【正文】 摘　要中國(guó)銀行盧森堡分行是新中國(guó)成立以來(lái)中國(guó)銀行在海外開(kāi)辦的第一家分行，也是中國(guó)改革開(kāi)放后在歐洲設(shè)立的第一家金融機(jī)構(gòu)。經(jīng)過(guò)多年的精心經(jīng)營(yíng)，該行在業(yè)務(wù)拓展、管理經(jīng)驗(yàn)和人才培養(yǎng)等方面都有了豐厚積累，走出了一條符合自身生存和發(fā)展的道路，成功地在盧森堡乃至歐洲金融界確立了它的信譽(yù)、知名度和競(jìng)爭(zhēng)力。在過(guò)去的20多年里，該行已經(jīng)上繳利潤(rùn)和各種費(fèi)用8648萬(wàn)歐元，累計(jì)交納的各類(lèi)稅款4517萬(wàn)歐元，不僅為中國(guó)銀行創(chuàng)造了豐厚的利潤(rùn)回報(bào)，還為當(dāng)?shù)亟鹑谑袌?chǎng)的繁榮做出了積極貢獻(xiàn)。但是2001年以來(lái)，中國(guó)銀行盧森堡分行也與當(dāng)?shù)赝瑯I(yè)一樣遭遇了種種困難。具體表現(xiàn)是：當(dāng)?shù)亟鹑谡叩恼{(diào)整和利息稅的即將開(kāi)征、世界范圍內(nèi)持續(xù)的經(jīng)濟(jì)低迷、歐元和美元的利率連續(xù)下調(diào)以及美元的持續(xù)貶值。盧森堡銀行業(yè)面臨整體創(chuàng)利下滑的不利形勢(shì)，數(shù)十家銀行因?yàn)榻?jīng)營(yíng)效益不佳而選擇了退出。在這種形勢(shì)下,如何根據(jù)經(jīng)營(yíng)環(huán)境的變化,因地制宜地制定新的經(jīng)營(yíng)與發(fā)展戰(zhàn)略,不斷在觀念和產(chǎn)品上推陳出新,成為保證中國(guó)銀行盧森堡分行持續(xù)發(fā)展的一個(gè)決定性因素。本文以中國(guó)銀行盧森堡分行的經(jīng)營(yíng)戰(zhàn)略為研究對(duì)象，從外部環(huán)境的變化著手，重新審視該分行的競(jìng)爭(zhēng)力和競(jìng)爭(zhēng)對(duì)手，運(yùn)用相關(guān)理論為其選擇適合其生存和發(fā)展的經(jīng)營(yíng)戰(zhàn)略，并提出了一系列的保證戰(zhàn)略實(shí)施的具體措施，對(duì)研究中國(guó)的銀行業(yè)在跨國(guó)經(jīng)營(yíng)中如何應(yīng)對(duì)經(jīng)營(yíng)環(huán)境的變化有一定的現(xiàn)實(shí)意義。本文首先通過(guò)研究該行的歷史和經(jīng)營(yíng)概況，對(duì)其設(shè)立的目的和當(dāng)時(shí)的條件有一個(gè)基本的了解；其次從分析國(guó)際國(guó)內(nèi)經(jīng)濟(jì)大勢(shì)和金融業(yè)經(jīng)營(yíng)環(huán)境入手，試圖把該行放置在一個(gè)立體而充滿(mǎn)變化的空間中去，明確了環(huán)境因素在企業(yè)戰(zhàn)略選擇中的重要性以及盧森堡分行應(yīng)對(duì)環(huán)境變化而進(jìn)行經(jīng)營(yíng)戰(zhàn)略選擇的必要性，特別地還對(duì)國(guó)際反洗錢(qián)的背景和措施進(jìn)行了介紹；接著利用翔實(shí)的數(shù)據(jù)采用SWOT分析方法進(jìn)一步研究該行和它的競(jìng)爭(zhēng)對(duì)手，確定它在競(jìng)爭(zhēng)中所擁有的優(yōu)勢(shì)、劣勢(shì)，面對(duì)的機(jī)遇和挑戰(zhàn)；隨后在分析戰(zhàn)略選擇背景的基礎(chǔ)上，綜合運(yùn)用波特的“競(jìng)爭(zhēng)優(yōu)勢(shì)”理論、基于資源的戰(zhàn)略觀和基于動(dòng)態(tài)能力的戰(zhàn)略觀等理論，從業(yè)務(wù)發(fā)展、營(yíng)銷(xiāo)和風(fēng)險(xiǎn)控制三方面為中國(guó)銀行盧森堡分行找到適合自身發(fā)展的差異化戰(zhàn)略；最后，重點(diǎn)從人力資源管理、組織結(jié)構(gòu)設(shè)計(jì)及企業(yè)文化建設(shè)等軟件條件方面闡述為了保證差異化戰(zhàn)略的實(shí)施所采取的具體措施。關(guān)鍵詞　跨國(guó)銀行 盧森堡 經(jīng)營(yíng)戰(zhàn)略ABSTRACKBANK OF CHINA Luxembourg Branch is the first branch that BANK OF CHINA set up abroad after 1949,it is also the first branch that BANK OF CHINA set up in Europe after to his more than 20 years’ painstaking effort, it not only gets rich accumulations in field of business development, management experience and qualified personnel development, but also finds a suitable way for his existence and development. Now it has been famous for his prestige, celebration and petitive abilities. Till the end of 2002,BANK OF CHINA Luxembourg had contributed million Euro to BANK OF CHINA Head Office and had been levied million Euro by the relative tax authorities.But since 2001,BANK OF CHINA Luxembourg Branch had to face to many difficulties as other financial institutions in Luxembourg. For example, it is always puzzled by the possible adjustment of policy or law, the ing levy of withholding tax on nonresident interest ine, the constant downcast global economy, the incessant decline of interest rates of Euro and USD and the devalue of USD against Euro. Actually since 1997, there are more than 50 financial institutions in Luxembourg have quitted from this market, especially in the recent three years, the average speed of quitting almost reach 10 banks per year. Undoubtedly, it is a burning issue of the moment to find a suitable business strategy for Bank of China Luxembourg Branch on the basis of the fastchanging situation, it’s also a crucial factor for Bank of China Luxembourg Branch’s continued development. The writer takes BANK OF CHINA Luxembourg as the object of study, puts his emphasis on analysing the changes of global and local economic environment and climate of financial industries, on analysing the powers and abilities of BANK OF CHINA Luxembourg Branch in his peting with other financial institutions. Then the present article aims to work out a suitable strategy of BANK OF CHINA Luxembourg Branch and a set of operable measures to realize the strategy. The research of this article, in a certain sense, finds a way for the Chinese financial industry when they have to react against the varied environment in their multinational business activities. At the beginning of the paper, the writer firstly introduces the history and achievement of BANK OF CHINA Luxembourg Branch in summary. Then the analysis and forecast of global and local economic environment, the analysis and forecast of global and local financial institution development are given in the second part. The writer tries to put BANK OF CHINA Luxembourg Branch into a threedimensional and varied space to analyze it so that we can know clearly the importance of the environment factors and the necessaries of Bank of China Luxembourg Branch choosing a strategy for the varied environment. In this chapter, the writer also introduces the background and implements of international antimoney laundering. In the third part of this paper, the writer tries to find advantages and disadvantages of BANK OF CHINA Luxembourg Branch during parison with other financial institutions located in Luxembourg as well as opportunities and challenges of BANK OF CHINA Luxembourg Branch in process of petition. When doing analysis, the method of SWOT was used. How to choose a business strategy for BANK OF CHINA Luxembourg Branch is stated in the fourth part of the paper. After researching the background of the strategy choosing, the writer gives the business strategy of BANK OF CHINA Luxembourg Branch from three respects . business development, marketing and risk control draw support from the relative theories concerned with strategy choosing such as ResourceBased View, Dramatic AbilitiesBased View and Competition Advantage theory etc.At the end of the article, the writer sets forth the measures to ensure the implementation of the strategy, including improving the level of personal resource management, shortening the chain of organization and establishing a more creative enterprise culture.Key words　multinational bank Luxembourg development strategy目　錄引　　言………………………………………………………………………………1第一章 中國(guó)銀行盧森堡分行的歷史與發(fā)展現(xiàn)狀…………………………………2第一節(jié) 中國(guó)銀行盧森堡分行的歷史沿革……………………………………2第二節(jié) 中國(guó)銀行盧森堡分行的經(jīng)營(yíng)狀況……………………………………4第二章 中國(guó)銀行盧森堡分行的經(jīng)營(yíng)環(huán)境分析……………………………………6第一節(jié) 全球經(jīng)濟(jì)環(huán)境的現(xiàn)狀和預(yù)測(cè)…………………………………………6第二節(jié) 國(guó)際金融業(yè)的發(fā)展現(xiàn)狀和趨勢(shì)………………………………………8第三節(jié) 盧森堡的政治經(jīng)濟(jì)環(huán)境分析………………………………………15第四節(jié) 盧森堡的金融市場(chǎng)分析……………………………………………17第三章 中國(guó)銀行盧森堡分行的競(jìng)爭(zhēng)力分析……………………………………27第一節(jié) 中國(guó)銀行盧森堡分行的業(yè)務(wù)結(jié)構(gòu)分析……………………………27第二節(jié) 競(jìng)爭(zhēng)對(duì)手和合作伙伴分析…………………………………………32第三節(jié) 中國(guó)銀行盧森堡分行的優(yōu)勢(shì)………………………………………34第四節(jié) 中國(guó)銀行盧森堡分行的劣勢(shì)………………………………………39第五節(jié) 中國(guó)銀行盧森堡分行的機(jī)遇與挑戰(zhàn)………………………………43第四章 中國(guó)銀行盧森堡分行經(jīng)營(yíng)戰(zhàn)略的選擇…………………………………47第一節(jié) 戰(zhàn)略選擇的背景……………………………………………………47第二節(jié) 經(jīng)營(yíng)戰(zhàn)略的相關(guān)理論………………………………………………48第三節(jié) 經(jīng)營(yíng)戰(zhàn)略的選擇……………………………………………………54第五章 中國(guó)銀行盧森堡分行的戰(zhàn)略實(shí)施………………………………………62第一節(jié) 人力資源管理是戰(zhàn)略實(shí)施的根本保障……………………………62第二節(jié) 實(shí)行扁平化結(jié)構(gòu)使銀行具有快速應(yīng)變能力………………………66第三節(jié) 建立鼓勵(lì)創(chuàng)新的企業(yè)文化…………………………………………66參考文獻(xiàn)…………………………………………………………………………6971 / 75引　言當(dāng)今所發(fā)生的歷史大變革以信息化和全球化為開(kāi)端，并對(duì)經(jīng)濟(jì)、社會(huì)乃至觀