| Acknowledgement | 第5-6页 |
| Abstract | 第6-7页 |
| 摘要 | 第8-27页 |
| Chapter 1 Introduction | 第27-33页 |
| 1.1 Research Background | 第27页 |
| 1.2 Research Objectives | 第27-28页 |
| 1.3 Significance | 第28页 |
| 1.4 Research Method | 第28-29页 |
| 1.5 Innovations and Shortcomings | 第29-30页 |
| 1.6 Content and Framework | 第30-33页 |
| 1.6.1 Content | 第30-32页 |
| 1.6.2 Framework | 第32-33页 |
| Chapter 2 Literature Review | 第33-45页 |
| 2.1 Operational Strategy Theories | 第33-35页 |
| 2.1.1 Main Role of Operational Strategy | 第33-34页 |
| 2.1.2 3D Model of Operational Strategy | 第34-35页 |
| 2.2 Strategic Theories of Commercial Banks | 第35-38页 |
| 2.2.1 Current Research | 第35-37页 |
| 2.2.2 Basic Points | 第37-38页 |
| 2.3 Research Status on the Operational Strategy of Rural Commercial Banks | 第38-42页 |
| 2.3.1 Research on Internal and External Environment Analysis | 第38页 |
| 2.3.2 Research on Strategy Positioning | 第38-39页 |
| 2.3.3 Research on Customer Relationship Strategy | 第39-40页 |
| 2.3.4 Research on Stock Holding, Stock Controlling and M&A Strategies | 第40页 |
| 2.3.5 Research on Alliance Strategy | 第40页 |
| 2.3.6 Research on Organizational Structure Development Strategy | 第40-41页 |
| 2.3.7 Research on Human Resources Strategy | 第41-42页 |
| 2.4 Analysis Model (SWOT) | 第42-45页 |
| Chapter 3 Case Description: Background and Current Situation of NRCB | 第45-55页 |
| 3.1 Background of Nanhai’s Economic | 第45-47页 |
| 3.2 Background of NRCB | 第47-48页 |
| 3.3 Current Business Situation of NRCB | 第48页 |
| 3.4 Issues Facing NRCB | 第48-54页 |
| 3.4.1 The Slowing Growth Rate | 第48-51页 |
| 3.4.2 Encountered Bottleneck of Transformation and Upgrading | 第51-53页 |
| 3.4.3 Lack of Business Innovation | 第53-54页 |
| 3.5 Summary | 第54-55页 |
| Chapter 4 Case Study: The Analysis and Evaluation of NRCB Operation Strategies | 第55-77页 |
| 4.1 SWOT Analysis of NRCB | 第55-66页 |
| 4.1.1 Strengths | 第55-56页 |
| 4.1.1.1 Localization | 第55-56页 |
| 4.1.1.2 Wide local network | 第56页 |
| 4.1.1.3 Localized operation | 第56页 |
| 4.1.2 Weaknesses | 第56-57页 |
| 4.1.2.1 One-sided Business and Profitability Structure | 第56页 |
| 4.1.2.2 Weak Anti-risk Capacity | 第56-57页 |
| 4.1.3 Opportunities | 第57-58页 |
| 4.1.3.1 Government policy support | 第57页 |
| 4.1.3.2 Leading market position | 第57-58页 |
| 4.1.3.3 The people's Bank of China encourage banks to establish internetfinance subsidiary | 第58页 |
| 4.1.4 Threats | 第58-65页 |
| 4.1.4.1 The Impact of the Three Period Superimposed | 第58-59页 |
| 4.1.4.2 Increasingly Heavy Pressure of Competition | 第59-63页 |
| 4.1.4.3 The Influence of Internet Finance | 第63-64页 |
| 4.1.4.4 Stricter Regulation | 第64-65页 |
| 4.1.5 Matrix of NRCB’s SWOT Analysis | 第65-66页 |
| 4.2 NRCB’s Choices of Operation Strategies | 第66-68页 |
| 4.3 Implementation of NRCB’s Operational Strategy | 第68-73页 |
| 4.3.1 Improvement of corporate governance | 第68-69页 |
| 4.3.2 Controlling Operating Costs | 第69页 |
| 4.3.3 Optimizing Asset Management | 第69-70页 |
| 4.3.4 Focusing on SMEs | 第70页 |
| 4.3.5 Improve the Comprehensive Competitive Capacity | 第70-71页 |
| 4.3.6 Improve Internal Management | 第71页 |
| 4.3.7 Promote the Differentiation Process | 第71-72页 |
| 4.3.8 Strengthen Risk Management | 第72-73页 |
| 4.4 Effectiveness of NRCB’s Operational Strategy | 第73-76页 |
| 4.4.1 Primary Effectiveness of Small Business Finance | 第73-75页 |
| 4.4.2 Breakthrough of Sci-tech Finance | 第75-76页 |
| 4.5 Summary | 第76-77页 |
| Chapter 5 Suggestion: Optimizations of NRCB’s Operation Strategy | 第77-90页 |
| 5.1 Platforming in Retail Banking | 第77-79页 |
| 5.1.1 Establishing the Strategy and Positioning of Retail Banking Platforming | 第77页 |
| 5.1.2 Innovating and Integrating Retail Banking Products and Services | 第77-78页 |
| 5.1.3 Establishing Retail Banking Platforming Brand | 第78页 |
| 5.1.4 Enhancing Sci-tech Content of Retail Banking | 第78-79页 |
| 5.2 Linking of Investment Banking and Loan in Corporation Banking | 第79-81页 |
| 5.2.1 Transforming Operation Idea | 第79页 |
| 5.2.2 Improving the Coordination Mechanism | 第79-80页 |
| 5.2.3 Adjusting Organizational Structure | 第80页 |
| 5.2.4 Enriching Product Portfolio | 第80-81页 |
| 5.2.5 Strengthening Team Construction | 第81页 |
| 5.2.6 Strengthening Risk Management | 第81页 |
| 5.3 Specialization of Organizational Structure | 第81-85页 |
| 5.3.1 Reform of Divisionalization | 第81-82页 |
| 5.3.2 Adjustment in the Middleground and Background Frameworks | 第82-83页 |
| 5.3.3 Improving the Performance Appraisal Mechanism | 第83-85页 |
| 5.4 Control of NRCB’s Operational Strategy | 第85-89页 |
| 5.4.1 Construction of a Strategy Control System | 第85-88页 |
| 5.4.1.1 Management Mechanism | 第85-86页 |
| 5.4.1.2 Innovation of Business and Products | 第86页 |
| 5.4.1.3 Procedure optimization | 第86-88页 |
| 5.4.1.4 Service Upgrading | 第88页 |
| 5.4.2 Monitor and Evaluation of Strategic Control System | 第88-89页 |
| 5.5 Summary | 第89-90页 |
| Chapter 6 Conclusion | 第90-92页 |
| Reference | 第92-94页 |
