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

Abstract

This project conducts a case study for the relations of matched advantage, center competence and critical success factors in kidnap Pudong Development Bank. The aims are to examine how Chinese shareholding commercial banks sack up create combative advantage and build core competence.

This inquiry reviews a series of analytical theories, including different approaches of warlike 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 jumper cable to CA and core competence of SPDB.

To reflect an empirical seek of positivism, based on deductive methodology, this research employs both supplementary and primary data collecting methods. Questionnaire survey in the inferior managers and personal interviews portray the competitive position, core competence, CSFs of SPDB and strategic bail bond between SPDB and Citibank, which describe the competitive environment that SPDB is introduced with.

The beginning 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 foodstuff after full opening of Chinese banking market to the world.

List of Figures and Tables         Page

Figure 2.



1: modulation of Tacit Knowledge and Explicit Knowledge         9

Figure 2.2: Competences: The Root of engagement         11

Figure 2.3: The Relations of Resource, Core Competence, CSFs         15

and Competitive Advantage

Figure 3.1: Levels of the Strategies         18

Figure 6.1: Rate of View on Whether SPDB Has CA Compared         53

with State-Owned Banks

Figure 6.2: Rate of View on Whether SPDB Has CA Compared         54

with impertinent Banks

Figure 6.3: Rate of View on Whether...

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