【摘要】：本文寫在我國金融行業(yè)逐步對外開放的背景下，商業(yè)銀行需要轉(zhuǎn)變經(jīng)營理念，逐步將經(jīng)營重心從傳統(tǒng)的信貸業(yè)務(wù)轉(zhuǎn)移到更具發(fā)展空間和收益更高的中間業(yè)務(wù)上來。雖然現(xiàn)階段我國商業(yè)銀行中間業(yè)務(wù)有了一定的發(fā)展，但無論從數(shù)量上還是質(zhì)量上看，中間業(yè)務(wù)成為商業(yè)銀行最重要的業(yè)務(wù)支柱，發(fā)展中間業(yè)務(wù)任重而道遠。作者在對發(fā)達國家商業(yè)銀行中間業(yè)務(wù)發(fā)展模式的探索中，得出中間業(yè)務(wù)是未來商業(yè)銀行的核心價值體，是我國商業(yè)銀行未來發(fā)展的方向，并結(jié)合中國建設(shè)銀行這一中國銀行業(yè)很有代表性的個例，進行單獨的分析，找出適宜性的中間業(yè)務(wù)發(fā)展模式和發(fā)展對策。 本文綜合運用了管理統(tǒng)計、人力資源管理、營銷管理和戰(zhàn)略管理等學(xué)科的分析方法進行分析。重點研究一下幾個問題： 首先，中國建設(shè)銀行中間業(yè)務(wù)發(fā)展現(xiàn)狀的問題。先是對中國建設(shè)銀行各項中間業(yè)務(wù)產(chǎn)品進行內(nèi)部比較，從各項產(chǎn)品和各一級分行的數(shù)據(jù)中，了解中國建設(shè)銀行中間業(yè)務(wù)發(fā)展的現(xiàn)狀。并經(jīng)過四大國有商業(yè)銀行同產(chǎn)品的比較后，找到中國建設(shè)銀行中間業(yè)務(wù)發(fā)展當(dāng)中的優(yōu)勢產(chǎn)品和存在的問題，并詳細分析了由于經(jīng)濟環(huán)境制約、缺乏專業(yè)化人才和服務(wù)手段落后等原因，導(dǎo)致了差距的產(chǎn)生。 其次，中國建設(shè)銀行與發(fā)達國家商業(yè)銀行的差距問題。分析了發(fā)達國家商業(yè)銀行中間業(yè)務(wù)發(fā)展的模式，即品種多范圍廣、收益能力強且占比高、擁有高科技服務(wù)手段為后盾和專業(yè)化的人才。找出我國商業(yè)銀行的不足，包括中間業(yè)務(wù)品種少，金融創(chuàng)新能力不足和中間業(yè)務(wù)技術(shù)水平不高。 再次，中國建設(shè)銀行中間業(yè)務(wù)發(fā)展所采取的戰(zhàn)略問題。運用SWOT分析法對中國建設(shè)銀行的內(nèi)、外部環(huán)境進行分析，結(jié)合企業(yè)的優(yōu)勢（Strengths）、劣勢（Weaknesses）、機遇（Opportunities）和威脅（Threats），，分析各項因素相互作用的結(jié)果，從中選擇出最適合的企業(yè)戰(zhàn)略發(fā)展方向，即優(yōu)勢-機遇戰(zhàn)略（SO）。 最后，中國建設(shè)銀行中間業(yè)務(wù)發(fā)展的目標(biāo)、模式和策略問題。在優(yōu)勢-機遇戰(zhàn)略的形式下，分別制定短期、中期和長期目標(biāo)和適宜性的中間業(yè)務(wù)發(fā)展模式。為達到既定目標(biāo)，中國建設(shè)銀行應(yīng)采取更為積極的發(fā)展對策，具體包括制定人才引進計劃和培養(yǎng)體系、建立健全中間業(yè)務(wù)的管理體系、提高各級管理者的認知能力、運用科技手段帶動服務(wù)質(zhì)量的提升和搭建風(fēng)險控制體系等。 本文以我國四大國有商業(yè)銀行之一的中國建設(shè)銀行為主要的研究主體，擁有很強的代表性。所以，文章所分析得出發(fā)展模式和發(fā)展策略的結(jié)論，對我國整個商業(yè)銀行業(yè)中間業(yè)務(wù)的發(fā)展均具備參考和借鑒的意義。
[Abstract]:Under the background of the gradual opening to the outside world of our country's financial industry, commercial banks need to change their business philosophy and gradually shift the focus of operation from traditional credit business to intermediate business with more developing space and higher income. Although the intermediate business of commercial banks in our country has developed to a certain extent, the intermediate business has become the most important business pillar of commercial banks in terms of both quantity and quality, and the development of intermediate business has a long way to go. In the exploration of the development mode of intermediate business of commercial banks in developed countries, the author concludes that intermediate business is the core value body of future commercial banks and the direction of the future development of commercial banks in China. Combined with China Construction Bank (CCB), a representative case of China's banking industry, this paper makes a separate analysis to find out the appropriate intermediate business development model and development countermeasures. In this paper, management statistics, human resource management, marketing management and strategic management are used to analyze. Focus on a few issues: first, China Construction Bank intermediary business development status. First, the internal comparison of the intermediate business products of China Construction Bank is carried out, and the status quo of the intermediate business development of China Construction Bank is understood from the data of each product and the first level branches. After comparing the four state-owned commercial banks with the products, we find the superior products and existing problems in the development of the intermediate business of China Construction Bank, and analyze in detail the constraints of the economic environment. Lack of professional talent and service means backward and other reasons, resulting in the gap. Second, the gap between China Construction Bank and commercial banks in developed countries. This paper analyzes the mode of intermediate business development of commercial banks in developed countries, that is, it has a wide range of varieties, a strong earning capacity and a high proportion, and has high-tech service means as the backing and specialized talents. To find out the shortcomings of commercial banks in China, including the lack of intermediate business varieties, financial innovation ability and technical level of intermediate business is not high. Third, the China Construction Bank intermediary business development strategy. Using SWOT analysis method to analyze the internal and external environment of China Construction Bank, combined with the advantages and disadvantages of (Strengths), (Weaknesses), opportunity (Opportunities) and threat (Threats), to analyze the results of the interaction of various factors, and select the most suitable strategic development direction of the enterprise. Advantage and opportunity Strategy (SO). Finally, China Construction Bank intermediate business development objectives, models and strategies. In the form of advantage-opportunity strategy, establish medium-term, medium-term and long-term objectives and suitability of the intermediate business development model. In order to achieve the established goal, the China Construction Bank should take more active development countermeasures, including formulating the talent introduction plan and training system, establishing and perfecting the management system of intermediate business, and improving the cognitive ability of managers at all levels. Use scientific and technological means to promote the quality of service and build a risk control system. In this paper, China Construction Bank, one of the four state-owned commercial banks, is the main body of research and has strong representativeness. Therefore, the conclusion of this paper is of reference and significance for the development of the intermediary business of the whole commercial banking in China.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F832.2

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