Core competitiveness is the ability of enterprises (talents, countries or individuals participating in competition) to gain long-term competitive advantage. It is a unique technology or ability that can stand the test of time, has extensibility and is difficult for competitors to imitate. Core competitiveness is the foundation of enterprise development. Enterprises such as commercial banks also have core competitiveness problems. The core competitiveness of commercial banks refers to the resources (or capabilities) that commercial banks have that other banks do not have and can bring competitive advantages to banks. Such resources (or capabilities) can be human resources, products, technologies, processes, bank corporate culture and values, etc. With the globalization of economy and finance, the competition among commercial banks around new opportunities is becoming more and more fierce, which is mainly reflected in the competition of core competitiveness. If a commercial bank has no core competitiveness, opportunities may become traps. Without core competitiveness, it is like a ship without sustained power. It's only a matter of time before you run aground and sink.
Second, the analysis of the core competitiveness of commercial banks
Commercial banks and other banking institutions are in the same financial environment reform, and the bargaining power of fund providers is gradually enhanced with the liberalization of national interest rate control; The bargaining power of capital demanders is mainly to lower product prices and demand high-quality services, which is not obvious in the case of product homogenization, and will focus on financial product innovation in the future; Horizontal competition has become the main competitive pressure faced by commercial banks. The pressure of industry competition faced by commercial banks mainly comes from the improvement of operational vitality after the restructuring of state-owned banks, the scale development effect and management mechanism advantages of joint-stock banks, and the changes in market behavior caused by the encroachment and penetration of foreign banks into the market.
The core competitiveness of commercial banks is the ability of commercial banks to surpass competitors, maintain competitive advantage and develop continuously in the fierce market competition. The core competitiveness of commercial banks reflects the special market value orientation of commercial banks, their ability to resist market risks and obtain sustainable competitive advantages, and their competitive ability and advantages in market competition. In the fierce market competition, the core competitiveness of commercial banks is finally recognized by customers through the products and services they provide. Whether to retain and attract high-quality customers is the direct embodiment of the core competitiveness of commercial banks.
1) Establish a business philosophy centered on the pursuit of real profits.
Profit is the ultimate goal pursued by commercial banks and the most fundamental standard to measure the quality of a bank. The occurrence of bank risks has its lag, and book profits may hide risk factors. Once the risk is exposed, the original profits will be seriously eroded and the wealth on the books will disappear. Therefore, in the process of pursuing profits, financial papers
We must consider the cost of capital and the return on capital after fully covering risks, and guide all the operation and management activities of banks with the idea of chasing real profits as the center, which is also the starting point for building the core competitiveness of commercial banks.
2) Promote the capacity building of sustainable independent innovation.
Innovation is the source of benefits. We should attach great importance to innovation from a strategic perspective, take institutional innovation and incentive mechanism innovation as the guarantee, and realize the continuous innovation of products, systems, technologies and marketing through the organic combination of financial engineering technology and information technology, so as to comprehensively cultivate and enhance the comprehensive competitiveness of banks. Innovation is also the basic way to catch up with competitors in the same industry.
Attach great importance to the innovation of business philosophy. It is necessary to thoroughly study the management rules of modern commercial banks under the overall opening up, comprehensively sum up the practical experience of advanced banks at home and abroad, refine and establish management concepts with an international perspective, and provide inexhaustible spiritual motivation for the development of banks. Implement management innovation and technological innovation. Increase investment, strengthen the support of information technology for business development, research and apply advanced information technology, and maximize the scientific and technological content of innovation.
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. Strengthen the innovation support guarantee system. To establish a scientific innovation assessment and incentive mechanism, it is necessary to share the costs and benefits of innovative products reasonably and reward developers through scientific calculation; Improve the post-evaluation and monitoring system of innovative products and track the innovation effect.
3) Strengthen the support and guarantee system of core competitiveness.
To enhance core competitiveness, we must rely on a strong support and guarantee system. We should increase the support for core competitiveness from the aspects of corporate governance structure, organizational structure, information technology and human resources.
Improve the corporate governance structure. In accordance with the principles of maximizing shareholder value, paying equal attention to effective incentives and constraints, and being transparent in information, we should improve the operating system of shareholders' meeting, board of directors, board of supervisors and management, improve the professional management level of operation and management, improve all functional committees, establish a scientific and efficient management, decision-making and supervision system, truly give play to the checks and balances of corporate governance on risk management and operation and management, and realize the stable growth of bank market value.
Optimize the business organization structure. The operational organizational structure determines the efficiency of the operational organization. The personalized product innovation, diversified marketing and high-quality service of banks all depend on the support of scientific operational organizational structure. We should steadily promote the improvement of management methods and business processes, strengthen technical support and strengthen the construction of key business departments, so as to create conditions for improving the operational efficiency of the organizational system and the implementation of the division system.
Improve the level of information technology development and application. Continue to increase investment in information construction to make up for the gap between Chinese and foreign banks in information technology. It is necessary to speed up the in-depth development and comprehensive utilization of information technology from management information system, core business system, customer relationship management system, electronic channel and comprehensive operation. Optimize the management structure and business process to realize the informationization, intensification and intelligence of management decision-making; Standardize parameter management for product development, and then develop new products or provide targeted service solutions for customers through parameter adjustment; Control the whole process of risk management, effectively carry out risk identification, project screening and real-time monitoring.
Improve the human resource management system. The promotion of core competitiveness is inseparable from the dedication of employees, especially outstanding talents. We should learn from the strategic human resource management concepts and methods of international advanced banks, improve the human resource management system, and improve the level of talent recruitment, development, management and use. Further improve the incentive mechanism, establish a long-term incentive system for shareholders, managers and employees to share operating results reasonably, and improve the attractiveness and competitiveness of talents. Improve the salary system. On the basis of scientific performance appraisal system, let the salary truly reflect the contribution level of operators and employees.
4) The implementation of customer relationship management is the guarantee to enhance the core competitiveness.
Customers are the source of profits for banks, and having customers can ensure the sustained growth of the interests of the company and shareholders. Therefore, we must establish a market-oriented and customer-centered business philosophy, attach importance to the relationship with customers, implement customer relationship management, and continuously improve customer satisfaction and loyalty.
Customer relationship management (CRM) is an advanced management method that both banks and customers create value. Through the establishment of customer files, comprehensive analysis of a large number of customer information of banks, identify the most valuable gold customer groups in market competition, determine the target market, classify customers through various indicators, implement different strategies for different customers, and provide one-on-one services that meet customer needs. Basic account managers are required to understand the real needs of customers, find truly profitable customers through effective measures, retain high-end old customers, tap the potential value of new customers, improve customer satisfaction and loyalty, and thus create bank value and customer value. References:
1, Chen. Research on the Evaluation of the Core Competitiveness of China Commercial Bank [D], Hohai University, 2004.
2. Wang Xinglong. Comparative analysis of the competitiveness of Chinese and foreign commercial banks [J] Urban Finance Forum, 2000, (03).