广州农村商业银行互联网金融发展战略研究

发布时间：2017-09-25 20:00

  本文关键词：广州农村商业银行互联网金融发展战略研究

  更多相关文章： 互联网金融 中小商业银行 战略

【摘要】：现代信息与互联网技术的进步,特别是云计算、移动互联网、大数据、搜索引擎、社交网络的发展,实现了互联网技术与金融业务的重新整合,对传统的金融业产生了深远的影响和巨大的冲击。互联网金融对于扩展金融业务办理渠道、丰富交易方式、降低交易成本、优化客户体验等方面,具有十分积极的作用,也是实现“普惠金融”的一种有效途径。特别是互联网金融的快速发展,对我国银行业的创新发展形成了推动和促进作用,使得商业银行在竞争中主动调整,“以客户为中心”,提升金融服务质量和效率。我国商业银行经过多年的发展,在传统的体制下,依靠大企业生存的局面正在改变。大企业对银行信贷的依赖逐渐减弱,商业银行的借款主体也逐步向小微企业转移,这是商业银行特别是中小商业银行面临的严峻挑战和机遇。尤其对于中小商业行而言,在利率市场化、金融脱媒的宏观背景下,应对互联网金融挑战的过程,也是向专业型、特色型银行发展的一个契机。因此,互联网技术与金融业务的重新整合,以及互联网金融对传统的金融业产生深远的影响和巨大的冲击的背景下,对中小银行的应对策略研究,较具实操意义。本文采用理论分析与案例分析研究相结合的方法。通过阅读相关文献,了解学者在互联网金融领域的相关研究,在此基础上,先是研究国内外互联网金融发展的总体情况、各类典型业务模式,总结发展经验及发展趋势,选取广州地区中小商业银行的典型代表——广州农商银行为案例,以SWOT分析方法、“长尾理论”下的盈亏平衡模型等分析方法,研究广州农商银行发展互联网金融的自身因素及外部环境变化,结合数据分析,探索广州农商银行发展互联网金融的可行对策。
【关键词】：互联网金融 中小商业银行 战略
【学位授予单位】：广东外语外贸大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F724.6;F832.35
【目录】：

• ACKNOWLEDGEMENTS4-5
• ABSTRACT5-7
• 摘要7-8
• LIST OF ABBREVIATIONS8-19
• 1 Introduction19-23
• 1.1 Background19
• 1.2 Significance and Purpose19-20
• 1.3 Methods of Research and Innovation20-23
• 1.3.1 Methods of Research20-21
• 1.3.2 Innovations21-23
• 2. Literature Review23-31
• 2.1 Introduction of Strategic Management Theories23-28
• 2.1.1 Definition of Strategic Management23
• 2.1.2 Development Introduction of Strategic Management Theories23-24
• 2.1.3 SWOT Analysis24-26
• 2.1.4 Porter’s Competition Strategies26-28
• 2.2 Domestic Research Status of IOF28-31
• 3 Definition & Characteristics of IOF31-36
• 3.1 Definition of IOF31-32
• 3.2 Characteristics of IOF32-33
• 3.2.1 Inclusive Finance32
• 3.2.2 Platform Finance32
• 3.2.3 Information Finance32-33
• 3.2.4 Fragment Finance33
• 3.3 Relationship between Traditional Finance and IOF33-36
• 3.3.1 Traditional Finance is The Basis for IOF33-34
• 3.3.2 Improvement and Challenges for Traditional Finance34-36
• 4 Patterns and Developments of IOF36-43
• 4.1 Patterns and Developments of IOF36-40
• 4.1.1 Third Party Payment36-37
• 4.1.2 Internet Financing Modes37-38
• 4.1.3 Investment Plan Mode38-40
• 4.2 Commercial Banks’ Response to the Development of IOF40-43
• 4.2.1 Joining with Direct Sales Banking40
• 4.2.2 E-commerce Platforms40
• 4.2.3 Online Bank Transition40-41
• 4.2.4 Expand Mobile Banking41
• 4.2.5 Banking Services on Social Platforms41
• 4.2.6 Online Supply Chain Banking41-42
• 4.2.7 Physical Office Upgrades42
• 4.2.8 Offline Services Online42-43
• 5 Case Analysis of the GRC Bank43-69
• 5.1 The Development of IOF in GRC Bank43-48
• 5.1.1 Overall Development Condition of GRC Bank43-44
• 5.1.2 Development Path of Electronic Banking44-45
• 5.1.3 Development of Electronic Banking45-48
• 5.2 SWOT Analysis48-59
• 5.2.1 Advantages48-51
• 5.2.2 Disadvantages51-53
• 5.2.3 Opportunity53-55
• 5.2.4 Threats55-58
• 5.2.5 Limitation58-59
• 5.3 Breakeven Model by“Long Tail Theory”59-66
• 5.3.1 Long Tail Theory59-60
• 5.3.2 Contribution of the Tail Customers，，GRC Bank as Example60-63
• 5.3.3 Breakeven Model of Inclusive Finance63-64
• 5.3.4 Profit Model of Inclusive Finance64-66
• 5.4 Problems on GRC Bank in Developing IOF66-69
• 5.4.1 Lack of Data Resources and Data Mining Capabilities66
• 5.4.2 Lack of Customer Acquisition Capability66-67
• 5.4.3 Risk Control Management Capacity Needs to Be Strengthened67
• 5.4.4 Banking Outlets Advantage Becomes Burden67
• 5.4.5 Regulatory Policies and Regional Development Restrictions67-69
• 6 Countermeasure for GRC Bank69-82
• 6.1 Data Mining: Rural E-Commerce Platform69-71
• 6.1.1 Establish Self-owned Rural E-Commerce Platforms69
• 6.1.2 Co-operate with Internet Companies69-70
• 6.1.3 Comprehensive Banking Service Platform70-71
• 6.2 Enhance Customer Acquisition Capability: Innovation of Business Channel71-74
• 6.2.1 Online Direct Sales Banks71-73
• 6.2.2 Offline Society Banks73-74
• 6.3 Enhance Risk Control Capability: Risk Control System Based on Big Data74-77
• 6.3.1 Improvement of Data Processing Ability74-76
• 6.3.2 Risk Control System Built on Big Data76
• 6.3.3 Product & Service Innovation in IOF76-77
• 6.4 Broaden Customer Channels: Transformation of Banking Outlets77-79
• 6.4.1 Clarify the Position and Optimize the Distribution77
• 6.4.2 Integrate the Sections of the Banking Outlets77-78
• 6.4.3 Precise Marketing System Based on Big Data78
• 6.4.4 Mobilization of Agent Services78
• 6.4.5 Online-offline Connections78
• 6.4.6 Cross-border Innovation: Improvement of Social Abilities78-79
• 6.5 Breakthrough Regulatory Restrictions: Mobile Payment79-80
• 6.5.1 Mobile Payment79
• 6.5.2 Break through the limitation of Region79-80
• 6.5.3 Lower the Cost of Operation80
• 6.6 Conclusion80-82
• 6.6.1 Conclusion80-81
• 6.6.2 Deficiencies81-82
• REFERENCES82-84

【参考文献】

中国期刊全文数据库 前2条

1 中国工商银行江苏省分行课题组;许宏网;张海军;;互联网金融对商业银行盈利影响研究[J];金融纵横;2015年04期

2 蔚赵春;凌鸿;;商业银行大数据应用的理论、实践与影响[J];上海金融;2013年09期

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