本文選題：私人銀行業(yè)務 + 市場需求��； 參考：《西南財經(jīng)大學》2013年碩士論文

【摘要】：私人銀行業(yè)務萌芽于歐洲,經(jīng)過幾百年的發(fā)展,已經(jīng)成為金融服務業(yè)金字塔尖的業(yè)務。隨著近年中國國民經(jīng)濟飛速發(fā)展,居民財富日益積累,一大批富裕階層如雨后春筍般迅速崛起,富豪人群對個人資產(chǎn)的專業(yè)化配置需求越來越旺盛。面對這歷史性的機遇,外資銀行與國內(nèi)本土銀行紛紛涉足私人銀行業(yè)務,希望能分享這場財富的盛宴。中國X銀行是國內(nèi)較早開展私人銀行業(yè)務的銀行之一,經(jīng)過近六年的發(fā)展,中國X銀行的私人銀行業(yè)務摸著石頭過河,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X銀行私人銀行業(yè)務不可避免的遇到了一系列的問題與瓶頸,如何應對這些挑戰(zhàn),使私人銀行業(yè)務在前期所取得的成績的基礎上,不斷改進,實現(xiàn)突破,不僅對中國X銀行,而且對中國的私人銀行市場都有著重要的意義。 本文首先介紹了私人銀行的定義,私人銀行業(yè)務是指商業(yè)銀行為個人高凈值客戶提供的財富管理服務,它有需求導向、專業(yè)化、綜合化、私密性強等特點,然后列舉了國內(nèi)外學者對于這項業(yè)務發(fā)展的理論研究,著重分析了中國X銀行私人銀行業(yè)務的現(xiàn)狀,中國X銀行私人銀行部成立于2008年3月,目前同業(yè)市場份額較大,客戶反饋良好,但也面臨著許多問題和瓶頸,探討歸納中國X銀行及我國商業(yè)銀行私人銀行業(yè)務發(fā)展中面臨的問題和瓶頸,包括組織歸屬不清,人才的匱乏,產(chǎn)品創(chuàng)新和風險監(jiān)管的矛盾等,并提出建立獨立的私人銀行專營機構(gòu),引進專業(yè)人才的同時大力培養(yǎng)內(nèi)部員工,繼續(xù)推進產(chǎn)品創(chuàng)新和多樣化的步伐等建議。 本文的主要觀點及結(jié)論如下：1、私人銀行業(yè)務在中國順勢而生,市場空間巨大,機遇與挑戰(zhàn)共存。2、私人銀行在瑞士和美國發(fā)展成熟,各自形成獨特風格,中國的私人銀行業(yè)務可借鑒國外的先進經(jīng)驗,如穩(wěn)健經(jīng)營、注重隱私、提供一站式服務等,但因為國情不同及政策限制,又不可照搬,需探索出一條具有中國特色的發(fā)展道路。3、中國X銀行私人銀行業(yè)務在國內(nèi)同業(yè)市場占比較大,取得了可喜的成績,也面臨著不少問題,如組織結(jié)構(gòu)不明晰、產(chǎn)品單一、缺乏客戶細分,服務能力欠缺等。4、中國X銀行私人銀行業(yè)務要想突破瓶頸,做出中國第一私人銀行品牌,需從高層理清機制、建立獨立的私人銀行專營機構(gòu)、加強私人銀行服務團隊的客戶拓展和客戶維護能力,注重客戶細分需求、加強產(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,但因為銀行數(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。未來可從客戶需求及產(chǎn)品研發(fā)等方面,深入研究中國私人銀行業(yè)務的發(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.
【學位授予單位】：西南財經(jīng)大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F832.33;F832.2

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