發(fā)布時(shí)間：2018-08-18 19:51

【摘要】：我國城市商業(yè)銀行數(shù)量日益增多,經(jīng)過二十多年長(zhǎng)足的進(jìn)步,已然成為我國銀行業(yè)發(fā)展的第三梯隊(duì),不僅為地方金融提供了有力的支持,還為其他金融活動(dòng)提供各種服務(wù),成為我國銀行業(yè)競(jìng)爭(zhēng)格局中不容小覷的一股力量。但由于其本身具有資本規(guī)模小、受地方財(cái)政支持的特點(diǎn),因此城市商業(yè)銀行選擇通過引入戰(zhàn)略投資者的方式提升資本充足率,優(yōu)化股權(quán)結(jié)構(gòu),提升管理水平,進(jìn)而加速步入現(xiàn)代銀行健康發(fā)展的軌道。對(duì)于戰(zhàn)略投資者而言,投資中小型城市商業(yè)銀行可以換得較大比例的管理控制權(quán),獲得銀行牌照,取得不菲收益,因此投資城商行被許多戰(zhàn)略投資者所青睞,紛紛加入戰(zhàn)略投資者的隊(duì)伍。河南省A市城商行引入央企B旅游集團(tuán)公司是中小型城商行引入戰(zhàn)略投資者的成功案例。A銀行為實(shí)現(xiàn)持續(xù)補(bǔ)充資本金、降低政府控制和提升競(jìng)爭(zhēng)力的目標(biāo),與2012年引入戰(zhàn)略投資者,實(shí)現(xiàn)產(chǎn)融結(jié)合。合作達(dá)成之后,A銀行的各項(xiàng)財(cái)務(wù)比例和監(jiān)管指標(biāo)均有所提升:有效補(bǔ)充了資本金;增強(qiáng)銀行的發(fā)展能力和盈利能力;優(yōu)化了股權(quán)結(jié)構(gòu);管理模式日趨健康良性;增加旅游金融等特色業(yè)務(wù),實(shí)現(xiàn)了差異化、特色化經(jīng)營。引入戰(zhàn)略投資者為A銀行所帶來的一切實(shí)實(shí)在在的變化,均體現(xiàn)出合適的戰(zhàn)略合作者對(duì)于城市商業(yè)銀行的可持續(xù)發(fā)展,具有十分重要的意義。但與此同時(shí),A銀行引入B旅游集團(tuán)公司之后,不可避免地會(huì)出現(xiàn)關(guān)聯(lián)交易、過度依賴大股東、股權(quán)過度集中、公司治理糾紛等問題,A銀行還需要通過加強(qiáng)內(nèi)外監(jiān)管與責(zé)任意識(shí),謀求制衡力量尋求上市,加強(qiáng)業(yè)務(wù)創(chuàng)新,提升管理水平等方式進(jìn)行緩解。中小型城商行在引入戰(zhàn)略投資者方面,會(huì)所帶來種種轉(zhuǎn)機(jī)與難題。引進(jìn)合適的戰(zhàn)略投資者,確實(shí)能夠幫助城商行克服發(fā)展瓶頸,實(shí)現(xiàn)互利雙贏。但與此同時(shí),城商行仍有很多后續(xù)工作需要持續(xù)跟進(jìn):公司治理的完善、管理體制的接軌、股權(quán)結(jié)構(gòu)的優(yōu)化、競(jìng)爭(zhēng)力的提升、企業(yè)文化的融合等,都需要城商行在監(jiān)管部門的指導(dǎo)下一一抓好落實(shí)。
[Abstract]:The number of urban commercial banks in China is increasing day by day. After more than 20 years of rapid progress, it has become the third echelon of the development of our banking industry. It not only provides strong support for local finance, but also provides various services for other financial activities. Become a force that can not be underestimated in the competition pattern of our banking industry. However, because of its small capital scale and local financial support, urban commercial banks choose to promote capital adequacy ratio, optimize equity structure and enhance management level by introducing strategic investors. And then accelerate into the track of healthy development of modern banks. For strategic investors, investing in small and medium-sized city commercial banks can exchange a large proportion of management control rights, obtain bank licences, and obtain good returns. Therefore, investment city commercial banks are favored by many strategic investors. Join the ranks of strategic investors. In order to achieve the goal of continuously replenishing capital, reducing government control and enhancing competitiveness, A Bank is a successful case of small and medium-sized city commercial banks introducing strategic investors to introduce central enterprise B tourism group company in A City of Henan Province. With the introduction of strategic investors in 2012, the combination of production and finance. After the cooperation, the financial ratio and supervision index of Bank A have been improved: effectively replenish the capital, enhance the development ability and profitability of the bank, optimize the ownership structure, and the management mode is becoming healthy and benign day by day; Increase tourism finance and other characteristics of business, achieve differentiation, characteristic management. All the real changes brought about by the introduction of strategic investors to Bank A reflect the importance of appropriate strategic partners for the sustainable development of urban commercial banks. But at the same time, after Bank A introduced B Tourism Group Company, it will inevitably appear related party transactions, excessive dependence on large shareholders, excessive concentration of equity, disputes over corporate governance, and so on. Bank A also needs to strengthen the awareness of internal and external supervision and responsibility. Seek checks and balances to seek listing, strengthen business innovation, improve management level and other ways to alleviate. Small and medium-sized city firms in the introduction of strategic investors, the club brought a variety of opportunities and problems. The introduction of appropriate strategic investors can really help city firms overcome development bottlenecks and achieve mutual benefit and win-win. At the same time, however, there is still a lot of follow-up work to be done: the perfection of corporate governance, the integration of the management system, the optimization of the ownership structure, the promotion of competitiveness, the integration of corporate culture, etc. All need city commercial banks in the direction of the regulatory department to grasp the implementation of one by one.
【學(xué)位授予單位】：鄭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F832.33

【相似文獻(xiàn)】

相關(guān)期刊論文 前10條

1 邵軍;;會(huì)計(jì)案例研究探析[J];財(cái)會(huì)通訊(綜合版);2008年01期

2 曾勇;鄒志超;;案例研究:價(jià)值與反思[J];科技創(chuàng)新導(dǎo)報(bào);2011年22期

3 ;《管理案例研究與評(píng)論》征訂單[J];管理案例研究與評(píng)論;2012年06期

4 ;關(guān)于2012年金融案例研究有獎(jiǎng)?wù)魑幕顒?dòng)評(píng)獎(jiǎng)情況的通報(bào)[J];金融發(fā)展研究;2013年01期

5 ;《管理案例研究與評(píng)論》征訂單[J];管理案例研究與評(píng)論;2013年04期

6 李衛(wèi)東;案例研究——尋求解決方案[J];經(jīng)濟(jì)管理與干部教育;1991年01期

7 ;《管理案例研究與評(píng)論》征訂單[J];管理案例研究與評(píng)論;2013年06期

8 ;《管理案例研究與評(píng)論》征訂單[J];管理案例研究與評(píng)論;2014年02期

9 ;《管理案例研究與評(píng)論》征訂單[J];管理案例研究與評(píng)論;2014年03期

10 ;征集案例[J];中國工商;2002年03期

相關(guān)重要報(bào)紙文章 前4條

1 記者 祝連勇　通訊員 王天保;吉林：案例研究促進(jìn)規(guī)范執(zhí)法[N];檢察日?qǐng)?bào);2010年

2 本報(bào)記者 白蓮;教兮學(xué)兮學(xué)以致用兮[N];中國城鄉(xiāng)金融報(bào);2001年

3 記者 蔣秀娟;中國社會(huì)發(fā)展與公益案例研究中心在京成立[N];科技日?qǐng)?bào);2011年

4 本報(bào)記者　薛建新;商學(xué)院催生新職業(yè) 案例研究培訓(xùn)師受寵[N];財(cái)經(jīng)時(shí)報(bào);2003年

相關(guān)碩士學(xué)位論文 前10條

1 張，

本文編號(hào)：2190507