The Research Of Core Competitiveness Of National Joint-stock Commercial Bank

In an increasingly competitive domestic financial markets, the internationalfinancial market turbulence environment occurs in the background, to enhance thenational joint-stock commercial banks, commercial banks, especially the corecompetitiveness of the national long-term sustainable and healthy development of theindustry to enhance the overall competitiveness and corporate staff future career plansSelect all have an important role.This writing process in strict accordance with the basic principles of the theory toguide practice, clarify each chapter, each part of the relationship between theory andlogic, and finally make targeted suggestions. To more accurately describes the themeof this article, the paper is divided into the following six sections:Part I: the content and features of commercial banks’ core competitiveness.Interpretation of the concept of core competence of commercial banks, both to meetthe enterprise’s core competitiveness of the universal character, but also reflect thedifference between commercial banks and other common enterprises, and can have ascientific, rational basis for theoretical support. For the core competitiveness of thejudgment can be based on the characteristics of the core competitiveness. This paperargues that the core competitiveness as the company’s core resources, but also theability of special business performance. Commercial banks as a special form ofbusiness organization, have common features of organization and enterprisecapabilities. Meanwhile, in the modern social market economy ecosystem, commercialbanks also belong to a special form of business organization or survival. Therefore,commercial banks operating organization and services are unique. For commercialbanks, the organizational environment affect the formation rate and competitiveness ofenterprise development. Commercial banks are responsible for the organization of thestructure, which is closely related to the business activities of political system,economic system, the level of technological development, financial innovation, and institutional regulatory capacity and other external factors, but also by the corporategovernance structure within the organization, corporate culture, constraints philosophy,risk control ability, organizational skills and the like. Therefore, commercial banks’core competence is the set of all the core capabilities of enterprises, bankingpenetration on all business activities and organizational level. Based on commercialbank’s own organization, management and analysis of competitive features,commercial banks’ core competitiveness of dynamic equilibrium characteristics,evolution cycle characteristics, knowledge transfer, complexity, features and culturalidentity.Part II: Development features the core competitiveness of commercial banks.Chinese joint-stock commercial banks, development is the product of a particularhistorical period, especially after the reform and opening up, the joint-stock reform ofcommercial banks to carry out rapid, commercial banking innovation to flourish, toprovide the necessary financial support for the modern economic recovery andprosperity. Competition from the market situation, the Chinese commercial banks havechanged monopolistic competition, financial market for commercial banks to provide abetter competitive space. Market interest rates of commercial banks into foster corecompetencies provides an important opportunity. Interest rate market is a complexprocess of gradual long-term, will definitely increase competition among financialinstitutions and lead to survival of the fittest. It also means that the market price will bebased on market supply and demand changes in interest rates, to achieve financialintermediation in the financial markets. Commercial bank management also requiresthe ability to radically upgrade occurs, both will question the viability of commercialbanks affect the profitability level, the challenge is also a risk control ability ofcommercial banks raised. Therefore, cultivate core competence is an effective meansto deal with commercial banks interest rate market risk. From the Japanesedevelopment experience, the core competitiveness of commercial banks show differentstages of features, from the Chinese joint-stock commercial bank profitability analysis,profit of volatility, but also has a significant pro-cyclical features. Therefore, under adifferent stage of development in different competitive environment, we must choosethe most suitable capacity for sustainable development to focus on training,co-ordination of various departments the ability to highlight the core competitiveness.Part III: elements of national joint-stock commercial banks’ core competitiveness. According to the connotation characteristics of core competence, the paper willconstitute elements of commercial banks’ core competence is divided into thefollowing areas: banker ability of the banking system, strategic management,marketing capabilities, financial innovation, risk control and social responsibility.Various components of the core with bankers, corporate culture, he argued, throughexcellent organizational capacity to optimize the combination of deep-seatedconfiguration, forming a unique commercial bank’s core competitiveness., The systemis the basis of the core competitiveness of commercial banks in the institutionalframework, the core competitiveness of constituent elements to sustain development.Strategic management capability is the basis for cultivating the core competitiveness ofcommercial banks in the strategy implementation process gradually formed the corecompetitiveness. At the same time, build the core competitiveness is also conducive tothe successful implementation and realization of the strategy. Through marketing,commercial banks can enhance customer awareness of new products and services andto fully tap the market value of products and services, creating and maximizing profitsof commercial banks, commercial banks’ core competence is the ultimate ability toreflect. Financial innovation is an important manifestation of the core competitivenessof commercial banks, as well as commercial banks continued to gain a competitiveadvantage in the key. Compared with ordinary enterprises, commercial banks facegreater and development process, the more risk, how to do risk management is the keyto sustainable development ability of commercial banks. As special business, ownbrand, product quality and service levels required commercial banks to market-test,only those accredited social work, to withstand the test of the customer, in order tosurvive and develop in the market competition.Part IV: An Empirical Study of national commercial banks’ core competitiveness.Quantitative analysis of core competencies required. Efficiency evaluation methodusing national joint-stock commercial bank core competitiveness measure andcalculate Malmquist Index Analysis of Commercial Banks in recent years changes intotal factor productivity. The results showed that the national joint-stock commercialbanks significantly higher productivity state-owned commercial banks. But the use offactor analysis conducted on core competence evaluation found that the former isweaker than the latter’s comprehensive competitiveness. The former is more emphasison human resources and strategic management as a core competence, while the latter relies on the traditional business to obtain core competitiveness.Part V: The new normal period of commercial banks to enhance the corecompetitiveness of proposals. China’s economy has entered a new period of normaldevelopment, the competitiveness of commercial banks also made new demands. Notonly affects the commercial bank’s customers living environment, but also due tochanges in the external financial environment made them better financial riskmonitoring requirements. Overall, the new normal economy during the commercialbanks face more challenges, such as business risk increases, increased non-performingloans, savings and loan spreads narrowed, implicit guarantee disappearance, theInternet is also a serious financial impact on the development of the commercialbanking market, and financial regulation but also put forward higher requirements.Therefore, the new normal economic times to enhance the core competitiveness ofcommercial banks need to start thinking about the macro and micro aspects.