發(fā)布時(shí)間：2018-05-04 10:50

  本文選題：邯鄲銀行 + 經(jīng)營(yíng)狀況　； 參考：《河北金融學(xué)院》2014年碩士論文

【摘要】：以服務(wù)中小企業(yè)和社區(qū)等經(jīng)濟(jì)體為主的城市商業(yè)銀行是金融改革的重點(diǎn)和難點(diǎn),城市商業(yè)銀行的健康發(fā)展對(duì)地方經(jīng)濟(jì)具有重要意義,其支持和促進(jìn)作用體現(xiàn)在兩個(gè)方面：一是城市商業(yè)銀行掌握地方企業(yè)和地方經(jīng)濟(jì)的信息,能夠發(fā)現(xiàn)有潛力的小企業(yè)給予信貸支持；二是大型銀行很難滿足地方市場(chǎng)對(duì)服務(wù)差異多樣化的要求,小企業(yè)及個(gè)體工商戶融資需求大,為城市商業(yè)銀行留下了廣闊的市場(chǎng)。 邯鄲銀行作為以邯鄲市政府為第一股東的區(qū)域性股份制商業(yè)銀行,資產(chǎn)規(guī)模達(dá)500億,2011、2012年連續(xù)入圍“年度最具成長(zhǎng)性中小銀行”,是河北省城市商業(yè)銀行發(fā)展的典型代表。報(bào)告立足于當(dāng)前我國(guó)金融市場(chǎng)快速發(fā)展的現(xiàn)狀,通過(guò)全面調(diào)研邯鄲銀行的發(fā)展運(yùn)營(yíng)情況,從對(duì)公業(yè)務(wù)、個(gè)人業(yè)務(wù)、內(nèi)部員工和財(cái)務(wù)數(shù)據(jù)四個(gè)方面,運(yùn)用卷調(diào)查、訪談和統(tǒng)計(jì)分析的方法切實(shí)了解邯鄲銀行的實(shí)際發(fā)展情況,找出城市商業(yè)銀行的發(fā)展?jié)摿?分析過(guò)程也可以解釋一些發(fā)展中呈現(xiàn)的問(wèn)題,為城市商業(yè)銀行的發(fā)展提供大致方向。報(bào)告選取包含各種類型的七家商業(yè)銀行：邯鄲銀行、河北銀行、滄州銀行、洛陽(yáng)銀行、北京銀行、民生銀行、中國(guó)建設(shè)銀行,從各行2012年年度報(bào)告中選取基本的財(cái)務(wù)數(shù)據(jù)并加以對(duì)比分析,財(cái)務(wù)指標(biāo)依照?qǐng)?bào)告的需要選取,參照普通企業(yè)使用的財(cái)務(wù)指標(biāo)并結(jié)合銀行的特殊性加以改進(jìn)。經(jīng)過(guò)四方面的分析和比對(duì),報(bào)告從兩方面得出結(jié)論：從軟實(shí)力來(lái)看,邯鄲銀行推出“夜市銀行”,大力減免手續(xù)費(fèi),惠及客戶的同時(shí)也提高了企業(yè)的市場(chǎng)占有率和知名度,接下來(lái)應(yīng)著重樹(shù)立形象、打造品牌、提供綜合化金融服務(wù)、加強(qiáng)內(nèi)部控制；從硬實(shí)力來(lái)看,邯鄲銀行2012年資產(chǎn)規(guī)模和利潤(rùn)增長(zhǎng)迅速,增長(zhǎng)率分別達(dá)到61%和38%,但是收入多數(shù)來(lái)自利息和投資,中間業(yè)務(wù)收入占比2%,勞動(dòng)效率和各類銀行相比偏低,因此應(yīng)當(dāng)在發(fā)展規(guī)模時(shí)同時(shí)考慮控制速度、改善盈利結(jié)構(gòu)發(fā)展中間業(yè)務(wù),并重視人力資源對(duì)經(jīng)營(yíng)效率的影響。
[Abstract]:Urban commercial banks, which mainly serve small and medium-sized enterprises and communities, are the key and difficult points of financial reform. The healthy development of urban commercial banks is of great significance to the local economy. The function of its support and promotion is reflected in two aspects: first, the city commercial banks hold the information of local enterprises and local economy, and can find the potential small enterprises to give credit support; Second, it is very difficult for large banks to meet the requirements of diversification of service differences in local markets. Small enterprises and individual industrial and commercial households have large financing needs, leaving a broad market for urban commercial banks. As a regional joint-stock commercial bank with Handan city government as its first shareholder, Handan Bank has an asset scale of 50 billion ~ 2011.In 2012, Handan Bank was listed as "the most growing medium and small bank", which is a typical representative of the development of Hebei City Commercial Bank. The report is based on the current situation of the rapid development of the financial market in our country. Through a comprehensive investigation of the development and operation of Handan Bank, the report applies volume surveys from four aspects: public business, personal business, internal staff and financial data. The methods of interview and statistical analysis can understand the actual development situation of Handan Bank and find out the development potential of the city commercial bank. The analysis process can also explain some problems in the development and provide the general direction for the development of the city commercial bank. The report selects seven commercial banks of various types: Handan Bank, Hebei Bank, Cangzhou Bank, Luoyang Bank, Beijing Bank, Minsheng Bank, China Construction Bank, This paper selects the basic financial data from the annual reports of the banks in 2012 and makes a comparative analysis. The financial indicators are selected according to the needs of the reports and are improved by referring to the financial indicators used by ordinary enterprises and combining with the particularity of the banks. After four aspects of analysis and comparison, the report draws a conclusion from two aspects: from the point of view of soft power, Handan Bank launched the "Night Market Bank", which vigorously reduced the handling charges and benefited customers, but also increased the market share and visibility of the enterprises. The next step should be to build up an image, build a brand, provide comprehensive financial services, and strengthen internal controls. In terms of hard power, Handan Bank's assets and profits grew rapidly in 2012. The growth rate was 61% and 38% respectively, but most of the income came from interest and investment, the proportion of intermediate business income was 2%, and the efficiency of labor was low compared with all kinds of banks. Therefore, the speed control should be taken into account in the development of scale. Improve profit structure to develop intermediary business, and attach importance to the impact of human resources on operational efficiency.
【學(xué)位授予單位】：河北金融學(xué)院
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.33

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本文編號(hào)：1842747