【摘要】：面對(duì)利率的逐漸市場(chǎng)化以及互聯(lián)網(wǎng)金融的快速發(fā)展等多方面沖擊,國(guó)內(nèi)傳統(tǒng)商業(yè)銀行出現(xiàn)了經(jīng)營(yíng)業(yè)績(jī)下降、不良資產(chǎn)率上升等諸多問(wèn)題。"存貸利差"的進(jìn)一步壓縮促使各家商業(yè)銀行尋覓新的運(yùn)營(yíng)模式,希望借戰(zhàn)略上的轉(zhuǎn)型來(lái)尋求新的業(yè)務(wù)增長(zhǎng)點(diǎn)。中小商業(yè)銀行作為金融行業(yè)極其活躍的一員,其本身相比于大型商業(yè)銀行無(wú)論在跨區(qū)域經(jīng)營(yíng)、網(wǎng)點(diǎn)數(shù)量還是獲客能力方面都存在不足,在當(dāng)下這種環(huán)境下更是腹背受敵。因此,中小商業(yè)銀行亟需思考如何協(xié)調(diào)分配現(xiàn)有資源,開(kāi)辟出一條可以將自身優(yōu)勢(shì)充分發(fā)揮的互聯(lián)網(wǎng)金融創(chuàng)新之路。而在國(guó)外已處于發(fā)展成熟階段的直銷銀行在引入國(guó)內(nèi)后,由于具有經(jīng)營(yíng)成本低、精準(zhǔn)有效的客戶定位、服務(wù)便捷等特點(diǎn),多家商業(yè)銀行也開(kāi)始創(chuàng)立自己的直銷銀行品牌。隨著直銷銀行業(yè)務(wù)的不斷開(kāi)展,其開(kāi)展過(guò)程中尤其是運(yùn)營(yíng)模式的各種弊端逐步顯現(xiàn),值得中小商業(yè)銀行思考解決之道。本文主要是對(duì)目前國(guó)內(nèi)中小商業(yè)銀行直銷銀行的運(yùn)營(yíng)模式的研究。論文首先從直銷銀行的概念和設(shè)立背景入手,分析了國(guó)內(nèi)中小商業(yè)銀行開(kāi)展直銷銀行業(yè)務(wù)的必要性和可行性,并介紹了國(guó)外直銷銀行的幾種成功運(yùn)營(yíng)模式。然后,對(duì)于國(guó)內(nèi)中小商業(yè)銀行直銷銀行的三種運(yùn)營(yíng)模式結(jié)合案例進(jìn)行了重點(diǎn)分析。接下來(lái),本文就目前中小商業(yè)銀行在直銷銀行運(yùn)營(yíng)過(guò)程中存在的問(wèn)題進(jìn)行了闡述,比如結(jié)算支付的局限性,風(fēng)險(xiǎn)防范機(jī)制存在缺陷等。然后,針對(duì)直銷銀行運(yùn)營(yíng)模式所存在的不足提出了幾點(diǎn)針對(duì)性建議:第一,要做到明確自身定位,建立起獨(dú)立運(yùn)營(yíng)機(jī)制,這是直銷銀行發(fā)展壯大的先行條件。第二,大力拓寬直銷銀行合作渠道,改善支付環(huán)境。第三,完善信息技術(shù)和業(yè)務(wù)等方面的風(fēng)控機(jī)制。第四,拓寬直銷銀行獲客渠道。最后,對(duì)論文的研究?jī)?nèi)容進(jìn)行了總結(jié)和展望,以期為之后的研究提供一點(diǎn)思路。總的來(lái)說(shuō),建立直銷銀行對(duì)于我國(guó)中小商業(yè)銀行來(lái)說(shuō)既是機(jī)遇也是挑戰(zhàn)。中小商業(yè)銀行在開(kāi)展直銷銀行業(yè)務(wù)時(shí)要做到理性對(duì)待,充分利用好直銷銀行這一新興平臺(tái),努力實(shí)現(xiàn)對(duì)大型商業(yè)銀行和互聯(lián)網(wǎng)金融企業(yè)的彎道超越。
[Abstract]:In the face of the gradual marketization of interest rates and the rapid development of Internet finance, domestic traditional commercial banks have faced many problems, such as the decline in operating performance and the rise in the rate of non-performing assets. " The further compression of deposit and loan interest margin urges commercial banks to look for a new mode of operation, hoping to seek new business growth points through strategic transformation. As a very active member of the financial industry, the small and medium-sized commercial banks have shortcomings in terms of the number of outlets and the ability to get customers, compared with the large commercial banks in the cross-regional operation. In the present environment, they are even more belligerent. Therefore, small and medium-sized commercial banks urgently need to think about how to coordinate the allocation of existing resources, and open up a way of Internet financial innovation that can give full play to their own advantages. After the introduction of direct selling banks in foreign countries, many commercial banks have started to establish their own direct selling bank brands because of their low operating cost, accurate and effective customer positioning, convenient service and so on. With the continuous development of direct selling banking business, especially in the process of development of the various shortcomings of the operation model gradually appear, it is worth small and medium-sized commercial banks to think about the solution. This paper mainly studies the operation mode of domestic small and medium-sized commercial banks. This paper begins with the concept and background of direct selling bank, analyzes the necessity and feasibility of developing direct selling bank business in domestic small and medium-sized commercial banks, and introduces several successful operation modes of foreign direct selling banks. Then, the paper focuses on the analysis of three operation modes of domestic commercial banks. Then, this paper expounds the problems existing in the operation of small and medium-sized commercial banks, such as the limitation of settlement and payment, the defects of risk prevention mechanism and so on. Then, in view of the shortcomings of the direct selling bank operation mode, this paper puts forward some specific suggestions: first, it is necessary to make clear its own position and establish an independent operation mechanism, which is the leading condition for the direct selling bank to develop and grow. Second, expand direct-selling banking cooperation channels and improve the payment environment. Third, improve the information technology and business aspects of wind control mechanisms. Fourth, expand direct selling banks to gain access to channels. Finally, the research content of the paper is summarized and prospected, in order to provide some ideas for the later research. Generally speaking, the establishment of direct-selling banks is both an opportunity and a challenge for small and medium-sized commercial banks in China. Small and medium-sized commercial banks should be rational in carrying out direct selling banking business, make full use of the emerging platform of direct selling banks, and strive to achieve the roundabout surpassing of large commercial banks and Internet financial enterprises.
【學(xué)位授予單位】：安徽大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F832.33

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