建设银行发展私人银行业务策略研究

发布时间：2018-03-07 17:13

  本文选题：私人银行业务　切入点：高净值客户　出处：《南京理工大学》2014年硕士论文　论文类型：学位论文

【摘要】：私人银行不是指个人私有的银行,而是面向高净值客户及其家族,提供以财富管理为核心的系列一揽子服务的机构。16世纪的瑞士就有了私人银行业的雏形,伴随着经济的发展和金融的全球化,私人银行业务在欧洲、北美不断地发展,成为了金融体系中重要的组成部分。随着我国成为世界经济的第二大经济体,个人和家族的财富积累增速,富人群体规模逐步扩大,全球最大的私人财富市场已悄然在国内形成。各大私人财富管理机构纷纷进军国内私人银行业,设立专营机构。建设银行2008年开办私人银行业务至今,凭借自身原本的优势,私人银行已经初具规模,但是无论从运营模式的成熟度、投资产品的丰富度、专家团队的专业度还是品牌的认知度,与世界成熟的私人银行存在很大的差距,市场占比并无任何优势。为此,本文首先从私人银行的基本概念开始,理清私人银行的基本问题,如私人银行的定义、服务对象、服务特点等。在此基础上,本文较为系统地回顾了国内、外私人银行的发展历程以及现状。国外私人银行业务已经由四百多年历史,发展过程中很多是值得国内银行所借鉴学习的,本文重点选择了瑞银、汇丰银行以及美国银行这三家私人银行业务研究,总结这三家银行在私人银行业务的主要特点、成功经验等。国内私人银行起步较晚,七年多的发展取得了一些成绩,笔者重点从客户数量、客户资产、产品、服务等就国内几大商业银行的私人银行业务开展情况进行了分析。在国内、外私人银行业务发展现状分析的基础上,从产品、服务团队、服务渠道、品牌、增值服务五大方面分析了建行私人银行的不足。由于国内法律监管,市场完善程度诸多方面的制约,国外成熟私人银行的成功经验不一定对于中国这个特殊的财富市场适用,所以笔者认为从私人银行目标群体——高净值人群的需求角度探讨建设银行业务的发展策略更具有实际操作意义。为此本文借鉴了大量了财富报告数据,以需求理论和客户细分为基础,结合笔者日常工作经验,探索高净值客户突出需求。最后,基于高净值客户的突出需求,笔者建议建设银行只有积极开展产品创新、团队创新、渠道创新、品牌创新以及增值服务创新,才能在激烈的私人银行业务竞争中取得一席之地。
[Abstract]:Private banks are not private banks for individuals, but institutions for high-net-worth clients and their families that provide a package of services centred on wealth management. Switzerland's 16th-century Switzerland took the rudimentary form of private banking. With the development of economy and the globalization of finance, private banking has been developing in Europe and North America, and has become an important part of the financial system. As China becomes the second largest economy in the world economy, The wealth accumulation of individuals and families is increasing, the number of rich people is gradually expanding, and the world's largest private wealth market has quietly formed in China. The major private wealth management organizations have moved into domestic private banking. Since China Construction Bank opened its private banking business in 2008, private banks have begun to take shape by virtue of their original advantages, but no matter the maturity of the operation model and the richness of investment products, There is a big gap between the professional degree and brand recognition of the expert team and the mature private banks in the world, and there is no advantage in market share. Therefore, this paper starts with the basic concept of private banks. The basic problems of private bank, such as the definition of private bank, the object of service, the characteristics of service and so on, are clarified. Foreign private banking business has been from more than 400 years of history, many of the development process is worthy of domestic banks to learn from, this paper focuses on the choice of UBS, HSBC and Bank of America, the three private banking businesses, summarize the main characteristics and successful experiences of these three banks in their private banking business. Private banks in China started relatively late and have made some achievements in the development of more than seven years. The author focuses on the analysis of the number of customers, customer assets, products, services and so on. On the basis of the analysis of the current situation of the development of the private banking business of the domestic and foreign commercial banks, the author analyzes the products. Service team, service channel, brand, value-added service five aspects have analyzed the deficiency of CCB's private bank. Because of domestic legal supervision, market perfection degree is restricted in many aspects. The successful experience of foreign mature private banks does not necessarily apply to this particular wealth market in China. Therefore, the author thinks that it is more practical to discuss the development strategy of CCB from the point of view of the demand of the target group of private banks-the high net worth group. For this reason, this paper draws lessons from a large number of wealth report data. Based on the demand theory and customer segmentation, combined with the author's daily work experience, the author explores the outstanding needs of high net worth customers. Finally, based on the outstanding needs of high net worth customers, the author suggests that China Construction Bank should only actively carry out product innovation and team innovation. Only channel innovation, brand innovation and value-added service innovation can get a place in the fierce competition of private banking business.
【学位授予单位】：南京理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F832.2
，

本文编号：1580203