Research On Marketing Strategy Of Qilu Bank In The Strategic Transformation

The growth of China banking industry is obvious to all. The assets have been kept increasing, the anti-risk capability has strengthened; the contribution to support the economical growth becomes larger and larger. But for a long period, our commercial bank’s business development and profit growth largely depend on the expansion of credit assets size. The credit assets is the main products, the interest margin is the main profit sources. As the constant deepening of China economic system reform, the business environment of our commercial bank has experienced huge changes, the interest rate liberalization has been accelerated, huge changes on market supervision and society requirement has occurred. Commercial banks could not maintain development and make profitable growth through high capital consumption and interest rate differentials like in the past. Adapting to changes in the external environment and requirements on assets supervision, commercial banks have implemented business strategy transformation. We have set the intensive business mode and diversified value-added growth based on structure adjustment, have achieved complete adjustment of business structure, customer structure, profitability structure, regional structure.Qilu Bank is the first established municipal commercial bank in Shandong province, it has achieved cooperation with foreign banks firstly in Shandong province and fourthly around national wide. With the deepening of cross-regional operation, problems have becoming emerged, arising from the insufficient motive power of core competitiveness development. Meanwhile, due to the homogenization problem of banking product, service, Qilu Bank’s innovation capacity is not sufficient, the product is still under following status, and it is difficult to develop to the larger stage. To break this traditional situation of homogeneous product and management, Qilu Bank conducted the operation management transition in2006. The market position is that we serve for small and medium enterprises, serve for citizens, want to be the small bank, boutique bank, benefit bank, quality bank, never want to be the large bank, manage to be the support bank for local economical development.The management strategy adjustment of Qilu Bank means that marketing direction changes from lower-risk, resourced big customer to small and medium enterprises of high-risk, decentralization operation and undeveloped; changes from mainly serving for company to serving for personnel; from traditional counter service to e-bank business under off-bank mode. After operation transition, which management strategy, marketing strategy should be adapted to promote its competition so that it is in a dominant position among its industry. This will produce profound impact on Qilu Bank and other banks development in Shandong province.Beginning with current strategy transition of domestic commercial bank, the article discussed the theoretical basis of commercial banks marketing. Through reviewing the historical reform and development history of Qilu Bank, the article conducted the complete analysis for the marketing environment, customer structure, and its competitors. It has pointed out Qilu Bank’s advantages and disadvantages with SWOT analysis method. Meanwhile, compared with transition experiences of other commercial banks at home and abroad, it has pointed that Qilu Bank of the fierce competition in the market has strong regional banks, can develop the characteristic, adopts the difference competition strategy, brand strategy, can foster strengths and circumvent weaknesses It also presented the marketing strategy portfolio, marketing positioning and development direction, which need to be put into practice, as well as the methods and guarantee; we hope that it could provide Qilu Bank a practical reference for market competition under new situation.