2018年中央一号文件《关于实施乡村振兴战略的意见》中提到，要保持农村信用社 县域法人地位和数量总体稳定，地方法人金融机构要服务好乡村振兴。作为支农主力军， 农合机构（含农村商业银行、农村合作银行、农村信用社，下同）因其“小而散”，面临 着诸多发展新困扰和新困难。如：经营上重规模轻管理，贷款集中度与行业集中度过高， 扶持壮大的优质客户因服务需求难以满足而流失，重点大项目大企业因资本实力限制难 对接，产品研发能力薄弱，人才支撑和科技支撑不足等。 当前，防范和化解金融风险已成为“三大攻坚战”的之首要任务。2018年4月，中国 银保监委正式成立，标志着监管进入了新时期，强监管态势将继续。扎根经济相对落后 的县域的农合机构，如何在新时代做出新作为呢？ 本文以广东A农村商业银行（以下简称“A农商银行”）为对象，根据企业战略管 理以及当前银行管理的理论，综合分析其外部和内部环境，以及现有经营战略的分析， 比较选择适合A农商银行发展的最优战略，同时结合笔者多年的银行管理实践，对如何 落实该战略转型的各项战术安排进行探索性研究。 本文的具体研究工作如下：通过回溯A农商银行的发展历程，透过经营现状，分析 存在问题，归纳出A农商银行的内部资源（包括基本情况、核心能力以及现有经营战略 分析），然后运用PEST模型分析了A农商银行面临的外部宏观环境，运用波特五力模型 分析了A农商银行面临的行业竞争环境。进一步在SWOT模型分析的基础上，提出了 适合A农商银行未来发展的最优经营战略是“坚守定位、提升评级、精细管理、差异竞 争”，并提出了具体实施策略，包括：①经营战略定位：坚持党的领导，坚守立足县域 和三农，建设“小而美”的县域现代金融企业的定位；②经营策略探索：探索新政治周 期和新经济周期下的困惑与选择，探索适应不同主体目标多重性的协同方法；③管理水 平提升策略：提升大数据管理水平，提升精细化管理水平，提升全面风险管理水平；④ 客户服务提升策略：密切辖区政府关系，创新大客户服务，优先发展三农和小微；⑤业 务创新策略：稳健推进金融市场业务，多方合作金融科技创新，主动出击大零售市场。 关键词：农商银行；县域金融；战略转型 II Abstract In 2018, the Central Committee's No. 1 Document "Opinions on Implementing the Rural Revitalization Strategy" mentioned that to maintain the overall status and quantity of rural credit cooperatives in the county, the local financial institutions should serve the rural revitalization. As the main force supporting agriculture, the rural cooperative institutions (including rural commercial banks, rural cooperative banks, rural credit cooperatives, the same below) face many new development difficulties and new difficulties because of their "small and scattered". For example, high-quality customers who support and grow up are lost due to the insufficiency of service demand. Large-scale large-scale projects are difficult to connect due to capital strength constraints, product research and development capabilities are weak, talent support and lack of scientific support. At present, preventing and defusing financial risks has become the first of the "three major battles." In April 2018, the China Banking Regulatory Commission was formally established, marking the beginning of a new era of supervision, and the strong regulatory situation will continue. How can a rural cooperative institution in a county with a relatively backward economy take a new role in the new era? This article takes Guangdong A Rural Commercial Bank (hereinafter referred to as “A Rural Commercial Bank”) as the object, based on the strategic management of the enterprise and the current theory of bank management, comprehensively analyzes its external and internal environment, as well as the analysis of existing business strategies. The optimal strategy for the development of A Rural Commercial Bank, combined with the author's years of banking management practices, to conduct exploratory research on how to implement the various tactical arrangements for this strategic transformation. The specific research work of this paper is as follows: By reviewing the development history of A Rural Commercial Bank, analyzing the existing problems through the current situation of the business, and summarizing the internal environment of A Rural Commercial Bank (including resources, core capabilities and analysis of existing business strategies), and then The PEST model is used to analyze the external macro environment faced by A Rural Commercial Bank, and the Porter Five Force Model is used to analyze the industry competition environment faced by A Rural Commercial Bank. Based on the analysis of SWOT model, the optimal business strategy and specific implementation strategy suitable for the current situation and future development of A Rural Commercial Bank are put forward, including: 1. Adhere to a certain position: adhere to the party's leadership, base on the county III and the three rural areas, and build “ Small and beautiful county-level modern financial enterprises; 2 explore two ways: explore the confusion and choice under the new political cycle and the new economic cycle, explore synergistic methods to adapt to the multiple nature of different subject objectives; 3 implement three enhancements: big data management Level, refined management level, comprehensive risk management level; 4 key maintenance of three types of customers: government, major customers, Sannong and Xiaowei; 5 pioneering three innovations: financial market business, financial technology, large retail business. Key words:Ruial Commercial Bank ； County Finance ； Strategic transformation IV 目录 摘要 ............................................................................................................................................. I Abstract .................................................................................................................................... II 第一章绪论 ................................................................................................................................ 1 1.1研究背景 .......................................................................................................................... 1 1.2研究意义 .......................................................................................................................... 1 1.3文献综述 .......................................................................................................................... 2 1.4研究内容 .......................................................................................................................... 5 1.5研究方法与技术路线 ...................................................................................................... 6 第二章A农商银行经营内部资源分析 ................................................................................... 9 2.1A农商银行简介 ............................................................................................................... 9 2.1.1 历史沿革 ....................................................................................................................... 9 2.1.2内部资源分析 ............................................................................................................ 9 2.2能力分析 ........................................................................................................................ 10 2.2.1经营能力分析 .......................................................................................................... 10 2.2.2核心能力分析 .......................................................................................................... 15 2.3现有经营战略分析 ........................................................................................................ 16 2.3.1现有经营战略现状与不足 ...................................................................................... 16 2.3.2现有战略实施带来的问题 ...................................................................................... 17 2.3.3当前面临的困难 ...................................................................................................... 17 2.4本章小结 ........................................................................................................................ 18 第三章A农商银行经营外部环境分析 ..........