摘 要：近年来，中小商业银行尤其是股份制银行发展迅速，凭借其经营管理效率高、机制灵活、经营成本低等优势，不断健全和完善现代商业银行体制。尽管如此，中小商业银行的发展仍然存在诸多问题，如网点机构少、资产规模小、吸储能力不强、产品和服务特色不足、市场定位不明确、缺乏整体发展战略规划等等，这些不利因素已经严重影响到了中小商业银行的生存和发展。要解决这些问题，首先必须解决中小商业银行的定位和发展战略问题。

　　　本文以中小商业银行做为研究对象，从国内外中小商业银行研究和发展现状出发，介绍了中小商业银行定位的涵义、原则和定位策略，指出阻碍我国中小商业银行发展的因素，并通过借鉴国外中小银行发展经验，以及阿里金融和浙江泰隆商业银行的成功之处，进而就我国中小商业银行如何结合自身优劣势，实现可持续发展，提出合理的定位和发展战略。本文最后得出如下如下结论：第一，中小商业银行要找准市场定位，从目标市场客户、银行产品和地理区域等方面进行定位；第二，实施差异化经营策略，力争技术领先，突出机制优势，以中小企业为主要服务对象。 

关键词：中小商业银行定位；发展战略；战略创新

ABSTRACT：In recent years, small and medium commercial banks, especially the rapid development of joint-stock banks, by virtue of its management, high efficiency, flexible mechanism, operating cost advantages, and constantly improve and perfect the modern commercial banking system. Nevertheless, the development of small and medium commercial banks there are many problems, such as fewer outlets institutions, asset size is small, deposit-taking capability is not strong, the lack of product and service features, market positioning is not clear, the lack of overall strategic planning, etc. These negative factors have been seriously affected the survival of small and medium commercial banks and development. To solve these problems, we must first solve the positioning of small and medium commercial banks and development strategy.

　　　In this paper, as an object of study small and medium commercial banks, small and medium commercial banks from foreign research and development status, this paper introduces the meaning of small and medium commercial banks positioning, principles and positioning strategy, noting that hinder the development of small and medium commercial banks factors, and by drawing on foreign development experience of small and medium banks, as well as the success of ali financial and Zhejiang Tyrone commercial banks, and thus on our small and medium commercial banks to combine their strengths and weaknesses, to achieve sustainable development, put forward reasonable positioning and development strategies. Finally, draw the following conclusions are as follows: First, small and medium commercial banks to identify the market position from the target market, banking products and geographical areas and other aspects of positioning; Second, the implementation of different management strategies, and strive to leading technology, outstanding mechanism advantages to small and medium enterprises as the main target.

Keywords: The positioning of small and medium commercial banks; development strategy; strategic innovation