中国X银行私人银行业务分析研究

发布时间：2018-06-12 21:18

本文选题：私人银行业务 + 市场需求　；参考：《西南财经大学》2013年硕士论文

【摘要】：私人银行业务萌芽于欧洲,经过几百年的发展,已经成为金融服务业金字塔尖的业务。随着近年中国国民经济飞速发展,居民财富日益积累,一大批富裕阶层如雨后春笋般迅速崛起,富豪人群对个人资产的专业化配置需求越来越旺盛。面对这历史性的机遇,外资银行与国内本土银行纷纷涉足私人银行业务,希望能分享这场财富的盛宴。中国X银行是国内较早开展私人银行业务的银行之一,经过近六年的发展,中国X银行的私人银行业务摸着石头过河,走出一条具有自身特色的道路,其私人银行客户数量和管理资产总量在同业中名列前茅。但发展至今,中国X银行私人银行业务不可避免的遇到了一系列的问题与瓶颈,如何应对这些挑战,使私人银行业务在前期所取得的成绩的基础上,不断改进,实现突破,不仅对中国X银行,而且对中国的私人银行市场都有着重要的意义。本文首先介绍了私人银行的定义,私人银行业务是指商业银行为个人高净值客户提供的财富管理服务,它有需求导向、专业化、综合化、私密性强等特点,然后列举了国内外学者对于这项业务发展的理论研究,着重分析了中国X银行私人银行业务的现状,中国X银行私人银行部成立于2008年3月,目前同业市场份额较大,客户反馈良好,但也面临着许多问题和瓶颈,探讨归纳中国X银行及我国商业银行私人银行业务发展中面临的问题和瓶颈,包括组织归属不清,人才的匮乏,产品创新和风险监管的矛盾等,并提出建立独立的私人银行专营机构,引进专业人才的同时大力培养内部员工,继续推进产品创新和多样化的步伐等建议。本文的主要观点及结论如下：1、私人银行业务在中国顺势而生,市场空间巨大,机遇与挑战共存。2、私人银行在瑞士和美国发展成熟,各自形成独特风格,中国的私人银行业务可借鉴国外的先进经验,如稳健经营、注重隐私、提供一站式服务等,但因为国情不同及政策限制,又不可照搬,需探索出一条具有中国特色的发展道路。3、中国X银行私人银行业务在国内同业市场占比较大,取得了可喜的成绩,也面临着不少问题,如组织结构不明晰、产品单一、缺乏客户细分,服务能力欠缺等。4、中国X银行私人银行业务要想突破瓶颈,做出中国第一私人银行品牌,需从高层理清机制、建立独立的私人银行专营机构、加强私人银行服务团队的客户拓展和客户维护能力,注重客户细分需求、加强产品创新,突出资产配置能力等。本文虽然取得了一定的研究成果,但因为银行数据的涉密性和案例的单一性等原因,还存在许多不足之处。未来可从客户需求及产品研发等方面,深入研究中国私人银行业务的发展策略。
[Abstract]:Private banking originated in Europe, after hundreds of years of development, has become the pyramid of financial services business. With the rapid development of China's national economy in recent years, the residents' wealth is accumulating day by day, and a large number of rich people are springing up like bamboo shoots after a spring rain, and the demand for the professional allocation of personal assets is more and more exuberant. In the face of this historic opportunity, foreign banks and domestic banks have been involved in private banking, hoping to share the wealth of the feast. X Bank of China is one of the banks that started its private banking business earlier in China. After nearly six years of development, the private banking business of X Bank of China crossed the river with a touch of stone and walked out a road with its own characteristics. The number of private bank customers and total assets under management are among the highest in the industry. But up to now, the private banking business of X Bank of China has inevitably encountered a series of problems and bottlenecks, how to deal with these challenges, so that the private banking business in the previous achievements on the basis of continuous improvement, to achieve a breakthrough. Not only for X Bank of China, but also for the private banking market in China. This paper first introduces the definition of private banking, which refers to the wealth management service provided by commercial banks to individuals with high net worth. It has the characteristics of demand-oriented, specialization, integration and strong privacy. Then it enumerates the theoretical research of domestic and foreign scholars on the development of this business, focusing on the analysis of the current situation of the private banking business of X Bank of China. The Ministry of Private Banking of X Bank of China was established in March 2008, and the current market share of the same industry is relatively large. Customer feedback is good, but it also faces many problems and bottlenecks. This paper discusses and summarizes the problems and bottlenecks in the development of China X Bank and China's commercial banks, including unclear organizational ownership and lack of talent. The contradiction between product innovation and risk supervision and so on are put forward, and some suggestions are put forward to establish independent private bank franchisees, to introduce professional personnel and to train internal staff, and to continue to promote the pace of product innovation and diversification. The main viewpoints and conclusions of this paper are as follows: 1. Private banking business in China has a huge market space, opportunities and challenges coexist .2. Private banks in Switzerland and the United States have developed into their own unique styles. China's private banking business can learn from the advanced experience of foreign countries, such as sound operation, attention to privacy, one-stop service, and so on. However, due to different national conditions and policy constraints, it cannot be copied. It is necessary to explore a development path with Chinese characteristics .3.The private banking business of X Bank of China accounts for a large part of the domestic interbank market, has achieved gratifying results, and faces many problems, such as unclear organizational structure and single product. Lack of customer segmentation, lack of service capacity, etc., if the private banking business of X Bank of China wants to break through the bottleneck and make the first private bank brand in China, it needs to clear up the mechanism from the top level and establish an independent private banking franchise. Strengthen the customer expansion and customer maintenance ability of the private banking service team, focus on customer segmentation needs, strengthen product innovation, highlight asset allocation ability, etc. Although some research results have been obtained in this paper, there are still many shortcomings due to the secrecy of bank data and the singularity of cases. In the future, we can study the development strategy of private banking in China from customer demand and product development.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33;F832.2

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