Analysis Of Chongqing Rural Commercial Bank’s Competitiveness

In this paper, we would make some analysis and research to the Chongqing ruralcommercial bank competitiveness (hereinafter referred to as: Chongqing agriculturalfirm). Since Chongqing upgraded to a municipality directly under the centralgovernment in2007, the financial industry has been developing rapidly. In Chongqing,foreign banks and city commercial banks have established many branches, domesticbanks also actively carry out shareholding system reform, rural banks stationing pointson the focus county-level areas, the development of Chongqing agricultural firms facedwith hitherto unknown challenge. Therefore, It’s significant that how to integrate theiradvantages in resources for Chongqing rural commercial bank,to prompt the marketcompetitiveness, finally to compete with the major commercial banks, foreign banks、rural banks and others.The paper has integrated the advantages of index evaluation method and analytichierarchy process (AHP). Firstly, it decomposes evaluation index into realcompetitiveness and potential competitiveness referred to index evaluation method, andthen the score and the comprehensive weight of every index within each other is gotusing YAAHP software. At the same time in order to analyse the level of Chongqingagricultural firm competitiveness in detail, according to evaluation index system, theindexes of Chongqing rural commercial bank, the Agricultural Bank of China Chongqingbranch and Bank of Chongqing are compared and analyzed. Pathing through this, we getthe comprehensive advantages, disadvantages and competitiveness of Chongqingagricultural firms, and then the paper gets the countermeasures of promoting the level ofChongqing agricultural firm’s competitiveness. Firstly, carry out financial products andservice innovation to enhance the Chongqing rural commercial bank profitability.Secondly, improve the management mechanism to promote the risk management level of Chongqing rural commercial bank. Thirdly, increase the economic capital managementand control efforts to further strengthen liquidity management. Fourthly, strengthenfinancial management, improve the system and standardize the financial behavior. Fifthly,optimize the staff structure, the strengthening of staff training and strengthen theconstruction of talent team.