中国建设银行中间业务发展模式及策略研究

发布时间：2018-08-02 14:15

【摘要】：本文写在我国金融行业逐步对外开放的背景下，商业银行需要转变经营理念，逐步将经营重心从传统的信贷业务转移到更具发展空间和收益更高的中间业务上来。虽然现阶段我国商业银行中间业务有了一定的发展，但无论从数量上还是质量上看，中间业务成为商业银行最重要的业务支柱，发展中间业务任重而道远。作者在对发达国家商业银行中间业务发展模式的探索中，得出中间业务是未来商业银行的核心价值体，是我国商业银行未来发展的方向，并结合中国建设银行这一中国银行业很有代表性的个例，进行单独的分析，找出适宜性的中间业务发展模式和发展对策。本文综合运用了管理统计、人力资源管理、营销管理和战略管理等学科的分析方法进行分析。重点研究一下几个问题：首先，中国建设银行中间业务发展现状的问题。先是对中国建设银行各项中间业务产品进行内部比较，从各项产品和各一级分行的数据中，了解中国建设银行中间业务发展的现状。并经过四大国有商业银行同产品的比较后，找到中国建设银行中间业务发展当中的优势产品和存在的问题，并详细分析了由于经济环境制约、缺乏专业化人才和服务手段落后等原因，导致了差距的产生。其次，中国建设银行与发达国家商业银行的差距问题。分析了发达国家商业银行中间业务发展的模式，即品种多范围广、收益能力强且占比高、拥有高科技服务手段为后盾和专业化的人才。找出我国商业银行的不足，包括中间业务品种少，金融创新能力不足和中间业务技术水平不高。再次，中国建设银行中间业务发展所采取的战略问题。运用SWOT分析法对中国建设银行的内、外部环境进行分析，结合企业的优势（Strengths）、劣势（Weaknesses）、机遇（Opportunities）和威胁（Threats），，分析各项因素相互作用的结果，从中选择出最适合的企业战略发展方向，即优势-机遇战略（SO）。最后，中国建设银行中间业务发展的目标、模式和策略问题。在优势-机遇战略的形式下，分别制定短期、中期和长期目标和适宜性的中间业务发展模式。为达到既定目标，中国建设银行应采取更为积极的发展对策，具体包括制定人才引进计划和培养体系、建立健全中间业务的管理体系、提高各级管理者的认知能力、运用科技手段带动服务质量的提升和搭建风险控制体系等。本文以我国四大国有商业银行之一的中国建设银行为主要的研究主体，拥有很强的代表性。所以，文章所分析得出发展模式和发展策略的结论，对我国整个商业银行业中间业务的发展均具备参考和借鉴的意义。
[Abstract]:Under the background of the gradual opening to the outside world of our country's financial industry, commercial banks need to change their business philosophy and gradually shift the focus of operation from traditional credit business to intermediate business with more developing space and higher income. Although the intermediate business of commercial banks in our country has developed to a certain extent, the intermediate business has become the most important business pillar of commercial banks in terms of both quantity and quality, and the development of intermediate business has a long way to go. In the exploration of the development mode of intermediate business of commercial banks in developed countries, the author concludes that intermediate business is the core value body of future commercial banks and the direction of the future development of commercial banks in China. Combined with China Construction Bank (CCB), a representative case of China's banking industry, this paper makes a separate analysis to find out the appropriate intermediate business development model and development countermeasures. In this paper, management statistics, human resource management, marketing management and strategic management are used to analyze. Focus on a few issues: first, China Construction Bank intermediary business development status. First, the internal comparison of the intermediate business products of China Construction Bank is carried out, and the status quo of the intermediate business development of China Construction Bank is understood from the data of each product and the first level branches. After comparing the four state-owned commercial banks with the products, we find the superior products and existing problems in the development of the intermediate business of China Construction Bank, and analyze in detail the constraints of the economic environment. Lack of professional talent and service means backward and other reasons, resulting in the gap. Second, the gap between China Construction Bank and commercial banks in developed countries. This paper analyzes the mode of intermediate business development of commercial banks in developed countries, that is, it has a wide range of varieties, a strong earning capacity and a high proportion, and has high-tech service means as the backing and specialized talents. To find out the shortcomings of commercial banks in China, including the lack of intermediate business varieties, financial innovation ability and technical level of intermediate business is not high. Third, the China Construction Bank intermediary business development strategy. Using SWOT analysis method to analyze the internal and external environment of China Construction Bank, combined with the advantages and disadvantages of (Strengths), (Weaknesses), opportunity (Opportunities) and threat (Threats), to analyze the results of the interaction of various factors, and select the most suitable strategic development direction of the enterprise. Advantage and opportunity Strategy (SO). Finally, China Construction Bank intermediate business development objectives, models and strategies. In the form of advantage-opportunity strategy, establish medium-term, medium-term and long-term objectives and suitability of the intermediate business development model. In order to achieve the established goal, the China Construction Bank should take more active development countermeasures, including formulating the talent introduction plan and training system, establishing and perfecting the management system of intermediate business, and improving the cognitive ability of managers at all levels. Use scientific and technological means to promote the quality of service and build a risk control system. In this paper, China Construction Bank, one of the four state-owned commercial banks, is the main body of research and has strong representativeness. Therefore, the conclusion of this paper is of reference and significance for the development of the intermediary business of the whole commercial banking in China.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.2

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