طراحی و تدوین استراتژی‌های راهبردی و بازاریابی بانک سپه با نگاه به آینده

ﻫﺪف اﯾﻦ ﭘﮋوﻫﺶ ﻃﺮاﺣﯽ و ﺗﺪوﯾﻦ اﺳﺘﺮاﺗﮋی ﻫﺎی راﻫﺒﺮدی و ﺑﺎزارﯾﺎﺑﯽ ﺑﺮ اﺳﺎس اﻫﺪاف ﮐﻼن ﺑﺎﻧﮏ ﺳﭙﻪ، ﺑﯿﺎﻧﯿﻪ ﻣﺄﻣﻮرﯾﺖ و ﭼﺸﻢ اﻧﺪاز ﻣﯽ ﺑﺎﺷﺪ. در اﯾﻦ ﭘﮋوﻫﺶ ﻓﺮﺻﺖ ﻫﺎ و ﺗﻬﺪﯾﺪات ﻣﺤﯿﻂ ﮐﻼن ( اﻗﺘﺼﺎدی، اﺟﺘﻤﺎﻋﯽ، ﺳﯿﺎﺳﯽ، ﻓﻨﺎوری و رﻗﺒﺎ) و ﻧﻘﺎط ﻗﻮت و ﺿﻌﻒ ﺑﺎﻧﮏ ﺑﺮ اﺳﺎس ﭘﺮﺳﺸﻨﺎﻣﻪ ﺑﺎز و ﻣﺼﺎﺣﺒﻪ ﺑﻪ روش ﮔﺮﻧﺪ ﺗﺌﻮری از ﺟﺎﻣﻌﻪ ﺧﺒﺮه ﺟﻤﻊ آوری، ﮐﺪﮔﺬاری، ﺷﺎﺧﺺ ﺑﻨﺪی، ﺗﻌﯿﯿﻦ ﻣﺆﻟﻔﻪ و ﺑﻌﺪ ﮔﺮدﯾﺪه اﺳﺖ. ﺳﭙﺲ ﺑﺎ اﺳﺘﻔﺎده از ﺗﮑﻨﯿﮏ آﻧﺘﺮوﭘﯽ ﺷﺎﻧﻮن وزن دﻫﯽ و رﺗﺒﻪ ﺑﻨﺪی ﺻﻮرت ﮔﺮﻓﺘﻪ اﺳﺖ. ﭘﺲ از رﺗﺒﻪ ﺑﻨﺪی ﺗﻌﺪاد 31 ﻋﻨﻮان ﻓﺮﺻﺖ و 41 ﻣﻮرد ﺗﻬﺪﯾﺪ در 16 ﺑﻌﺪ ﮐﻠﯽ و 19 ﻋﻨﻮان ﻗﻮت و 20 ﻣﻮرد ﺿﻌﻒ در 15 ﺑﻌﺪ ﮐﻠﯽ ﺷﻨﺎﺳﺎﯾﯽ ﮔﺮدﯾﺪ. ﺳﭙﺲ ﺑﺎ اﺳﺘﻔﺎده از ﻣﺎﺗﺮﯾﺲ ﮐﻤﯽ ﺑﺮﻧﺎﻣﻪ رﯾﺰی اﺳﺘﺮاﺗﮋﯾﮏ ﺗﻌﺪاد 50 اﺳﺘﺮاﺗﮋی ﻃﺮاﺣﯽ و ﺗﺪوﯾﻦ ﺷﺪه ﮐﻪ ﭘﺲ از اﻣﺘﯿﺎزدﻫﯽ، ﺗﻌﺪاد 30 اﺳﺘﺮاﺗﮋی ﮐﺎرﺑﺮدی ﺗﻌﯿﯿﻦ ﮔﺮدﯾﺪه اﺳﺖ. ﻧﺘﺎﯾﺞ ﺗﺤﻘﯿﻖ ﻧﺸﺎن داد ﺑﺮای اﻫﺪاف اﻓﺰاﯾﺶ و ﺣﻔﻆ ﺳﻬﻢ ﺑﺎزار (اﺳﺘﺮاﺗﮋی ﻓﻌﺎل ﺳﺎزی واﺣﺪ ﺗﺤﻘﯿﻖ و ﺗﻮﺳﻌﻪ ﻣﺤﺼﻮل)، اﻓﺰاﯾﺶ ﭘﺎﯾﺪاری و ﺳﻮدآوری (اﺳﺘﺮاﺗﮋی ﮐﺎراﯾﯽ ﻋﻤﻠﯿﺎت ﺑﺎ ﻣﺤﻮرﯾﺖ اﻓﺰاﯾﺶ درآﻣﺪﻫﺎی ﮐﺎرﻣﺰدی)، ارﺗﻘﺎ و ﺗﺜﺒﯿﺖ ﺟﺎﯾﮕﺎه ﺑﺮﻧﺪ (اﺳﺘﺮاﺗﮋی ارﺗﻘﺎ ﺟﺎﯾﮕﺎه ﺑﺮﻧﺪ ﺑﺎﻧﮏ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻗﺪﻣﺖ و دوﻟﺘﯽ ﺑﻮدن آن) و ﺗﻮاﻧﻤﻨﺪ ﺳﺎزی و ﺳﺮآﻣﺪی ﺳﺮﻣﺎﯾﻪ اﻧﺴﺎﻧﯽ (اﺳﺘﺮاﺗﮋی ﺳﯿﺴﺘﻢ ارزﯾﺎﺑﯽ ﻋﻤﻠﮑﺮد ﮐﺎرﮐﻨﺎن ﺑﺮ اﺳﺎس ﺗﺠﺮﺑﻪ و ﺗﻮاﻧﺎﯾﯽ) دارای اوﻟﯿﻦ اﻟﻮﯾﺖ ﻫﺎ از ﻟﺤﺎظ اﻫﻤﯿﺖ اﺟﺮا ﻣﯽ ﺑﺎﺷﺪ. ﻫﻤﭽﻨﯿﻦ ﺑﺎ ﺗﺠﺰﯾﻪ و ﺗﺤﻠﯿﻞ ﻫﻤﺰﻣﺎن ﻋﻮاﻣﻞ داﺧﻠﯽ و ﺧﺎرﺟﯽ ﻣﻮﻗﻌﯿﺖ ﺑﺎﻧﮏ در ﺟﺎﯾﮕﺎه رﻗﺎﺑﺘﯽ ﻗﺮار ﮔﺮﻓﺖ.

Designing and Formulating Strategic and Marketing Strategies of Sepah Bank with a View to the Future

The purpose of this study is to design and develop strategic and marketing strategies based on the major goals of Sepah Bank, mission statement and perspective. In this study, opportunities and threats of macro environment (economic, social, political, technology and competitors) and strengths and weaknesses of the bank based on open questionnaire and interview using the Grand Theory method, it has been collected, coded, indexed, component and later collected from the expert community. Then, using Shannon’s entropy technique, grading and ranking were performed. After ranking, 31 opportunities were identified and 41 threats were identified in 16 general dimensions, 19 strengths and 20 weaknesses were identified in 15 general dimensions. Then, using a quantitative strategic planning matrix, 50 strategies have been designed and compiled, and after scoring, 30 practical strategies have been determined.The results showed that for the purposes of increasing and maintaining market share (strategy of activating the R&D unit), increasing stability and profitability (strategy of operational efficiency with a focus on increasing wage earnings), upgrading and consolidating the brand position (brand brand promotion strategy according to Its antiquity and statehood) and the empowerment and excellence of human capital (the strategy of the employee performance appraisal system based on experience and ability) have the first priorities in terms of the importance of implementation. Also, with the simultaneous analysis of internal and external factors, the bank’s position was in a competitive position.