Study On The Competitive Strategy Of Shandong International Trust And Investment Corporation

Shandong International Trust and Investment Corporation (hereafter "SITIC"), a non-bank financial institution, was set up in February, 1988, with the approval of Bank of China and the Government of Shandong Province. It now plays an important role in the financial system of Shandong province with its business ranging from currency market and capital market to the field of industry investment. Recently, SITIC has been facing unprecedented challenges because of the changing policies and the opening of the local market. Therefore, it seems quite significant for SITIC to develop an effective strategy as to succeed in fierce competition.This thesis gives an overall analysis to the macroscopical environment, the characteristics and the inner condition of SITIC. Externally speaking, China enjoys a stable political situation and steadily growing economy, which enriches people's material and cultural life and promotes financial innovation. Thanks to the maturity and innovation of the financial market, SITIC has the opportunity for getting a fast development. However, at the same time, it is facing multifaceted challenges brought by the conversion of business orientation and competition in market due to the changes in supervision policies and fierce competitions in related business. Internally, SITIC's advantages lie in its super shareholders, strong ability in resources integration, rich capital accumulation, high-quality staff and positive image while its disadvantages such as its weakness in the main trust business, inefficiency in market exploration and rigidness in management constrain the further development of SITIC. Based on the above arguments, the author of this thesis analyzes the competitive strategies through constructing a model analysis of strategy management and proposes that SITIC adopt a centralized competitive strategy to meet the demands of the present market.This thesis discusses the implementation and security of the strategy from the overall management of the corporation, corporate culture, operational mechanism, business system, marketing management, human resources management and related support to ensure the efficient performance of the centralized strategy selected by the corporation.