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OnbuildthecorecompetitivenessofcitycommercialbanksmeansAbstract:CommercialbanksintheserviceofSMEsandcommunityresidents,topromotelocaleconomicdevelopmentplayedanimportantrole,however,withtheincreasedopennessofChina’sfinancialmarkets,citycommercialbanksarefacingmanyproblems.Fromcommercialbankstobuildthecorecompetitivenessofthestatusquostartingonthecorecompetitivenessofcitycommercialbanksstartedtoexplorewaysofdevelopment.PaperKeywords:citycommercialbanks,corecompetencies,approachesCitycommercialbankssincethemid-1990sinception,aftertenyearsofdevelopment,throughavarietyofwaystoeffectivelyresolvetherisk,theserviceisgoodforSMEsandcommunityresidents,tovigorouslypromotelocaleconomicdevelopment,itsassetstherapidexpansionofcomprehensivestrengthhasincreased,businesssenseandbusinessphilosophyhasbeen12 significantimprovement.1thedevelopmentofurbancorecompetitivenessofcommercialbanks,theroleofThecorecompetenceofcommercialbanksisdifferentcommercialbanksinthecontextofthesamemacro-environmentandfiercecompetitioninthemarket,abletousetheirlimitedresourcestocreatemorewealthandvaluethanthecompetitionabilityofthebankingsystemcompetitionThemostimportantfunctionalelements.tobuildthecorecompetitivenessofthebankingsectortoactivelyadapttotheinevitablechangesinmarketdemandchoice,itneedstobankaclearsystemofpropertyrights,improvingcorporategovernanceinstitutions,theoptimizationoforganizationalstructure,anextensionoftheservicecontent,productfeaturesinnovation,loweroperatingcosts,improveassetquality,multi-facetedstrongsupport,istoprotectthebankforsustainabledevelopment.2citycommercialbankstobuildthecorecompetitivenesshasmadegreatprogress,butthereare12 stillinadequate2.1Targetmarketsegmentationisnotenough,thereisnoclearmarketpositioningFormostcitycommercialbanks,theytargetedmarketpositioningforthelocalbusinessesandresidentsintheprovisionoffinancialservices,butinthesamecityorregionhasanumberofdifferentstrengthofthebank,andbankingproductsandservicesandthereislargehomogeneity,sotheindustryisextremelycompetitive,ifnotthemarketsegment,butbeard,eyebrowsandgrabbedforthesameproductsandserviceswithfourstate-ownedbanksandotherjoint-stockbankcompetition,citycommercialbankswasnotdominant,fornow,themajorityofcitycommercialbanksthereisalackoftargetmarketsegmentation,marketpositioningdefectisnotclear.2.2Managementphilosophyandmodeofoperationisrelativelybackward,thelackoflong-termstrategicmanagementAsthecitycommercialbanksareformedfromtherestructuringofurbancreditcooperatives,responsiblemainlyforthedepositandloanbusinessarerichmanagementcapabilities,butbecauseofcapitaloperation,marketoperation,financial12 innovation,lackofknowledgeofmodernmanagementconceptsbankstheirawarenessofnewbusinessmodelsandinexperiencedmanagement,managementphilosophyandmodeofoperationisrelativelybackward,pluscitycommercialbanksownbusinessasingle,innovativeproductfeaturesisnotenoughlong-termstrategicgoalsarenotclear,toacertainextent,leadingtothecityfirmslesscompetitive,greatlyrestrictedtherapiddevelopmentofitsown.2.3overallweakriskcontrolPartofthecitycommercialbankstoimplementacomprehensiveriskmanagementasawholestartedlate,andthedevelopmentoftenyearsorevendecadesofthefourstate-ownedbanksandotherjoint-stockbanks,theprevalenceofriskcontrolinexperienced,lowlevelofinternalcontrol,riskcontrolmechanismsarenotperfect,imperfectriskcontrolsystem,riskmanagementsystemisstillveryweak,qualitativemeasurementofthefundamentalgaprisk,theoverallriskmanagementcapabilityisweak.inaccordancewithrequirementsoftheCBRC,citycommercialbanksinthefullimplementation12 of2013<<NewBaselCapitalAccord>>,atleastfornow,somecitycommercialbanksisnotsufficientpreparation.2.4productsasingle,intermediatebusinessdeveloped,innovationcapabilityisweakMostcitycommercialbankstoloansandothersourcesofincomeisstillthemainbusiness-oriented,thereisnoinnovationinthebusinesstodevelopmoremarketdemandfornewproducts,existingproductstructureisirrational,dysfunction,thebreadthofproductportfolioanddeepenough,thebusinessbrandandproductbrandinfluenceissmall,asanimportantindicatortomeasurethecompetitivenessofbanksinthemiddleofbusinessincomeandnetinterestincomeandoperatingincomedisproportion,indexvalueremainswellbelowthefourstate-ownedbanksandotherjoint-stockbanks,innovationinthemarket,thelackofmarketingandsales,productmarketing,notreallytocarryoutcross-up,resultinginthemiddleoftheoverallweakbusinesscompetitiveness.12 2.5theoverallqualityofstaffisnothigh,itisdifficulttoadapttomodernbankingcompetitionDuetohistoricalreasons,thecitycommercialbanksaremostlyformeremployeestostayurbancreditcooperatives,andmostdonothavethefinancialexpertise,financialservicesconsciousness,agegenerallytoolarge,theoverallqualityisnothigh,evenaftertenyearsofdevelopmentThechange,butsomecitycommercialbanksarestillnotreasonablepersonnelstructure,alowerproportionofoperationalstaff,thelackofalargenumberofboththemasterfinancialexpertise,andgoodsenseofserviceofhigh-qualitytalent,agreatimpactontherapidandsmoothdevelopmentoftheirown.Sharethefreepaperdownloadhttp://eng.hi138.com3combinescharacteristicsoftheirowncitycommercialbankstoimprovethecorecompetitivenessofthefollowingaspectsshouldbe3.1tofurtherimprovethecorporategovernancestructure,improvethesystemofinnovationWiththedevelopmentinrecentyears,mostofthecitycommercialbanks,corporategovernancestructurehaveagreaterdegreethanbeforeprogressto12 theBoardofDirectors,ledbythe‘three-layerwill’graduallyputinplace,andcarryouttheirduties,thebearitsresponsibilitytoplayalargerrole,butwiththeotherfourstate-ownedbanksandjoint-stockbanks,thereisagap,mainlyintheformalityofchecksandbalancesoncertainissues,especiallytheinstitutionalinnovationisnotenough,propertymanagementpowersandresponsibilitiesofownershipunclear,assoonaspossibletoestablishareasonablebalanceofthe‘threewillbealayerof’joint-stocksystemandtothemainform,themainobjectivetomaximizethebenefitstotransparentmanagementandsupervisionasthemaininternalandexternalsecurity,operatingeffectivelydecision-making,implementation,monitoringandbindingmechanisminordertomaximizethesystemofinnovation.3.2assoonasthefullintroductionoftheconceptofeconomiccapitalmanagementEconomiccapitalmanagementisbasedonthegrowthofcapitalconstrainedtheexpansionofassetsize,scaleofoperationtoachievegrowthofcapitalbythefinancialconstraintstorestrictthechange,theestablishmentof12 capitalconstrainedgrowthmodelasthecorebusinessandresourceallocationtoachievethespeed,efficiencyandriskaffordabilityinharmony,toadapttobusinessgrowthmechanismduetothepresenceofanumberoffactors,mostofthecitycommercialbanksinassetmanagement,therearemanyproblems,suchaslowassetquality,profitabilitymodelofasingle,Weakprofitability,etc.Thereforeintime,thefullintroductionoftheconceptofeconomiccapitalmanagementfirmforthecityisparticularlyimportantandmoreurgent.3.3adheretomarketsegments,theimplementationofdifferentiatedservicesandfeaturesofoperationCompetitiveadvantageinordertoestablishtheirown,itmustimplementdifferentiatedservices,andcreateitsowncharacteristicsso-calleddifferentiation,includingcustomerchoiceofdifferentiation,servicedifferentiation,productdifferentiation,channeldifferentiation,accordingtocitycommercialcharacteristics,customerdifferentiationistokeepthetargetmarketsegmentsandtargetcustomers,theurban12 andruralfinance,smallbusinessfinanceandruralfinanceasabusinessdevelopmentfocus.servicedifferentiationisdividedintocategoriesaccordingtothecustomer,thelimitedresourcesmoremoreforqualitycustomers,strengthenchannelsofdifferentiatedservices,increasenetworkande-banking,intothecommunity,schoolsandfactories,expandservicechannelstomeetthediversefinancialneedsofcustomers.3.4tofurtheremancipatethemind,changeideas,toenhancebusinessinnovationInnovationisaninexhaustiblemotiveforceforenterprisedevelopment,istopromotecontinuousimprovementofbusinesssource.Succeedinthefiercemarketcompetitiontosurviveanddevelop,wemustcontinuetocarryouttheconceptofinnovation,managementinnovation,mechanisminnovation,serviceinnovation,productinnovationandmarketinginnovation,andinitiativetofindgoodcustomerneeds,guideanddevelopcustomerneedswithinnovationtomeetcustomerdemand.tocontinuetoconsolidate,‘servingthepublic,servicesmall,services,local’marketpositioning,adheretotheoperating12 characteristics,todevelopastableSMEcustomerbase,innovativebusinesstypes,andimproveservicequality,andexpanddevelopment.3.5increasinginvestmentinscientificandtechnologicalstrength,enhancetechnologycompetitivenessAsthepushforfinancialtechnologydevelopmentistoimprovecorporategovernance,enhancetheircorecompetitivenessofthemainsupport,whilecomparedwithotherbanks,citycommercialinvestmentinthisareaisrelativelysmall,relativelylowleveloftechnologicaldevelopment,toacertainextent,Therelativeleveloftechnologyhasgreatlyaffectedthelagofitsowndevelopment.Therefore,toincreaseinvestmentinscientificandtechnologicalstrength,andtoimprovethelevelofinformation,theestablishmentofefficient,fast,smoothinformationtechnologyplatformbecomesquitecritical.3.6tospeedupthepaceofthepersonnelsystemreform,effortstoincreasethequalityofstafftrainingEstablisha‘ofcadres,workerscanbehired12 out’mechanismforchallengingtheflowoftalent,andpromotepersonnel,down,horizontalcommunication,theestablishmentofthetalentmarket,optimizingtheworkforce,thefullimplementationofthesystem,people,andconstantlyimprovethebusinessdevelopmentactivity.whilecontinuingtoimplementstafftrainingprogramstoimprovestaffquality,activelyintroducetalents,openrecruitmentforallkindsofsocialbackboneofthebusinessandprofessionalseniormanagementpersonnel,collegesanduniversitiescontinuetorecruitundergraduatestudents,andvigorouslypromotethestrategyofprosperingtheline.3.7tospeedupcityconstructionfirm’scorporatecultureCorporatecultureallowstheformationofacohesiveteam,enablingemployeestofindtheirowndevelopment.Cityfirmcorporatecultureistostrengthenscientificmanagement,enhancestaffteambuildingimportantwayofbuildinggoodbankcorporateculture,internalcohesioncanbeapowerfulspiritualforces,foreignbankscancreatetheperfectimage,soastocontinuouslypromotethedevelopmentofenterprises,12 enhancethecorecompetitivenessofbanks,therefore,theCityfirmtovigorouslyacceleratethebuildingofenterpriseculture.Linkstofreedownloadhttp://eng.hi138.com12
