农村信用社（简称为农信社）是我国银行业中分支机构分布最广、资产规 模最大、从业人数最多的地方金融机构，也是我国农村经济发展中最重要的金 融资本要素的配置管理机构。农村商业银行（简称为农商行）是农信社通过股 份制改革重新成立的地方金融机构，农信社改制成为农商行后，不仅意味着能 促使其业务创新，也可以有效缩小和其他商业银行在治理结构和发展模式上的 较大差距。近年来，随着国家政策的推进和农村金融水平的快速发展，越来越 多的农信社经过股份制改革成立了农商行，但大部分农商行的改革并不彻底， 形式上发生了变化，实质上的提升并不明显。于是，在日益激烈的市场竞争中， 这些经改制成立不久的农商行迫切需要制定出符合自身条件的发展战略。 基于上述背景，本文选择B农商行作为研究案例，对B农商行的改制历程 进行梳理，并分析了该农商行在转型之后的一些问题。本文应用战略管理的相 关研究理论，探究该农商行未来的发展战略。首先本文详细梳理了B农商行的 改制历程和基本情况，通过对比改制前后的B农商行公司治理和经营指标的情 况，指出其当前发展存在的主要问题是不良贷款占比过高、公司治理不完善、 盈利能力较弱和人才流失严重，并分析了这些问题存在的原因。其次，本文运 用PEST分析法分析了B农商行所处的外部宏观环境，借用波特五力模型分析 了B农商行所处的行业环境。而后，运用SWOT分析选择出适合B农商行发展 的战略，并提出了B农商行的发展愿景和使命，在坚持基本原则和定位的基础 上，根据愿景和使命确定了战略目标和重点。最后，本文阐述了B农商行的发 展战略应该从资产质量管理、风控体系完善、核心业务建设和人力资源优化四 个方面进行实施，并提出了相应的保障措施。 本文通过对B农商行存在的问题和整体环境的分析，将提高资产质量、服 务乡村振兴、扩大中间业务、加强人才建设确定为其战略实施的重点，并针对 重点制定了实施计划和保障措施，希望可以为B农商行克服转型和经营发展中 的问题提供有益的参考，可以帮助B农商行建立科学合理的管理和经营机制， 确定符合B农商行经营现状以及发展需求的发展战略，并且希望可以为其他类 似农商行的发展以及经营提供参考和借鉴。 关键词：改制；农商行；发展战略；战略实施 II Abstract Ruralcreditcooperativesarethelocalfinancialinstitutionswiththemostwidely distributedbranches,thelargestassetscale,andthelargestnumberofemployeesin mycountry'sbankingindustry.Theyarealsothemostimportantfinancialcapital allocationmanagementinstitutionsinthedevelopmentofruraleconomyinmy country.Ruralcommercialbanksarelocalfinancialinstitutionsre-establishedby ruralcreditcooperativesthroughshareholdingreforms.Whenruralcredit cooperativesaretransformedintoRuralCommercialBanks,itnotonlymeansto promotetheirbusinessinnovation,butalsocaneffectivelyreducetheirlargegapsin governancestructureanddevelopmentmodelwithothercommercialbanks.Inrecent years,withtheadvancementofnationalpoliciesandtherapiddevelopmentofrural financiallevels,moreandmoreruralcreditcooperativeshaveestablishedrural commercialbanksthroughshareholdingreforms,butmostruralcommercialbanks havenotbeenreformedthoroughly,theformhaschanged,butthesubstantial improvementisnotobvious.Therefore,intheincreasinglyfiercemarketcompetition, thesenewlyestablishedruralcommercialbanksurgentlyneedtoformulate developmentstrategiesthatmeettheirownconditions. Basedontheabovebackground,thispaperselectsBRuralCommercialBankas aresearchcase,sortsouttherestructuringprocessofBRuralCommercialBank,and analyzessomeproblemsafterthetransformationoftheruralcommercialbank.This articleusestherelevantresearchtheoryofstrategicmanagementtoexplorethefuture developmentstrategyoftheruralcommercialbank.Firstofall,thispapersortsout therestructuringprocessandbasicsituationofBRuralCommercialBankindetail. BycomparingthecorporategovernanceandoperatingindicatorsofBRural CommercialBankbeforeandaftertherestructuring,itpointsoutthatthemain problemsinitscurrentdevelopmentaretheproportionofnon-performingloansistoo high,thecorporategovernanceisimperfect,theprofitabilityisweak,andthebrain drainisserious,andthereasonsfortheseproblemsareanalyzed.Secondly,this articleusesthePESTanalysismethodtoanalyzetheexternalmacroenvironmentof III BRuralCommercialBank,andborrowsthePorterFiveForcesModeltoanalyzethe industrialenvironmentofBRuralCommercialBank.Then,usingSWOTanalysisto selectastrategysuitableforthedevelopmentofBRuralCommercialBank,andput forwardthedevelopmentvisionandmissionofBRuralCommercialBank.Basedon theadherencetothebasicprinciplesandpositioning,thestrategicgoalsandpriorities weredeterminedaccordingtothevisionandmission.Finally,thisarticleelaborates thatthedevelopmentstrategyofBRuralCommercialBankshouldbeimplemented fromfouraspectsofassetqualitymanagement,riskcontrolsystemimprovement, corebusinessconstructionandhumanresourceoptimization,andcorresponding securitymeasuresareproposed. Inthispaper,throughtheanalysisoftheproblemsandoverallenvironmentofB RuralCommercialBank,itwillimprovethequalityofassets,serverural revitalization,expandintermediatebusiness,andstrengthentalentdevelopmentasthe focusofitsstrategicimplementation,andformulatedtheimplementationplanand safeguardmeasuresforthekeypoints.Itishopedthatitcanprovideauseful referenceforBRuralCommercialBanktoovercometheproblemsintransformation andmanagementdevelopment,canhelpBRuralCommercialBanktoestablisha scientificandreasonablemanagementandmanagementmechanism,anddetermine thedevelopmentstrategythatmeetstheoperationalstatusanddevelopmentneedsof BRuralCommercialBank.Providereferenceandreferenceforthedevelopmentand operationofotherruralcommercialbanks. Keywords:Systemreform;Ruralcommercialbank;Developmentstrategy; Strategyimplementation IV 目录 第一章绪论.............................................................................................1 第一节研究背景和意义.....................................................................................1 一研究背景....................................................................................................................1 二研究意义....................................................................................................................2 第二节研究内容与框架.....................................................................................3 一研究内容....................................................................................................................3 二研究框架....................................................................................................................4 第三节研究的创新之处.....................................................................................5 第二章B农商行改制历程及内部条件分析.........................................6 第一节B农商行的改制历程..............................................................................6 一改革开放前的B农商行...........................................................................................6 二改革开放至今的B农商行.......................................................................................6 第二节改制后的B农商行概况.........................................................................8 一B农商行基本情况....................................................................................................8 二B农商行的发展现状..............................................................................................10 三B农商行改制前后情况对比..................................................................................13 第三节改制后B农商行存在的问题...............................................................19 一不良贷款占比过高..................................................................................................19 二公司治理结构不完善..............................................................................................20 三盈利能力较弱..........................................................................................................21 四人才流失严重..........................................................................................................22 第三章基于改制背景的B农商行外部环境分析................................24 第一节B农商行外部宏观环境分析................................................................24 V 一政治环境分析..........................................................................................................24 二经济环境分析.....................................