Citibank_花旗银行SWOT分析
浅谈花旗银行经营战略分析
浅谈花旗银行经营战略分析预览说明:预览图片所展示的格式为文档的源格式展示,下载源文件没有水印,内容可编辑和复制浅谈花旗银行经营战略分析F14051413 胡甜甜花旗银行（Citibank，N.A）是花旗集团旗下的零售银行，主要前身是1812年成立的“纽约城市银行”，经过近两世纪的兼并、收购，已然活跃成银行界的巨头。
花旗银行所服务的对象包括个人、企业、机构及政府部门，其业务涉及信贷、保险、资产管理各个方向。
在过去的十年间花旗银行的股价、盈利及复合年增长均达到两位数字，尤其在1998年亚洲金融危机中脱颖而出，彰显了其不凡的抗风险能力。
由于花旗出色的业务能力与资金储备，其拥有大量的客户关系网络，这也是它极具商业价值的一点。
桑迪维尔曾经说过：“花旗的服务关系网络是我们唯一拥有的真正有竞争力的优势，无论你到世界的哪一个地方，你都可能找到一家花旗银行为你服务。
但这句话放之四海却未必皆准，花旗银行在中国大陆的接受程度在近几年出现了一定程度的下滑，从最直观的数据表明仅在2015年一年的时间里花旗银行便关闭了其名下的四家网点，值得一提的是这位银行界的巨头在2007年才进入了中国内地拥有了第一家注册公司，从刚开始的吸纳内地客户交易到2012年转让大额交易给浦发银行和太平洋资产都显示出这位大亨在中国似乎吃的并不怎么开，经营不善成了行内对其的评价。
从某方面而言，银行网店的关闭是远程互联网冲击造成的必然结果，是互联网金融推动了电子化发展，未来的我们很可能在手机客户端就能完成所有业务，所以造成了传统银行网店的锐减以及物理网店的消退。
对于上述的观点只能说有部分原因，但从根本分析，2015年关闭的深圳支行成立不到一年，并且年内关闭四家支行的外资银行实属罕见，难道花旗在网店设立的时候没有考虑到上述因素么？答案显然不是这样。
反观世界立场上，花旗银行仍旧在兼并收购着其他的金融业务，那么究竟是什么造就了花旗的市场差异化呢？在此之前，有必要先提到花旗的战略问题，任何一家企业的战略定位很大程度上都决定了它的发展速度，局限了它的投资理念，花旗的成功因素有很多，但差别化战略始终是他们所坚持的一点，无论是二战时孤注一掷对企业家及中小银行进行信贷还是如今它所信奉的宽全球理念都彰显了与众不同就是他们所坚持的一点，什么是宽全球理念？这种理念是基于花旗庞大的营销网络及产品的多样化，在此优势上对齐所能掌控的金融范围整合。
美国花旗银行服务战略
美国花旗银行服务战略美国花旗银行（CitiBank）成立于1812年，距今已有190多年的历史，是华尔街上最古老的商业银行之一，如今已发展成为世界上最大的全能金融集团——花旗集团（CitiGroup）。
综观花旗银行的发展历程，其超前的全球化营销战略和卓越的客户服务模式是花旗领先于其它银行的重要因素。
花旗在世界各地广设分支机构，建立起了庞大的金融营销网络，这一网络被认为是花旗在国际金融界惟一拥有并真正具有竞争力的优势所在。
花旗银行在经营个人金融业务的过程中，在稳健和安全经营的基础上，作为市场拓展的微观组成部分，精心制定了客户发展战略，注重进行客户分层和产品市场定位，以向优质客户提供更为完善、周全的服务，取得了显著的成效。
例如，香港花旗银行对“百万富翁”级的客户，实行“三对一”服务，即客户经理、基金投资经理和外汇投资顾问共同为客户服务，最近又改为“四对一”，即在原来的基础上再增加一名理财助理，可见其对优质客户的重视程度。
在亚洲，花旗银行的目标客户主要是新兴的中产阶级，即20%的高收入阶层，并且花旗认为，随着新兴中产阶级财富的增加，他们对个人金融服务的需求也在增加。
一、丰富的服务内容花旗银行针对不同的客户（贵宾客户与普通客户），分别由财富管理经理与个人理财顾问提供相应的服务。
花旗采取的是一个客户经理配一位客户，即“一对一”的客户经理服务形式。
花旗的客户经理主要为客户提供五项服务，包括授信业务、理财设计、顾问建议、咨询项目和其他项服务。
花旗银行别具特色的服务主要包括以下几个方面：针对富豪级客户花旗银行每进入一个国家后都会先做10％最富人的理财。
当客户的财富达到一定额度，花旗就会为其提供特别的理财服务，例如设立基金，以保障其第二代甚至第三代的生活；同时，花旗银行还帮助客户的子女制定生涯规划。
例如是否进入名校读书、是否创办公司、创办什么公司等等，花旗都会为其进行评估和设计。
通过这一服务，花旗银行巧妙的将它的业务拓展到现有客户的下一代。
案例分析—花旗银行个人金融业务的特点及启示
案例分析——花旗银行个人金融业务的特点及启示花旗银行于1812年创立于美国，为全国性的金融机构。
时至今日，它已发展成为美国最大的国际性银行之一，也是世界上开展个人金融业务规模最大的银行。
花旗银行个人金融业务主要特点一是优质、全方位的服务能力。
花旗银行在全球100个国家为一亿客户服务，包括为个人客户提供广泛的金融产品服务。
从消费银行服务到信贷、投资银行服务、以至经纪、保险和资产管理。
花旗银行建立了一个横跨六大洲的网络，在世界100个国家，设有3400多个分行或办事处，利用了最先进的科技，针对每个市场的运作进行深入的了解，透过花旗银行的环球网络，运用遍布世界各地分行或办事处的人力、管理及财力资源，从而为各个市场的特殊需求提供最佳的方案。
所有这些金融服务实力非任何其它金融机构可以比拟。
二是开展客户服务理论研究。
为了实现对客户服务的最佳程度，花旗银行认真研究了客户银行消费心理。
顾客活动周期（CAC）这种模式涵括了顾客购买前、中、后所进行的全部活动。
研究顾客活动周期的过程是，描绘出顾客追求他们想要的结果所经历的几个关键增值阶段，然后对每个关键阶段的增值机会进行评估。
1990年初，花旗银行便采用这一方式实现“花旗银行业务（Citi banking）”的使命。
研究成果之一表明，顾客在对其财务实行跨边界管理时往往力不从心。
花旗银行通过该使命，决心为顾客提供连续的全球服务，使顾客无论是在家里还是办公室，在慕尼黑还是东京，都能享受这种服务。
正如花旗银行管理层所看到的，顾客在银行开户后，他们便开始接受银行的服务。
顾客每天利用银行设施管理他们的财务时，这种经历就会持续下去。
顾客四处开展业务或拓展其金融交易的过程中，他们的这种经历就会从一个地区转到另一个地区，从一个国家延伸到另一国家。
三是无处不在的客户服务措施。
花旗银行开展网上服务后，便要求其顾客提供所有相关信息，然后立刻输入电脑，建立一个能不断更新的主控文档，通过这个文档，所有花旗银行的网点及时的掌握所有客户的最新动态，根据客户的变化采取不同的措施；每个网点都配有打印机，可以随处打印出客户对账单；标有顾客姓名及号码的花旗银行卡可以当场制作出来；电话服务网络使顾客无论何时都可以管理自己的账户，并可以采用几种外币进行全球交易；为了能够长期保持这种业务关系，银行还能够为顾客的长期投资以及财务决策提供咨询和长期建议。
用五力模型分析银行业的行业状况--swot分析法分析邮政储蓄银行
用五力模型分析银行业的行业状况姓名赵泽亚专业工商管理类学号 ********用五力模型分析银行业的行业状况五力模型分析五力分析模型是迈克尔·波特(Michael Porter)于80年代初提出，对企业战略制定产生全球性的深远影响。
用于竞争战略的分析，可以有效的分析客户的竞争环境。
五力分别是：供应商的议价能力、购买商的议价能力、潜在竞争者进入的能力、替代品的替代能力、行业内竞争者现在的竞争能力。
五种力量的不同组合变化最终影响行业利润潜力变化。
一、供应商的议价能力（1）银行业作为国有垄断性的行业，基本没有替代品，没有其他供应商（2）银行业的产品或服务对于顾客具有较高的转换成本；（3）银行行业由少数几家公司主导并面向大多数客户销售；（4）银行业提供的产品对客户的生产业务很重要；二、购买商的议价能力银行业具有较强的议价能力：（1）银行提供种类众多的理财产品和服务，顾客具有较强的选择空间；（2）银行存贷款途径多样：（3）银行业直接受国家货币政策的干预调控；三、潜在竞争者进入的能力银行业作为国有垄断性质的行业，银行业经营状况的好坏关乎国计民生。
银行业的发展状况关系到国家的金融安全，因此银行业的进入具有很高的门槛。
世界各国对自己的银行业都实行强有力的监管和保护。
随着全球经济的发展和经济一体化的增强以及WTO中关于银行业的规定，各国对银行金融业的保护会逐渐放开。
因此在现阶段，银行业的潜在竞争者的进入能力较弱。
四、替代品的替代能力银行业在金融理财领域的替代品主要包括：（1）保险行业（2）股票交易市场（3）基金交易市场五、行业内竞争者现在的竞争能力银行业内竞争者现在的竞争能力主要取决于以下几个方面：（1）竞争者数量，市场中竞争者越多，竞争强度会越高。
中国的银行业中除了四大国有商业银行之外还有众多的中小银行以及外资银行，他们彼此之间存在着激烈的市场竞争。
（2）行业增长率，行业增长缓慢，新进入者从其他竞争者那里争取市场份额，现有企业之间争夺既有市场份额，竞争会变激烈。
citibank 花旗银行全方位分析
Datamonitor USA 245 5th Avenue4th Floor Datamonitor EuropeCharles House108-110 Finchley RoadDatamonitor GermanyKastor & PolluxPlatz der Einheit 1Datamonitor Hong Kong2802-2803 Admiralty CentreTower 1Citibank, N.A.Company ProfileReference Code: 12678Publication Date: Jul 2004ABOUT DATAMONITORDatamonitor is a leading business information company specializing in industryanalysis.Through its proprietary databases and wealth of expertise, Datamonitor providesclients with unbiased expert analysis and in depth forecasts for six industry sectors:Healthcare, Technology, Automotive, Energy, Consumer Markets, and FinancialServices.The company also advises clients on the impact that new technology and eCommercewill have on their businesses. Datamonitor maintains its headquarters in London, andregional offices in New York, Frankfurt, and Hong Kong. The company serves theworld's largest 5000 companies.Datamonitor's premium reports are based on primary research with industry panelsand consumers. We gather information on market segmentation, market growth andpricing, competitors and products. Our experts then interpret this data to producedetailed forecasts and actionable recommendations, helping you create new businessopportunities and ideas.Our series of company, industry and country profiles complements our premiumproducts, providing top-level information on 10,000 companies, 2,500 industries and50 countries. While they do not contain the highly detailed breakdowns found inpremium reports, profiles give you the most important qualitative and quantitativesummary information you need - including predictions and forecasts.All Rights Reserved.No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher, Datamonitor plc.The facts of this profile are believed to be correct at the time of publication but cannot be guaranteed. Please note that the findings, conclusions and recommendations that Datamonitor delivers will be based on information gathered in good faith from both primary and secondary sources, whose accuracy we are not always in a position to guarantee. As such Datamonitor can accept no liability whatever for actions taken based on any information that may subsequently prove to be incorrect.TABLE OF CONTENTSCompany Overview (4)Key Facts (4)Business Description (5)History (6)Key Employees (8)Major Products And Services (10)Products And Services Analysis (11)SWOT Analysis (15)Top Competitors (20)Locations and Subsidiaries (21)Company OverviewCOMPANY OVERVIEWCitibank is the consumer and corporate banking division of leading financial servicescompany Citigroup. The company has operations in around 1,700 locations, in morethan 40 countries worldwide. Citibank offers such banking staples as basic bankingaccounts and investment services, through such brands as Citicorp InvestmentServices, CitiTerm life insurance and CitiPhone banking. The firm also cross-sellsproducts form its parent company, and other subsidiaries of Citigroup. Citibank isheadquartered in New York.Citibank has no published revenues for 2003. The company’s revenues are detailedwithin the Citigroup (Parent company) published accounts for 2003.KEY FACTSHead Office Citibank, N.A.399 Park AvenueNew YorkNY 10022United StatesPhone+1 212 559 1000Fax+1 212 793 3946Web Address Revenues/turnover45883(US$ Mn)Financial Year End DecemberEmployees129545SIC Codes SIC 6011 Federal Reserve BanksSIC 6019 Central Reserve Depository Institutions, NECSIC 6021 National Commercial BanksSIC 6712 Offices of Bank Holding CompaniesNAICS Codes52111, 522298, 52211, 52221, 551111Business DescriptionBUSINESS DESCRIPTIONCitibank delivers a wide array of banking, lending and investment services toindividual consumers, small businesses, large corporations and governments, as wellas institutional and individual investors.The company divides its operations into three sectors: personal finance, smallbusiness and corporate/institutional. There is some overlap in the products betweenthe divisions. For example, products such as credit cards and insurance are offered inmore than one sector, but this is all part of Citibank’s policy to offer solutions to caterfor any financial situation.Citibank’s financial center network is comprised of local offices and complemented bythe group’s electronic delivery systems, including ATMs and the World Wide Web.Specific products and services include basic banking accounts and investmentservices offered through Citicorp Investment Services, CitiTerm life insurance,CitiPhone banking, and CitiGold accounts, which integrate banking, borrowing, andinvestment services. Among the many credit card solutions for individuals andbusinesses are the Citi Smart Card, Citi Advantage Card, Citi Platinum Select Card,and Citi Platinum Select Advantage Business Card.Citibank also operates an Internet banking site offering consumer and small businessproducts and services. At , consumers may sign onto their Citi card,bank and brokerage accounts, locate Citibank Financial Centers and ATMs globally,access personal finance content and use a wide variety of financial tools, among otherfunctions.As well as operating within its domestic market, the company has extensiveoperations in Asia, covering China, Hong Kong, India, Japan, the Philippines andSingapore. It also has offices in Europe, Latin America, the Middle East and Africa.Citibank focuses substantial resources on growth in emerging markets. The companyoffers two transaction banking businesses for these areas - eBusiness, eCommerce,cash-management and electronic-banking business; and Citibank global securitiesservices, which provides securities-related services such as custody, clearing, agencyand trust, and depositary receipts. In addition, its sales and trading business providescapital markets products to clients.HISTORYCitibank was founded in 1812 as the City Bank of New York. City Bank joined the newUS national banking system in 1865 and became The National City Bank of New York.By 1894, the company had become the largest bank in the US.The company began its international operations in 1902 with the opening of offices inAsia, including Shanghai and Manila. Meanwhile in 1914, National City inauguratedthe first foreign branch of any US national bank, in Buenos Aires. An office in Rio deJaneiro opened in 1915.Citibank expanded its operations in 1918 with the acquisition of International BankingCorporation, a US overseas bank. By 1929, the bank had become the largestcommercial bank in the world. Expansion was accelerated that year with a merger: theFarmers’ Loan and Trust Company became the City Bank Farmers Trust Company.Meanwhile, in 1955, the bank changed its name to The First National City Bank ofNew York. 1961 saw First National City Overseas Investment Corporation become thebank’s holding company for non-US-based subsidiaries and affiliates. The bankmarked its 150th anniversary in 1962 by shortening its name to First National CityBank.In the 1970s, the company changed its name again. First National City Bank becameCitibank, N.A. (for National Association) in 1976, while the First National CityCorporation holding company changed its name to Citicorp to better suit its globalbusinesses.The company further expanded its businesses in 1981 with the purchase of DinersClub. By 1992, Citibank, N.A. had become the largest bank in the US. Meanwhile, in1993, the company merged the savings banks it acquired in the 1980s and beganoperating them as Citibank, FSB under a single charter.International expansion in the 1990s included the opening of the first fully foreignowned commercial bank in Russia (1994), and the first full service branch in China(1995). It also opened branches in Vietnam and South Africa.Citibank was merged into Citigroup in 1998 after all Citicorp and Travelers Groupdivisions merged to become Citigroup Inc.1999 saw Citibank enhance international growth with the purchase of FinancieroAtlas, the second largest consumer finance company in Chile. The following year sawthe company become the first international bank to open a full-service branch in Israel. Further international purchases that year included the Hungarian retail activities of ING Bank.In 2001, Citibank and China Merchants Bank issued China’s first international travel cash card, Visa Travel Money. Moreover, in 2002 Citibank announced it was to open retail-banking operations in Moscow, making it the first US bank to launch commercial operations in the country.In April 2002, Citibank announced a cooperation agreement with Galaxy Securities, China’s leading brokerage. The pact entailed Citibank providing advice to Galaxy, sharing expertise on securities and banking issues, as Galaxy prepared for the influx of competition spawned from China’s entry into the World Trade Organization. In return, Citibank waited for the relaxation of Chinese laws before it made a significant impact in the marketplace.In early November 2002, Citibank’s parent Citigroup announced the completion of the acquisition of Golden State Bancorp for $2.3 billion. Golden State was subsequently merged into Citibank. This move succeeded in expanding Citibank’s branch network in California fourfold.In January 2003, Citibank’s interest in the Chinese banking sector was furthered when it emerged that it was to purchase a minority stake in China-based Shanghai Pudong Development Bank.In December 2003, was ranked number one in online banking in the recent 2003 fourth quarter scorecard by Gómez, the Internet benchmarking and improvement strategies firm.Citibank, in February 2004, launched Citibanking, a new proposition aimed to providing more comprehensive banking services and sophisticated tools to meet the financial needs of the middle-income group in Hong Kong. The company also launched Citibanking in Malaysia in March 2004.In May 2004 Citibank and Cathay Pacific Airways launched the first co-brand credit card for frequent travelers.In June 2004 opened its first dedicated CitiGold Wealth Management Center. The new center was opened to meet growing demand fro wealth management services in Shanghai.KEY EMPLOYEESName Job Title Board Compensation Robert B. Willumstad President, CEO and Director Executive BoardWilliam R. Rhodes Chairman Non Executive BoardAlan S. MacDonald Vice Chairman Non Executive BoardTodd S. Thomson Director Non Executive BoardSir Deryck Maughan Director Non Executive BoardThomas W. Jones Director Non Executive BoardMarjorie Magner Director Non Executive BoardAnne MacDonald Head of Marketing Senior ManagementKEY EMPLOYEE BIOGRAPHIESRobert B. WillumstadBoard: Executive BoardJob Title: President, CEO and DirectorBob Willumstad is the president and COO of Citigroup. He is a member of theCitigroup management and business heads committee. Mr. Willumstad is on theboard of directors of Citigroup and is CEO and president of Citibank NA and serves onits board of directors.Alan S. MacDonaldBoard: Non Executive BoardJob Title: Vice ChairmanAlan S. MacDonald is the vice chairman of Citibank and Citicorp. He is also a memberof Citigroup’s corporate and investment bank operating committee, Internet operatingcommittee and Citigroup management committee.MAJOR PRODUCTS AND SERVICESCitibank is the consumer and corporate banking division of leading financial servicescompany Citigroup. The company has operations in around 1,700 locations, in morethan 40 countries worldwide. Citibank offers the following products and services:- Banking services- Credit cards- Mortgages- Loans- Investments- Planning/Retirement solutions- Insurance- Small business services- Corporate/Institutional services:- Asset management- Government services- Business Insurance- Private bankingPRODUCTS AND SERVICES ANALYSISThe following analysis is of the finances of Citigroup, Citibank’s parent, for the full year2003:In 2003, Citigroup’s revenues increased 9% on 2002, reaching $77.4 billion,outpacing expense growth of 5%. The majority of this growth was organic, largely as aresult of continued momentum with clients in an improved market environment. Netincome from continuing operations of $17.85 billion was up 33% from the prior year.In 2003 the company segmented its operations into five main groups; Globalconsumer group; Global Corporate & Investment group; Global InvestmentManagement; Private Client Services and Proprietary Investment Activities.Global Consumer groupThe Global Consumer group generated revenues of $41,195 million in 2003, up 8.5%on the previous year accounting for 53.2% of total revenues. Global Consumerreported net income of $9.648 billion in 2003, up $1.396 billion or 17% from 2002,driven by double-digit growth in Retail Banking and Cards, that was partially offset bya decline in Consumer Finance. Retail Banking net income increased $1.145 billion or38% in 2003 primarily due to the impact of the Golden State Bancorp (GSB)acquisition and strong international growth including improvement in Argentina.Cards net income increased $550 million or 18% in 2003 mainly reflecting the additionof the Sears and Home Depot portfolios, growth in Citi Cards and Asia, and lowercredit losses in Latin America. Consumer Finance net income decreased $271 millionor 12% in 2003 primarily due to continued weakness in Japan, partially offset bygrowth in North America, including the acquisition of GSB, and in EMEA. The Globalconsumer group accounted for 55% of total net income in 2003.Consumer Finance reported net income of $1.928 billion in 2003, down $271 millionor 12% from 2002, principally reflecting a decline in International Consumer Financeresulting from continued weakness in Japan. Thee decline was partially offset by theacquisition of GSB in November of 2002 and a $94 million release of a tax reserverelated to a settlement with tax authorities, which increased income in Japan.Net income of $2.199 billion in 2002 grew $294 million or 15% from 2001, primarilyreflecting revenue growth and continued efficiencies resulting from the integration ofAssociates in North America, partially offset by higher net credit losses in the US andJapan. The consumer finance segment accounted for 19.8% of total Consumer group income and 24.3% of Consumer group revenue.Revenues, net of interest expense, of $10.003 billion in 2003 increased $196 million or 2% from 2002. The increase in revenue reflected growth of $490 million or 8% in North America, partially offset by a decline of $294 million or 8% in International Consumer Finance. Revenue growth in North America was primarily driven by growth in receivables, which included the addition of the GSB auto portfolio, partially offset by declines in insurance-related revenue.Global Corporate & Investment Banking groupThe Global Corporate & Investment Banking group generated revenues of $20,040 million in 2003 accounting for 25.9% of total revenues. The group reported net income of $5.387 billion, $3.159 billion, and $4.392 billion in 2003, 2002, and 2001, respectively. The increase in 2003 net income reflects increases of $1.379 billion in Other Corporate, primarily reflecting the absence of a $1.3 billion after-tax charge in 2002 related to the establishment of reserves for regulatory settlements and related civil litigation, $637 million or 16% in Capital Markets and Banking, and $212 million or 38% in Transaction Services. This segment accounted for 31% of total income in 2003.Private Client servicesPrivate Client Services reported net income of $778 million in 2003 compared to $799 million in 2002 and total revenues of $5,827 million accounting for 7.5% of total revenues. Private Client Services net income decreased $21 million or 3% during 2003, primarily due to a higher effective tax rate and increased legal, advertising and marketing costs. This segment accounted for 4% of total income in 2003.Global Investment ManagementThe Global Investment management segment generated revenues of $8,688 million in 2003 accounting for 11.2% of total revenues. Global Investment Management reported net income of $1.696 billion in 2003, which was up $173 million or 11% from 2002. Life Insurance and Annuities net income of $751 million in 2003 increased $134 million compared to 2002, reflecting a $219 million or 39% increase in Travelers Life and Annuity (TLA) to $781 million, partially offset by a decrease of $85 million in International Insurance Manufacturing (IIM).The increase in TLA’s income was primarily driven by higher net realized insurance investment portfolio gains of $236 million, higher business volumes, and lower taxes, partially offset by higher deferred acquisition cost (DAC) amortization and reduced investment yields. The IIM net loss of $30 million in 2003 represented a decrease in income of $85 million from 2002, driven by impairments of Argentina Government Promissory Notes (GPNs) of $114 million and the impact of certain liability restructuring actions taken in the Argentina voluntary annuity business of $20 million, partially offset by increases in Asia of $24 million and Mexico of $20 million.Private Bank net income of $551 million in 2003 was up $88 million or 19% from 2002, primarily reflecting increased investment management and capital markets activity, lending activity, and a lower provision for credit losses, partially offset by higher expenses, reflecting incentive compensation expense associated with higher revenues and higher other employee-related costs, and the impact of narrowing interest rate spreads. Asset Management net income of $394 million in 2003 was down $49 million or 11% from 2002, primarily reflecting the impact of impairments in Argentina and reduced fee revenues, partially offset by the cumulative impact of positive net flows and lower expenses. Global Investment management accounted for 10% of total income in 2003.Proprietary Investment activitiesProprietary Investment Activities reported revenues, net of interest expense, of $1.008 billion in 2003, increased $1.043 billion from 2002 reflecting higher Private Equity results of $1.420 billion, primarily from higher net mark-to-market gains on public securities, higher net impairment/ valuation revenues, higher fee revenues and lower funding costs, partially offset by lower Other Investment Activities revenues of $377 million. The decline in Other Investment Activities was driven by the absence of the 2002 gain on the sale of 399 Park Avenue of $527 million, partially offset by higher fee revenues in CAI and dividends from TPC shares. This segment accounted for 1.3% of total revenues in 2003.Corporate/OtherCorporate/Other reported revenues, net of interest expense, of $687 million in 2003, which decreased $98 million from 2002, were primarily due to lower intersegment eliminations, partially offset by higher net treasury results. The treasury increase resulted from a gain on the sale of a convertible bond and favorable interest rate positioning, partially offset by lower realized gains on fixed income investments. This segment accounted for the remaining 0.9% of total revenues.Geographical breakdownThe US represents the biggest market of Citigroup accounting for 64% of total net income in 2003. Asia accounted for 10%; Japan 4%; Mexico 8%; EMEA 10% andLatin America 4%.SWOT ANALYSISCitibank is the consumer and corporate banking subsidiary owned by Citigroup. The company has operations in over 100 countries, providing a range of financial solutions aimed at individual clients, small business, and larger corporations and institutions.StrengthsGlobal networkThrough its operation in around 100 countries, Citibank has created a global network that has proved robust in the face of economic slumps affecting many Western economies. Although hindered by loan defaults particularly in Argentina and Brazil,and the subsequent rises in provisions, the bank has been buoyant in certain European markets and furthered its geographical reach through strategic positioning in Russia and the Pacific Rim, particularly China.Backing of the CitigroupCitibank has the undoubted advantage over many of its rivals, of having the financial backing and support of Citigroup, the hugely successful financial services company.The support this company provides means Citibank can approach ventures and business opportunities with considerably less trepidation than independent companies. The group is likely to benefit from an adventurous strategy, so long as it has the sustainability to survive the consequences when the group’s ventures do not StrengthsWeaknesses Global networkBacking of the CitigroupInnovative product offering Tarnished brand name Online operations are geared towards US clients Branding problemsOpportunitiesThreats Growth marketsChinese marketOnline presenceClick Citi Foreign exchange fluctuations Market conditions Regulatory forcesgo to plan. Citigroup provides Citibank with the sustainability required in suchcircumstances.Innovative product offeringInnovative product offerings enable Citibank to remain at the forefront of numerousmarkets. The bank has continually developed partnerships to enhance itsgeographical and sector reach. For example, the bank formed a partnership withWestdeutsche Landesbank Girozentrale. The aim of the deal was to reduce thesettlement risk with foreign exchange transactions resulting from trading acrossvarious time zones.In addition, in 2003 the bank announced its intentions to develop products specific tothe US Hispanic population, in a move designed to capitalize further on the group’sacquisition of Mexican bank Banamex in 2001. This ever-proliferating array ofofferings has enabled Citibank to attract a diversity of customers and have highcustomer retention rates.WeaknessesTarnished brand nameAlthough Citigroup has been one of Wall Street’s strongest performers over recentyears, and has achieved strong shareholder value since its creation, its brand hasbeen severely tarnished since 2002 due to the ongoing investigations into its bankingpractices, particularly in its investment banking subsidiary, Salomon Smith Barney.After examinations into a number of Wall Street banks regarding conflicts of interests,regulators indicated that Citigroup, due to wrongdoings at its Salomon Smith Barneyinvestment banking operation, will be hit with the hardest punishment, with the finelikely to be around $500 million. Although this is punishment for the group as a whole,particularly its investment banking operations, such a high-profile investigation shedsinvestor doubt over all practices of the group, ultimately also tarnishing the Citibankbrand.Online operations are geared towards US clientsMuch of Citibank’s online operations are geared towards US clients. This is a majorweakness in Citibank’s armory, as it has worldwide operations, but not a sufficientInternet presence to compliment its branch business. In the increasingly competitivemarket that is online banking, Citibank needs to improve its online facilities for itsinternational customers, or risk losing them to more dedicated companies.Branding problemsCitigroup learned the hard way about the importance of branding for onlineoperations. When its Internet-only bank operation, Citi f/i failed, part of the reason wasbecause of poor branding tactics. Citigroup executives thought that by making Citi f/icompletely separate from other banking operations, customers would be moreattracted to an Internet-only operation. For its payments business, the bank chose thename "c2it by Citibank". It wanted non-Citigroup customers to feel that they could usethe service just as much as Citigroup customers could. Its success in the past taughtthe bank to make certain that the ’Citi’ name is leveraged as much as possible. OpportunitiesGrowth marketsCitibank is continuingly focusing on growth markets. Although in some, less liberalizedmarketplaces risk is potentially higher, the bank has sought strategic positioning toattempt to reap the advantages of being one of the first-to-market players. This isexemplified clearly by the launch in of retail banking operations in Moscow. Althoughits presence to date remains minor, the bank is one of the first Western banks to seeka foothold in the country. The Russian banking market remains embattled andfollowing the defaults of domestic banks in 1998, much of the population prefer tokeep their savings at home.However, Citibank is seeking to benefit on two fronts. Firstly, the Russian governmentis currently implementing a number of liberalizing measures as condition for thecountry’s joining of WTO, which will drive the bank’s ease of operation and thenumber of functions it is able to conduct. Secondly, as much of the population stillexpress concerns over the financial foundations of domestic banks, including state-owned Sberbank, Citibank can exploit its standing as a financial titan, offering securityto savings deposits.Chinese marketIn addition, and perhaps most significantly, Citibank is positioning itself within the fast-liberalizing Chinese market. In April 2002 Citibank announced a deal of co-operationwith Galaxy Securities, where it is sharing expertise on securities and banking issues.Citigroup will wait until a relaxation in the Chinese laws before it can make asignificant impact in the market, and will use Galaxy to leverage its full entry.Online presenceCitibank is heavily focused on the US, its largest market. Often Citibank uses the USas a test market for various business ventures before expanding internationally. But italso has a number of initiatives in other countries. The bank is now trying to integrateinternational capabilities with what it does in the US (B2B transfers from one countryto another, for example). Citibank recognizes that around the world the Internet isused differently from the way it is used in America. For instance, mobile telephony(WAP phones) is larger in other parts of the world such as Europe and Asia. Citibankhas a number of pilots in other countries that are centered on these WAPtechnologies. It has rolled out its online banking service, Citibank Online, across theglobe and will continue to expand its online presence on a worldwide scale.Click CitiCitibank felt that traditional credit cards did not necessarily meet all the needs thatconsumers had for online shopping. Click Citi debuted as a niche product aimed atexisting cardholders who were nervous about revealing card information on the Web. ThreatsForeign exchange fluctuationsCitibank, due to its geographical spread, can be rendered vulnerable to foreignexchange fluctuations and also recessions in certain markets. At worst, for instance inArgentina and Brazil, this has landed Citibank with substantial losses and increasedprovisions. In addition, exposure to high-risk sectors, including telecom and techstocks, has led the bank to suffer sizable losses on its equity portfolios.Market conditionsThe company has been operating in tough market conditions, and its financialperformance during these times is testament to its strength. The last fiscal year wasan extremely difficult operating environment for Citibank and other companies - thelongest bear market in a generation. Furthermore, a number of corporate revelationsfrom a small number of companies tainted all of corporate America, putting thecompany under more pressure.Regulatory forcesThe company’s consumer finance business operates in a highly regulatedenvironment. These businesses are subject to laws relating to consumer protection,discrimination in extending credit, use of credit reports, privacy matters, disclosure ofcredit terms and correction of billing errors. They also are subject to certain。
风险管理中的花旗银行
以及花旗在日本的子公司日兴花旗控股和Nikko资产管理公司。
2009年5月1日花旗集团决定以5450亿日元（约55亿美元）出售旗下的日本第 三大的证券公司也日兴柯迪证券（Nikko Cordial Securities）给三井住友金融
• 其次, 受CDO高额回报率的诱惑, 花旗作为投资者, 买入大量的各个 等级的CDO, 进一步陷入风险陷阱。CDO 的高回报率让花旗铤而走 险, 通过建立渠道, 即所谓的结构性投资实体( SIV ), 买进了价值 1000亿美元的次级CDO, 占据全球市场的1 /4。
• 最后, 在市场逆转和杠杆效应的反向作用下, 花旗栽倒在自己对次 贷产品的运作中, 成为接盘者, 深陷危机。随着利率的上升和房市 的降温,花旗2007年第4季度在一级交易市场的承销、购买业务和 二级市场的交易业务上损失达181. 2 亿美元, SIV资产的急剧缩水也 加大了花旗财务困境。2007年12月13日, 花旗集团宣布将旗下涉及 资产达490亿美元的7支S IV的资产负债计入集团的资产负债表。
大事件
2009年1月12日摩根士丹利、花旗宣布成立新合资公司“摩根士丹利美邦公司 ”将成为全将成为全球最大证券经纪公司，拥有20,390位营业员、管理1.7兆美元
客户资产。
2009年1月16日花旗集团宣布把业务一分为二，花旗集团将拆分为“花旗银行 ”和“花旗控股”两部分，花旗银行将保留集团在100多个国家的传统银行业务，
花旗集团
1998年4月6日，花旗公司与旅行者集团宣布合并，合并组成的 新公司称为“花旗集团”，其商标为旅行者集团的红雨伞和花旗集 团的兰色字标。旅行者集团前身旅行者人身及事故保险公司 (TheTravelerSLifeandAccident InsuranceComPany)成立于1864 年，一直以经营保险业为主，在收购了美邦经纪公司 (SmithBarney)后，其经营范围扩大到证券经纪、投资金融服务领 域。1997年底又以90亿美元的价格兼并了美国著名的投资银行所罗 门兄弟公司，成立了所罗门·‘美邦投资公司，该公司己居美国投 资银行的第二位。作为全球卓越的金融服务公司，花旗的资产曾达 1兆美元，全球雇有二十七万名雇员，为一百多个国家逾二亿消费 者、企业、政府和机构提供品种丰富的金融产品及服务，包括消费 者银行和信贷、企业和投资银行、保险、证券经纪及资产管理服务 。从花旗银行到花旗集团，“整合”和“兼并”是自始至终贯穿其 发展历史的关键策略。从单一的银行业务到综合性金融集团，花旗 通过兼并整合，在与其他银行的竞争中脱颖而出，成为世界上规模 最大的全能性金融集团。与兼并重组并行的是花旗组织结构的不断 调整和扩大。
美国花旗银行服务战略
美国花旗银行服务战略美国花旗银行（CitiBank）成立于1812年，距今已有190多年的历史，是华尔街上最古老的商业银行之一，如今已发展成为世界上最大的全能金融集团——花旗集团（CitiGroup）。
综观花旗银行的发展历程，其超前的全球化营销战略和卓越的客户服务模式是花旗领先于其它银行的重要因素。
花旗在世界各地广设分支机构，建立起了庞大的金融营销网络，这一网络被认为是花旗在国际金融界惟一拥有并真正具有竞争力的优势所在。
花旗银行在经营个人金融业务的过程中，在稳健和安全经营的基础上，作为市场拓展的微观组成部分，精心制定了客户发展战略，注重进行客户分层和产品市场定位，以向优质客户提供更为完善、周全的服务，取得了显著的成效。
例如，香港花旗银行对“百万富翁”级的客户，实行“三对一”服务，即客户经理、基金投资经理和外汇投资顾问共同为客户服务，最近又改为“四对一”，即在原来的基础上再增加一名理财助理，可见其对优质客户的重视程度。
在亚洲，花旗银行的目标客户主要是新兴的中产阶级，即20%的高收入阶层，并且花旗认为，随着新兴中产阶级财富的增加，他们对个人金融服务的需求也在增加。
一、丰富的服务内容花旗银行针对不同的客户（贵宾客户与普通客户），分别由财富管理经理与个人理财顾问提供相应的服务。
花旗采取的是一个客户经理配一位客户，即“一对一”的客户经理服务形式。
花旗的客户经理主要为客户提供五项服务，包括授信业务、理财设计、顾问建议、咨询项目和其他项服务。
花旗银行别具特色的服务主要包括以下几个方面：针对富豪级客户花旗银行每进入一个国家后都会先做10％最富人的理财。
当客户的财富达到一定额度，花旗就会为其提供特别的理财服务，例如设立基金，以保障其第二代甚至第三代的生活；同时，花旗银行还帮助客户的子女制定生涯规划。
例如是否进入名校读书、是否创办公司、创办什么公司等等，花旗都会为其进行评估和设计。
通过这一服务，花旗银行巧妙的将它的业务拓展到现有客户的下一代。
SWOT分析某银行某分行个人金融业务发展战略
SWOT分析某银行某分行个人金融业务发展战略SWOT分析某银行某分行个人金融业务发展战略引言：随着全球经济的不断发展和竞争的日益激烈，金融机构为了保持竞争优势，必须制定合适的发展战略。
本文将通过SWOT分析方法，探讨某银行某分行个人金融业务的发展战略，并提供相应的建议和措施。
一、SWOT分析1.1 优势（Strengths）a. 地理位置优势：该分行位于繁华地段，周边商业环境发达，有利于吸引更多的潜在客户；b. 基础设施完善：该分行具备现代化的金融设备和先进的信息技术系统，为客户提供高效便捷的金融服务；c. 品牌影响力强：该银行在当地有着较高的知名度和良好的信誉，客户对该银行的信任度较高。
1.2 劣势（Weaknesses）a. 员工素质不稳定：由于员工流动性较大，部分员工的业务能力和服务意识有待提高；b. 产品创新不足：目前，该分行的金融产品较为单一，缺乏差异化，导致对于高净值客户的吸引力不足；c. 管理流程繁琐：一些内部的业务处理和审批流程存在繁琐、耗时的问题，影响了客户体验。
1.3 机会（Opportunities）a. 科技创新：通过与科技公司的合作，可以推出更多便捷、智能化的金融服务，满足客户的多样化需求；b. 支持：近年来，领导对于个人金融业务的发展给予了较多的支持和优惠，可以进一步促进业务的扩展；c. 潜在市场需求增长：随着经济发展和人民生活水平的提高，个人金融需求不断增长，有利于业务的拓展。
1.4 威胁（Threats）a. 金融监管加强：随着金融风险的加大，监管机构对于金融业务的监管力度不断加强，要求金融机构进行更为严格的合规审查；b. 竞争加剧：随着市场竞争的加剧，同行业竞争对手逐渐增多，并且他们也在努力提升服务质量和产品创新；c. 不确定的经济环境：全球经济面临着不确定性和波动性，可能导致市场需求下降，进而对个人金融业务的发展产生不利影响。
二、分析结果2.1 优势与机会基于分行的地理位置优势和品牌影响力，该分行应重点发展以下方面：a. 强化客户关系管理：通过制定个性化的服务方案，提供更加专业、高效的金融服务，加强与现有客户的联系和沟通；b. 推出创新金融产品：根据市场需求，推出具有差异化竞争优势的金融产品，如定制化的理财产品和优质的贷款服务；c. 提升科技创新能力：与科技公司合作，引进先进的信息技术系统，开发智能客户端和金融数据分析工具，提供更加智能化的金融服务。
中信银行SWOT分析
中信银行的战略分析（SWOT）
• 内部优势：Strengths • 内部劣势：Weaknesses • 外部机遇：Opportunities • 外部威胁：Threats
（一）中信银行的优势分析 （strengths）
• 1.集团综合金融平台有助于交叉销售和为客户提 供全方位金融产品和服务解决方案
1. 通过金融产品交叉销售以及对重大项目进行联合市场营 销，为客户提供差异化的综合金融服务。
— 承销短期融资券、中期票据和中小企业集合票据。与中信证券联 合作为主承销商为企业承销发行了总额为14亿元人民币的短期融资 券、总额为78亿元人民币的中期票据以及总额为5亿元人民币的中 小企业集合票据。
— 发行对公理财产品。与中信信托联合发行多期专项投资于优质债 券、信托股权的对公理财计划，共募集资金14.56亿元人民币，为 中信银行高端战略客户提供了综合投融资服务的解决方案。
• 1. 银行储蓄/债券产品 • 2.银行贷款产品 • 3.银行银行卡产品 • 4.银行代售基金产品 • 5.其他银行理财产品
中信银行经营概况
• 面对复杂多变的经营环境，中信银行公司银行业务在巩固传统业务优势的同 时，大力发展供应链金融、小企业金融、投资银行、资产托管等新兴业务， 公司银行多元化业务体系得到巩固和加强。截至报告期末，中信银行公司存 款余额比上年末增长35.79%，对公一般贷款余额比上年增长45.07%，营业 利润比上年增长5.04%。战略客户业务贡献度大幅提升，2,820家战略客户存 款余额5,036.12亿元人民币，比上年末增长63.58%，占中信银行公司存款的 47.99%；贷款余额3,455.59亿元人民币，比上年末增长46.26%，占中信银行 公司贷款的39.86%。汽车金融及钢铁金融网络合作厂商124家，经销商达 2,388户，比上年末增长24.76%。 小企业客户共计8,169户，授信余额总计 691.70亿元人民币，比上年末增长31.39%；不良率仅为0.45%，比上年末下 降0.34个百分点。对公理财业务销售规模达283.58亿元人民币，比上年增长 58.18%。债券承销费收入和结构融资手续费收入比上年分别增长253.91%和 45.14%。 托管资产规模达1,121.53亿元人民币，比上年末增长134%。 报告期，中信银行「中信财富阶梯」公司金融服务品牌及其子品牌分别获得 了《首席财务官》、《经济观察报》、《证券时报》等有关主流媒体评选的 2009年度「最佳企业金融品牌」、「最佳现金管理银行」、「最佳投资银 行」、「最佳网上银行」、「最佳供应链金融产品创新奖」、「最佳中小企 业融资伙伴」等20余个奖项
花旗银行案例分析
——第六小组
目录
一、花旗集团简介及所处环境 二、花旗集团产品与业务构成 三、花旗集团战略 四、花旗集团绩效
五、市场对花旗集团的反映
一、花旗集团简介及所处环境
花旗集团
当今世界资产规模最大、利 润最多、全球连锁性最高、业 务门类最齐全的金融服务集团。 集商业银行、投资银行、保险、 共同基金、证券交易等诸多金 融服务业务于一身。
Opportunities ➢Growth markets ➢Chinese market ➢Online presence ➢Click Citi
Weaknesses
➢Tarnished brand name ➢Online operations are geared towards US clients ➢Branding problems Threats
SWOT分析
➢ Tarnished brand name • 一个高调的调查 • 5亿美元左右的处罚 ！ ➢ Online operations • 大部分是面向美国客户 • 提高网络设施 ➢ Branding problems • 品牌有很强的杠杆作用的
SWOT分析
➢ Growth markets • 专注于成长型市场
➢Chinese market •定位在中国快速自由化的市场(利用银河 证券)
• 两条战线上的受益
➢Online presence
➢Click Citi
•世界各地互联网的方式与美国不同
•为保护现有的持卡人的信息
•已经在全球
➢ Foreign exchange fluctuations • 覆盖全球 受到外国汇率波动和某些市场的经济衰退的影响 ➢ Market conditions • 长时间熊市 • Regulatory forces • 受到高度管制 • 遵守各个地区的法律法规
花旗银行案例分析
SWOT分析
➢ Global network • 覆盖全球100多个国家 成功渡过危机 • 战略定位：俄罗斯和环太平洋地区（特别是中国地区） ➢ Backing of the Citigroup（花旗集团） • 更多的筹资机会、面对更大的风险 ➢ Innovative product offering • 产品创新使花旗银行在众多市场中都保持前列
➢Chinese market •定位在中国快速自由化的市场(利用银河 证券)
• 两条战线上的受益
➢Online presence
➢Click Citi
•世界各地互联网的方式与美国不同
•为保护现有的持卡人的信息
•已经在全球范围内推出了网上银行服务
SWOT分析
➢ Foreign exchange fluctuations • 覆盖全球 受到外国汇率波动和某些市场的经济衰退的影响 ➢ Market conditions • 长时间熊市 • Regulatory forces • 受到高度管制 • 遵守各个地区的法律法规
——Vikram S部彻底改组风险管理 部门、缩小规模、坚决以客户 的利益作为各项业务的中心， 大量退出自营交易业务。
花旗集团在2010年《财富》 世界500强企业最新排名中排 名全球第33名。
花旗集团
组织机构
2009年1月16日，重大重组
SWOT分析
Strengths ➢Global network ➢Backing of the Citigroup ➢Innovative product offering
花旗swot分析演讲稿
Strengths 广泛的全球网络花旗集团目前是全球公认的最成功的金融服务集团之一，不仅是因其在全球金融服务业盈利与成长速度最高的企业中连续占据领先地位，更由于它是世界上全球化程度最高的金融服务连锁公司。
花旗集团为100多个国家2亿多位顾客服务，每位客户到任何一个花旗集团的营业点都可得到储蓄、信贷、证券、保险、信托、基金、财务咨询、资产管理等全能式的金融服务，平均每位客户的产品数在全球同行企业中排名第一，因此花旗集团的客户关系服务网络是花旗不可估量的一种资源，桑迪·维尔就曾骄傲地说过：“这个网络是我们唯一拥有的真正有竞争力的优势，不管你到世界任何一个地方，你都可能找到一家花旗银行的机构可以为你服务。
”在亚太地区，花旗拥有超过50000名员工，分布在在19个国家和地区。
在欧洲，中东和非洲，花旗员工约38000人，在55个国家设分支机构，与61个国家有业务往来。
在拉丁美洲，花旗的地域覆盖范围跨越：阿根廷、巴哈马、巴巴多斯、巴西、开曼群岛、智利、哥伦比亚、哥斯达黎加、多米尼加共和国、厄瓜多尔、萨尔瓦多、危地马拉、海地、洪都拉斯、牙买加、墨西哥、尼加拉瓜、巴拿马、巴拉圭、秘鲁、波多黎各、特立尼达和多巴哥、乌拉圭和委内瑞拉。
在北美，它有超过30,000 的专业人员一起工作，为消费者提供零售银行业务、小型企业、商业银行、财富管理、住宅地产、和信用卡产品和服务。
Strengths资产的实力与力量花旗银行以强大的花旗集团为依托，根据花旗集团2011年财务报告，其2011第三季度年净收入达38 亿美元，相比2010年第三季 2.2 亿元，有大幅增长。
根据英国《银行家》杂志对世界前1000家银行2002年各项指标排名中，花旗集团以一级资本590亿、总资产10970亿、利润152.8亿美元三项排名第一，盈利水平占1000家大银行总盈利2524亿美元中6.1%。
根据花旗集团最新年报显示，花旗集团2003年一级资本已达669亿、总资产12640亿、利润178.5亿美元，比上年又分别增长了13.4%、15.2%和16.8%。
花旗银行分析
Citibank
花旗
Citibank
花旗银行
解放前花旗银行位于天津的办事处
Citibank
Citibank
citibank
Citibank
良好的 公司治理
多样化 金融创新
Strengths
服务与 品牌优势
广泛的 全球网络
资产实 力与质量
Strengths 广泛的全球网络
Citibank
Strengths资产的实力Threats中资银行竞争力提升（转型）
Citibank
Threats中资银行竞争力提升（发展）
Citibank
Threats人才回流
中
中
资
外资银行
资
Citibank
人才回流
Threats其他银行的竞争
Citibank
花旗银行等外资银行的发展方向
Citibank
❖ 花旗集团（Citigroup）是当今世界资产规模最大、利润最 多、全球连锁性最高、业务门类最齐全的金融服务集团。
❖ 花旗银行（Citibank, N.A.）是花旗集团属下的一家零售银 行，其主要前身是1812年6月16日成立的“纽约城市银行” （City Bank of New York），经过近两个世纪的发展、并 购，已成为美国最大的银行，也是一间在全球近五十个国 家及地区设有分支机构的国际大银行。
注：EMEA区域包含欧洲、中东、非洲（Europe、Middle East & Africa）
Citibank
Strengths服务与品牌优势
Citibank
Strengths 良好的公司治理
花旗银行企业文化架构
Citibank
Strengths多样化的创新
用SWOT方法分析外资银行在我国的发展
用SWOT方法分析外资银行在我国的发展随着经济全球化的发展和我国金融业的开放,外资银行正在以多元化的手段争相进入我国市场。
面对中资银行强大的竞争力,外资银行要认识到自身的优势劣势和宏观环境下的机遇威胁,才能在中国市场占据一席之地。
标签：外资银行优势劣势机遇威胁一、外资银行发展现状随着我国金融业的开放,外资银行纷纷涌入我国,我国银行业的竞争也越来越激烈。
从2007年4月起,汇丰银行、花旗银行、渣打银行和东亚银行北京分行正式向本地居民开办人民币业务。
外资银行机构逐渐增多,业务不断扩大。
在我国经济增长潜力巨大和金融服务需求面临广阔发展空间的背景下,外资银行正在多元化融入中国金融体系。
普华永道会计师事务所在2009年4月到5月对北京、上海、深圳和香港四地的外资银行进行了调查,发现一些较早在境内设置法人机构的外资银行正在扩大规模,发展势头良好,并且已经在人民币储蓄业务中获益,但是也有一些银行表达了对市场份额会下降的担忧。
外资银行在中国的发展有优势也有劣势,有机遇也有挑战。
本文主要用SWOT方法对外资银行在中国的发展状况进行分析。
二、外资银行在中国发展的优势分析1.特色的业务经营和先进的管理方式外资银行普遍拥有悠久的历史和较好的公司治理结构,实行混业经营,集商业银行、投资银行以及证券、保险与一身,在技术手段创新和衍生金融产品等方面处于领先地位。
其业务种类丰富,包括金融衍生产品交易业务、境外合格机构投资者境内证券投资托管业务、个人理财业务、代客境外理财业务、电子银行等多项业务。
外资银行的成本管理严谨,有完善的内控制度、成本管理核算体系和风险管理体系。
随着外资银行人民币业务的开展,其成熟完善的管理手段和先进的服务设施、高质量的服务质量必定会吸引国内客户,抢占国内市场。
2.金融创新能力强金融创新是提高银行竞争力的关键。
外资银行金融工具种类繁多,能够为客户提供全方位的金融服务,金融新产品的开发能力强。
其以客户需求为导向,通过对金融产品的客户结构、客户需求进行深入了解,设计差异化服务和产品,取得差异化优势。
中国银行、花旗银行国际化比较分析_财政金融论文
中国银行、花旗银行国际化比较分析_财政金融论文关于《中国银行、花旗银行国际化比较分析_财政金融论文》，是我们特意为大家整理的，希望对大家有所帮助。
摘要：出于对发展中国家银行国际化与发达国家银行国际化动机、程度与前景差异的关注，值此21世纪首场席卷全球金融危机尚未平息之际，使用历史的、对比分析方法，对中国银行、花旗银行这两家各自国内最典型的国际化银行从动机到成效进行全方位剖析。
分析认为，中国银行与花旗银行的国际化差距客观存在，花旗银行以比中国银行更具气魄的战略构想发展成为了世界头号全球性银行，而中国银行仍将在一段时期里无法与之同日而语；尽管如此，目前来看，两家银行在达成各自最初国际化目标方面，是相同的。
关键词：中国银行; 花旗银行; 国际化; 比较一、研究背景与意义一场始于2008年第四季度、由美国次贷风暴引起的金融危机席卷全球，造成世界经济迅速陷入自二战以来的最严重衰退，各国纷纷通过包括向银行注资和实施积极财政政策与宽松货币政策等手段力图阻止经济颓势，关于政府间协作与全球金融监管也成为当前国际会议谈论最多的议题，这不得不引起人们对金融，及金融国际化现象的关注。
中国和美国分属发展中国家与发达国家，也是当前对世界经济最有影响力的两大经济体，两个国家都有本国银行走出海外的国际化行为，但有着不同的发展历程，对世界经济的影响当有不同，未来有着何种不同发展方向和命运，两国银行国际化发展状况对于发展中国家和发达国家两个不同发展阶段群体国家的银行国际化实践，以及对于研究、预测世界银行业全球化趋势都有一定参考意义。
二、银行基本情况1、中国银行中国银行创立于民国时期1912年，在新中国成立前，先后行使国家中央银行、国际汇兑银行和外贸专业银行职能。
新中国成立后，中国银行仍被指定为外汇外贸专业银行，1994年转为国有商业银行，2004年中国银行股份有限公司挂牌成立，2006年先后在香港联交所和上海证券交易所上市。
中国银行经营商业银行业务，并通过旗下境外控股公司从事投资银行、保险、直接投资和投资管理、租赁等业务①。
花旗银行在华投资研究
跨国公司经营与管理题目花旗银行在华投资分析系名称经济与管理系专业名称班级学生姓名学号指导教师日期摘要随着我国“对外开放”战略的出台,国内外金融秩序正在逐渐发生改变,新的战略利益格局也即将形成。
在这品牌竞争时代,以花旗银行为代表的金融巨头,纷纷在中国境内设立外资法人银行,其强大的品牌竞争优势对我国的商业银行掀起了强有力的挑战。
花旗银行是全球领先的银行,它的资产规模庞大、全球连锁性高、业务门类繁多,用各项经济指标来衡量花旗银行,它都被当之无愧的称为最好、最优秀的银行。
在2012 年《银行家》前100 名排行榜中,以1365 亿美元位列第五位,在全球品牌集团Interbrand发布的“全球最佳100品牌排行榜中”以83亿美元的品牌资产价值位列第48 位。
品牌战略的成功是花旗成功的基础。
花旗银行凭借其出色的品牌发展战略在中国也依然处于领先地位。
因此,了解并分析花旗银行的品牌发展战略及其管理经验,为我国商业银行的品牌发展之路起到良好的启示作用。
本文以花旗银行为研究对象，介绍了花旗银行在华的市场状况及营销策略。
并且分析了其背景和有关的跨国投资等相关理论知识,为后续的花旗破产危机案例研究奠定理论基础。
最后运用SWTO分析法,分析其在华的市场状况并以此制定品牌发展战略,提出立足于中国本土化,重点发展中高端客户,明确品牌核心价值,巩固高端品牌形象, 培育品牌文化,实施全方位整合传播,预防品牌危机发生等策略来实现花旗在华的品牌发展战略。
关键词:花旗银行；营销；跨国投资理论；花旗破产危机；SWTO第一章背景花旗银行是全球领先的银行,它是当今世界资产规模最大、全球连锁性最高、业务门类最齐全、利润最多的金融服务机构之一,用各项经济指标来衡量花旗银行,它都是最好、最优秀的银行。
花旗银行(Citibank)前身是成立于1812 年6 月16 日的纽约城市银行(City Bank of New York),1998 年与旅行者集团合并,同年换牌上市。
花旗swot分析演讲稿
Strengths 广泛的全球网络花旗集团目前是全球公认的最成功的金融服务集团之一，不仅是因其在全球金融服务业盈利与成长速度最高的企业中连续占据领先地位，更由于它是世界上全球化程度最高的金融服务连锁公司。
花旗集团为100多个国家2亿多位顾客服务，每位客户到任何一个花旗集团的营业点都可得到储蓄、信贷、证券、保险、信托、基金、财务咨询、资产管理等全能式的金融服务，平均每位客户的产品数在全球同行企业中排名第一，因此花旗集团的客户关系服务网络是花旗不可估量的一种资源，桑迪·维尔就曾骄傲地说过：“这个网络是我们唯一拥有的真正有竞争力的优势，不管你到世界任何一个地方，你都可能找到一家花旗银行的机构可以为你服务。
”在亚太地区，花旗拥有超过50000名员工，分布在在19个国家和地区。
在欧洲，中东和非洲，花旗员工约38000人，在55个国家设分支机构，与61个国家有业务往来。
在拉丁美洲，花旗的地域覆盖范围跨越：阿根廷、巴哈马、巴巴多斯、巴西、开曼群岛、智利、哥伦比亚、哥斯达黎加、多米尼加共和国、厄瓜多尔、萨尔瓦多、危地马拉、海地、洪都拉斯、牙买加、墨西哥、尼加拉瓜、巴拿马、巴拉圭、秘鲁、波多黎各、特立尼达和多巴哥、乌拉圭和委内瑞拉。
在北美，它有超过30,000 的专业人员一起工作，为消费者提供零售银行业务、小型企业、商业银行、财富管理、住宅地产、和信用卡产品和服务。
Strengths资产的实力与力量花旗银行以强大的花旗集团为依托，根据花旗集团20XX年财务报告，其2011第三季度年净收入达38 亿美元，相比20XX年第三季 2.2 亿元，有大幅增长。
根据英国《银行家》杂志对世界前1000家银行20XX年各项指标排名中，花旗集团以一级资本590亿、总资产10970亿、利润152.8亿美元三项排名第一，盈利水平占1000家大银行总盈利2524亿美元中6.1%。
根据花旗集团最新年报显示，花旗集团20XX年一级资本已达669亿、总资产12640亿、利润178.5亿美元，比上年又分别增长了13.4%、15.2%和16.8%。
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我国GDP增长情况
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全国居民人民币储蓄存款（年底余额）
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Threats
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监管制度的制约
中资银行竞争力提升
2
3
人才回流 其他银行的竞争
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Threats监管制度的制约
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Threats中资银行竞争力提升（转型）
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Threats中资银行竞争力提升（发展）
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市场占有率小
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网点覆盖率低
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客户资源有限
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技术支持和管理成 本高 本土化程度较低的 外资银行，需要支 付较高的额外费用
外资银行市场份额 不足2%
与中资银行相比营 业网点非常有限
外资银行与中资企 业，国内居民缺乏 一种天然的联系
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Opportunities （一）中国经济保持长期持续高速增长，目前 已成为世界第二大经济体，经济的发展为外资 银行的进驻提供了很好的发展机遇。 （二）中国居民财富加速增长，居民财富得到 积累，同时居民投资理财意识不断增强，为外 资银行提供了发展潜力。 （三）银行业在整个中国金融系统中占有主导 地位，使其能够分享中国经济增长带来的好处。 经济的稳定发展也将推动银行业持续发展。 （四）中国自加入WTO以来，不断放宽对外资 银行的限制，为其发展创造了条件。
Citibank ,N.A. SWOT ANALYSIS
国贸2班 方玉 牛娜 杨银 陈科文
我国银行业现状分析
银行
中资银行 央行 政策性银行 商业银行 信用社 邮政储蓄所等
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外资银行 花旗银行 汇丰银行 渣打银行 东亚银行 南洋商业银行
Contents
swot
花旗简介
S W O
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Citibankห้องสมุดไป่ตู้
花旗
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花旗银行
解放前花旗银行位于天津的办事处
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良好的 公司治理 资产实 力与质量
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多样化 金融创新
Strengths
广泛的 全球网络
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服务与 品牌优势
Strengths
广泛的全球网络
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Strengths
Weaknesses
Opportunities
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Threats
花旗简介
花旗集团（Citigroup）是当今世界资产规模最大、利润最 多、全球连锁性最高、业务门类最齐全的金融服务集团。 花旗银行（Citibank, N.A.）是花旗集团属下的一家零售银 行，其主要前身是1812年6月16日成立的“纽约城市银行” （City Bank of New York），经过近两个世纪的发展、并 购，已成为美国最大的银行，也是一间在全球近五十个国 家及地区设有分支机构的国际大银行。 花旗银行在全球超过160个国家和市场开展业务，是在中 国最具有全球性的国际银行。除了花旗银行， 没有哪家金 融机构的业务和资源足以在如此之多的地方，应付如此之 多的需要。 花旗银行已成为金融服务的世界品牌。花旗银 行的名称即意味着服务， 不仅是满足客户的需要，更要比 客户预期的做得更好。
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2011年3月14日，上海——近日在新加坡举行的亚洲金融服务 （AFS）大会上，国际数据公司（IDC）旗下的独立研究和咨询公 司Financial Insights公布了第六届“Financial Insights创新奖”的 评选结果，花旗集团的“智能银行”荣获“服务渠道创新奖”。
weaknesses
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Threats人才回流
中 资
中
外资银行
资
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人才回流
Threats其他银行的竞争
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花旗银行等外资银行的发展方向
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Strengths资产的实力与力量（09年区域划分）
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注：EMEA区域包含欧洲、中东、非洲（Europe、Middle East & Africa）
Strengths服务与品牌优势
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Strengths 良好的公司治理
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花旗银行企业文化架构
Strengths多样化的创新