本文選題：私人銀行業(yè)務(wù) + 市場(chǎng)需求�。� 參考：《西南財(cái)經(jīng)大學(xué)》2013年碩士論文

【摘要】：私人銀行業(yè)務(wù)萌芽于歐洲,經(jīng)過(guò)幾百年的發(fā)展,已經(jīng)成為金融服務(wù)業(yè)金字塔尖的業(yè)務(wù)。隨著近年中國(guó)國(guó)民經(jīng)濟(jì)飛速發(fā)展,居民財(cái)富日益積累,一大批富裕階層如雨后春筍般迅速崛起,富豪人群對(duì)個(gè)人資產(chǎn)的專業(yè)化配置需求越來(lái)越旺盛。面對(duì)這歷史性的機(jī)遇,外資銀行與國(guó)內(nèi)本土銀行紛紛涉足私人銀行業(yè)務(wù),希望能分享這場(chǎng)財(cái)富的盛宴。中國(guó)X銀行是國(guó)內(nèi)較早開展私人銀行業(yè)務(wù)的銀行之一,經(jīng)過(guò)近六年的發(fā)展,中國(guó)X銀行的私人銀行業(yè)務(wù)摸著石頭過(guò)河,走出一條具有自身特色的道路,其私人銀行客戶數(shù)量和管理資產(chǎn)總量在同業(yè)中名列前茅。但發(fā)展至今,中國(guó)X銀行私人銀行業(yè)務(wù)不可避免的遇到了一系列的問(wèn)題與瓶頸,如何應(yīng)對(duì)這些挑戰(zhàn),使私人銀行業(yè)務(wù)在前期所取得的成績(jī)的基礎(chǔ)上,不斷改進(jìn),實(shí)現(xiàn)突破,不僅對(duì)中國(guó)X銀行,而且對(duì)中國(guó)的私人銀行市場(chǎng)都有著重要的意義。 本文首先介紹了私人銀行的定義,私人銀行業(yè)務(wù)是指商業(yè)銀行為個(gè)人高凈值客戶提供的財(cái)富管理服務(wù),它有需求導(dǎo)向、專業(yè)化、綜合化、私密性強(qiáng)等特點(diǎn),然后列舉了國(guó)內(nèi)外學(xué)者對(duì)于這項(xiàng)業(yè)務(wù)發(fā)展的理論研究,著重分析了中國(guó)X銀行私人銀行業(yè)務(wù)的現(xiàn)狀,中國(guó)X銀行私人銀行部成立于2008年3月,目前同業(yè)市場(chǎng)份額較大,客戶反饋良好,但也面臨著許多問(wèn)題和瓶頸,探討歸納中國(guó)X銀行及我國(guó)商業(yè)銀行私人銀行業(yè)務(wù)發(fā)展中面臨的問(wèn)題和瓶頸,包括組織歸屬不清,人才的匱乏,產(chǎn)品創(chuàng)新和風(fēng)險(xiǎn)監(jiān)管的矛盾等,并提出建立獨(dú)立的私人銀行專營(yíng)機(jī)構(gòu),引進(jìn)專業(yè)人才的同時(shí)大力培養(yǎng)內(nèi)部員工,繼續(xù)推進(jìn)產(chǎn)品創(chuàng)新和多樣化的步伐等建議。 本文的主要觀點(diǎn)及結(jié)論如下：1、私人銀行業(yè)務(wù)在中國(guó)順勢(shì)而生,市場(chǎng)空間巨大,機(jī)遇與挑戰(zhàn)共存。2、私人銀行在瑞士和美國(guó)發(fā)展成熟,各自形成獨(dú)特風(fēng)格,中國(guó)的私人銀行業(yè)務(wù)可借鑒國(guó)外的先進(jìn)經(jīng)驗(yàn),如穩(wěn)健經(jīng)營(yíng)、注重隱私、提供一站式服務(wù)等,但因?yàn)閲?guó)情不同及政策限制,又不可照搬,需探索出一條具有中國(guó)特色的發(fā)展道路。3、中國(guó)X銀行私人銀行業(yè)務(wù)在國(guó)內(nèi)同業(yè)市場(chǎng)占比較大,取得了可喜的成績(jī),也面臨著不少問(wèn)題,如組織結(jié)構(gòu)不明晰、產(chǎn)品單一、缺乏客戶細(xì)分,服務(wù)能力欠缺等。4、中國(guó)X銀行私人銀行業(yè)務(wù)要想突破瓶頸,做出中國(guó)第一私人銀行品牌,需從高層理清機(jī)制、建立獨(dú)立的私人銀行專營(yíng)機(jī)構(gòu)、加強(qiáng)私人銀行服務(wù)團(tuán)隊(duì)的客戶拓展和客戶維護(hù)能力,注重客戶細(xì)分需求、加強(qiáng)產(chǎn)品創(chuàng)新,突出資產(chǎn)配置能力等。本文雖然取得了一定的研究成果,但因?yàn)殂y行數(shù)據(jù)的涉密性和案例的單一性等原因,還存在許多不足之處。未來(lái)可從客戶需求及產(chǎn)品研發(fā)等方面,深入研究中國(guó)私人銀行業(yè)務(wù)的發(fā)展策略。
[Abstract]:Private banking originated in Europe, after hundreds of years of development, has become the pyramid of financial services business. With the rapid development of China's national economy in recent years, the residents' wealth is accumulating day by day, and a large number of rich people are springing up like bamboo shoots after a spring rain, and the demand for the professional allocation of personal assets is more and more exuberant. In the face of this historic opportunity, foreign banks and domestic banks have been involved in private banking, hoping to share the wealth of the feast. X Bank of China is one of the banks that started its private banking business earlier in China. After nearly six years of development, the private banking business of X Bank of China crossed the river with a touch of stone and walked out a road with its own characteristics. The number of private bank customers and total assets under management are among the highest in the industry. But up to now, the private banking business of X Bank of China has inevitably encountered a series of problems and bottlenecks, how to deal with these challenges, so that the private banking business in the previous achievements on the basis of continuous improvement, to achieve a breakthrough. Not only for X Bank of China, but also for the private banking market in China. This paper first introduces the definition of private banking, which refers to the wealth management service provided by commercial banks to individuals with high net worth. It has the characteristics of demand-oriented, specialization, integration and strong privacy. Then it enumerates the theoretical research of domestic and foreign scholars on the development of this business, focusing on the analysis of the current situation of the private banking business of X Bank of China. The Ministry of Private Banking of X Bank of China was established in March 2008, and the current market share of the same industry is relatively large. Customer feedback is good, but it also faces many problems and bottlenecks. This paper discusses and summarizes the problems and bottlenecks in the development of China X Bank and China's commercial banks, including unclear organizational ownership and lack of talent. The contradiction between product innovation and risk supervision and so on are put forward, and some suggestions are put forward to establish independent private bank franchisees, to introduce professional personnel and to train internal staff, and to continue to promote the pace of product innovation and diversification. The main viewpoints and conclusions of this paper are as follows: 1. Private banking business in China has a huge market space, opportunities and challenges coexist .2. Private banks in Switzerland and the United States have developed into their own unique styles. China's private banking business can learn from the advanced experience of foreign countries, such as sound operation, attention to privacy, one-stop service, and so on. However, due to different national conditions and policy constraints, it cannot be copied. It is necessary to explore a development path with Chinese characteristics .3.The private banking business of X Bank of China accounts for a large part of the domestic interbank market, has achieved gratifying results, and faces many problems, such as unclear organizational structure and single product. Lack of customer segmentation, lack of service capacity, etc., if the private banking business of X Bank of China wants to break through the bottleneck and make the first private bank brand in China, it needs to clear up the mechanism from the top level and establish an independent private banking franchise. Strengthen the customer expansion and customer maintenance ability of the private banking service team, focus on customer segmentation needs, strengthen product innovation, highlight asset allocation ability, etc. Although some research results have been obtained in this paper, there are still many shortcomings due to the secrecy of bank data and the singularity of cases. In the future, we can study the development strategy of private banking in China from customer demand and product development.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.33;F832.2

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本文編號(hào)：2011122