Research On The Competitive Stragety Of Private Banking,a Branch Of A State-owned Commercial Bank

The rapid development of Chinese economy after reforming and opening promotes the increase of the social wealth continuously, which was attributed to the deepening economic reformation. As a result, there has been a large number of high net-worth groups, which possesses a rapid-increased and an impressive-scoped private wealth. The demand of these groups in financial service impels the change of service types from traditional deposit and loan model to novel financial service type. And then, the bank is capable of offering differentiated and diversified senior financial service. On the basis of this background, the private bank business has been established and grown up gradually. The private bank business has the obvious advantages of better-quality, higher-efficiency and lower-occupancy in capital and plays a vital effect on advancing the core-competitiveness and the profit-contribution-rate of retail business of the bank. However, in the cruel market competition, the private bank’s businesses of domestic commercial banks have an obvious trend in homogenization and in lacking continuous attraction force for clients. Therefore, the primary task for the successful development of the private bank business of commercial banks is how to be talent showing itself in competition. In this paper, it makes the private bank business of A branch of one large-scaled state commercial bank as an example, and proposes in pertinence the competition strategy of A branch private bank business transformation by analyzing deeply its strategy circumstance, the competition situation and the resource ability, and finding out its advantage, disadvantage, opportunity and menace in horizontal competition within the SWOT frame. This investigation would draw on the experience of business continuous development.It is indicated by the research findings that the private bank business of commercial bank should pay more attention to the construction of "soft power" to form an incapable-duplicated differentiated service model, especially, at the aspects of organization architecture, brand development, service procedure, personnel training, product development and technology backing. The findings settle a stiff foundation for developing the private bank business.