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论文编号：	12225
作者编号：	2320180538
上传时间：	2020/12/15 13:59:16
中文题目：	天津BRC银行公私联动业务发展研究
英文题目：	Research on Development of the Joint of Corporate Business and Retail Business of Tianjin BRC Bank
指导老师：	郝臣
中文关键字：	商业银行；盈利模式；公私联动
英文关键字：	Rural Commercial Bank; Profit Mode; The Joint of Corporation Business and Retail Business
中文摘要：	近几十年来，随着我国总体实力不断增强，市场活力逐步提升，宏微观经济不断活跃，银行业发生了较大的变化，商业银行的数量不断提升，从业人员大量增加，商业银行利润来源逐步多元化，从原单一的利差收入模式，已发展成为提供多元产品与服务的盈利模式。我国经济历经多年的高速发展，银行业利润增速已逐渐放缓。各商业银行均在研究提升外部经营及内部管理效率的优化方案，公私联动正是其中最重要的方法之一。目前各商业银行对公私联动业务的研究，仅限于从顶层设计、宏观角度出发，对于基层的实操性解构不够深入，对于庞大的商业银行体系特别是扎根本地市场的农商、城商银行参考效果甚微。 本文以本土农商银行为例，针对商业银行实行专业化条线管理以来，公司业务和个人业务受外部环境和内部体制机制的影响形成割裂；有效的整合资源不足；重复营销、多头营销导致成本增加等情况，对案例银行的经营现状及盈利状况进行了分析，分别阐述了公司业务及零售业务的历史沿革及发展方向，通过实际操作案例发现两个条线业务虽有融合，但融合深度仍然不足以提升经营效率和效果，提出了对公业务及对私业务互动的理想模型。目前客户需求正在迈向多样化，而金融产品也趋于同质化，选择公私联动将在市场竞争中突破瓶颈、降低成本以及提升效率。在实施公私联动的解决方案中从顶层设计、制度制定、具体执行以及后台支持四个方面提出实施过程中存在的问题并分析问题的成因，从管理模式、产品转型、客户管理以及监督机制等四方面结合案例银行提出公私联动优化的思路并给予两个实际推广案例。 本文结论认为商业银行应通过实施公私联动业务，将产品和服务进行有效融合，从根本上转变经营理念，由产品导向转为客户导向。实施公私联动有利于整合内部资源，破除部门壁垒，树立差异化竞争优势，通过提供更为多元化的综合性金融服务进一步巩固客户基础，推进市场化革新，加强农商银行的核心竞争能力。
英文摘要：	In recent decades, as China’s overall nation strength has been continuously powerful, market vitality has been gradually enhanced, also, economics has been continuously active. The banking industry has undergone major changes, as the number of commercial banks and its employees have increased substantially, the source of profits in this industry are gradually diversified. The simplified income model of interest rate spread, has developed into the supply of diversified products and services. After years of high-speed economic development in China, the profit growth rate of the banking industry has gradually slowed down. All commercial banks are studying the optimization scheme to improve the efficiency of external operation and internal management, and the joint of corporation business and retail business is one of the most important methods. At present, lots of commercial banks have focused on the linkage businesses, but most of them start from the top-level design and macro-perspective, and do not go deep enough in the actual operation of practical level. It makes little effect for the huge commercial banking system, especially the local market-based rural commercial banks. Since commercial banks implement the specialized management, affected by the external environment and the internal system mechanism, the corporation businesses are separated from the retail businesses, resources integration cannot carry on effectively. Repeated Marketing, Multiple Marketing lead to increased costs, and became the restriction of the market expansion. Taking the local Rural Commercial Bank as an example, this paper analyzes the financial accounting report and management situation of the case bank, and points out that under the background of the diversification of customer demand and the homogenization of financial products, the joint of corporation business and retail business will become the best choice to break through the bottleneck, reduce the cost and improve the efficiency in the market competition. Through the real cases, it is found that although the joint has been carried, the depth is still not enough to improve the efficiency and effectiveness. Then an ideal model of the interactivity between corporation business and retail business is proposed. This paper emphasizes the significance of applying the linkage through the case bank. Raises the questions and analyzes the causes in the process of implementation from the top-level design, system establishing, specific implementation and support system. The paper puts forward the idea of the joint of corporation business and retail business optimization in management mode, product transformation, customer management and supervision mechanism. The final conclusion is that the joint of corporation business and retail business in commercial banks will effectively integrate the products and services, and fundamentally change the management concept from product-oriented to customer-oriented. The linkage is conducive to the integration of internal resources and the removal of linear barriers. Through the supply of more financial products and services and the promotion of market-oriented innovation, small and medium-sized rural commercial banks will strengthen the core competitive ability.
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