Research On The Competitive Strategy Of Jilin Bank’s Retail Business

In 2018,the overall development of the banking industry remained stable,the growth rate of assets and liabilities slowed down,and net profit was polarized.Under the background of strong supervision,banks generally pay attention to returning to the source,vigorously serve the real economy,and de-leverage reduces costs.Looking back on 2018,the new financial regulatory system of “transparent and full coverage” has taken shape.At the debt side,the dependence of commercial banks on inter-bank liabilities will further decline.To maintain the scale of liabilities,it is urgent to return to the traditional sources of liabilities and explore other ways.On the asset side,the loan structure will continue to adjust,and the scale of loans in real estate and other highly leveraged industries will continue.Declining,the proportion of consumer credit will increase relatively.It is expected that the growth rate of asset scale of commercial banks will continue to slow down in the future,but the asset quality will be better,and the bad double-lift situation will be completed.Since 2018,the supervision has successively issued documents to clearly define and demand the problems of commercial bank equity management,entrusted loans,rectification of market chaos,large-scale risk exposure,and liquidity management.Among them,the "Liquidity Risk Management Measures" focuses on reducing leverage and reducing maturity mismatches.Compared with large commercial banks,small and medium-sized banks are subject to limited liquidity sources and maturity mismatch strategies,and liquidity management pressure will be further increased.From the outside,the competition will be more intense due to the new regulatory regulations,the impact of product homogeneity,and the impact from other peers and peers.Internally,issues such as weak product innovation,inadequate internal management,and backward technology development have all seriously affected the competitiveness of Jilin Bank.All in all,Jilin Bank is facing serious challenges.If you want to meet the current challenges,it is an inevitable way to improve the competitiveness of the retail business.Compared with some of its peers,Jilin Bank has problems such as insufficient staff marketing awareness,lack of targeted services for customers,insufficient specialized retail products,and insufficient logistics support.These problems have seriously reduced the competitiveness of Jilin Bank’s retail business.Therefore,this paper analyzes the scale,organizational structure,existing problems and causes of Jilin Bank’s retail business,and finds that the bank has problems such as weak strategic strength,insufficient competitiveness of retail business,and insufficient support for internal control management.Then the PEST analysis method and the Porter competition five-force model are used to analyze the external environment of the bank,and the internal environment is analyzed from the perspective of internal resources and capabilities.Finally,the opportunities and threats,advantages and disadvantages are summarized to determine The competitive strategy of Jilin Bank’s retail business.After analyzing the feasibility of three common competitive strategies,it is concluded that Jilin Bank should choose a differentiated competitive strategy.The differentiated competition strategy is mainly implemented in three aspects: product differentiation,service differentiation and marketing differentiation,and proposes corresponding strategic safeguard measures.