| ACKNOWLEDGEMENTS | 第4-5页 |
| ABSTRACT | 第5-6页 |
| 摘要 | 第7-11页 |
| Chapter Ⅰ Introduction | 第11-16页 |
| 1.1 Research objectives | 第11页 |
| 1.2 Research significance | 第11-12页 |
| 1.3 Research subject | 第12-14页 |
| 1.4 Research methodology | 第14-15页 |
| 1.4.1 Literature review | 第14页 |
| 1.4.2 Case study | 第14-15页 |
| 1.4.3 Combination of external and internal analysis | 第15页 |
| 1.5 Research contents and logic | 第15-16页 |
| Chapter Ⅱ Literature Review | 第16-30页 |
| 2.1. Key concepts and views of relevant theories | 第16-22页 |
| 2.1.1 Internationalization strategies | 第16-19页 |
| 2.1.2 Positioning strategies | 第19-22页 |
| 2.2 Analysis and comments on former researches | 第22-28页 |
| 2.2.1 Advantages of former researches | 第22-25页 |
| 2.2.2 Defects and shortcoming of former researches | 第25-26页 |
| 2.2.3 Complementary points to former researches | 第26-28页 |
| 2.3 Analysis tools | 第28-29页 |
| 2.3.1 PEST analysis | 第28页 |
| 2.3.2 Porter’s Five Forces | 第28-29页 |
| 2.3.3 SWOT analysis | 第29页 |
| 2.4 Summary | 第29-30页 |
| Chapter Ⅲ Case Description | 第30-52页 |
| 3.1 H bank’s internationalization progress | 第30-39页 |
| 3.1.1 Development History | 第30-38页 |
| 3.1.2 H bank’s response to financial crisis | 第38-39页 |
| 3.1.3 H bank strategic adjustment | 第39页 |
| 3.2 The management matrix and business structure | 第39-42页 |
| 3.3 Setbacks of H bank’s internationalization expansion | 第42-50页 |
| 3.3.1“Managing for Value” | 第45-46页 |
| 3.3.2“Managing for Growth” | 第46页 |
| 3.3.3“The world’s local bank” | 第46-48页 |
| 3.3.4“The Leading International bank” | 第48-49页 |
| 3.3.5 Summary of the shrink | 第49-50页 |
| 3.4 The problems in the positioning strategy of H bank | 第50-52页 |
| 3.4.1 Lack of market segmentation concept | 第50-51页 |
| 3.4.2 Lack of Point-of-Difference strategy | 第51-52页 |
| Chapter Ⅳ Case Analysis | 第52-68页 |
| 4.1 The background of H bank positioning strategy | 第52-65页 |
| 4.1.1 Economic and market conditions | 第53-56页 |
| 4.1.2 Operational and compliance risks | 第56-57页 |
| 4.1.3 Regulatory environment | 第57-58页 |
| 4.1.4 Summary of environmental factors | 第58-59页 |
| 4.1.5 The management focuses | 第59-63页 |
| 4.1.6 Summary with related analysis tools | 第63-65页 |
| 4.2 The root cause of the problematic positioning strategy | 第65-67页 |
| 4.2.1 Strong retail financial industry | 第65-66页 |
| 4.2.2 The over-expectation from shareholders | 第66-67页 |
| 4.3 The effects brought by the problematic positioning strategy | 第67-68页 |
| 4.3.1 Consumers’ focus is missing | 第67页 |
| 4.3.2 Mis-judgment of competition-orientation | 第67-68页 |
| Chapter Ⅴ Suggestion of Strategy Implementation | 第68-79页 |
| 5.1 Identifying the positioning strategy | 第68-76页 |
| 5.1.1 Stick to the international trade flow | 第68-75页 |
| 5.1.2 International financing consultant to government | 第75页 |
| 5.1.3 International investment platform to enterprises | 第75-76页 |
| 5.1.4 Wealth management specialist to high-income society | 第76页 |
| 5.2 The execution suggestion to H bank | 第76-79页 |
| 5.2.1 Re-establish organization structure for serving Chinese customers | 第78页 |
| 5.2.2 Re-form operation mode for better customer experience | 第78页 |
| 5.2.3 Build-up a trading service platform to enable the China-dream | 第78-79页 |
| Chapter Ⅵ Conclusion and Future Study | 第79-83页 |
| 6.1 Conclusions | 第79-80页 |
| 6.2 Limitations | 第80-81页 |
| 6.3 Future study | 第81-83页 |
| BIBLIOGRAPHY | 第83-85页 |
