摘要
利率市场化进程加速推进，近年来，国内商业银行基于存贷利差的传统经营
模式面临深刻变革，战略转型成为必然。在利润增长、资本约束、风险控制的多
维约束下，同业业务呈现跨越式发展，已成为商业银行驱动新一轮转型发展的重
要引擎。全国性股份制银行、区域性中小银行较早地组织并实现了向同业业务转
型，集中体现在其战略规划、组织架构、资产负债、收入贡献中，同业业务的地
位与占比得到显著提升。与之相比，大型商业银行的同业业务转型则相对滞后，
但极具发展潜力

按照监管定义，同业业务是指“境内依法设立的金融机构之间开展的以投融
资为核心的各项业务，主要业务类型包括：同业拆借、同业存款、同业借款、同
业代付、买入返售（卖出回购）等同业融资业务和同业投资业务”。经过数年的
发展，同业业务在便利流动性管理、优化金融资源配置、服务实体经济方面发挥
了重要作用，同时也暴露出缺乏经营规范、信息披露不充分、规避金融监管与宏
观调控等问题。为此，以《中国银监会办公厅关于规范商业银行同业业务治理的
通知》（银监办发［2014］140号）的实施为开端，商业银行同业业务经营开始
向总部专营换轨、向多维创新转型

A 商业银行是国有大型商业银行之一，自“同业监管新规”实施后，该行自
顶层设计入手，主动调整同业业务经营管理架构，在同类型商业银行中率先完成
了同业业务的法人总部专营。运行两年多来，该行同业业务发展迅速，转型前后
对比明显。处在转型进行时期，该行不断发现问题、解决问题，砥砺前行，积累
了极具价值的经验。本文以 A 商业银行同业业务转型实践为实例，通过分析其成
效与不足，提出优化解决方案将是本文论述的主要内容

本文首先对商业银行同业业务转型的理论基础、国内商业银行同业业务经营
情况等作详细阐述，然后对 A 商业银行同业业务经营情况作介绍，结合各类分析
方法对 A 商业银行同业业务存在的问题进行剖析，查找成因与解决方案，为促进
A 商业银行同业业务的稳健持续发展提出建议，为其它大型商业银行更好地实现
同业业务转型提供有益借鉴，弥补当前国内在大型商业银行同业业务转型研究方
面的空白

关键词：A 商业银行；同业业务；转型II
ABSTRACT
With the accelerated interest rate liberalization process in recent years, Chinese
commercial banks are facing an evitable, strategic transition from the traditional profit
model that relies on fixed loan-deposit spreads. Under the combined influence of
profit growth, capital restrictions, and risk control, inter-bank businesses have
experienced an significant growth and have become a key factor in driving the
development of commercial banks forward. National joint-stock banks and certain
regional banks are leading the trend in switching their focus to inter-bank businesses
and have witnessed significant growth in the percentage of inter-bank businesses in
their overall operations thanks to the adjustments in areas including strategic planning,
organizational optimization, and balance control. Whereas major commercial banks
are lagging behind in their transition to inter-bank businesses, their potentials are
enormous.
By definition of the regulatory, inter-bank business refers to “Business conducted
among domestic financial institutions established under the restriction of the law , the
main business types include: lending, interbank deposits, interbank loans, interbank
payment, resale (repurchase), inter-bank financing and investment”. After several
years of development, inter-bank business has proven to be of significant importance
in facilitating liquidity management, optimizing financial resource allocation, and
serving entity economy. The business has, at the same time, shown its defects in terms
of the lack of regulations, inadequate information disclosure, avoidance of financial
supervision, as well as macro control. Therefore, under the enforcement of “Notice of
the general office of the China Banking Regulatory Commission on regulating the
administration of interbank business of commercial banks”([2014]140), commercial
banks have started transitioning their inter-bank businesses towards exclusive
headquarter operations and multi-dimensional innovation.
Commercial Bank A is one of the major state-owned commercial banks. Since the
implementation of the new regulatory, Bank A has adopted a top-down approach and
actively adjusted its management structure of inter-bank businesses. Bank A has
become the first bank in its sector to have completed the transition to exclusive
headquarter operations. In the past two years since the transition Bank A hasIII
significantly improved its inter-bank business. During the transition the bank has
continuously encountered obstacles and has found ways to solve them and move on
with the change, through the process of which precious experience has been earned.
This thesis focuses on analyzing the transition process of Bank A and strives to
provide an optimized solution to this booming trend.
In the first section of the thesis the theoretical basis of inter-bank business transition
and the current state of Chinese commercial banks were detail explained. The next
section was mainly focused on Bank A’s operational status in its inter-bank
businesses. The problems that Bank A had encountered were analyzed using
combined approaches in order to find out the underlying causes and to suggest
corresponding solutions for a more stable development of its inter-bank businesses.
The findings of this thesis will also provide references for other major commercial
banks in hope of improving their inter-bank businesses and cover the current gap in
the research of transitional major commercial banks in China.
Key Words：Commercial Bank A; Inter-Bank Business; Transition.IV
目录
摘要..I
ABSTRACT...........II
1绪论..1
1.1研究背景和研究意义..........1
1.1.1研究背景......1
1.1.2研究意义......2
1.2研究现状综述....2
1.2.1国内相关研究述评..........2
1.3研究思路和研究方法..........4
1.3.1研究思路......4
1.3.2研究方法......4
2相关理论概述......6
2.1同业业务相关理论6
2.1.1同业业务概述..6
2.1.2商业银行转型相关理论......7
2.1.3与同业业务相关的市场营销与战略管理理论8
3同业业务市场介绍与国内商业银行经营实例....9
3.1市场组成与发展历程..........9
3.1.1市场组成......9
3.1.2发展历程......9
3.2国内商业银行同业业务发展现状...........11
3.2.1资产负债结构.11
3.2.2主要业务类型.11
3.2.3兴业银行同业业务经营实例.12
4A 商业银行同业业务经营情况....16
4.1A 商业银行基本情况简介......16
4.2A 商业银行同业业务转型前所存在的问题....16
4.2.1战略定位问题.16
4.2.2组织管理问题.16
4.2.3市场营销问题.17
4.3 A 商业银行同业业务转型成效.18
4.3.1A 商业银行同业业务转型背景18
4.3.2A 商业银行同业业务转型情况19
4.3.3A 商业银行同业业务转型成效（基于4PS 理论的分析）..20
5A 商业银行同业业务转型存在的不足及解决方案23
5.1 A 商业银行同业业务转型存在的不足.......23
5.1.1业务发展不均衡...........23
5.1.2连续竞价存弊端...........24
5.1.3市场预判待强化...........25V
5.1.4信息系统建设滞后.........25
5.2解决方案.......26
5.2.1A
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