镇银行等竞争冲击下，目前发 展陷入了增长瓶颈。经过一年多时间的资料搜索与整理，参阅了大量文献论述，广泛 调研该行经营管理中存在的问题，并深入分析了制约其实现业务持续增长的诸多因 素，针对问题和环境，运用成熟的竞争力相关理论、SWOT分析方法和农村金融理论， 进行分析研究，并归纳整理了以下结论： 一、受互联网金融冲击与金融机构转场争夺县域市场的影响，金融业在县域农 村的竞争越发激烈。大型银行在县域的ZG支行，需要保持足够的竞争活力，准确 的把握内外部环境，选择适合自身的竞争力构建。 二、根据分析，建行ZG支行在品牌、客户、服务、系统和产品有独特的优势， 但在存在人员老化、渠道不足、灵活度不够、创新不够等问题，尽管目前发展不错， 但隐忧尽显。 三、虽然国有银行的县域分支机构，自主权限有限，但按照扬长补短、顺势有 为的原则，建议提升竞争能力方案：针对不同客户，发扬建行优势，实施产品、维 护、价格和促销差异化的经营策略；通过组织变革解决人力资源、管理体系与高效 发展不匹配的问题；通过技术融合解决渠道不足、大数据产品发展不够的问题，在 识别和满足更多客户金融需求中提升竞争力。 研究的目的是为建设银行ZG支行的持续发展提供可借鉴的思路，并在一定程 度上为商业银行县域机构发展提供借鉴。 关键词：建设银行；县域支行；竞争力提升 建设银行ZG支行竞争力提升策略研究 I Abstract The rapid development of information technology and Internet finance has caused traditional banks to withstand constant shocks and pressures in their operations. Under the superposition of the policies of urbanization, supporting agriculture, rural areas, targeted poverty alleviation, and rural revitalization, the county economy is “the best scenery”, and the county and rural markets have become a “new blue ocean” for all banks to compete for. As one of the four major banks, China Construction Bank responded to the national call at the end of the last century and took the lead in withdrawing from underdeveloped western regions and counties with small economies. It has significantly reduced personnel and institutions in counties and rural areas. There is a large gap compared with the personnel and agricultural banks and rural commercial banks. How to cultivate and develop the "new blue ocean" in the county area when the personnel, outlets and flexibility are not dominant? How to deal with the innovation challenges of Internet finance ahead of competitors, rationally plan to improve CCB's competitiveness in the county, and increase market share is a problem that the head of CCB's county branch must solve as soon as possible. This article focuses on the ZG branch behavior of China Construction Bank. This sub-branch is a typical single-point county-level financial institution. In poor counties in underdeveloped countries, it has a good customer base and high market share. It is a local benchmarking bank with strong representativeness. However, under the impact of competition from rural commercial banks, Internet finance and village and town banks, the current development has fallen into a growth bottleneck. After more than a year of data searching and collation, referring to a large number of literature discussions, extensively investigating the problems existing in the bank's operation and management, and in-depth analysis of many factors restricting its sustainable business growth, the use of mature Competitiveness-related theories, SWOT analysis methods, and rural financial theories, conduct analysis and research, and summarize the following conclusions: I. Affected by the impact of the mutual gold business and the transition of financial institutions to compete for county markets, the competition of the financial industry in the rural areas of the county has become increasingly fierce. The ZG branches of large banks in the county area need to maintain sufficient competitive vitality, accurately grasp the internal and external environment, and choose a competitive strategy suitable for them. 2. According to analysis, CCB ZG Sub-branch has unique advantages in brands, customers, services, systems and products, but there are problems such as aging staff, Abstract II insufficient channels, insufficient flexibility, insufficient innovation, etc. Although the current development is good, the hidden worries are obvious. 3. Although the county-level branches of state-owned banks have limited autonomy, in accordance with the principles of strengthening strengths, complementing weaknesses, and taking advantage of the situation, we propose a plan to enhance competitiveness: to promote the advantages of CCB for different customers, and to differentiate products, maintenance, prices and promotions. Business strategy through organizational changes; the problem of mismatching human resources, management systems and efficient development through organizational change; the problem of insufficient channels and insufficient development of big data products through technology integration; and enhancing competitiveness in identifying and meeting the financial needs of more customers. The purpose of the study is to provide a reference for the sustainable development of CCB ZG sub-branch, and to a certain extent for the development of county-level institutions of commercial banks. Key words: China Construction Bank；County Sub-branch；Increased competitiveness 建设银行ZG支行竞争力提升策略研究 1 目 录 导 论 .............. 1 一、研究背景和研究意义 ................. 1 二、国内外研究现状及述评 .............. 2 三、主要内容及框架 ......................... 4 四、研究方法与创新点 ..................... 5 第一章 商业银行县域支行竞争力相关理论 .............. 7 第一节 竞争力理论概述 ......................... 7 一、企业竞争力 . 7 二、商业银行竞争力理论 ................. 7 第二节 农村金融理论 ............................ 8 一、农村金融理论综述 ..................... 8 二、在我国农村市场的运用 .............. 9 第二章 建设银行ZG支行竞争力现状分析 ............ 10 第一节 建设银行ZG支行概况 ............ 10 一、ZG县概况 . 10 二、建设银行ZG支行概况 ............ 11 三、建设银行ZG支行经营定位 ..... 11 四、近五年经营概况 ....................... 12 五、与金融同业对比情况 ............... 12 第二节 建设银行ZG支行现实竞争力数据化分析 ............. 13 一、流动性指标状况 ....................... 13 二、安全性指标状况 ....................... 14 三、盈利性指标状况 ....................... 14 四、对公业务情况分析 ................... 16 五、零售业务情况分析 ................... 16 第三节 建设银行ZG支行潜在竞争力分析 ........................ 17 一、人才储备 ... 17 二、员工素质 ... 17 三、风险承受能力 ........................... 18 第三章 建设银行ZG支行竞争力的SWOT分析 ... 19 第一节 优势（S）分析 ........................ 19 一、先进的核心系统 ....................... 19 二、完善的服务管理 ....................... 19 目 录 2 三、快速的产品创新 ....................... 19 四、优越的地理位置 ....................... 20 第二节 劣势（W）分析 ....................... 20 一、人力资源配置效率不高 ............ 20 二、经营模式跟不上新系统要求 .... 20 三、产品与流程设计不灵活 ............ 21 四、网点少乡镇业务待突破 ............ 21 第三节 机会（O）分析 ........................ 21 一、社会居民收入增加 ................... 21 二、旅游产业发展加快 ................... 22 三、工商业发展快速 ....................... 22 四、农村金融资源潜力大 ............... 22 五、互联网使低成本高效服务成为可能 .......................