本文關鍵詞： A銀行 投資銀行 結構調整 業(yè)務轉型 發(fā)展戰(zhàn)略　出處：《浙江工業(yè)大學》2014年碩士論文　論文類型：學位論文

【摘要】：近年來,隨著中國銀行業(yè)的開放,外資銀行本土化經營步伐不斷加快,國內商業(yè)銀行競爭日愈激烈,各家商業(yè)銀行紛紛尋求自身增長方式轉變和業(yè)務發(fā)展轉型的途徑,其中投資銀行是各商業(yè)銀行近年來為實現業(yè)務轉型而大力拓展的業(yè)務之一。作為商業(yè)銀行一項發(fā)展?jié)摿薮蟮男屡d中間業(yè)務,投資銀行在中國A銀行已有近八年的發(fā)展歷史,自2002年以來,A行逐步探索出了一條在商業(yè)銀行內部發(fā)展投行業(yè)務的可行路徑,實現了投行收入穩(wěn)步增長和結構逐年優(yōu)化,在產品線和品牌建設以及搭建全行綜合化經營平臺方面取得了卓越的成效,已成為提升A行市場競爭力的核心業(yè)務之一。2009年全行境內共實現投行收入117億元,成為國內首家投行收入過100億元的商業(yè)銀行,曾獲“銀行最佳投行”的美譽。 中國A銀行省分行(以下簡稱A行)是中國A銀行轄屬的一級分行,也是境內最大的商業(yè)銀行之一,其投資銀行業(yè)務于2001年正式啟動,經過數年時間的發(fā)展,已初步形成了相對成熟和較為穩(wěn)定的組織架構、產品體系和運作模式,在全省同業(yè)發(fā)展水平位居前列。從業(yè)務規(guī)模看,經歷了“從無到有、從小到大”的發(fā)展過程,全行投行收入從2001年的1000余萬元增至2011年的近58000萬元,目前在全國A行處于中游水平。但從業(yè)務發(fā)展內涵來看,A行的投行業(yè)務尚處于低端發(fā)展階段,存在結構單一、品種低端、業(yè)務獨立性差以及機構和專業(yè)人員缺乏等問題,主要體現在發(fā)展戰(zhàn)略不明確、激勵措施不到位、配套政策不完善、業(yè)務模式不清晰以及相互融合不深入等方面。如何盡快解決上述問題,將直接影響到A行投資銀行這一“朝陽”業(yè)務的發(fā)展走勢,特別是隨著資本市場的日趨活躍和債務市場的競爭劇烈,A行的傳統(tǒng)公司業(yè)務受到了巨大的挑戰(zhàn),但這同時又是A行新業(yè)務發(fā)展的“催化劑”,為A行創(chuàng)造了更多全新的業(yè)務機會,以投資銀行業(yè)務拓展公司金融業(yè)務發(fā)展空間,是A行應對債務和資本市場變化、更好地推進公司金融業(yè)務戰(zhàn)略轉型迫切需要解決的重點課題。 本文在分析發(fā)達國家商業(yè)銀行開展投行業(yè)務模式和理論總結,分析我國開展投行業(yè)務現狀,結合戰(zhàn)略要素,得出A銀行近年來投資銀行業(yè)務現狀和特點以及存在的問題,引用和吸收主流戰(zhàn)略理論知識研究和探討了A行發(fā)展投行業(yè)務戰(zhàn)略方案選擇與實施的可行路徑,并結合A行的實際情況,提出了加快產品結構調整、實施業(yè)務互動、加強業(yè)務創(chuàng)新、加大聯盟合作力度、完善運行機制、防范業(yè)務風險等六方面的措施和建議,希望能夠為A行及省內其他商業(yè)銀行發(fā)展投行業(yè)務提供一些參考和啟示。
[Abstract]:In recent years, with the opening of China's banking sector, the pace of local management of foreign banks has been accelerated, and the competition of domestic commercial banks is becoming more and more intense. Each commercial bank has sought ways to transform its own growth mode and business development. Among them, investment bank is one of the businesses that commercial banks expand vigorously in order to realize business transformation in recent years. As a new intermediate business with great development potential, investment bank has been developing in A Bank of China for nearly eight years. Since 2002, Bank A has gradually explored a feasible way to develop investment banking business within commercial banks, which has achieved steady growth of investment banking revenue and optimization of investment banking structure year by year. In the aspect of product line and brand construction and the construction of comprehensive management platform of the Bank, it has made remarkable achievements, and has become one of the core businesses to enhance the market competitiveness of Bank A. in 2009, the bank realized a total investment banking income of 11.7 billion yuan in the whole bank. Become the first investment bank to earn more than 10 billion yuan of commercial banks, has won the "best bank investment bank" reputation. The provincial branch of Bank of China (hereinafter referred to as "bank A") is one of the first class branches under the jurisdiction of Bank A of China and one of the largest commercial banks in the country. Its investment banking business officially started on 2001, and after several years of development, It has initially formed a relatively mature and relatively stable organizational structure, product system and operation model, and is at the forefront of the development level of the same industry in the province. In terms of business scale, it has experienced the development process of "from scratch to existence, from small to large". The bank's investment banking revenue has increased from more than 10 million yuan in 2001 to nearly 580 million yuan in 2011. At present, it is in the middle reaches of Bank A in the whole country. However, judging from the connotation of business development, the investment banking business of Bank A is still at the low end of the development stage, with a single structure and a low end of variety. Problems such as poor operational independence and lack of institutions and professionals are mainly reflected in unclear development strategies, inadequate incentives and inadequate supporting policies. How to solve the above problems as soon as possible will directly affect the development trend of the "sunrise" business of Bank A Investment Bank. In particular, as the capital markets become increasingly active and the debt market becomes more competitive, the traditional corporate business of Bank A is faced with enormous challenges, but at the same time it is a "catalyst" for the development of Bank A's new business, which creates more and more new business opportunities for Bank A. It is an urgent task for Bank A to deal with the changes in debt and capital market and to better promote the strategic transformation of corporate financial business to expand the development space of corporate financial business. This paper analyzes the investment banking business models and theories of commercial banks in developed countries, analyzes the present situation of investment banking business in China, and concludes the current situation, characteristics and existing problems of investment banking business of Bank A in recent years, combined with the strategic elements. Citing and absorbing the mainstream strategic theory knowledge, this paper studies and discusses the feasible path of selecting and implementing the strategic plan of Bank A's development investment banking business. Combining with the actual situation of Bank A, this paper puts forward to speed up the adjustment of product structure and implement the business interaction. To strengthen business innovation, strengthen alliance cooperation, perfect operation mechanism, guard against business risk and other six measures and suggestions, we hope to provide some reference and inspiration for Bank A and other commercial banks in the province to develop investment banking business.
【學位授予單位】：浙江工業(yè)大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F832.33

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