随着经济的发展和金融的进一步普及，股份制商业银行进入三四线城市发展 将是趋势。近年来，粤西地区经济发展稳定，金融业对经济发展的促进作用更加 突显。中信银行茂名分行2017年6月筹建，成立于2018年4月，是茂名市委市 政府招商引资的重要举措，是茂名经济转型发展的重要表现，而如何在固有的金 融竞争环境中找到适合自身发展的道路和方式，对茂名分行而言就显得尤为重要。 对公业务是中信银行传统的优势，依靠强大的中信集团背景，在我国多项领 域中表现较为出色。在当前经济环境大背景和茂名地区金融市场条件下，如何解 决传统对公业务以产品为中心的单一经营模式、容易受市场政策变化影响等问题， 以及较落后地区新建商业银行如何发展对公业务等现实性困难，需要提出一套综 合性的解决方案。本文结合战略管理相关理论，通过梳理战略管理理论和商业银 行及商业银行对公业务相关知识，运用管理工具和方法，对中信银行茂名分行的 内外部环境进行深入分析，研究、制定适合中信银行茂名分行对公业务竞争发展 的战略及相应措施；通过系统性分析，针对性的在组织、人员、制度、财务及企 业文化等方面提出摆脱困难、解决问题的策略，为中信银行茂名分行对公业务的 健康发展提供思路及后评价。同样，也希望通过本文对中信银行茂名分行对公业 务差异化发展的介绍，能为其他金融集团子公司或商业银行分支机构开拓新市场 提供借鉴。 本文在战略相关理论和商业银行、商业银行对公业务相关理论的基础上，通 过对中信银行茂名分行环境分析、自身优劣势分析，找出对公业务如何立足、发 展的方式、方法，制定了中信银行茂名分行对公业务竞争战略，并提出相应的实 施方案和保障措施，为茂名分行的立足发展提供了坚实的基础。 关键词：商业银行，对公业务，竞争战略，中信银行茂名分行 EMBA学位论文 作者：续江 中信银行茂名分行对公业务竞争战略研究 II RESEARCH ON THE COMPETITIVE STRATEGY OF PUBLIC BUSINESS BY MAOMING BRANCH OF CITIC BANK Abstract With the development of economy and the further popularization of finance, it will be a trend for joint-stock commercial banks to enter the third and fourth-tier cities. In recent years, the economic development of the western region of Guangdong has been stable, and the role of the financial industry in promoting economic development has become more prominent. Citic Bank Maoming Branch was established in June 2017, was established in April 2018, is Maoming Municipal Government to attract investment in an important initiative, is an important performance of Maoming economic transformation and development, and how to find suitable for their own development in the inherent financial competition environment of the road and way, maoming branch is particularly important. Public business is the traditional advantage of CITIC Bank, relying on the strong background of CITIC Group, in many areas of China's performance is relatively outstanding. Under the current economic environment and the financial market conditions in Maoming region, it is necessary to put forward a comprehensive solution to how to solve the traditional problems such as the traditional product-centered single business model, which is easily affected by market policy changes, and how to develop public business in new commercial banks in backward areas. In this paper, combined with the theory of strategic management, through combing the strategic management theory and commercial banks and commercial banks on public business-related knowledge, the use of management tools and methods, the internal and external environment of CITIC Bank Maoming Branch to conduct an in-depth analysis, research, develop suitable for the development of the commercial business competition of CITIC Bank Maoming Branch strategy and corresponding measures Through systematic analysis, targeted in the organization, personnel, system, finance and corporate culture and other aspects of the proposed to get rid of difficulties, solve problems, for CITIC EMBA学位论文 作者：续江 中信银行茂名分行对公业务竞争战略研究 III Bank Maoming Branch on the healthy development of public business ideas and post- evaluation. Similarly, it is also hoped that the introduction of the differentiated development of public business by the Maoming Branch of CITIC Bank can provide reference for other financial group subsidiaries or commercial bank branches to open up new markets. Based on the theory of strategy and the theory of commercial banks and commercial banks related to public business, through the analysis of the environment of the Maoming branch of CITIC Bank and the analysis of its own advantages and disadvantages, this paper finds out how to establish the way and method of the development of the public business, and formulates the strategy of competition for public business of the Maoming branch of CITIC Bank. And put forward the corresponding implementation plan and safeguard measures for the development of Maoming branch provides a solid foundation. Key words: Commercial Bank，Public Business，Competitive strategy，Maoming Branch of CITIC Bank EMBA学位论文 作者：续江 中信银行茂名分行对公业务竞争战略研究 IV 目 录 中文摘要 .................................................. I Abstract .................................................................................................. II 第一章 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 研究思路和方法 ............................................. 3 1.2.1 研究思路 ................................................ 3 1.2.2 研究方法 ................................................ 3 1.2.3 研究内容 ................................................ 4 第二章 相关理论综述....................................... 6 2.1 相关概念界定 ............................................... 6 2.1.1 企业战略管理 ............................................ 6 2.1.2 商业银行 ................................................ 6 2.1.3 商业银行对公业务 ........................................ 7 2.2 商业银行战略管理研究综述 ................................... 8 2.2.1 国外研究综述 ............................................ 8 2.2.2 国内研究综述 ............................................ 9 第三章 外部环境分析...................................... 11 3.1 宏观环境分析 .............................................. 11 3.1.1 政治环境 ............................................... 11 3.1.2 经济环境 ............................................... 12 3.1.3 社会环境 ............................................... 13 3.1.4 技术环境 ............................................... 15 3.2 行业环境分析 .............................................. 16 EMBA学位论文 作者：续江 中信银行茂名分行对公业务竞争战略研究 V 3.2.1 主要竞争者威胁 ......................................... 16 3.2.2 供应商议价能力 ......................................... 17 3.2.3 购买者议价能力 ......................................... 18 3.2.4 替代品威胁 ............................................. 18 3.3 外部环境的总结与评价 ...................................... 19 第四章 内部环境分析...................................... 22 4.1 企业资源分析 .............................................. 22 4.1.1 有形资源 ............................................... 22 4.1.2 无形资源 ............................................... 24 4.1.3 人力资源 ............................................... 25 4.1.4 企业文化 ............................................... 26 4.2 企业能力分析 .............................................. 26 4.2.1 基础服务能力 ........................................... 26 4.2.2 产品服务能力 ........................................... 27 4.2.3 经营管理能力 ........................................... 28 4.3 核心竞争力分析 ............................................ 29 4.3.1 核心竞争力 ............................................. 29 4.3.2 价值链分析 ............................................. 30 4.3.3 价值链系统分析 ......................................... 32 4.4 内部环境的总结与评价 ...................................... 33 第五章 对公业务竞争战略的制定 ........................... 36 5.1 战略定位 .............................................