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论文编号：	12173
作者编号：	2320170522
上传时间：	2020/12/14 16:09:48
中文题目：	H银行金融科技发展策略研究
英文题目：	H Bank Financial Technology Development Strategy Research
指导老师：	马连福
中文关键字：	银行金融科技；顶层设计；科技布局；金融生态圈
英文关键字：	Bank fintech；Top-level design；Technology layout；Financial ecosystem
中文摘要：	当今全球各个领域都出现了巨大的变化，金融领域也是一样。近年来，金融科技迅猛发展，已经对未来金融格局带来了重大的影响。2020年新冠疫情进一步驱动了数字金融的快速发展，本次疫情催化企业的数字化转型，催生数字化服务的新业态，催熟客户对线上化服务的适应。对于传统银行而言，金融科技的发展不只是改变了其经营业务，也改变着其经营管理模式，未来银行业发展将会走向数字化、智能化、模块化。银行3.0时代，是一个强调数字化、智能化以及开放性的时代，这会为商业银行的运营管理、服务提供、风险控制带来巨大的挑战，银行服务边界由此不断拓展，随之银行增长曲线产生改变。国家金融业不断成长，使得银行竞争增加，个体间分化在银行业当中开始加速，此时银行竞争优势的提高依赖于业务转型、资产质量改善以及资本充足率增长。本文分析和研究的出发点就是从新的竞争格局入手，探讨H银行如何实现换道超车，在金融科技时代中脱颖而出。本文基于文献研究法，整理和分析关于金融科技的相关内容，进而对金融科技含义进行明确，了解金融科技给商业银行发展带来的影响和相关解决措施；再采用案例分析法对H银行金融科技发展现状进行分析、存在的问题进行阐述；之后采用案例分析法借鉴他行发展经验，分析了中国工商银行、中国民生银行、招商银行金融科技发展情况及创新做法，总结三家银行金融科技发展的经验，为探究H银行在金融科技时代之下新型发展路径提供方向；最后根据前文分析，提出H银行金融科技发展策略和建议，包括：（1）做好金融科技顶层设计。H银行必须充分抓住金融科技迅速发展的机遇，在顶部设计层面积极探索金融科技创新的可行性方案，进而在落实后得以真正看到银行的变化。顶层设计既需要银行基于整体层面来计划，同时也需要银行明确自我定位、找好创新突破点。另外，顶层设计必须最大限度地掌握客户群体的痛点，在充分清楚自身特点、优势等情况时寻求不同，对金融科技创新模式、执行流程、预防办法等方面展开总体策划与制定，而且，还应把握自我优势，大力推动金融科技系统的创建进程，创建完善银行金融科技的结构，以此达到该战略的布局。H银行要遵循以客户为中心的发展方向，打造特色化产品与服务，积极开放合作实现弯道超车。H银行要强化组织变革，建立柔性组织，引进培养复合型人才，并完善激励政策。（2）优化经营模式。优化业务管理模式方面，H银行要运用金融科技的手段，推动发展互联网贷款业务，实现全客户的金融资产管理服务，对中间业务进行一定的优化创新。优化平台运营模式方面，H银行应该适当的改变网点的经营模式和理念，积极的向“利润网点”转变，综合利用各方面资源强化构建以金融科技为核心的智能化网点，适当的扩大智能化自助化业务范围，使其在业务中的占比例提升。发展专业化、智能化、虚拟化运营模式，实现网点的轻量化转变，满足高效率安全方面的要求。优化服务营销模式方面，从H银行的实际角度出发，应着力向“综合金融服务商”拓展，打破原有“单一产品提供者”的角色，在成为优质金融机构的同时，更加注重对客户资源的整合，成为客服财富的管理者，始终围绕客户创建相应的营销体系，致力客户需求、用户体验等方面的深化与创新。在优化盈利模式方面，利用混业经营对自身利润空间进行更深层次的挖掘。选择风险敞口相对更小而利润相对较高的业务，使银行在资源配置方面能够更趋合理，把握金融科技运用趋势，拓展金融服务业务的空间和领域，促进银行利润水平的进一步抬升。（3）深化金融科技布局。H银行要夯实信息科技基础，加大信息科技投入，积极打造信息科技平台，着力提升数据应用能力，统筹全行数据治理、应用开发、用户服务等工作；打造全面数据治理体系，制定适宜的公司级数据标准，进行统一的数据归集及管理，并下沉到各业务任一部门进行分析应用，实现对数据资产的价值深挖，完善数据采集机制，健全数据管控体系，拓宽数据应用范围；深化与科技公司协作，发展成协作互赢的伙伴关系。（4）防范金融科技风险。H银行要建立并完善风控体系，实现风控全流程智能化，运用技术手段防范风险，在运用技术进行创新的过程中，H银行还必须依靠新技术展开风险防范。要牢牢抓住金融科技发展机遇，引用数字化技术来进一步强化自身的监管成效，将技术纳进到监管中。H银行要努力推动资产质量持续提升。运用多样化处置途径，严防严控新增逾欠贷款，把好新增授信准入；持续优化信贷结构，加快推进风险识别预警系统建设，狠抓资产质量管理全过程。强化内控体系建设。（5）搭建金融生态圈。H银行完善金融生态圈建设，必须制定出明确的发展目标，主动把产品与实际场景相结合，加快对生态圈的布局与计划，只有这样，才可以实现自身特色业务和金融科技的高度结合，进而在剧烈的市场竞争环境中凸显出来。要把银行的信用信息、品牌优势与积聚的实践经验和网络金融机构的庞大信息、流量优势等充分融合在一起，凭借自我资源优势提高协作机会，达到取长补短的效果。应始终怀揣开放协作的态度，主动和金融机构展开协作，充分依靠大数据、云计算等高新技术，为广大客户供应各种各样的服务场景，进而增强自身效益，增大客户满意度和忠诚度。实现全方位营销，把握好各类平台的优势，广泛地实施营销，使得银行与客户进行沟通与互动，进而极大地提高精准营销性。着力打造平台金融业务品牌，依靠主动推销、参与大规模活动等各种方式，迎合用户的不同诉求，并增强特色业务的影响力。希望通过上述策略建议，为H银行金融科技的发展提供有效思路。
英文摘要：	Nowadays, huge changes have taken place in various fields around the world, and the financial field is the same. In recent years, the rapid development of financial technology has already had a significant impact on the future financial landscape. The new crown epidemic in 2020 has further driven the rapid development of digital finance. This epidemic has catalyzed the digital transformation of enterprises, spawned new forms of digital services, and hastened the adaptation of customers to online services. For traditional banks, the development of financial technology not only changes their business operations, but also changes their business management models. In the future, the development of the banking industry will move toward digital, intelligent, and modular. The Bank 3.0 era is an era that emphasizes digitization, intelligence, and openness. This will bring huge challenges to the operation management, service provision, and risk control of commercial banks. As a result, the boundaries of banking services continue to expand, and the bank growth curve follows Make a change. The continuous growth of the national financial industry has led to increased banking competition, and differentiation among individuals has accelerated in the banking industry. At this time, the improvement of banks' competitive advantages depends on business transformation, asset quality improvement and capital adequacy ratio growth. The starting point of this article's analysis and research is to start with the new competitive landscape and explore how Bank H can achieve overtaking by changing lanes and stand out in the era of financial technology. Based on the literature research method, this article sorts out and analyzes the relevant content of financial technology, and then clarifies the meaning of financial technology, understands the impact of financial technology on the development of commercial banks and related solutions; then adopts case analysis method to H Bank financial technology Analyze the development status and explain the existing problems; then use the case analysis method to learn from the development experience of other banks, analyze the financial technology development and innovation of Industrial and Commercial Bank of China, China Minsheng Bank, China Merchants Bank, and summarize the financial technology development experience of the three banks , To provide directions for exploring the new development path of H Bank in the era of financial technology; finally, based on the previous analysis, put forward H Bank’s financial technology development strategies and suggestions, including: (1) Do a good job in the top-level design of financial technology. Bank H must fully seize the opportunity of the rapid development of financial technology, actively explore the feasibility of financial technology innovation at the top design level, and then be able to truly see the bank's changes after implementation. The top-level design not only requires banks to plan on an overall level, but also requires banks to clearly position themselves and find innovative breakthrough points. In addition, the top-level design must grasp the pain points of the customer group to the greatest extent, seek differences when fully aware of its own characteristics and advantages, and carry out overall planning and formulation of financial technology innovation models, execution procedures, and prevention methods. Grasp our own advantages, vigorously promote the creation of the financial technology system, and create and improve the structure of the bank's financial technology to achieve the strategic layout. Bank H must follow the customer-centric development direction, create distinctive products and services, and actively open up cooperation to achieve overtaking in curves. Bank H must strengthen organizational reforms, establish flexible organizations, introduce and cultivate compound talents, and improve incentive policies. (2) Optimize the business model. In terms of optimizing the business management model, Bank H should use financial technology to promote the development of Internet loan business, realize financial asset management services for all customers, and carry out certain optimization and innovation of intermediary business. In terms of optimizing the operating model of the platform, Bank H should appropriately change the business model and philosophy of its outlets, actively transform to “profit outlets”, comprehensively utilize various resources to strengthen the construction of intelligent outlets centered on financial technology, and appropriately expand intelligence Self-service business scope increases its proportion in business. Develop specialized, intelligent, and virtualized operation models to realize the lightweight transformation of outlets and meet the requirements for high efficiency and safety. In terms of optimizing the service marketing model, from the practical perspective of Bank H, it should focus on expanding into an "integrated financial service provider", breaking the original role of a "single product provider", and paying more attention to customer resources while becoming a high-quality financial institution. The integration of the customer service, become the manager of customer service wealth, always create a corresponding marketing system around customers, and strive to deepen and innovate in customer needs and user experience. In terms of optimizing the profit model, it uses mixed operation to dig deeper into its own profit space. Choosing businesses with relatively smaller risk exposures and relatively higher profits enables banks to more rationally allocate resources, grasp the trend of financial technology use, expand the space and areas of financial service businesses, and promote further increases in bank profits. (3) Deepen the layout of financial technology. Bank H should consolidate the foundation of information technology, increase investment in information technology, actively build an information technology platform, focus on improving data application capabilities, and coordinate the bank's data governance, application development, user services, etc.; build a comprehensive data governance system and formulate appropriate companies Level data standards, unified data collection and management, and sink to any department of each business for analysis and application, realize the value of data assets, improve the data collection mechanism, improve the data management and control system, and expand the scope of data application; Deepen the collaboration with technology companies and develop into a mutually beneficial partnership. (4) Prevent financial technology risks. Bank H must establish and improve the risk control system, realize the intelligentization of the entire risk control process, and use technical means to prevent risks. In the process of using technology to innovate, Bank H must also rely on new technologies to carry out risk prevention. It is necessary to firmly seize the opportunities of financial technology development, use digital technology to further strengthen its own regulatory effectiveness, and incorporate technology into supervision. Bank H should strive to promote continuous improvement of asset quality. Use diversified disposal methods to strictly prevent and strictly control new overdue loans and ensure new credit access; continue to optimize the credit structure, accelerate the construction of risk identification and early warning systems, and pay close attention to the entire process of asset quality management. Strengthen the construction of internal control system. (5) Build a financial ecosystem. To improve the construction of the financial ecosystem, Bank H must formulate clear development goals, actively combine products with actual scenarios, and accelerate the layout and planning of the ecosystem. Only in this way can it achieve a high degree of integration of its own characteristic business and financial technology. Then it becomes prominent in the fierce market competition environment. It is necessary to fully integrate the bank's credit information, brand advantages and accumulated practical experience with the huge information and flow advantages of network financial institutions, and use the advantages of self-resources to increase collaboration opportunities and achieve the effect of complementing each other. We should always have an open and collaborative attitude, take the initiative to collaborate with financial institutions, and fully rely on big data, cloud computing and other high-tech to provide customers with a variety of service scenarios, thereby enhancing our own benefits and increasing customer satisfaction and loyalty degree. Realize all-round marketing, grasp the advantages of various platforms, and implement marketing extensively, enabling banks to communicate and interact with customers, thereby greatly improving precision marketing. Efforts will be made to build a platform financial business brand, relying on various methods such as active promotion and participation in large-scale activities to cater to the different demands of users and enhance the influence of characteristic businesses. It is hoped that the above-mentioned strategic suggestions will provide effective ideas for the development of H Bank’s financial technology.
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