How Can Chinese Shareholding Commercial Banks Create Competitive Advantage And Build Core Competence? A Case Study: Shanghai Pudong Development Bank.

9098 words - 36 pages

AbstractThis project conducts a case study for the relations of competitive advantage, core competence and critical success factors in Shanghai Pudong Development Bank. The aims are to examine how Chinese shareholding commercial banks can create competitive advantage and build core competence.This research reviews a series of analytical theories, including different approaches of competitive strategies, core competence, CSFs and relations of them. Moreover, the literatures of banking strategies, characteristics and key activities of banking industry as well as four CSFs in banking industry are reviewed. It helps identify the competitive strategy which SPDB has implemented, core competence which SPDB has built and needs to rebuild, and CSFs leading to CA and core competence of SPDB.To reflect an empirical research of positivism, based on deductive methodology, this research employs both secondary and primary data collecting methods. Questionnaire survey in the middle-level managers and personal interviews portray the competitive position, core competence, CSFs of SPDB and strategic alliance between SPDB and Citibank, which describe the competitive environment that SPDB is faced with.The author hopes this research has some implications for Chinese Shareholding Commercial banks to keep their competitive position and build their real core competence to face up with the challenges in the future dynamic Chinese banking market after full opening of Chinese banking market to the world.List of Figures and Tables PageFigure 2.1: Conversion of Tacit Knowledge and Explicit Knowledge 9Figure 2.2: Competences: The Root of Competitiveness 11Figure 2.3: The Relations of Resource, Core Competence, CSFs 15and Competitive AdvantageFigure 3.1: Levels of the Strategies 18Figure 6.1: Rate of View on Whether SPDB Has CA Compared 53with State-Owned BanksFigure 6.2: Rate of View on Whether SPDB Has CA Compared 54with Foreign BanksFigure 6.3: Rate of View on Whether Strategic Alliance with Citibank 55Can Help SPDB Enhance CA and Build Core CompetenceFigure 6.4: Mean Value of the CSFs for SPDB 56Table 5.1: Main Financial Data of 10 Chinese Shareholding 38Commercial Banks in 2003Table 6.1: Ability of Bank Operation Management Percentage 56Table 6.2: Ability of Bank Marketing Percentage 57Table 6.3: Ability of Development Bank Brands or Trademarks Percentage 58Table 6.4: Ability of Financial Market Management Percentage 58Table 6.5: Ability of Differentiation Percentage 59Table of ContentsAbstract ⅰAcknowledgement ⅲList of Figures and Tables ⅳTable of Contents ⅴPageChapter One - Introduction 11.1 The Context of The Research Project 11.2 The Aims and Objectives of The Project 21.3 The Structure of The Project 2Chapter Two - Literature Review 42.1 Introduction 42.2 Definition of Competitive Advantage 4Different Approaches of Competitive Strategy 42.3.1 Porter's Competitive Positioning Approach 42.3.2 Resource-Based Approach 52.3.3 Learning Approach 72.4...

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