随着我国经济由高速增长阶段转向高质量发展阶段，作为地方性区域银行的农商行粗 犷发展模式已不能适应新时代的要求，做大做强，不断扩充的资本也伴随着风险而来。中 央经济会议指出农商行回归本源。同时，乡村振兴战略也被国家提升到重点战略措施中， 农商行在这次发展机会中该如何重新确定市场定位，降低资本盲目扩充带来的风险。DF 农商行为获取更大利润空间，重点加强对政府、企业等公司类客户的营销，导致个人存款 增长率连续两年大幅下滑，小微企业贷款不良率居高不下，制造业贷款集中度高，若出现 区域性风险，则易导致流动性不足，从而发生信用风险。 本文基于商业银行市场定位理论的C-A-P模型，以DF农商行为研究对象，运用波特 五力模型分析DF农商行目前的行业环境，借助于历史数据，重点分析了DF农商行既有 市场定位中存在的问题及原因。通过SWOT分析工具，研究了DF农商行内部的竞争环境 与外部的竞争条件，排列出相关矩阵形式企业外部环境的机会与挑战以及企业内部的优势 和劣势，最终基于市场定位理论的C-A-P模型，对DF农商行的市场定位选择提出了建议， 并提出了一系列的保障措施。 通过研究，本文得出以下结论：在客户定位上，DF农商行应该实现分层营销，将个 人客户为主要营销目标，并逐步以家庭为单位延伸，创新业务模式，提升服务水平；在区 域定位上，DF农商行应该将其经营的领域定位于盐城大市区及其城乡结合部金融服务匮 乏地区。在产品定位上，DF农商行应当树立品牌意识，产品定位为多元化特色零售金融 业务，加强外部合作，大力开拓中间业务收入。通过实现分层经营，突出自身在农村市场 的优势和快速灵活的特征，抢占金融服务匮乏的区域；另外还要不断加强与外部公司的合 作，寻求新的发展机会；建立智慧银行，将简单重复的业务外包，减轻柜面负担，突出主 营业务。 关键词：市场定位，农商行，C-A-P模型 江苏大学工商管理硕士（MBA）学位论文 III ABSTRACT As China's economy shifts from a stage of rapid growth to a stage of high-quality development,the rough development model of rural commercial banks as local regional banks can no longer meet the requirements of the new era,Bigger and stronger, the expanding capital also comes with risks.The Central Economic Conference pointed out the return of rural commercial banks.At the same time, the rural revitalization strategy has also been promoted by the state to key strategic measures,how should rural commercial banks re-define the market position in this development opportunity,reduce the risk caused by blind capital expansion.DF Rural Commercial Bank for greater profits,focus on strengthening marketing to government, corporate and other corporate customers,resulting in a sharp decline in personal deposit growth rate for two consecutive years,the NPL ratio of small and micro enterprises remains high,the concentration of manufacturing loans is high. If there is regional risk, it will easily lead to insufficient liquidity and credit risk. The thesis is based on the C-A-P model of market positioning theory and takes DF Rural Commercial Bank as the research object,using Porter's Five Forces Model to Analyze the Current Industrial Environment of DF Rural Commercial Bank,with the help of historical data， focused on the analysis of the problems and reasons in the existing market positioning of DF Rural Commercial Bank.Through the SWOT analysis tool, the internal competition environment and external competition conditions of DF Rural Commercial Bank were studied,arrange the opportunities and challenges of the external environment of the enterprise in the form of a correlation matrix and the internal advantages and disadvantages of the enterprise.Finally, based on the C-A-P model of market positioning theory, provided suggestions on the market positioning options of DF Rural Commercial Bank, and put forward a series of safeguards Through research, the paper concludes:In terms of customer positioning, DF Rural Commercial Bank should implement hierarchical marketing, with individual customers as the main marketing target, and gradually extend to families as units.In terms of regional positioning, DF Rural Commercial Bank should position its business areas in the urban areas of Yancheng 江苏大学工商管理硕士（MBA）学位论文 IV and its urban-rural junction where financial services are scarce.In terms of product positioning, DF Rural Commercial Bank should establish brand awareness, product positioning as a diversified retail financial business, strengthen external cooperation, and vigorously develop intermediate business income.Through the realization of layered management, highlight its own advantages and rapid and flexible characteristics in the rural market,seize areas where financial services are scarce.In addition, we must continue to strengthen cooperation with external companies to seek new development opportunities; establish a smart bank to outsource simple and repeating business, reduce the burden on the counter, and highlight the main business. Key words: Market positioning, Rural Commercial Bank, C-A-P model 江苏大学工商管理硕士（MBA）学位论文 V 目 录 1绪论 ................. 1 1.1研究背景和意义 ..................... 1 1.1.1研究背景 ........................... 1 1.1.2研究意义 ........................... 2 1.2文献综述 .. 2 1.2.1国外研究综述 ................... 2 1.2.2国内研究综述 ................... 3 1.3研究内容和方法 ..................... 5 1.3.1研究内容 ........................... 5 1.3.2 研究方法 .......................... 6 1.4技术路线 .. 6 2 相关理论与分析工具 ................... 8 2.1 市场定位概念 ........................ 8 2.2 商业银行市场定位的含义和类型 ....................... 9 2.3 市场营销的相关理论 .......... 10 2.3.1 4P营销理论 ................... 10 2.3.2 4C营销理论 ................... 10 2.4 市场环境分析工具 .............. 11 2.4.1 波特五力分析模型 ........ 11 2.4.2 SWOT分析 .................... 12 2.5 市场定位模型与流程 .......... 13 2.5.1 C-A-P模型 ..................... 13 2.5.2市场定位流程 ................. 13 3 DF农商行现状及市场定位存在的问题 .................. 15 3.1 DF农商行现状 ..................... 15 3.1.1 DF农商行简介 .............. 15 3.1.2 DF农商行各项监管指标及业绩情况 ......... 15 3.2农商行既有市场定位及问题 .............................. 19 江苏大学工商管理硕士（MBA）学位论文 VI 3.2.1 DF农商行现有市场定位 ............................. 19 3.2.2 DF农商行既有市场定位的问题 ................. 20 3.3 DF农商行既有市场定位存在问题的原因 ........ 23 3.3.1 业务繁杂和员工流失影响客户稳定性 ....... 24 3.3.2 区域限制和市场饱和造成发展受限制 ....... 24 3.3.3 创新不足和利率市场化导致产品缺乏竞争力 .......................... 25 4 DF农商行的市场再定位策略 ... 28 4.1 DF农商行发展环境分析 ..... 28 4.1.1 基于波特五力模型的行业竞争环境 ........... 28 4.1.2 DF农商行SWOT分析 . 32 4.2运用C-A-P分析确立市场定位策略 .................. 39 4.2.1 市场定位策略方案 ........ 39 4.2.2 以个人客户为主体并向家庭延伸 ............... 39 4.2.3 以盐城大市区及其城乡结合部为重点区域 .............................. 40 4.2.4 多元化金融服务实现资金闭环流转 ........... 42 4.3 DF农商行市场再定位策略的实施路径 ............ 42 4.3.1 不同市场实现分层经营 42 4.3.2 基于合作构建多元化盈利渠道 ................... 43 4.3.3 收购股份实施县域外规模扩张 ................... 44 4.3.4 加大互联网金融创新投入 ........................... 44 4.3.5 打造自动化智慧银行服务 ........................... 45 4.3.6 简单重复业务独立外包 45 5 DF农商行市场定位实施的保障措施 ...................... 47 5.1 优化治理结构，提高内控水平 ......................... 47 5.1.1完善组织体系，明晰各层职责 .................... 47 5.1.2合理规划战略，科学管理资本 .................... 47 5.1.3 建全考核制度，发挥激励作用 ................... 48 5.2 建立符合银行发展需求的人力资源管理 ......... 48 5.2.1 科学设置岗位，明确岗位分工 ................... 48 5.2.2 结合发展需求，实施招聘计划 ................... 48 5.2.3 制定培训方案，提高能力水平 ................... 48 5.3 严防风险，合规经营 .......... 49 江苏大学工商管理硕士（MBA）学位论文 VII 5.3.1守住风险防控底线 ......... 49 5.3.2 严控不良贷款风险 ........ 49 5.3.3 严管资金业务风险 ........ 50 5.4 加大信息技术建设，推进智慧银行建设 ......... 50 6结论与展望 ... 51 6.1 结论 ....... 51 6.2 展望 ....... 51