China Construction Bank, Changde City, Branch Of Intermediary Business Development Strategy

As the capital market vigorous development,enterprise's financing become more varietied,which make the profit become less and less through traditional assets and liabilities.Hereby,the bank's development need the balance between the minimal risks and the maximal proceeds.Developing the intermediary business is a good way which can obtain the proceeds on the basis for controlling risks.This paper studies the developing strategy of intermediary business product of the China Construction Bank Changde Sub-branch by utilizing strategic management theories and methods. The thesis proceeds from external environmental analysis of Changde Sub-branch, studies five aspects including the macroscopic environment, intermediary business product development conditions, competition structure of industry of intermediary business product, the competition power of every enterprise in the industry,evaluation of external factors analyzes the opportunities and threatens of the Changde Sub-branch and constructs the External Factor Evaluation (EFE)matrix, it indicates that external environmental of Changde Sub-branch is good. The thesis uses the core competence theory, analyzes inside resources and competitive power of Changde Sub-branch, identifies the strengths and weaknesses of the Changde Sub-branch, constructs the Internal Factor Evaluation (IFE) matrix, it makes conclusion that internal condition of Changde Sub-branch is in advantage position.On the basis of above-mentioned research, the thesis designs Changde Sub-branch developing strategic scheme of intermediary business product market in terms of SWOT matrix, analyzes and evaluates the scheme using Quantitative Strategy Planning Matrix (QSPM). It is certain that the first is the strategy of marketing penetration and the second is diversity of strategy as the competition strategy of intermediary business product of Changde Sub-branch. Based on above mentioned, the policies for Changde Sub-branch to further develop the intermediary business have been bought forward from both market and internal management points of view. These policies include market development, management mechanism, organization structure, human resource development and technical support of intermediary business.