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贵阳银行中间业务发展战略研究

发布时间:2019-03-15 14:20
【摘要】:国际金融竞争形势伴随着经济全球化和金融国际化而日益严峻,西方商业银行早在20世纪80年代就已经开始利用金融创新来开拓市场,而金融的创新还包括中间业务的创新。发展至今,西方先进国家商业银行已十分重视中间业务。国内商业银行的利润长期依赖于传统的存贷业务,,相对缺乏竞争力。另外,在我国由于早期政府对中间业务限制过多,配套技术低等,使得国内商业银行发展中间业务的状况极为不佳。具体表现在业务品种稀少,以代理类、结算类产品为主;对利润的贡献不大;经营观念滞后;后台支撑技术和从业人员素质偏低等方面。西方商业银行和我国大型商业银行在不断探讨中间业务发展的过程中也取得了一些可借鉴的成功经验,如实行混业经营、注重产品和营销创新、使软硬件设施协同发展、实现金融集团联盟、进行客户细分及定位、国内大型商业银行注重依托传统优势并发展新业务等。贵阳银行作为一家地方股份制银行,起步较晚、规模相对较小,在面临西方商业银行中间业务冲击的同时还要与国内商业银行展开激烈竞争。中间业务因具有盈利大、风险低等优点而成为商业银行竞争的重要手段,因而贵阳银行应通过着力发展中间业务来应对激烈的竞争。 本文通过运用以资源为基础的SWOT分析来对贵阳银行实施中间业务的内外部环境进行分析。首先对现阶段贵阳银行的资源和能力进行清单,主要分为有形资源、组织资源、财务资源和无形资源四大类。然后再分别运用防御性分析对贵阳银行现有业务进行危机性判断和进攻性分析来对外部环境进行评价。在上述活动进行的基础上,再具体罗列贵阳银行开展中间业务活动的SWOT清单。最后将贵阳银行视为有核层状球来对其开展中间业务进行整体战略规划,分别从产品层、组织层、思想(文化)层及与市场环境的关系四个方面为贵阳银行开展中间业务提供具体措施。如产品层措施有针对中间业务产品推进创新、梳理定价机制、提高技术支撑力;组织层措施有优化基础设施及网点布局、实现营销手段创新、强化风险管控、加强人力资源建设;思想(文化)层措施有提高发展中间业务的认识、将发展中间业务纳入银行;在处理贵阳银行与其他金融机构关系时要加强金融合作,对于市场要建立灵敏的市场感应机制。
[Abstract]:The international financial competition situation is increasingly severe with the economic globalization and financial internationalization. As early as the 1980s, western commercial banks began to exploit the market by using financial innovation, and the financial innovation also includes the innovation of intermediate business. Up to now, commercial banks in advanced western countries have attached great importance to intermediate business. The profits of domestic commercial banks depend on the traditional deposit and loan business for a long time and lack of competitiveness. In addition, because of too many restrictions on intermediate business and low matching technology in the early stage of our country, the development of intermediate business in domestic commercial banks is very poor. The specific performance is that there are few kinds of business, mainly agent and settlement products, little contribution to profit, lagged management concept, low backstage support technology and low quality of employees, and so on. In the process of exploring the development of intermediate business, western commercial banks and large commercial banks of our country have also obtained some successful experiences, such as the implementation of mixed operation, the emphasis on product and marketing innovation, and the co-development of hardware and software facilities. Financial group alliance, customer segmentation and positioning, domestic large-scale commercial banks rely on traditional advantages and development of new business and so on. Guiyang Bank as a local joint-stock bank, started late, relatively small scale, while facing the impact of the intermediate business of western commercial banks, but also with domestic commercial banks to launch fierce competition. Intermediate business has become an important means of competition for commercial banks because of its advantages such as high profit and low risk, so Guiyang Bank should deal with the fierce competition by focusing on developing intermediate business. This paper uses resource-based SWOT analysis to analyze the internal and external environment for the implementation of intermediate business in Guiyang Bank. This paper first lists the resources and capabilities of Guiyang Bank at present, which are divided into four categories: tangible resources, organizational resources, financial resources and intangible resources. Then we use defensive analysis to evaluate the external environment by risk judgment and offensive analysis to the existing business of Guiyang Bank. On the basis of the above-mentioned activities, the SWOT list of the intermediate business activities of Guiyang Bank is listed in detail. Finally, Guiyang Bank is regarded as a core layer ball to carry out the overall strategic planning for its intermediate business, from the product layer, the organization layer, The ideological (cultural) layer and the relationship with the market environment provide specific measures for Guiyang Bank to carry out intermediate business. For example, product level measures to promote innovation for intermediate business products, comb pricing mechanism, improve technical support; Organizational level measures have optimized infrastructure and network layout, realized the innovation of marketing means, strengthened risk control, and strengthened human resources construction, thought (culture) level measures to improve the understanding of the development of intermediate business, the development of intermediate business into the bank; In dealing with the relationship between Guiyang Bank and other financial institutions, we should strengthen financial cooperation and establish a sensitive market sensing mechanism for the market.
【学位授予单位】:贵州财经大学
【学位级别】:硕士
【学位授予年份】:2013
【分类号】:F832.2

【引证文献】

相关博士学位论文 前1条

1 汪菲;基于资源基础理论的国家竞争力评价研究[D];天津大学;2007年



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