【摘要】：無錫農(nóng)村商業(yè)銀行是一家地區(qū)性商業(yè)銀行,長期以來以存貸差為主要利潤來源。近年來受到利率市場化、金融脫媒、技術(shù)脫媒、社會經(jīng)濟轉(zhuǎn)型的不斷沖擊,無錫農(nóng)商行亟需擺脫傳統(tǒng)的以存貸差為主的單一盈利模式,發(fā)展不占用風險資產(chǎn)、不占用資本金的中間業(yè)務(wù),提高非利息收入。在監(jiān)管方面,銀監(jiān)會進一步提高對資本充足率的監(jiān)管要求和對銀行次級債補充資本的限制,一定程度上收縮銀行放貸量,迫使銀行逐步由“放貸銀行”向“多元化金融機構(gòu)”轉(zhuǎn)型。在客戶需求方面,由于存款利率多次下調(diào),群眾對于理財、基金等個人零售類中間業(yè)務(wù)產(chǎn)品的需求空前強烈,商業(yè)銀行需要抓住機遇,與客戶的需求有效對接。本文首先對國內(nèi)外銀行中間業(yè)務(wù)的發(fā)展情況做出闡述,通過數(shù)據(jù)分析法和SWOT分析法研究無錫農(nóng)商行中間業(yè)務(wù)從規(guī)模上和業(yè)務(wù)種類上在行業(yè)內(nèi)部處于一個什么水平。然后以無錫農(nóng)村商業(yè)銀行為例,通過調(diào)查歸納法將內(nèi)部問題進行提純�；谝陨瞎ぷ鞯贸龅慕Y(jié)論制定出兩點發(fā)展策略,一是業(yè)務(wù)轉(zhuǎn)型發(fā)展策略,主要研究在銀行業(yè)轉(zhuǎn)型的大背景下怎樣轉(zhuǎn)變觀念,通過組織結(jié)構(gòu)改革和線上業(yè)務(wù)的拓展改變無錫農(nóng)商行的運營模式。二是在產(chǎn)品選擇設(shè)計策略,根據(jù)各項中間業(yè)務(wù)產(chǎn)品貢獻率,本文在第六章研究了代理類中間業(yè)務(wù)、銀行卡類中間業(yè)務(wù)、托管類中間業(yè)務(wù)、支付結(jié)算類中間業(yè)務(wù)的發(fā)展趨勢和盈利模式。在以上兩點策略的制定過程中,本文運用了第二章中的相關(guān)理論,包括協(xié)同效應(yīng)理論、財富增長理論、順應(yīng)供應(yīng)變化的金融創(chuàng)新理論。同時結(jié)合互聯(lián)網(wǎng)+的時代趨勢,探索發(fā)展互聯(lián)網(wǎng)移動客戶端對銀行中間業(yè)務(wù)發(fā)展的推動作用。本文得出的結(jié)論主要集中表現(xiàn)為三點:一是無錫農(nóng)商行要利用轉(zhuǎn)型機遇,搬空老舊的經(jīng)營模式,節(jié)約出人力物力,投入到中間業(yè)務(wù)產(chǎn)品的研發(fā)和推廣過程中去。在與第三方博弈的過程中,要保持警惕,把握主動權(quán)。二是“先有雞還是先有蛋”的問題,一方面,讓利有助于產(chǎn)品的推廣,使其產(chǎn)生規(guī)模效應(yīng);但另一方面也要注重成本的控制。三是在中間業(yè)務(wù)的發(fā)展過程中,要注重多元化發(fā)展,產(chǎn)品要多遠化發(fā)展,對客戶要進行差異化研究,提供差異化服務(wù)。
[Abstract]:Wuxi Rural Commercial Bank is a regional commercial bank. In recent years, due to the impact of interest rate marketization, financial disintermediation, technical disintermediation and social and economic transformation, Wuxi agribusiness urgently needs to get rid of the traditional single profit model, which is dominated by the difference between deposits and loans, and to develop without taking up risky assets. The intermediary business that does not occupy capital, raise non-interest income. In terms of supervision, the CBRC has further increased its regulatory requirements on capital adequacy and restrictions on replenishing capital on banks' subprime debt, to a certain extent reducing the amount of bank lending. Forcing banks to gradually transform from "lending banks" to "diversified financial institutions." In terms of customer demand, because the deposit interest rate has been lowered many times, the masses' demand for personal retail intermediate business products, such as financial management and fund, is unprecedented. Commercial banks need to seize the opportunity and effectively connect with the customer's demand. In this paper, first of all, the development of the intermediate business of domestic and foreign banks is expounded. Through data analysis and SWOT analysis, the paper studies what level the intermediate business of Wuxi agricultural firm is in terms of scale and type of business. Then take Wuxi Rural Commercial Bank as an example to purify internal problems through investigation and induction. Based on the conclusion of the above work, two development strategies have been worked out. One is the strategy of business transformation, which mainly studies how to change ideas in the context of banking transformation. Through the reform of organizational structure and the expansion of online business, the operating mode of Wuxi Agricultural Company has been changed. Second, in the product selection design strategy, according to each intermediate business product contribution rate, in the sixth chapter, this article has studied the agent class intermediate business, the bank card class intermediate service, the custody class intermediate service, The development trend and profit mode of payment and settlement intermediary business. In the process of formulating the above two strategies, this paper applies the relevant theories in Chapter 2, including the theory of synergy, the theory of wealth growth, and the theory of financial innovation adapted to the change of supply. Combined with the trend of the Internet, this paper explores the role of Internet mobile client in promoting the development of bank intermediate business. The main conclusions of this paper are as follows: first, Wuxi agribusiness should take advantage of the opportunity of transformation, empty the old business model, save manpower and material resources, and invest in the process of research and development and promotion of intermediate business products. In the process of playing with third parties, we should remain vigilant and grasp the initiative. The second is the question of "chicken or egg first". On the one hand, making profit is helpful to the promotion of products and making them produce scale effect; on the other hand, we should also pay attention to cost control. Third, in the process of intermediary business development, we should pay attention to the diversification development, the product should be more remote development, the customer should carry on the differentiation research, provides the differential service.
【學位授予單位】：新疆大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F832.2

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