我国城市商业银行跨区域经营模式研究

发布时间：2018-03-21 22:02

本文选题：城市商业银行　切入点：跨区域经营　出处：《西南财经大学》2012年硕士论文　论文类型：学位论文

【摘要】：城市商业银行是我国银行业的第三梯队,排在国有大型商业银行和股份制商业银行之后。城商行的前身为城市信用社,先后经历了三个发展阶段。1979年,我国第一家城市信用社在河南省漯河市成立,旨在为城市个体、私营及集体经济提供金融服务。1993年前后,全国陆续出现了城信社支付危机,国务院决定开始在全国分批组建城市合作银行,由城市企业、居民以及地方财政投资入股。1998年,城市合作银行更名为城市商业银行。截止到2011年底,全国城市商业银行总资产达9.98万亿,资产总额占银行业金融机构比重为8.8%,在整体规模上城商行还远远不足以与大型商业银行和股份制银行抗衡,但是在资产规模增速、经营业绩、以及抗风险能力指标上,城商行的表现均大幅高于大型商业银行以及全国银行业的平均水平,显示出近年来城商行的迅速发展。其优质代表如北京银行、江苏银行等规模已经超过了部分股份制银行,跻身全国性商业银行之列。城商行成立之初其经营地域被严格限定于其所在城市,而随着城商行的发展,这一限制使得城商行难以扩大规模以抵御风险,经营决策容易受到地方政府的干扰,不利于其市场化的发展,也有损于金融业的公平竞争环境。因此监管机构逐渐放松了对城商行跨区域经营的限制,允许达到标准的城商行通过多种模式实现跨区域发展。 2006年4月,上海银行宁波分行开业,标志着我国城市商业银行跨区域经营的正式开始。从那以后,城商行跨区域经营的脚步开始加快。截止2010年底,全国一共有147家城市商业银行,设置的异地分支机构总量接近300家。各家城商行纷纷进行全国性的跨区域战略布局,部分城商行还开始了跨境经营。目前,北京银行在中国香港、荷兰阿姆斯特丹,云南富滇银行在老挝万象分别拥有各自的境外代表处。在跨区域发展的过程中,大多城商行首先会选择在临近的行政和经济区域设立分支机构,再逐渐将分支机构扩张到全国热点经济地区。环渤海和长三角两大经济圈是我国城商行发展最为活跃的地区,这两地的城商行不论是资产规模还是资产质量,都高于全国平均水平,也是城商行异地分支机构最为集中的地方,统计显示经济发达地区仍然是城商行进行跨区域经营的首选。城商行跨区域经营的模式主要可分为三大类：第一类是直接设立异地分支机构；第二类是联合重组,其中联合重组又分为吸收合并与新设合并；第三类则是异地收购或参股。除此之外,还包括发起成立农村商业银行(或小额贷款公司),银行之间的业务联合与合作,以及接收收购国有银行的网点等方法实现区域化的布局与经营。直接设立异地分支机构,是指城商行直接在目标地区设立分支行,以达到跨区域经营的目的,这种模式以北京银行的扩张最有代表性,其网点覆盖了我国主要的经济区域,资产规模已经超越了很多股份制银行,成为全国性的大型商业银行。直接设立异地分支行是城商行快速实现符合自身规划需要的区域化经营的方式,但这一模式对城商行各方面要求都较高,而且分支机构的设立会在一定程度上影响总行的经营管理和盈利水平。因此选择这一模式的往往都是资本雄厚资产规模较大经营状况也较为良好的城商行。联合重组是指通过在某一行政区域或经济区域内城商行(城信社)的联合,来达到在该区域内的全面经营。联合重组由于具体操作的不同,又分为吸收合并与新设合并两种。吸收合并是指在实施重组的多家城商行中,挑选资产质量和声誉品牌最具实力的一家保留法人资格,吸收其他城商行并入然后撤销其他银行的法人资格,典型案例为徽商银行；新设合并则是在联合重组的所有城商行外新设立一家银行,所有的城商行全部撤销法人资格并入该新设立的银行,典型案例为江苏银行。联合重组可以在较短的时间内整合区域内资源,提高对整合区域的网点覆盖率,有利于城商行资产和资本规模在短期内迅速扩大,而且联合重组往往由地方政府牵头运作,可以享受一定的的政策倾斜。这一模式的困难则在于：重组涉及多个利益相关方,协调难度较大,人员安置和文化整合问题也将耗费一定的时间与成本。联合重组模式适合那些资产质量较好但是规模不大的城商行,可以在较短的时间内提高资本金水平和资产规模,实现经营区域的全面覆盖和业务范围的拓展。此外,城商行还可以通过异地收购或者参股城商行(城信社)间接实现跨区域经营,这种模式具有一定的杠杆效应,一般发生在大银行和小银行,或者是实力相当但互补性较强的银行之间,但城商行需要对将来可能发生的同业竞争提前做好规划。城市商业银行还可以通过其他途径实现自身的跨区域发展。包括接收原国有银行网点,发起设立村镇银行或小额贷款公司,以及业务联合与合作等。每一种模式都各有其优缺点和适用的条件,城商行需要从多个角度考虑出发选择适合自身的跨区域发展模式。具体在实践过程中,城商行并非囿于某一种固定的模式,而是可以同时选择多种模式并进以实现自身跨区域发展和业务开展的需要。在此过程中,部分城商行的重组进程限于种种原因而夭折,主要原因多是由于重组各方利益难以协调。在具体操作过程中,城商行要注意政府的引导而非干预,尽量使合并重组按照市场化的原则和步骤进行。在前文分析的基础上,论文采用了态势分析法(SWOT)对四川省南充市商业银行跨区域经营策略进行分析,并给出相应的政策建议。四川省是我国西部地区的重要省份,银行业机构数量和资产总额均居西部第一,拥有13家城市商业银行,其中成都银行资产规模最大,而南充商行则以擅长中小企业信贷和良好的管理及盈利水平知名。除此外,其他11家城商行资产在几十亿到上百亿不等。南充市商业银行于2001年成立,成立之初,南充商行各项存款余额5.7亿元,各项贷款余额2.96亿元,资产总额7.03亿元,不良贷款率高达13.89%；截止2011年末,南充商行资产总额达750.84亿元,平均资产利润率1.78%,平均净资产收益40.77%；成立10年,南充市商业银行的资产规模和盈利水平增长了上百倍,不良贷款率则下降了97%,展现出良好的发展前景。南充市商业银行的内部优势(S)在于：资产质量与经营状况均较好；服务中小市场特色鲜明；公司治理规范,经营灵活；地缘优势；内部劣势(W)则在于：规模劣势；跨区域经营后管理风险加大；异地网点数量较少；人才缺乏；金融创新能力不足,IT瓶颈等；面临的外部机会(O)如下：政策鼓励跨区域发展；区域经济发展；地方政府支持；农村金融市场潜力巨大；外部威胁(T)则有如下：本地同业竞争；异地市场被蚕食；异地品牌认可度低；外部市场不确定性等。笔者认为,鉴于南充商行资产规模和经营现状,联合重组或收购对南充商行来说可行性不大,因此南充商行采取了直接设立异地分支机构及发起设立村镇银行的方式来实现跨区域的经营,可以直接将商行成熟有特色的经营理念和管理模式直接复制过去,但同时也需要注意分支行对总行管理和盈利的影响,加强对风险的控制。此外,南充商行也可以考虑参股异地城商行(城信社),以及与其他银行的联合与合作,降低进入异地市场的阻力和成本,扩大对异地市场的占有,同时保持自身独立的经营模式和理念,加强立足中小市场的定位,在异地市场避免与大型银行的同质竞争,走精细化、差异化的发展道路。南充商行需要审慎推进直接设立异地分行的节奏和速度,使跨区域经营的步伐与自身资产规模相匹配。城商行在跨区域发展的过程中,也暴露出不少的问题和风险,齐鲁银行巨额票据诈骗案便是一个典型的例子。暴露的问题中,最为突出的是城商行定位不清,盲目扩张,导致资本金不足,管理难度加大,各项风险上升,同时面临一定的人力资源和IT瓶颈。此外,在跨区域发展中,城商行往往扎堆进入热点地区,造成这些地区银行业务经营高度同质化,城商行对大型银行采用跟随战略,提供的金融产品和服务都较为单一,金融创新能力不强,容易被替代,客户忠诚度不高。面对这些暴露出来的问题和风险,城商行首先应该认清自身的定位。城商行的优势在于灵活、高效以及本地化的特色和盈利能力,而不仅仅在于规模,因此城商行不应该一味与大银行争抢客户和资源,而应当立足中小市场,立足地方经济,服务市民,实现差异化和特色化的经营。在跨区域发展时,要科学选择目标区域和实施战略,完善公司治理机制,提升风险控制水平,同时加大人才储备力度和金融创新力度,加强品牌建设,提高城商行的综合竞争力。
[Abstract]:City Commercial Bank of China's banking industry is the third echelon, after large state-owned commercial banks and joint-stock commercial banks. The city firm formerly known as the city credit cooperatives, has experienced three stages of development in.1979, the first city of our country credit cooperatives established in Luohe city in Henan Province, aimed at the city before and after the individual. The private and collective economy to provide financial services for.1993 years, the emerging city credit cooperatives payment crisis, the State Council decided to start in the batch to set up the city by the City cooperative banks, enterprises, residents and local financial investment stake in.1998 City, cooperative bank was renamed the city commercial bank.
By the end of 2011, the city commercial bank's total assets amounted to 9 trillion and 980 billion, total assets accounted for the proportion of the banking institutions was 8.8%, the overall size of city commercial is far from enough to compete with the state-owned commercial banks and joint-stock commercial banks, but the growth in asset size, business performance, and anti risk capability indicators, the average level of the city the firm's performance significantly higher than the large commercial banks and national banks, shows the rapid development of city commercial banks in recent years. Its high quality such as Bank of Beijing, Bank of Jiangsu has exceeded the size of some joint-stock banks, among the national commercial bank list.
The city firm at the beginning of the establishment of the business area is strictly limited to the city, and with the development of city commercial banks, this restriction makes the city firm to expand the scale to resist the risk management decision is vulnerable to the interference of local government, is not conducive to the development of the market, there are a fair competition environment damage to the financial sector. Regulators therefore gradually relaxed the restrictions on city commercial banks'cross-regional business, allowed to reach the city commercial banks cross regional development through a variety of modes.
In April 2006, the Bank of Shanghai opened a branch in Ningbo, marking the official start of China's city commercial banks operating across the region. Since then, the city firm operating across the region began to accelerate. By the end of 2010, a total of 147 national city commercial banks set up branches in other places, the total is close to 300. The cross regional strategic layout city commercial banks have conducted nationwide, some city commercial banks also started cross-border business. At present, the Bank of Beijing in Hongkong Chinese, Holland Amsterdam, Yunnan rich Yunnan bank respectively have in their overseas on behalf of Vientiane.
In the process of cross regional development, most city commercial banks will be the first choice to set up branches in neighboring administrative and economic area, and then gradually expanded to the national economy branches hot regions. Yangtze River Delta and the Bohai rim economic circle of the two active region for the development of China's city commercial banks, city commercial banks or both is the asset size and asset quality is higher than the national average, the most centralized place is the city commercial bank branches, statistics show that in economically developed areas is still the city commercial banks to operate across regions of choice.
City Commercial Banks cross regional business model can be divided into three categories: the first is to directly set up branches in other places; the second is the joint reorganization, the reorganization is divided into the merger with the new merger; the third category is the remote acquisition or equity participation. In addition, also including the establishment of a rural commercial bank (or small loan companies), business combination and cooperation between banks, and receiving methods such as purchasing network of state-owned banks and to achieve the layout of regional business.
Directly set up branches in other places, refers to the city commercial banks directly set up branches in the target area, in order to achieve the purpose of cross regional business, the model with the expansion of Beijing bank is the most representative, the dot coverage of China's major economic regions, the asset scale has surpassed many joint-stock banks, a nationwide large commercial banks directly. The establishment of remote branches is fast implementation of city commercial banks in accordance with its own planning need regional operating mode, but this mode of all aspects of the city firm demand is higher, and the establishment of branch offices will affect the head office management and profit level to a certain extent. So the choice of this model are often well capitalized larger assets operating conditions are relatively good city commercial banks.
The joint reorganization refers to a certain administrative region or regional city commercial banks (city credit cooperatives) joint, to achieve comprehensive business in the region. Due to the specific operation of the joint reorganization, merger and is divided into two kinds. The new merger merger refers to the number of city commercial banks carry out heavy group in the selection of asset quality and reputation of the brand the most powerful one to retain the qualification of legal person, the absorption of other city commercial banks and then incorporated into the cancellation of legal personality, is a typical case of merchants bank merger; is the establishment of a new city commercial banks in all joint restructuring, all the City firm to remove all legal qualification into the new banks, is a typical case of the Bank of Jiangsu.
The joint reorganization can integrate regional resources in a relatively short period of time, to improve the integration of the regional network coverage, is conducive to the city commercial bank assets and capital scale expands rapidly in the short term, but the joint reorganization often by local government led operation, can enjoy certain preferential policies. This pattern is difficult: restructuring involving multiple stakeholders, coordination difficult problems, personnel placement and cultural integration will be time consuming and cost. The joint reorganization mode for those good asset quality but the size of the city firm, can improve the capital levels and the size of the assets in a relatively short period of time, to achieve full coverage and expand the scope of business area.
In addition, the city firm can also through different acquisitions or equity of city commercial banks (city credit cooperatives) indirectly achieve cross regional operation, this model has a certain leverage effect, generally occurs in large and small banks, or comparable but strong complementarity between banks, but the city firm need for possible future competition in advance a good plan.
City commercial banks can achieve cross regional development itself through other ways. Including receiving the former state-owned bank outlets, initiated the establishment of village banks or small loan companies, and joint operations and cooperation. Each model has its own advantages and disadvantages and the applicable conditions, city commercial bank needs from the perspective of considering selection suitable for cross regional development mode in the specific. In practice, the city firm is not confined to a fixed pattern, but also need to choose a variety of models and to achieve cross regional development and business development.
In this process, the restructuring process part of city commercial banks for various reasons and died, the main reason is due to the interests of all parties. It is difficult to coordinate restructuring in the specific operation process, city commercial banks should pay attention to the guidance of the government and the non intervention, try to make the merger and reorganization in accordance with the principles and steps of the market.
On the basis of previous analysis, the paper adopts the situation analysis method (SWOT) to analyze the cross regional business strategy of Nanchong commercial bank in Sichuan Province, and gives corresponding policy recommendations.
Sichuan province is an important province in Western China, the number of banking institutions and the total assets of all ranks first in the west, with 13 city commercial banks, including the Bank of Chengdu has the largest assets, while the Nanchong firm is to good at the small and medium-sized enterprise credit management and the level of profitability and well known. In addition, the other 11 city commercial banks assets in to billions of billions dollars.
Nanchong City Commercial Bank was established in 2001, at the beginning of the establishment of Nanchong commercial bank deposits 570 million yuan, the loan balance of 296 million yuan, the total assets of 703 million yuan, the NPL ratio up to 13.89%; by the end of 2011, Nanchong commercial bank total assets amounted to 75 billion 84 million yuan, the average rate of return on assets of 1.78%, the average return on net assets was 40.77%; 10 years, Nanchong city commercial bank asset size and profitability growth of hundreds of times, the non-performing loan rate decreased by 97%, showing a good development prospect.
Nanchong City Commercial Bank's internal strengths (S) is: the quality of assets and business conditions are good; services for small and medium-sized market characteristics; corporate governance norms, flexible management; geographical advantage; internal weaknesses (W) lies in the scale of weakness; cross regional business management risk; the small number of outlets in different places; the lack of talent; lack of financial innovation ability, IT bottleneck; external opportunities (O) are as follows: policies to encourage cross regional development; regional economic development; local government support; rural financial market has great potential; external threats (T) are as follows: local competition; market places being eroded; different brand recognition is low; the external market uncertainty.
The author believes that, in view of Nanchong commercial bank assets and business status, joint reorganization or acquisition feasibility for Nanchong commercial bank is not so firm Nanchong taken directly set up branches and initiated the establishment of village banks to achieve cross regional business, can direct firm mature distinctive management concept and management mode of direct copy of the past, but at the same time also need to pay attention to the influence of branch office management and profitability, strengthen the risk control. In addition, Nanchong firms can also consider different shares of city commercial banks (city credit cooperatives), and joint and cooperation with other banks, reduce the resistance and cost into the market places, to expand the market places of possession, while maintaining its independent business model and philosophy, strengthen the market positioning based on small and large banks, to avoid homogeneous competition in the market places, go fine, poor The development path of alienation. Nanchong commercial bank needs to carefully promote the pace and speed of directly setting up different branches, so as to match the pace of cross regional operation with its own asset size.
City Commercial Banks in the process of cross regional development, but also exposed many problems and risks, Qilu bank huge bills fraud case is a typical example. The problems exposed, the most prominent is the city firm positioning is not clear, leading to blind expansion, lack of capital, management difficulty to increase the risk. Rose, facing some of the human resources and the IT bottleneck at the same time. In addition, in the inter regional development of city commercial banks, often get together to enter the hot areas, these areas caused by banking business a high degree of homogeneity, the city firm for large banks to adopt the following strategy, to provide financial products and services are relatively single, financial innovation is not strong, easy to be replaced, customer loyalty is not high.
In the face of these problems and risks, city commercial banks should first recognize their own position. The city firm has the advantage of flexible, efficient and localized characteristics and profitability, not only in scale, so the city firm should not blindly with the big banks for customers and resources, and should be based on the small and medium-sized market, based on the local economy. The public service, to realize the difference and characteristic of the business. In the inter regional development, to the scientific selection of the target region and the implementation of the strategy, improve corporate governance, enhance the level of risk control, and increase the talent reserve and financial innovation, strengthen brand building, improve the comprehensive competitiveness of city commercial banks.

【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.33

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