【摘要】：城市商業(yè)銀行已逐步發(fā)展成為繼國(guó)有商業(yè)銀行、全國(guó)性股份制銀行之后的又一生力軍，成為我國(guó)銀行業(yè)不可或缺的“第三梯隊(duì)”。城商行的跨區(qū)域經(jīng)營(yíng)浪潮從2006年開(kāi)始，至今已有7個(gè)年頭。一大批城商行在這波浪潮中迅速建立省內(nèi)及跨省分支機(jī)構(gòu)，擴(kuò)大資產(chǎn)和業(yè)務(wù)規(guī)模，獲得了巨大發(fā)展。截至2012年末，我國(guó)城商行共設(shè)立異地分支機(jī)構(gòu)300多家。當(dāng)前，我國(guó)城商行的跨區(qū)域經(jīng)營(yíng)模式包括新建異地分支機(jī)構(gòu)、收購(gòu)兼并、區(qū)域聯(lián)合及異地參股控股其他商行等。這些模式各有利弊，適合不同資本實(shí)力、資產(chǎn)規(guī)模、管理水平及風(fēng)險(xiǎn)控制能力的城商行。 在跨區(qū)域經(jīng)營(yíng)過(guò)程中，部分城商行僅僅是基于盲目擴(kuò)張的心理，沒(méi)有對(duì)當(dāng)?shù)亟?jīng)濟(jì)環(huán)境、金融環(huán)境和經(jīng)營(yíng)環(huán)境作細(xì)致調(diào)研，也缺乏對(duì)自身?xiàng)l件的客觀認(rèn)識(shí)，內(nèi)部管控機(jī)制存在較大缺陷，在客戶定位、產(chǎn)品定位、市場(chǎng)定位方面表現(xiàn)出與大型商業(yè)銀行極強(qiáng)的趨同性，喪失了自己的經(jīng)營(yíng)特色，繼而暴露出很多風(fēng)險(xiǎn)。而且這種缺乏總體戰(zhàn)略規(guī)劃的跨區(qū)域經(jīng)營(yíng)也給我國(guó)的經(jīng)濟(jì)金融體系的健康發(fā)展帶來(lái)很大隱患，導(dǎo)致金融資源分布不平衡的格局加劇，多層次商業(yè)銀行體系出現(xiàn)斷層，出現(xiàn)了過(guò)多的過(guò)度競(jìng)爭(zhēng)、惡性競(jìng)爭(zhēng)、無(wú)序競(jìng)爭(zhēng)等問(wèn)題。 為了促進(jìn)我國(guó)城商行跨區(qū)域經(jīng)營(yíng)走上健康長(zhǎng)遠(yuǎn)之路，一方面監(jiān)管部門(mén)要堅(jiān)持城商行跨區(qū)域經(jīng)營(yíng)的方向不改變，完善相關(guān)政策和準(zhǔn)入標(biāo)準(zhǔn)，加強(qiáng)對(duì)城商行補(bǔ)充資本金、上市、跨省經(jīng)營(yíng)的動(dòng)態(tài)監(jiān)管；另一方面城商行本身要準(zhǔn)確市場(chǎng)定位，完善資本補(bǔ)充機(jī)制，，以差異化經(jīng)營(yíng)打造特色銀行，增強(qiáng)風(fēng)險(xiǎn)防范能力，構(gòu)建高效率的管理框架。不同層次的城商行將或者成為定位準(zhǔn)確的區(qū)域特色銀行，或者做大做強(qiáng)，逐步實(shí)現(xiàn)全國(guó)化甚至國(guó)際化發(fā)展戰(zhàn)略。
[Abstract]:The city commercial bank has gradually developed into a new force after the state-owned commercial bank and the national joint-stock bank, and has become the "third echelon" of the banking industry of our country. The cross-regional management tide of city commercial bank has been 7 years since 2006. A large number of city commercial banks in this wave of rapid establishment of provincial and inter-provincial branches, expanding assets and business scale, has achieved tremendous development. By the end of 2012, more than 300 branches had been set up in China. At present, the cross-regional management mode of our country's city commercial banks includes the establishment of new branches in different places, the acquisition and merger, the regional association and the holding of shares in other commercial firms, and so on. These models have advantages and disadvantages, suitable for different capital strength, asset size, management level and risk control ability. In the process of cross-regional operation, some city commercial banks are only based on the psychology of blind expansion, without careful investigation of the local economic environment, financial environment and business environment, and lack of objective understanding of their own conditions. There are some defects in internal control mechanism, such as customer orientation, product positioning and market positioning, which show a strong convergence with large commercial banks and lose their own management characteristics, and then expose a lot of risks. Moreover, this kind of cross-regional operation, which lacks of overall strategic planning, also brings great hidden dangers to the healthy development of our country's economic and financial system, which leads to an imbalance in the distribution of financial resources and the emergence of faults in the multi-level commercial banking system. There are too many problems such as excessive competition, vicious competition, disordered competition and so on. In order to promote the cross-regional operation of our city commercial banks to take a healthy and long-term road, on the one hand, the regulatory authorities should insist that the direction of city commercial banks' cross-regional operations remain unchanged, improve the relevant policies and access standards, strengthen the supplementary capital and listing of the city commercial banks. The dynamic supervision of inter-provincial operation; On the other hand, the city commercial bank itself should accurately position the market, perfect the capital supplement mechanism, build the characteristic bank by the differentiation management, strengthen the ability of preventing the risk, and construct the high efficiency management frame. City commercial banks of different levels will either become regional banks with accurate positioning, or become bigger and stronger, and gradually realize the development strategy of nationalization and even internationalization.
【學(xué)位授予單位】：吉林財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F832.33

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