本文關(guān)鍵詞： 盛京銀行 跨區(qū)域經(jīng)營 研究　出處：《遼寧大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

【摘要】：城市商業(yè)銀行是中國銀行業(yè)的重要組成部分和特殊的群體,其前身是20世紀(jì)80年代設(shè)立的城市信用社。截至2012年6月末,我國共有城市商業(yè)銀行137家,營業(yè)機構(gòu)遍布全國各個省、自治區(qū)、直轄市和地級市。城市商業(yè)銀行已經(jīng)逐漸發(fā)展成熟,盡管其發(fā)展程度良莠不齊,但有相當(dāng)多的城市商業(yè)銀行已經(jīng)完成了股份制改革,并通過各種途徑逐步消化歷史上的不良資產(chǎn),轉(zhuǎn)變經(jīng)營模式,在當(dāng)?shù)卣加辛讼喈?dāng)大的市場份額,其中,更是出現(xiàn)了發(fā)展迅速已經(jīng)躋身于全球銀行500強行列的優(yōu)秀銀行。 由于單一城市發(fā)展模式制約著那些經(jīng)營狀況良好的城市商業(yè)銀行的發(fā)展,使得城市商業(yè)銀行在資產(chǎn)規(guī)模、客戶資源、成本控制等方面存在著不可突破的限制并且面臨著較高的、無法化解的地域風(fēng)險,2004年銀監(jiān)會發(fā)布《城市商業(yè)銀行監(jiān)管與發(fā)展綱要》,明確鼓勵城市商業(yè)銀行進(jìn)行聯(lián)合、重組、并購及跨區(qū)域發(fā)展。在此背景下,沈陽市商業(yè)銀行積極制定跨區(qū)域經(jīng)營發(fā)展策略,2007年沈陽市商業(yè)銀行正式更名為盛京銀行,并成功在天津設(shè)立第一家外埠分行。截至目前,盛京銀行已設(shè)立天津分行、北京分行、上海分行、長春分行等十家外埠分行,同時參股建立了沈陽沈北富民、沈陽法庫富民、沈陽遼中富民等六家村鎮(zhèn)銀行。在跨區(qū)域經(jīng)營發(fā)展策略獲得巨大成功的同時,盛京銀行也暴露出人才隊伍匱乏、金融產(chǎn)品短缺、資本金不足、市場定位不清晰等短板,對跨區(qū)域經(jīng)營的發(fā)展形成了制約。 本文以盛京銀行跨區(qū)域發(fā)展策略為案例,對盛京銀行跨區(qū)域經(jīng)營發(fā)展中存在的問題進(jìn)行了一定程度的分析說明,并提出一定建設(shè)性的意見,以彌補不足,為跨區(qū)域經(jīng)營更好的發(fā)展奠定基礎(chǔ),并為今后工作實踐提供借鑒和參考。
[Abstract]:City commercial bank is an important part and special group of China's banking industry, its predecessor is the city credit cooperative established in 1980s. Until the end of June, 2012. There are 137 urban commercial banks in China, with business organizations in all provinces, autonomous regions, municipalities directly under the Central Government and prefecture-level cities. Urban commercial banks have gradually developed into mature, although the degree of development is mixed. But a considerable number of urban commercial banks have completed the stock system reform, and through various ways to gradually digest the history of non-performing assets, change the business model, in the local market share has been considerable. It is also the emergence of rapid development has been among the top 500 global banks in the ranks of the excellent banks. Because the single city development mode restricts the development of those city commercial banks in good condition, makes the city commercial banks in the scale of assets, customer resources. In 2004, CBRC issued the outline of Supervision and Development of Urban Commercial Banks. In this context, Shenyang City Commercial Bank actively formulated cross-regional business development strategy to encourage urban commercial banks to carry out joint, reorganization, mergers and acquisitions and cross-regional development. In 2007, Shenyang commercial bank officially changed its name to Shengjing bank, and successfully set up the first foreign bank branch in Tianjin. Up to now, Shengjing bank has established Tianjin branch, Beijing branch and shanghai branch. Changchun branch and other ten foreign branches, at the same time participate in the establishment of Shenyang Shenbei Fumin, Shenyang Faku Fumin, Shenyang Liaozhong Fumin and other six village banks. In the cross-regional business development strategy has achieved great success. Shengjing Bank also exposed the shortage of talents, shortage of financial products, insufficient capital, unclear market positioning, and so on, which restricted the development of cross-regional operation. This paper takes Shengjing Bank's cross-regional development strategy as an example, analyzes and explains to a certain extent the problems existing in the development of Shengjing Bank's cross-regional operation, and puts forward some constructive suggestions in order to make up for the deficiencies. It lays a foundation for the better development of cross-regional operation and provides reference for future work practice.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F272.3;F832.33

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