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论文编号：	10331
作者编号：	2120163020
上传时间：	2018/12/5 23:58:17
中文题目：	C银行全面成本管理研究
英文题目：	Research on Total Cost Management Of C-bank
指导老师：	李建标
中文关键字：	C银行；成本管理;成本控制;全面成本管理
英文关键字：	C Bank; cost management; cost control; total cost management
中文摘要：	我国银行业在21世纪后呈现高速发展的趋势，伴随着银行业快速成长的同时，银行业也面临空前的挑战。商业银行同业之间的竞争、优质外资银行的竞争以及互联网金融的竞争都对我国商业银行带来了具大的挑战，使得商业银行的利润空间和盈利空间都大幅缩小，这样就倒逼银行必须提高自身的经营管理能力，引入更为先进的全面成本管理的制度，对银行进行精细化管理，从而对成本进行合理的控制，提升银行利润空间，并帮助银行在激烈的市场内外因素的竞争中，站稳自身的脚跟并获取长足的发展。全面成本管理是一种新兴的银行管理方式，它是高科技技术的产物。它作为当今银行界所必需的一种管理方式，需要在根本理论上和当代银行有很高的统一性。全面成本管理的管理方法、管理的内容以及这种管理方式对银行未来的期望等等，都必须与应用这一机制的银行高度吻合，这样才能在根本上加强国有银行的能力，让国有银行在整个商业银行界内有强大而持续的竞争力。近些年，我国在金融界进行了大规模的商业银行体制改革，在银行的管理模式、管理内容层次上有了很大的提升，但是这种进步提升还有一定空间，换句话说，我国目前的银行体制改革力度还远远不够，仍然沿袭着以前的管理方式来管理银行的成本。当今我国经济的资源、成本、优化配置等等已经和以前大大不同，所以不论是建设适合我国现阶段所使用的创新型银行管理方式，还是为了提高我国银行在世界经济界中的竞争能力，都必须加快建设我国自己的新型银行管理方式。 本文主要是对C银行全面成本管理进行了论述和探讨，本文梳理了国内外学者对全面成本管理及商业银行全面成本管理研究综述，以全面成本管理基本理论及作业成本管理法为基础，阐述了商业银行全面成本管理的模式与内容，通过C银行年报数据分析C银行成本因素，并分析C银行全面成本管理存在的问题，并对C银行全面成本管理存在问题的原因进行深入剖析，从观念、全面成本控制、全面精细化管理、信息化建设及成本考核等方面提出优化C银行成本管理的策略。
英文摘要：	China's banking industry shows a trend of rapid development after the 21st century. Along with the rapid growth of the banking industry, the banking industry also faces unprecedented challenges. Competition between commercial Banks, the high quality of foreign Banks competition and Internet financial competition of commercial Banks in China has brought great challenges, makes the commercial bank profit margins and profit margins have narrowed, thus reversed transmission Banks must improve their ability of management, the introduction of more advanced comprehensive cost management system, to fine management of Banks, thus to reasonable control of the cost, improve profits space, interior and exterior factors and help the Banks in the fierce market competition, its own foothold and get great development. Total cost management is a new way of bank management, which is the product of high technology. As a necessary management mode in the banking industry today, it needs to have a high degree of unity with modern Banks in fundamental theory. The management methods, contents and expectations of Banks in the future of comprehensive cost management must be highly consistent with the Banks applying this mechanism, so as to fundamentally strengthen the capacity of state-owned Banks and make them have strong and sustainable competitiveness in the entire commercial banking sector. In recent years, our country in the world of finance on a large scale commercial bank system reform, the bank's management mode, management content level had the very big promotion, but we still have some space in this progress promotion, in other words, the present bank system reform is not enough, still follow the previous way of management to manage the cost of the bank, this way there are a lot of disadvantages. This kind of method is not suitable to continue to use because it is confined to the previous economic state of our country. Today, cost, optimizing the allocation of economic resources in our country, and so on was greatly different with previous, so whether construction suits our country present stage USES innovative management style, and in order to improve our country's Banks in the world economic competition ability, must speed up the construction of their new bank management method in our country. This paper mainly discusses and discusses the comprehensive cost management of Bank C. This paper combs the research summary of the comprehensive cost management and the comprehensive cost management of commercial banks by scholars at home and abroad. Based on the basic theory of comprehensive cost management and activity-based cost management method, it expounds the mode and content of the comprehensive cost management of commercial banks. Based on the analysis of C Bank's annual report data, this paper analyses the cost factors of C Bank and the problems existing in its comprehensive cost management. It also deeply analyses the causes of the problems existing in the comprehensive cost management of C Bank, and puts forward the optimization of C Bank's cost from the aspects of concept, comprehensive cost control, comprehensive fine management, information construction and cost assessment management strategy.
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