A银行投资银行业务发展战略研究

发布时间：2018-02-11 15:07

本文关键词： A银行投资银行结构调整业务转型发展战略　出处：《浙江工业大学》2014年硕士论文　论文类型：学位论文

【摘要】：近年来,随着中国银行业的开放,外资银行本土化经营步伐不断加快,国内商业银行竞争日愈激烈,各家商业银行纷纷寻求自身增长方式转变和业务发展转型的途径,其中投资银行是各商业银行近年来为实现业务转型而大力拓展的业务之一。作为商业银行一项发展潜力巨大的新兴中间业务,投资银行在中国A银行已有近八年的发展历史,自2002年以来,A行逐步探索出了一条在商业银行内部发展投行业务的可行路径,实现了投行收入稳步增长和结构逐年优化,在产品线和品牌建设以及搭建全行综合化经营平台方面取得了卓越的成效,已成为提升A行市场竞争力的核心业务之一。2009年全行境内共实现投行收入117亿元,成为国内首家投行收入过100亿元的商业银行,曾获“银行最佳投行”的美誉。中国A银行省分行(以下简称A行)是中国A银行辖属的一级分行,也是境内最大的商业银行之一,其投资银行业务于2001年正式启动,经过数年时间的发展,已初步形成了相对成熟和较为稳定的组织架构、产品体系和运作模式,在全省同业发展水平位居前列。从业务规模看,经历了“从无到有、从小到大”的发展过程,全行投行收入从2001年的1000余万元增至2011年的近58000万元,目前在全国A行处于中游水平。但从业务发展内涵来看,A行的投行业务尚处于低端发展阶段,存在结构单一、品种低端、业务独立性差以及机构和专业人员缺乏等问题,主要体现在发展战略不明确、激励措施不到位、配套政策不完善、业务模式不清晰以及相互融合不深入等方面。如何尽快解决上述问题,将直接影响到A行投资银行这一“朝阳”业务的发展走势,特别是随着资本市场的日趋活跃和债务市场的竞争剧烈,A行的传统公司业务受到了巨大的挑战,但这同时又是A行新业务发展的“催化剂”,为A行创造了更多全新的业务机会,以投资银行业务拓展公司金融业务发展空间,是A行应对债务和资本市场变化、更好地推进公司金融业务战略转型迫切需要解决的重点课题。本文在分析发达国家商业银行开展投行业务模式和理论总结,分析我国开展投行业务现状,结合战略要素,得出A银行近年来投资银行业务现状和特点以及存在的问题,引用和吸收主流战略理论知识研究和探讨了A行发展投行业务战略方案选择与实施的可行路径,并结合A行的实际情况,提出了加快产品结构调整、实施业务互动、加强业务创新、加大联盟合作力度、完善运行机制、防范业务风险等六方面的措施和建议,希望能够为A行及省内其他商业银行发展投行业务提供一些参考和启示。
[Abstract]:In recent years, with the opening of China's banking sector, the pace of local management of foreign banks has been accelerated, and the competition of domestic commercial banks is becoming more and more intense. Each commercial bank has sought ways to transform its own growth mode and business development. Among them, investment bank is one of the businesses that commercial banks expand vigorously in order to realize business transformation in recent years. As a new intermediate business with great development potential, investment bank has been developing in A Bank of China for nearly eight years. Since 2002, Bank A has gradually explored a feasible way to develop investment banking business within commercial banks, which has achieved steady growth of investment banking revenue and optimization of investment banking structure year by year. In the aspect of product line and brand construction and the construction of comprehensive management platform of the Bank, it has made remarkable achievements, and has become one of the core businesses to enhance the market competitiveness of Bank A. in 2009, the bank realized a total investment banking income of 11.7 billion yuan in the whole bank. Become the first investment bank to earn more than 10 billion yuan of commercial banks, has won the "best bank investment bank" reputation. The provincial branch of Bank of China (hereinafter referred to as "bank A") is one of the first class branches under the jurisdiction of Bank A of China and one of the largest commercial banks in the country. Its investment banking business officially started on 2001, and after several years of development, It has initially formed a relatively mature and relatively stable organizational structure, product system and operation model, and is at the forefront of the development level of the same industry in the province. In terms of business scale, it has experienced the development process of "from scratch to existence, from small to large". The bank's investment banking revenue has increased from more than 10 million yuan in 2001 to nearly 580 million yuan in 2011. At present, it is in the middle reaches of Bank A in the whole country. However, judging from the connotation of business development, the investment banking business of Bank A is still at the low end of the development stage, with a single structure and a low end of variety. Problems such as poor operational independence and lack of institutions and professionals are mainly reflected in unclear development strategies, inadequate incentives and inadequate supporting policies. How to solve the above problems as soon as possible will directly affect the development trend of the "sunrise" business of Bank A Investment Bank. In particular, as the capital markets become increasingly active and the debt market becomes more competitive, the traditional corporate business of Bank A is faced with enormous challenges, but at the same time it is a "catalyst" for the development of Bank A's new business, which creates more and more new business opportunities for Bank A. It is an urgent task for Bank A to deal with the changes in debt and capital market and to better promote the strategic transformation of corporate financial business to expand the development space of corporate financial business. This paper analyzes the investment banking business models and theories of commercial banks in developed countries, analyzes the present situation of investment banking business in China, and concludes the current situation, characteristics and existing problems of investment banking business of Bank A in recent years, combined with the strategic elements. Citing and absorbing the mainstream strategic theory knowledge, this paper studies and discusses the feasible path of selecting and implementing the strategic plan of Bank A's development investment banking business. Combining with the actual situation of Bank A, this paper puts forward to speed up the adjustment of product structure and implement the business interaction. To strengthen business innovation, strengthen alliance cooperation, perfect operation mechanism, guard against business risk and other six measures and suggestions, we hope to provide some reference and inspiration for Bank A and other commercial banks in the province to develop investment banking business.
【学位授予单位】：浙江工业大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F832.33

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