【摘要】：國際金融競爭形勢伴隨著經(jīng)濟全球化和金融國際化而日益嚴峻，西方商業(yè)銀行早在20世紀80年代就已經(jīng)開始利用金融創(chuàng)新來開拓市場，而金融的創(chuàng)新還包括中間業(yè)務(wù)的創(chuàng)新。發(fā)展至今，西方先進國家商業(yè)銀行已十分重視中間業(yè)務(wù)。國內(nèi)商業(yè)銀行的利潤長期依賴于傳統(tǒng)的存貸業(yè)務(wù)，，相對缺乏競爭力。另外，在我國由于早期政府對中間業(yè)務(wù)限制過多，配套技術(shù)低等，使得國內(nèi)商業(yè)銀行發(fā)展中間業(yè)務(wù)的狀況極為不佳。具體表現(xiàn)在業(yè)務(wù)品種稀少，以代理類、結(jié)算類產(chǎn)品為主；對利潤的貢獻不大；經(jīng)營觀念滯后；后臺支撐技術(shù)和從業(yè)人員素質(zhì)偏低等方面。西方商業(yè)銀行和我國大型商業(yè)銀行在不斷探討中間業(yè)務(wù)發(fā)展的過程中也取得了一些可借鑒的成功經(jīng)驗，如實行混業(yè)經(jīng)營、注重產(chǎn)品和營銷創(chuàng)新、使軟硬件設(shè)施協(xié)同發(fā)展、實現(xiàn)金融集團聯(lián)盟、進行客戶細分及定位、國內(nèi)大型商業(yè)銀行注重依托傳統(tǒng)優(yōu)勢并發(fā)展新業(yè)務(wù)等。貴陽銀行作為一家地方股份制銀行，起步較晚、規(guī)模相對較小，在面臨西方商業(yè)銀行中間業(yè)務(wù)沖擊的同時還要與國內(nèi)商業(yè)銀行展開激烈競爭。中間業(yè)務(wù)因具有盈利大、風(fēng)險低等優(yōu)點而成為商業(yè)銀行競爭的重要手段，因而貴陽銀行應(yīng)通過著力發(fā)展中間業(yè)務(wù)來應(yīng)對激烈的競爭。 本文通過運用以資源為基礎(chǔ)的SWOT分析來對貴陽銀行實施中間業(yè)務(wù)的內(nèi)外部環(huán)境進行分析。首先對現(xiàn)階段貴陽銀行的資源和能力進行清單，主要分為有形資源、組織資源、財務(wù)資源和無形資源四大類。然后再分別運用防御性分析對貴陽銀行現(xiàn)有業(yè)務(wù)進行危機性判斷和進攻性分析來對外部環(huán)境進行評價。在上述活動進行的基礎(chǔ)上，再具體羅列貴陽銀行開展中間業(yè)務(wù)活動的SWOT清單。最后將貴陽銀行視為有核層狀球來對其開展中間業(yè)務(wù)進行整體戰(zhàn)略規(guī)劃，分別從產(chǎn)品層、組織層、思想（文化）層及與市場環(huán)境的關(guān)系四個方面為貴陽銀行開展中間業(yè)務(wù)提供具體措施。如產(chǎn)品層措施有針對中間業(yè)務(wù)產(chǎn)品推進創(chuàng)新、梳理定價機制、提高技術(shù)支撐力；組織層措施有優(yōu)化基礎(chǔ)設(shè)施及網(wǎng)點布局、實現(xiàn)營銷手段創(chuàng)新、強化風(fēng)險管控、加強人力資源建設(shè)；思想（文化）層措施有提高發(fā)展中間業(yè)務(wù)的認識、將發(fā)展中間業(yè)務(wù)納入銀行；在處理貴陽銀行與其他金融機構(gòu)關(guān)系時要加強金融合作，對于市場要建立靈敏的市場感應(yīng)機制。
[Abstract]:The international financial competition situation is increasingly severe with the economic globalization and financial internationalization. As early as the 1980s, western commercial banks began to exploit the market by using financial innovation, and the financial innovation also includes the innovation of intermediate business. Up to now, commercial banks in advanced western countries have attached great importance to intermediate business. The profits of domestic commercial banks depend on the traditional deposit and loan business for a long time and lack of competitiveness. In addition, because of too many restrictions on intermediate business and low matching technology in the early stage of our country, the development of intermediate business in domestic commercial banks is very poor. The specific performance is that there are few kinds of business, mainly agent and settlement products, little contribution to profit, lagged management concept, low backstage support technology and low quality of employees, and so on. In the process of exploring the development of intermediate business, western commercial banks and large commercial banks of our country have also obtained some successful experiences, such as the implementation of mixed operation, the emphasis on product and marketing innovation, and the co-development of hardware and software facilities. Financial group alliance, customer segmentation and positioning, domestic large-scale commercial banks rely on traditional advantages and development of new business and so on. Guiyang Bank as a local joint-stock bank, started late, relatively small scale, while facing the impact of the intermediate business of western commercial banks, but also with domestic commercial banks to launch fierce competition. Intermediate business has become an important means of competition for commercial banks because of its advantages such as high profit and low risk, so Guiyang Bank should deal with the fierce competition by focusing on developing intermediate business. This paper uses resource-based SWOT analysis to analyze the internal and external environment for the implementation of intermediate business in Guiyang Bank. This paper first lists the resources and capabilities of Guiyang Bank at present, which are divided into four categories: tangible resources, organizational resources, financial resources and intangible resources. Then we use defensive analysis to evaluate the external environment by risk judgment and offensive analysis to the existing business of Guiyang Bank. On the basis of the above-mentioned activities, the SWOT list of the intermediate business activities of Guiyang Bank is listed in detail. Finally, Guiyang Bank is regarded as a core layer ball to carry out the overall strategic planning for its intermediate business, from the product layer, the organization layer, The ideological (cultural) layer and the relationship with the market environment provide specific measures for Guiyang Bank to carry out intermediate business. For example, product level measures to promote innovation for intermediate business products, comb pricing mechanism, improve technical support; Organizational level measures have optimized infrastructure and network layout, realized the innovation of marketing means, strengthened risk control, and strengthened human resources construction, thought (culture) level measures to improve the understanding of the development of intermediate business, the development of intermediate business into the bank; In dealing with the relationship between Guiyang Bank and other financial institutions, we should strengthen financial cooperation and establish a sensitive market sensing mechanism for the market.
【學(xué)位授予單位】：貴州財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F832.2

【引證文獻】

相關(guān)博士學(xué)位論文 前1條

1 汪菲;基于資源基礎(chǔ)理論的國家競爭力評價研究[D];天津大學(xué);2007年

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