科学发展观的花旗版本——花旗集团从“急剧增长”战略到稳健调整战略的转变与启示  

A Citigroup Version of Scientific Concept of Development——Strategic Transformation by Citigroup from "Soaring Growth" to Prudent Adjustment and Their Enlightenment

作　　者：张兴胜[1] 王祺[1] 

机构地区：[1]中国工商银行城市金融研究所,北京100036

出　　处：《金融论坛》2006年第9期41-48,共8页Finance Forum

摘　　要：1998～2003年，花旗集团推行以利润两位数增长、营业收入五年翻番为核心目标，大型并购和多元化综合发展为主要手段，严格的成本控制为保障的“急剧增长”战略。这一战略的实施推动了花旗集团资产和业务的快速增长，但也使许多部门和分支机构迫于增长压力，经营行为短期化，败德违规丑闻频繁发生，严重损害了花旗集团的市场形象。为此从2004年起，花旗集团推出以打造“最受人尊敬的全球金融服务企业”为总目标，调低增长目标与股东回报要求的新战略，回归到突出核心业务、适度互补性并购、强调稳健经营和可持续发展的道路。花旗集团战略调整案例对中国大型银行战略管理具有重要借鉴意义。From 1998～2003, Citigroup strived to achieve a five-year objective of two-digit profit growth and doubled turnover through massive M＆A and strict cost control. As a result, Citigroup＇s assets and business increased rapidly. But under such growth pressure, many department and branches had to adopt a short-term operation strategy, which led to frequent ethical scandals and sullied the market image of Citibank to a great deal. So from 2004, Citibank set a new general objective designed to create ＂To be the most respected global financial services company.＂ To this end, they lowered their growth target and shareholders＇ return expec- tations, moved back to their core business featuring moderate M＆A of complementary nature and stressed prudent operation and sustainable development. The strategic readjustment of Citigroup offers importance reference to China＇s big banks in terms of strate- gic management.

关 键 词：花旗集团 科学发展观 战略调整 急剧增长战略 稳健调整战略 

分 类 号：F837.12[经济管理—金融学]