Research On The Strategic Development Plan Of Liangshan Commercial Bank

Since1980s, Chinese banks have already experienced an extraordinary change. Local commercial banks, which were born from nothing, grew up from small to large and changed from disordered to highly organized, have been performing a vibrant innovation process. Local commercial banks, as like driving engines of the local economy, play important roles on the healthy development of the financial system and the continuous GDP growth in our country. As the increasing complexity for both domestic and foreign economic situations leads to the more fierce financial competition among each other, the effects of marketing and policy will significantly influence the local commercial banks development. Therefore, the local commercial banks have to face serious challenges as like:"Not to advance is to fall back".In this thesis, it starts with the analysis of the development environments for local commercial banks and the interpretation as well as the prediction of the status and trends of China’s macroeconomic situation. Then it focuses on the advantages and motivations of local commercial banks promoting local economical growth and providing financial services for local mall and medium-sized enterprises, which also displays local commercial banks’existence value. Furthermore, more attention is paid on the main role--the Liangshan Prefecture Commercial Bank and it is analyzed its geographical economic environment and financial ecological environment. Then, objectively, it evaluates the characteristics and focus of Liangshan local economic development. Simultaneously, the comparison of the basic situation of financial institutions within the same geographical range is also displayed in this thesis. After that, in the way of questionnaires, SWOT matrices and combining with the Liangshan Prefecture geographical economic development, it is detailedly described the history, structure, management status, advantages and shortcomings of the Liangshan Prefecture Commercial Bank. In the same time, by comparing with other local commercial banks, it is proposed the strategic vision for Liangshan Prefecture Commercial Bank, including development mode and strategies. Moreover, it establishes the qualitative strategic development objectives that for the next three years in the thesis:according to the development trajectories and asset allocations of the local commercial banks which meet the listing requirements, combined with the Liangshan Prefecture regional economic developments and Liangshan Prefecture Commercial Bank’s recent business developments, to actively promote the listing which is the main goal, surrounding the small businesses financial services as well as retail financial services, cultivating the development mode which treats bank operations investment (including treasury operations) as an important part of the business, the Liangshan Prefecture Commercial Bank will spare no effort to meet the second-class banks requirements through the next three-year developments. Then according to this qualitative strategic objectives and the specific requirements of the regulatory authorities, it is formulated the quantitative strategic objectives including the loan-to-deposit structure and size, the asset allocation and financial indicators forecast etc.What’s more, on the basis of the above data analysis and strategic vision, a detailed implement program which comprises the business development and internal management these two aspects for this strategic development plan comes out in this thesis. In more details, the program includes corporate business, retail business, investment banking, intermediary business, corporate governance, human resource planning, IT systems planning, corporate culture and image etc.In the end of this thesis, as a conclusion, it is proposed that the local commercial banks are experiencing an important moment. They need to bravely face their shortcomings, while in the same time, they also need to meet the challenges calmly. Then it is important for them to clarify their positions, imply their strategies according to the reality and always adhere to the aim of "based on small and medium enterprises, service the local economy" strategy. Next, they can also make use of their local human and geographic advantages to complete their firm management structures, to apply the business process reengineering, further to improve risk management and control capabilities and business innovation capability. As a result, by calmly dealing with financial race, they will be able to build mutual-promotion and common-development relationships with the local small and medium-size enterprises.