本文選題：商業(yè)銀行　切入點：風險盈利　出處：《西北大學》2012年博士論文

【摘要】：2011年,中國銀行業(yè)交出了一份靚麗的答卷,與實體經(jīng)濟的困境形成了鮮明對比,從而引發(fā)了有關銀行暴利的大討論。時隔半年,經(jīng)濟周期下行,存貸利差收窄,金融脫媒加劇,不良貸款上升,諸多因素使人們關注的焦點很快從暴利轉向對資產(chǎn)質量的擔憂。同樣的故事已經(jīng)在次貸危機和歐債危機中得到充分演繹。這使人們對商業(yè)銀行的盈利模式進行反思,為什么在獲得超額利潤之后很快就陷入危機?為什么專營風險的商業(yè)銀行卻因風險失控瀕臨破產(chǎn)?從基于會計利潤的盈利模式和側重于供給分析的“金融機構觀”出發(fā)很難找出滿意答案。 本文按照“提出問題——理論研究——實證研究——對策研究”的研究思路,對商業(yè)銀行風險盈利模式進行了深入研究。首先,根據(jù)“金融功能觀”理論和價值鏈理論,從客戶風險服務需求出發(fā),構建了三位一體的風險盈利模型,解析了其風險價值創(chuàng)造的過程,提出了最優(yōu)風險盈利價值網(wǎng)構建的理論模型。其次,對國外特別是美國商業(yè)銀行的盈利模式進行了比較,指出了國外現(xiàn)有“發(fā)起—轉移”風險盈利模式的不足。同時,運用多元線性回歸分析、因子分析、聚類分析方法對我國商業(yè)銀行盈利影響因素進行了實證分析,運用價值鏈方法和專項調查數(shù)據(jù)對我國商業(yè)銀行主要價值創(chuàng)造環(huán)節(jié)進行了分析,歸納出了我國商業(yè)銀行現(xiàn)有盈利模式的基本特征。最后,從客戶需求、經(jīng)濟增長、監(jiān)管要求、技術進步等多個層面分析了我國商業(yè)銀行現(xiàn)有盈利模式和主要價值創(chuàng)造環(huán)節(jié)面臨的挑戰(zhàn),根據(jù)風險盈利模式的內在要求,提出了我國商業(yè)銀行風險盈利模式戰(zhàn)略轉型的對策建議。根據(jù)風險價值創(chuàng)造過程的內在要求,提出了風險價值鏈轉型和風險價值網(wǎng)構建的轉型路徑。 結合金融功能觀理論和價值鏈理論,從客戶需求出發(fā),依據(jù)風險績效標準,本文對商業(yè)銀行的盈利模式得出以下研究結論： 1、商業(yè)銀行的盈利模式本質上是基于風險管理的盈利模式。本文根據(jù)“金融功能觀”理論,梳理了金融體系分工與專業(yè)化演化進程,比較了商業(yè)銀行核心功能與各階段風險經(jīng)營的特征,指出商業(yè)銀行表面上是資金融通中心,實質是風險經(jīng)營的中介。此時,風險管理能力不再從屬于業(yè)務拓展,不再是被動控制、轉移、規(guī)避風險損失的工具,而是指導戰(zhàn)略決策、決定發(fā)展目標,主動識別和承擔風險,創(chuàng)造風險價值的核心競爭力。商業(yè)銀行的風險價值創(chuàng)造源于客戶的風險服務需求,在戰(zhàn)略層面上通過風險經(jīng)營戰(zhàn)略、風險價值創(chuàng)造、風險績效評估三個環(huán)節(jié)來實現(xiàn),在操作層面上,經(jīng)過風險識別、風險受讓、價值創(chuàng)造和績效評估四個核心環(huán)節(jié)來完成。在功能層面上,通過對風險通道、風險融資、風險融信、風險融智、風險投資五個核心功能模塊的優(yōu)化組合來實現(xiàn)。商業(yè)銀行最優(yōu)風險盈利價值網(wǎng)的構建,應以客戶需求為中心,突破企業(yè)內部部門和企業(yè)邊界的束縛,以風險功能模塊為基本單元,在整個風險服務產(chǎn)業(yè)鏈的層面進行協(xié)同整合。 2、商業(yè)銀行現(xiàn)有盈利模式的缺陷在于風險管理從屬于業(yè)務擴張,過度放大經(jīng)營杠桿,系統(tǒng)性風險不斷累積乃至爆發(fā)。國外商業(yè)銀行借助金融創(chuàng)新,從“發(fā)起——持有”向“發(fā)起——轉移”模式轉型,不斷放大其經(jīng)營杠桿,其失敗的根本原因在于讓客戶承擔了超過其風險承受能力的風險,對社會信用和流動性過度透支。國內銀行一味追求貨幣超發(fā)下的規(guī)模擴張,忽視了經(jīng)濟下行的系統(tǒng)風險。盈利模式唯規(guī)模論,經(jīng)營順周期,利潤主要源于批發(fā)業(yè)務利差收入,風險管理最終依賴政府隱性擔保。在價值鏈構建上,忽視客戶需求,價值鏈同質,鏈條冗長重復,資源配置分散、管理效率低下。 3、我國商業(yè)銀行盈利模式和價值鏈必須向風險盈利模式轉型。從戰(zhàn)略層面看,應根據(jù)客戶風險偏好提升和風險承擔需求增加的趨勢,從單一的“資金融通中介”向全功能的“風險服務中介”轉型,包括功能轉型、方式轉型和績效評估轉型等內容。具體措施包括制定風險經(jīng)營戰(zhàn)略和業(yè)務目標體系、風險管理能力升級、風險業(yè)務結構升級、構建預警指標體系等。商業(yè)銀行應根據(jù)自身的風險稟賦選擇轉型路徑。從風險盈利價值創(chuàng)造過程看,應按照戰(zhàn)略組合風險管理、風險業(yè)務結構優(yōu)化、客戶多元化、前瞻性管理研究的轉型思路,對風險價值識別、風險受讓、風險價值創(chuàng)造、風險績效評估等進行改造,按照協(xié)同整合的原則對各輔助環(huán)節(jié)轉型進行改進。商業(yè)銀行價值網(wǎng)的構建必須打破企業(yè)組織邊界的束縛。大銀行應建設一體化、全功能的金融控股集團,并注意防范多元化、集團化經(jīng)營的風險。中小銀行應聚焦于最具風險管理優(yōu)勢的價值創(chuàng)造環(huán)節(jié),通過戰(zhàn)略聯(lián)盟提供全功能服務,重點防范戰(zhàn)略聯(lián)盟的機會主義風險。
[Abstract]:In 2011, Chinese banking industry to produce a beautiful answer, and the real economy dilemma in stark contrast, which triggered a big discussion about bank profits. After half a year, the downward economic cycle, loan spreads narrowed, financial disintermediation intensified, rising non-performing loans, many factors make the focus quickly from the profits turn on asset quality concerns. The same story has been fully developed in the subprime mortgage crisis and the debt crisis in Europe. This makes people reflect on the commercial bank's profit model, why after obtaining excess profit quickly in crisis? Why in the risk of commercial banks because of the risk of loss of control on the verge of bankruptcy from accounting profits? The profit model based on the analysis and focus on the supply of "financial institutions view" it is difficult to find a satisfactory answer.
According to the research methods of "question - Theoretical Study - Empirical Research on Countermeasure Research", the risk of commercial bank profit model is studied. First, according to the theory of value chain and the theory of financial function theory, starting from the needs of customer risk services, establish risk profit model three-in-one, the risk value creation process the analysis, put forward the theory model of optimal risk profit value network construction. Secondly, especially compared to foreign commercial banks in the United States profit model, and pointed out the deficiencies of existing foreign "up - transfer" risk profit model. At the same time, using multiple linear regression analysis, factor analysis, cluster analysis was carried out an empirical analysis on the influencing factors of China's commercial bank profitability, uses the method of value chain and create special survey data of China's commercial banks mainly value Section are analyzed, summarized the basic characteristics of China's commercial banks existing profit model. Finally, from the customer demand, economic growth, regulatory requirements, multiple levels of technological progress of China's commercial banks existing profit model and main challenges facing the value creation process, according to the requirement of risk profit model, countermeasures and suggestions are put forward to the strategic transformation of commercial bank risk profit model in China. According to the requirement of risk value creation process, raised the risk of the transformation of the value chain and risk value network construction transition path.
Based on the theory of financial function and the theory of value chain, from the perspective of customer demand and according to the standard of risk performance, this paper draws the following conclusions for the profit model of commercial banks.
1, the essence of profit model of commercial bank risk management is based on the profit model. According to the "financial function theory, combing the evolution of division of labor and professional financial system, compare the characteristics of each stage and the core function of commercial bank risk management, points out that commercial bank is on the surface of the center of financing, is the essence of the intermediary risk management. At this time, the risk management ability no longer belongs to the business development, is no longer a passive control, transfer, to avoid the risk of loss of the tool, but to guide strategic decision, decided the development goals, proactively identify and take risks, the core competitiveness and create value at risk. The risk of the commercial banks to create value from the risk of the customer service demand. Through the risk management strategy at the strategic level, the risk of value creation, three aspects of performance risk assessment to achieve, at the operational level, through risk identification, risk So, the four core aspects of the value creation and performance evaluation to complete. In the functional level, the risk of financing risk, financial risk channel, risk, risk investment agents, five key modules of optimization. In order to achieve the construction of commercial bank risk optimal value net profit, should take the customer demand as the center, breaking through the shackles of internal departments and enterprises' boundary, risk function module as the basic unit of integration in the whole industry chain service risk level.
2, the defect existing commercial banks profit model is the risk management belongs to the business expansion, excessive amplification of operating leverage, systemic risk accumulation and outbreak. Foreign commercial banks with financial innovation, from the "initiated hold" to "launch - transfer" mode, continue to enlarge its operating leverage, the fundamental reason for its failure is to allow customers to bear the risk of exceeding their risk tolerance, social credit and liquidity overdraft. Domestic banks pursue super currency under the expansion of the scale, while ignoring the risk of economic downturn. Only the size of the profit model theory, business cycle, profit mainly comes from the wholesale business interest income, risk management relies on the implicit government guarantee. In the value chain construction, ignoring the customer demand, value chain chain homogeneous, tedious and repetitive, decentralized resource allocation, low efficiency of management.
3, China's commercial banks profit model and value chain to transition to risk profit model. From a strategic perspective, should according to the needs of increasing customer risk preference and risk, from the single "financing intermediary" to the whole function of the "risk service intermediary" transformation, including functional transformation, transformation and performance the transformation of evaluation content. Specific measures include the establishment of risk management strategy and business target system, upgrade the ability of risk management and risk business structure upgrading, construction of early warning index system. Commercial banks should be based on their risk endowment transformation path. From venture profit value creation process, should be in accordance with the strategy of portfolio risk management, the risk of business structure optimization, customer diversification, transformation of ideas management on forward-looking, value of risk identification, risk transfer, risk value, risk evaluation of performance change According to the principle of integration, the transformation of auxiliary link was improved. Constructing value network of commercial banks must break the shackles of organizational boundaries. The big banks should build integration, fully functional financial holding group, and pay attention to the prevention of risk diversification, group management. Small and medium-sized banks should focus on the most risk management advantage value creation process, provide a full service function through strategic alliances, focus on strategic alliance opportunism.

【學位授予單位】：西北大學
【學位級別】：博士
【學位授予年份】：2012
【分類號】：F832.33

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