Exploration Of Competition Strategy Of Differentiation In Postal Savings Bank Of China

Since its inception in March 2007 and after nearly four years of development, Postal Savings Bank of China has made remarkable achievements. Many of its business are on the right track and the bank is moving in the direction of a full-function commercial bank. However, competition is so fierce in the banking market, Postal Savings Bank of China should simply catch up with the other four state-owned commercial banks in the footsteps of the line, competing with these banks or joint-stock banks homogeneous, or understands its own situation, defines its position, and uses its features to play to its strengths. This is the right purpose of this paper. The another hopes through this study, it can provide a reference that can make Postal Savings Bank of China develop faster and better.First, this paper reviewed the development process of Postal Savings Bank of China and described its current situation. Now, its operating capacity, services, management, networking, etc. has made great progress, but there are also many problems, such as the poor staff management, the weakness of commercial bank management quality and the poor of risk control.Secondly, in order to solve these problems at this stage,the other analyzed the location about Postal Savings Bank of China. Through SWOT analysis and comparative analysis, learning from the advanced experience of other commercial banks, we propose the market positioning of Postal Savings Bank of China. Because Postal Savings Bank of China is a "special" bank that is a policy and commercial furniture in one, it should not only perform public functions, but also take the road of the difference and features competition. Again, this paper focuses on Postal Savings Bank of China's current business conditions. We propose a specific differentiation and characteristics competitive strategy about its assets and liabilities. And we emphasize in this paper, Postal Savings Bank of China should make full use of its advantages of the whole network, in order to play its synergistic effect.Finally, the article concludes that Postal Savings Bank of China needs to strengthen risk control management, improving the internal management system further and enhance the quality of personnel comprehensively to achieve its sustainable development. To build a first-class large commercial banks, it is necessary for Postal Savings Bank of China to achieve capital adequacy, active business, advanced management and risk control. In particular, it shoud carry out more effort on how to develop competitive differentiation. And it should recognize the situation,avoid weaknesses and compete homogeneous with other commercial banks. Then it should strengthen the assets of the business, especially micro-credit business and intermediary business, accelerate the transformation of development and speed up product innovation, improve the service system and customer service capabilities, and continuously optimize the network structure. Only through these measures, Postal Savings Bank of China can speed up its modernization and achieve effective sustainable development.