本文選題：股份制商業(yè)銀行　切入點：零售業(yè)務(wù)　出處：《安徽大學(xué)》2013年碩士論文

【摘要】：近年來,股份制商業(yè)銀行的經(jīng)營環(huán)境發(fā)生了進一步的深刻變化。首先,利率市場化進程進一步加快。隨著存貸款利率浮動區(qū)間的擴大,關(guān)于利率市場化的競爭必然導(dǎo)致存貸利差收窄,這對大多以傳統(tǒng)存貸業(yè)務(wù)結(jié)構(gòu)為主的商業(yè)銀行產(chǎn)生較大的生存壓力。其次,銀行資本監(jiān)管的進一步強化。新的商業(yè)銀行資本管理辦法全面引入巴塞爾協(xié)議Ⅲ確立的資本質(zhì)量標準和資本監(jiān)管要求,這使得以規(guī)模擴張為路徑的我國商業(yè)銀行傳統(tǒng)增長模式不可持續(xù),商業(yè)銀行必須從外延粗放型增長向內(nèi)涵集約型增長轉(zhuǎn)變,走一條資本消耗低、經(jīng)濟效益高的可持續(xù)發(fā)展道路。再次,金融脫媒和第三方支付的發(fā)展。隨著市場經(jīng)濟的深化和資本市場的發(fā)展,直接融資在大中型企業(yè)的融資中比例逐步上升,這對商業(yè)銀行傳統(tǒng)的公司存貸業(yè)務(wù)產(chǎn)生較大的沖擊。 與此同時,全國性中小股份制商業(yè)銀行面臨的競爭格局也在不斷強化。首先,國有控股商業(yè)銀行的規(guī)模效益逐步凸顯。當前國有控股商業(yè)銀行在產(chǎn)品開發(fā)、業(yè)務(wù)平臺建設(shè)、IT系統(tǒng)的創(chuàng)新、人力資源培育、國際化布局等方面都形成相對優(yōu)勢。其次,一些優(yōu)秀的地方性商業(yè)銀行在逐步蠶食著股份制商業(yè)銀行的地方市場。隨著城市商業(yè)銀行的制度建設(shè)、產(chǎn)品研發(fā)、渠道建設(shè)等不斷完善,股份制商業(yè)銀行在人力資源、地方客戶開發(fā)、產(chǎn)品創(chuàng)新等方面的優(yōu)勢逐步消失。再次,外資銀行在高端理財、貿(mào)易融資、離岸金融等方面有較大競爭優(yōu)勢。 當前,轉(zhuǎn)型發(fā)展是全國性中小股份制商業(yè)銀行的共識,大力發(fā)展零售業(yè)務(wù)是轉(zhuǎn)型發(fā)展的重要一環(huán)。零售業(yè)務(wù)具有資本消耗低、風險分散、發(fā)展?jié)摿Υ蟮忍攸c,是股份制商業(yè)銀行可持續(xù)發(fā)展的重要方向。近年來,股份制商業(yè)銀行零售業(yè)務(wù)發(fā)展迅速,但是整體發(fā)展水平不高,零售業(yè)務(wù)收入所占比例與國外銀行相比較低,客戶關(guān)系管理粗放,產(chǎn)品創(chuàng)新同質(zhì)化,銷售渠道建設(shè)不合理,業(yè)務(wù)流程不合理等。本文分別從零售負債業(yè)務(wù)、零售資產(chǎn)業(yè)務(wù)和零售中間業(yè)務(wù)三個方面分析了股份制商業(yè)銀行零售業(yè)務(wù)的發(fā)展現(xiàn)狀,并指出零售業(yè)務(wù)發(fā)展中存在的問題。 本文從企業(yè)創(chuàng)新理論的角度出發(fā),并結(jié)合我國股份制商業(yè)銀行的發(fā)展實際,提出了針對發(fā)展我國股份制商業(yè)銀行零售業(yè)務(wù)的創(chuàng)新理論體系,分為產(chǎn)品創(chuàng)新、渠道創(chuàng)新、營銷創(chuàng)新和管理創(chuàng)新。產(chǎn)品創(chuàng)新要堅持差異化原則,渠道創(chuàng)新要堅持低成本原則,營銷創(chuàng)新要堅持精細化原則,管理創(chuàng)新要堅持高效率原則。我國股份制商業(yè)銀行的發(fā)展一方面需要遵循國外商業(yè)銀行發(fā)展零售業(yè)務(wù)的一般規(guī)律,以便在戰(zhàn)略上予以指導(dǎo)；同時,又需要借鑒國內(nèi)股份制商業(yè)銀行發(fā)展零售業(yè)務(wù)的路徑。本文以零售業(yè)務(wù)戰(zhàn)略的開拓者招商銀行和零售業(yè)務(wù)戰(zhàn)略轉(zhuǎn)型的先行者中信銀行為例,總結(jié)了國內(nèi)股份制商業(yè)銀行發(fā)展零售業(yè)務(wù)的路徑。
[Abstract]:In recent years, the operating environment of joint-stock commercial banks has undergone further profound changes.First, the interest rate marketization process further speeds up.With the expansion of the floating range of deposit and loan interest rate, the competition of interest rate marketization will inevitably lead to the narrowing of deposit and loan interest margin, which brings great pressure to the commercial banks, which mainly focus on the traditional structure of deposit and loan business.Secondly, the bank capital supervision further strengthens.The new method of capital management of commercial banks comprehensively introduces the capital quality standards and capital supervision requirements established by Basel III, which makes the traditional growth model of commercial banks in China unsustainable.Commercial banks must change from extensive growth to intensive growth and take a path of sustainable development with low capital consumption and high economic benefits.Third, the development of financial disintermediation and third party payment.With the deepening of the market economy and the development of the capital market, the proportion of direct financing in the financing of large and medium-sized enterprises is rising step by step, which has a great impact on the traditional corporate deposit and loan business of commercial banks.At the same time, the national small-and medium-sized commercial banks are facing a competitive pattern is also constantly strengthened.First of all, the scale of state-controlled commercial banks gradually highlights.At present, state-owned holding commercial banks form relative advantages in product development, business platform construction, innovation of IT system, cultivation of human resources, international layout and so on.Secondly, some excellent local commercial banks are gradually encroaching on the local market of joint-stock commercial banks.With the system construction, product development and channel construction of urban commercial banks, the advantages of joint-stock commercial banks in human resources, local customer development and product innovation gradually disappear.Thirdly, foreign banks have more competitive advantages in high-end financial management, trade financing, offshore finance and so on.At present, the transformation and development is the consensus of the national medium and small stock commercial banks, and the development of retail business is an important part of the transformation and development.Retail business has the characteristics of low capital consumption, dispersed risk and great development potential. It is an important direction for the sustainable development of joint-stock commercial banks.In recent years, the retail business of joint-stock commercial banks has developed rapidly, but the overall development level is not high, the proportion of retail business income is low compared with foreign banks, the customer relationship management is extensive, the product innovation is homogeneous.The sales channel construction is unreasonable, the business process is unreasonable and so on.This paper analyzes the present situation of retail business of joint-stock commercial banks from three aspects of retail liability business, retail assets business and retail intermediary business, and points out the problems existing in the development of retail business.From the angle of enterprise innovation theory and the development practice of joint-stock commercial banks in China, this paper puts forward the innovation theory system for the development of retail business of joint-stock commercial banks in China, which is divided into product innovation and channel innovation.Marketing innovation and management innovation.Product innovation should adhere to the principle of differentiation, channel innovation should adhere to the principle of low cost, marketing innovation should adhere to the principle of refinement, and management innovation should adhere to the principle of high efficiency.On the one hand, the development of joint-stock commercial banks in China needs to follow the general rules of foreign commercial banks to develop retail business, so as to guide them strategically, and at the same time, it is necessary to draw lessons from the path of domestic joint-stock commercial banks to develop retail business.Taking China Merchants Bank, a pioneer of retail business strategy, and Citic Bank, a pioneer of retail business strategy transformation, as an example, this paper summarizes the path of developing retail business in domestic joint-stock commercial banks.
【學(xué)位授予單位】：安徽大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F832.2

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本文編號：1714835