【正文】 摘　要中國銀行盧森堡分行是新中國成立以來中國銀行在海外開辦的第一家分行，也是中國改革開放后在歐洲設立的第一家金融機構(gòu)。經(jīng)過多年的精心經(jīng)營，該行在業(yè)務拓展、管理經(jīng)驗和人才培養(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、知名度和競爭力。在過去的20多年里，該行已經(jīng)上繳利潤和各種費用8648萬歐元，累計交納的各類稅款4517萬歐元，不僅為中國銀行創(chuàng)造了豐厚的利潤回報，還為當?shù)亟鹑谑袌龅姆睒s做出了積極貢獻。但是2001年以來，中國銀行盧森堡分行也與當?shù)赝瑯I(yè)一樣遭遇了種種困難。具體表現(xiàn)是：當?shù)亟鹑谡叩恼{(diào)整和利息稅的即將開征、世界范圍內(nèi)持續(xù)的經(jīng)濟低迷、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，數(shù)十家銀行因為經(jīng)營效益不佳而選擇了退出。在這種形勢下,如何根據(jù)經(jīng)營環(huán)境的變化,因地制宜地制定新的經(jīng)營與發(fā)展戰(zhàn)略,不斷在觀念和產(chǎn)品上推陳出新,成為保證中國銀行盧森堡分行持續(xù)發(fā)展的一個決定性因素。本文以中國銀行盧森堡分行的經(jīng)營戰(zhàn)略為研究對象，從外部環(huán)境的變化著手，重新審視該分行的競爭力和競爭對手，運用相關(guān)理論為其選擇適合其生存和發(fā)展的經(jīng)營戰(zhàn)略，并提出了一系列的保證戰(zhàn)略實施的具體措施，對研究中國的銀行業(yè)在跨國經(jīng)營中如何應對經(jīng)營環(huán)境的變化有一定的現(xiàn)實意義。本文首先通過研究該行的歷史和經(jīng)營概況，對其設立的目的和當時的條件有一個基本的了解；其次從分析國際國內(nèi)經(jīng)濟大勢和金融業(yè)經(jīng)營環(huán)境入手，試圖把該行放置在一個立體而充滿變化的空間中去，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對環(huán)境變化而進行經(jīng)營戰(zhàn)略選擇的必要性，特別地還對國際反洗錢的背景和措施進行了介紹；接著利用翔實的數(shù)據(jù)采用SWOT分析方法進一步研究該行和它的競爭對手，確定它在競爭中所擁有的優(yōu)勢、劣勢，面對的機遇和挑戰(zhàn)；隨后在分析戰(zhàn)略選擇背景的基礎(chǔ)上，綜合運用波特的“競爭優(yōu)勢”理論、基于資源的戰(zhàn)略觀和基于動態(tài)能力的戰(zhàn)略觀等理論，從業(yè)務發(fā)展、營銷和風險控制三方面為中國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，重點從人力資源管理、組織結(jié)構(gòu)設計及企業(yè)文化建設等軟件條件方面闡述為了保證差異化戰(zhàn)略的實施所采取的具體措施。關(guān)鍵詞　跨國銀行 盧森堡 經(jīng)營戰(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 中國銀行盧森堡分行的歷史與發(fā)展現(xiàn)狀…………………………………2第一節(jié) 中國銀行盧森堡分行的歷史沿革……………………………………2第二節(jié) 中國銀行盧森堡分行的經(jīng)營狀況……………………………………4第二章 中國銀行盧森堡分行的經(jīng)營環(huán)境分析……………………………………6第一節(jié) 全球經(jīng)濟環(huán)境的現(xiàn)狀和預測…………………………………………6第二節(jié) 國際金融業(yè)的發(fā)展現(xiàn)狀和趨勢………………………………………8第三節(jié) 盧森堡的政治經(jīng)濟環(huán)境分析………………………………………15第四節(jié) 盧森堡的金融市場分析……………………………………………17第三章 中國銀行盧森堡分行的競爭力分析……………………………………27第一節(jié) 中國銀行盧森堡分行的業(yè)務結(jié)構(gòu)分析……………………………27第二節(jié) 競爭對手和合作伙伴分析…………………………………………32第三節(jié) 中國銀行盧森堡分行的優(yōu)勢………………………………………34第四節(jié) 中國銀行盧森堡分行的劣勢………………………………………39第五節(jié) 中國銀行盧森堡分行的機遇與挑戰(zhàn)………………………………43第四章 中國銀行盧森堡分行經(jīng)營戰(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)營戰(zhàn)略的相關(guān)理論………………………………………………48第三節(jié) 經(jīng)營戰(zhàn)略的選擇……………………………………………………54第五章 中國銀行盧森堡分行的戰(zhàn)略實施………………………………………62第一節(jié) 人力資源管理是戰(zhàn)略實施的根本保障……………………………62第二節(jié) 實行扁平化結(jié)構(gòu)使銀行具有快速應變能力………………………66第三節(jié) 建立鼓勵創(chuàng)新的企業(yè)文化…………………………………………66參考文獻…………………………………………………………………………6971 / 75引　言當今所發(fā)生的歷史大變革以信息化和全球化為開端，并對經(jīng)濟、社會乃至觀