本文選題：私人銀行 + 戰(zhàn)略管理�。� 參考：《電子科技大學(xué)》2013年碩士論文

【摘要】：私人銀行業(yè)務(wù)作為高利潤(rùn)的業(yè)務(wù),無(wú)論在國(guó)外還是國(guó)內(nèi)都是各大商業(yè)銀行追逐的業(yè)務(wù)板塊,根據(jù)2013年全球私人銀行和財(cái)富管理報(bào)告顯示,在未來(lái)2年內(nèi),全球的私人銀行將中國(guó)高凈值客戶市場(chǎng)列為全球私人銀行開拓新客戶的重要戰(zhàn)場(chǎng)。而我國(guó)商業(yè)銀行真正意義上開展私人銀行業(yè)務(wù)從2007年中國(guó)銀行的初探私人銀行業(yè)務(wù)開始,雖然經(jīng)歷了6年多的發(fā)展,但是相比有著數(shù)百年歷史的國(guó)外商業(yè)銀行巨頭花旗、匯豐等私人銀行部門仍然存在巨大的差距。本文以我國(guó)商業(yè)銀行私人銀行如火如荼開展為研究背景,主要運(yùn)用戰(zhàn)略管理的方法對(duì)我國(guó)商業(yè)銀行當(dāng)前私人銀行業(yè)務(wù)開展情況的進(jìn)行了探討和研究。首先,我國(guó)針對(duì)我國(guó)商業(yè)銀行開展私人銀行的內(nèi)部環(huán)境和外部環(huán)境,分別用了SWOT模型和PEST模型進(jìn)行分析,突出強(qiáng)調(diào)隨著我國(guó)經(jīng)濟(jì)的發(fā)展富人階層,即高凈值客戶群體增長(zhǎng)和我國(guó)商業(yè)銀行在業(yè)務(wù)發(fā)展的政策環(huán)境迫使下戰(zhàn)略轉(zhuǎn)型的必要性為我國(guó)私人銀行發(fā)展提供了巨大的機(jī)遇。同時(shí),國(guó)內(nèi)商業(yè)銀行在發(fā)展私人銀行業(yè)務(wù)時(shí),受到國(guó)外商業(yè)銀行巨擘的巨大的競(jìng)爭(zhēng)。因此,本文為我國(guó)商業(yè)銀行發(fā)展私人銀行業(yè)務(wù)提出加強(qiáng)中外合作、建設(shè)復(fù)合的人才和完備專業(yè)的團(tuán)隊(duì)、完善私人銀行業(yè)務(wù)營(yíng)銷體系、健全法律法規(guī)等策略,重點(diǎn)強(qiáng)調(diào)我國(guó)私人銀行開展過(guò)程中要建立風(fēng)險(xiǎn)的動(dòng)態(tài)控制體系。
[Abstract]:Private banking, as a highly profitable business, is the business sector pursued by major commercial banks both at home and abroad. According to the 2013 Global report on Private Banking and Wealth Management, in the next two years, Private banks around the world have identified China's high net worth market as an important battleground for global private banks to open up new customers. In the real sense of Chinese commercial banks, the private banking business began from the initial exploration of the Bank of China in 2007. Although it has gone through more than six years of development, it is compared with Citigroup, a foreign commercial banking giant with a history of hundreds of years. There is still a huge gap in private banking, such as HSBC. Based on the background of the development of private banks in China, this paper mainly uses the method of strategic management to discuss and study the development of private banking business in China's commercial banks. First of all, in view of the internal and external environment of private banks in China's commercial banks, the SWOT model and the PEST model are used to analyze the internal and external environment respectively, with the emphasis on the rich class with the development of our economy. That is, the growth of high net worth customer group and the necessity of strategic transformation of commercial banks under the policy environment of business development in our country provide great opportunities for the development of private banks in our country. At the same time, the domestic commercial banks in the development of private banking business, foreign commercial banks by the giant competition. Therefore, this paper puts forward some strategies for Chinese commercial banks to develop private banking business, such as strengthening Sino-foreign cooperation, building complex talents and complete professional teams, perfecting the marketing system of private banking business, perfecting laws and regulations, and so on. Emphasis is placed on the establishment of a dynamic risk control system in the course of private bank development in China.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.2

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本文編號(hào)：1811109