A银行引入战略投资者案例研究
发布时间：2018-08-18 19:51
【摘要】：我国城市商业银行数量日益增多,经过二十多年长足的进步,已然成为我国银行业发展的第三梯队,不仅为地方金融提供了有力的支持,还为其他金融活动提供各种服务,成为我国银行业竞争格局中不容小觑的一股力量。但由于其本身具有资本规模小、受地方财政支持的特点,因此城市商业银行选择通过引入战略投资者的方式提升资本充足率,优化股权结构,提升管理水平,进而加速步入现代银行健康发展的轨道。对于战略投资者而言,投资中小型城市商业银行可以换得较大比例的管理控制权,获得银行牌照,取得不菲收益,因此投资城商行被许多战略投资者所青睐,纷纷加入战略投资者的队伍。河南省A市城商行引入央企B旅游集团公司是中小型城商行引入战略投资者的成功案例。A银行为实现持续补充资本金、降低政府控制和提升竞争力的目标,与2012年引入战略投资者,实现产融结合。合作达成之后,A银行的各项财务比例和监管指标均有所提升:有效补充了资本金;增强银行的发展能力和盈利能力;优化了股权结构;管理模式日趋健康良性;增加旅游金融等特色业务,实现了差异化、特色化经营。引入战略投资者为A银行所带来的一切实实在在的变化,均体现出合适的战略合作者对于城市商业银行的可持续发展,具有十分重要的意义。但与此同时,A银行引入B旅游集团公司之后,不可避免地会出现关联交易、过度依赖大股东、股权过度集中、公司治理纠纷等问题,A银行还需要通过加强内外监管与责任意识,谋求制衡力量寻求上市,加强业务创新,提升管理水平等方式进行缓解。中小型城商行在引入战略投资者方面,会所带来种种转机与难题。引进合适的战略投资者,确实能够帮助城商行克服发展瓶颈,实现互利双赢。但与此同时,城商行仍有很多后续工作需要持续跟进:公司治理的完善、管理体制的接轨、股权结构的优化、竞争力的提升、企业文化的融合等,都需要城商行在监管部门的指导下一一抓好落实。
[Abstract]:The number of urban commercial banks in China is increasing day by day. After more than 20 years of rapid progress, it has become the third echelon of the development of our banking industry. It not only provides strong support for local finance, but also provides various services for other financial activities. Become a force that can not be underestimated in the competition pattern of our banking industry. However, because of its small capital scale and local financial support, urban commercial banks choose to promote capital adequacy ratio, optimize equity structure and enhance management level by introducing strategic investors. And then accelerate into the track of healthy development of modern banks. For strategic investors, investing in small and medium-sized city commercial banks can exchange a large proportion of management control rights, obtain bank licences, and obtain good returns. Therefore, investment city commercial banks are favored by many strategic investors. Join the ranks of strategic investors. In order to achieve the goal of continuously replenishing capital, reducing government control and enhancing competitiveness, A Bank is a successful case of small and medium-sized city commercial banks introducing strategic investors to introduce central enterprise B tourism group company in A City of Henan Province. With the introduction of strategic investors in 2012, the combination of production and finance. After the cooperation, the financial ratio and supervision index of Bank A have been improved: effectively replenish the capital, enhance the development ability and profitability of the bank, optimize the ownership structure, and the management mode is becoming healthy and benign day by day; Increase tourism finance and other characteristics of business, achieve differentiation, characteristic management. All the real changes brought about by the introduction of strategic investors to Bank A reflect the importance of appropriate strategic partners for the sustainable development of urban commercial banks. But at the same time, after Bank A introduced B Tourism Group Company, it will inevitably appear related party transactions, excessive dependence on large shareholders, excessive concentration of equity, disputes over corporate governance, and so on. Bank A also needs to strengthen the awareness of internal and external supervision and responsibility. Seek checks and balances to seek listing, strengthen business innovation, improve management level and other ways to alleviate. Small and medium-sized city firms in the introduction of strategic investors, the club brought a variety of opportunities and problems. The introduction of appropriate strategic investors can really help city firms overcome development bottlenecks and achieve mutual benefit and win-win. At the same time, however, there is still a lot of follow-up work to be done: the perfection of corporate governance, the integration of the management system, the optimization of the ownership structure, the promotion of competitiveness, the integration of corporate culture, etc. All need city commercial banks in the direction of the regulatory department to grasp the implementation of one by one.
【学位授予单位】：郑州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.33
[Abstract]:The number of urban commercial banks in China is increasing day by day. After more than 20 years of rapid progress, it has become the third echelon of the development of our banking industry. It not only provides strong support for local finance, but also provides various services for other financial activities. Become a force that can not be underestimated in the competition pattern of our banking industry. However, because of its small capital scale and local financial support, urban commercial banks choose to promote capital adequacy ratio, optimize equity structure and enhance management level by introducing strategic investors. And then accelerate into the track of healthy development of modern banks. For strategic investors, investing in small and medium-sized city commercial banks can exchange a large proportion of management control rights, obtain bank licences, and obtain good returns. Therefore, investment city commercial banks are favored by many strategic investors. Join the ranks of strategic investors. In order to achieve the goal of continuously replenishing capital, reducing government control and enhancing competitiveness, A Bank is a successful case of small and medium-sized city commercial banks introducing strategic investors to introduce central enterprise B tourism group company in A City of Henan Province. With the introduction of strategic investors in 2012, the combination of production and finance. After the cooperation, the financial ratio and supervision index of Bank A have been improved: effectively replenish the capital, enhance the development ability and profitability of the bank, optimize the ownership structure, and the management mode is becoming healthy and benign day by day; Increase tourism finance and other characteristics of business, achieve differentiation, characteristic management. All the real changes brought about by the introduction of strategic investors to Bank A reflect the importance of appropriate strategic partners for the sustainable development of urban commercial banks. But at the same time, after Bank A introduced B Tourism Group Company, it will inevitably appear related party transactions, excessive dependence on large shareholders, excessive concentration of equity, disputes over corporate governance, and so on. Bank A also needs to strengthen the awareness of internal and external supervision and responsibility. Seek checks and balances to seek listing, strengthen business innovation, improve management level and other ways to alleviate. Small and medium-sized city firms in the introduction of strategic investors, the club brought a variety of opportunities and problems. The introduction of appropriate strategic investors can really help city firms overcome development bottlenecks and achieve mutual benefit and win-win. At the same time, however, there is still a lot of follow-up work to be done: the perfection of corporate governance, the integration of the management system, the optimization of the ownership structure, the promotion of competitiveness, the integration of corporate culture, etc. All need city commercial banks in the direction of the regulatory department to grasp the implementation of one by one.
【学位授予单位】：郑州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.33
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