本文選題：私人銀行業(yè)務　切入點：高凈值客戶　出處：《南京理工大學》2014年碩士論文　論文類型：學位論文

【摘要】：私人銀行不是指個人私有的銀行,而是面向高凈值客戶及其家族,提供以財富管理為核心的系列一攬子服務的機構。16世紀的瑞士就有了私人銀行業(yè)的雛形,伴隨著經(jīng)濟的發(fā)展和金融的全球化,私人銀行業(yè)務在歐洲、北美不斷地發(fā)展,成為了金融體系中重要的組成部分。隨著我國成為世界經(jīng)濟的第二大經(jīng)濟體,個人和家族的財富積累增速,富人群體規(guī)模逐步擴大,全球最大的私人財富市場已悄然在國內形成。各大私人財富管理機構紛紛進軍國內私人銀行業(yè),設立專營機構。建設銀行2008年開辦私人銀行業(yè)務至今,憑借自身原本的優(yōu)勢,私人銀行已經(jīng)初具規(guī)模,但是無論從運營模式的成熟度、投資產(chǎn)品的豐富度、專家團隊的專業(yè)度還是品牌的認知度,與世界成熟的私人銀行存在很大的差距,市場占比并無任何優(yōu)勢。為此,本文首先從私人銀行的基本概念開始,理清私人銀行的基本問題,如私人銀行的定義、服務對象、服務特點等。在此基礎上,本文較為系統(tǒng)地回顧了國內、外私人銀行的發(fā)展歷程以及現(xiàn)狀。國外私人銀行業(yè)務已經(jīng)由四百多年歷史,發(fā)展過程中很多是值得國內銀行所借鑒學習的,本文重點選擇了瑞銀、匯豐銀行以及美國銀行這三家私人銀行業(yè)務研究,總結這三家銀行在私人銀行業(yè)務的主要特點、成功經(jīng)驗等。國內私人銀行起步較晚,七年多的發(fā)展取得了一些成績,筆者重點從客戶數(shù)量、客戶資產(chǎn)、產(chǎn)品、服務等就國內幾大商業(yè)銀行的私人銀行業(yè)務開展情況進行了分析。在國內、外私人銀行業(yè)務發(fā)展現(xiàn)狀分析的基礎上,從產(chǎn)品、服務團隊、服務渠道、品牌、增值服務五大方面分析了建行私人銀行的不足。由于國內法律監(jiān)管,市場完善程度諸多方面的制約,國外成熟私人銀行的成功經(jīng)驗不一定對于中國這個特殊的財富市場適用,所以筆者認為從私人銀行目標群體——高凈值人群的需求角度探討建設銀行業(yè)務的發(fā)展策略更具有實際操作意義。為此本文借鑒了大量了財富報告數(shù)據(jù),以需求理論和客戶細分為基礎,結合筆者日常工作經(jīng)驗,探索高凈值客戶突出需求。最后,基于高凈值客戶的突出需求,筆者建議建設銀行只有積極開展產(chǎn)品創(chuàng)新、團隊創(chuàng)新、渠道創(chuàng)新、品牌創(chuàng)新以及增值服務創(chuàng)新,才能在激烈的私人銀行業(yè)務競爭中取得一席之地。
[Abstract]:Private banks are not private banks for individuals, but institutions for high-net-worth clients and their families that provide a package of services centred on wealth management. Switzerland's 16th-century Switzerland took the rudimentary form of private banking. With the development of economy and the globalization of finance, private banking has been developing in Europe and North America, and has become an important part of the financial system. As China becomes the second largest economy in the world economy, The wealth accumulation of individuals and families is increasing, the number of rich people is gradually expanding, and the world's largest private wealth market has quietly formed in China. The major private wealth management organizations have moved into domestic private banking. Since China Construction Bank opened its private banking business in 2008, private banks have begun to take shape by virtue of their original advantages, but no matter the maturity of the operation model and the richness of investment products, There is a big gap between the professional degree and brand recognition of the expert team and the mature private banks in the world, and there is no advantage in market share. Therefore, this paper starts with the basic concept of private banks. The basic problems of private bank, such as the definition of private bank, the object of service, the characteristics of service and so on, are clarified. Foreign private banking business has been from more than 400 years of history, many of the development process is worthy of domestic banks to learn from, this paper focuses on the choice of UBS, HSBC and Bank of America, the three private banking businesses, summarize the main characteristics and successful experiences of these three banks in their private banking business. Private banks in China started relatively late and have made some achievements in the development of more than seven years. The author focuses on the analysis of the number of customers, customer assets, products, services and so on. On the basis of the analysis of the current situation of the development of the private banking business of the domestic and foreign commercial banks, the author analyzes the products. Service team, service channel, brand, value-added service five aspects have analyzed the deficiency of CCB's private bank. Because of domestic legal supervision, market perfection degree is restricted in many aspects. The successful experience of foreign mature private banks does not necessarily apply to this particular wealth market in China. Therefore, the author thinks that it is more practical to discuss the development strategy of CCB from the point of view of the demand of the target group of private banks-the high net worth group. For this reason, this paper draws lessons from a large number of wealth report data. Based on the demand theory and customer segmentation, combined with the author's daily work experience, the author explores the outstanding needs of high net worth customers. Finally, based on the outstanding needs of high net worth customers, the author suggests that China Construction Bank should only actively carry out product innovation and team innovation. Only channel innovation, brand innovation and value-added service innovation can get a place in the fierce competition of private banking business.
【學位授予單位】：南京理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F832.2
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本文編號：1580203