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MBA硕士论文_南京银行苏州分行零售业务经营策略研究DOC

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南京银行苏州分行零售业务经营策略研究
中文摘要
伴随着我国经济发展方式的转变,金融改革也在不断推进,我国银行业经营环境
正发生着深刻变化。利率市场化改革压缩了银行业传统的利差收入,互联网金融及非
银行金融机构的兴起进一步分流了银行业储蓄存款,资本市场的不断壮大更加剧了
“金融脱媒”现象的产生。这一系列变化倒逼着中国银行业改革经营方式,从传统的
粗放式增长转变为立足于自身特点的深耕细作,充分利用规模、资源、客户等优势开
拓新业务,发掘新的利润增长点。当前阶段,中国经济发展进入新常态,企业经济效
益下滑,信用风险增加,加之政府平台、国有企业信贷政策收紧,占银行收入很大比
重的对公业务发展将在一定程度上受到阻碍。相反,信用风险较低的零售业务将成为
银行业绩的缓冲地带,可以作为银行改革的切入点反哺对公板块业绩的下滑,零售市
场也将日渐成为各家银行争夺的对象

零售业务具有经营成本高、客户流动性强、交易对象多、金额小等特点,这也是
一直以来零售业务规模难以做大的重要因素。随着技术门槛的降低,以及对公业务与
零售业务的联动式发展,高投入低产出的经营模式将被打破,个人理财而非储蓄将成
为零售业务的核心,帮助银行吸引更多优质客户,扩大市场份额,增加中间收入

经营模式的转变对商业银行既是机遇又是挑战。与国有商业银行与股份制商业银
行相比,城市商业银行具有地域限制,规模小、抗风险能力弱是其固有缺陷。而立足
地方扶植小微,又使得城商行在零售业务中获得一定优势。作为一家上市城商行,南
京银行如何在变革中发挥自身优势打造零售业务的生态系统,如何实现零售业务规模
提升、结构优化是现阶段南京银行人亟需思考和解决的问题。本文将在以下篇幅中对
我国零售业务概念及零售市场现状进行介绍,在此基础上分析说明南京银行零售业务
发展概况,并以苏州分行为例对该行零售业务进行 SWOT 分析,明确发展方向,最后
对未来零售业务建设提出建议

关键词:零售业务,南京银行,苏州分行,发展策略,经营策略
作者:黄莉
指导老师:张雪芬英文摘要 南京银行苏州分行零售业务经营策略研究
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The bank of Nanjing Suzhou branch
retail business strategy study
Abstract
Along with the transformation of China’s economic development mode, financial
reform is also constantly advancing; China&39;s banking industry environment is undergoing
profound changes. The interest rate marketization reform reduced the traditional banking
interest income, the rise of Internet banking and non-bank financial institutions further
relocated bank deposits, the growth of capital market aggravated “financial
disintermediation phenomenon. This series of changes forced a Chinese banking
operation mode reform, from the traditional extensive growth to base on its own
advantages, make full use of the scale, resources and customers to develop new business,
explore new profit growth point. Currently, Chinese economic development has entered the
“new normal”, economic benefit is declining, credit risk is rising, coupled with the
tightening of credit policy from government platform and state owned enterprises,
Corporate Banking Services which takes up a large portion of the bank income will
encounter growth hindering. On the contrary, the lower the credit risk of retail business
will become a buffer zone of bank performance, can be used as starting point of banking
reform to compensate the profit decline of corporate banking service. Therefore, the retail
market will become the new battle field for all banks.
The retail banking business (also called retail financial services) mainly refers to the
commercial banks to a natural person or family as the service object, provide deposit,
financing, finance, securities trading, agency services, advisory commission and other
types of financial services business is to provide one-stop packaged products and services
of the main way of commercial banks. Divided from the perspective of accounting,
including retail banking assets, liabilities and intermediary business, the main source of the
retail business income interest income on the asset side and non-interest income and
intermediate business fees, and liabilities of banks with relatively low rates of personal
savings. Overall, the retail business has following characteristics, operating cost is high,
customer liquidity is big, customer number is big but amount of money is small, those are南京银行苏州分行零售业务经营策略研究 英文摘要
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important factors why retail business is difficult to have large growth in the past. With the
decrease of technical threshold, and broken of Corporate Banking Services and retail
business linkage, high input and low output business model will no longer exists, personal
financial service will become the core of the retail business instead of saving, it would help
banks to attract more high quality customers, to expand market share, to increase the
income.
The transformation of business model is both an opportunity and a challenge for
commercial banks. Compared with the state-owned commercial banks and joint-stock
commercial banks, the city commercial banks have their own inherent defects, such as
geographical restrictions, small scale, and weak ability to resist risks. And based on the
policy of local government supporting small and micro economies, city commercial banks
can gain some advantages in the retail business. As a listed city commercial bank, how to
build up its own ecosystem in retail business with its own advantages, how to enlarge the
retail business scale, , how to optimize the structure is the issue to solve. This paper will
make a brief introduction on China&39;s retail business concept and retail market,. On the basis
of analysis of the development of retail business of the bank of Nanjing, taking Suzhou
branch as example make SWOT analysis, giving a clear development direction, and finally
giving suggestion on the construction of the retail business proposal.
Keywords: retail business, The Bank of Nanjing, Suzhou branch, development strategy,
business strategy
Written by:Huang Li
Supervised by:Zhang Xuefen
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目录
第一章 绪论 ··1
1.1 研究背景·1
1.2 选题意义·2
1.3 研究方法·2
1.4 研究思路·2
1.5 创新和不足之处 ·3
1.5.1 创新之处 ·3
1.5.2 不足之处 ·3
第二章 理论基础与文献综述 ··4
2.1 商业银行零售业务理论基础 ·4
2.2 国内外文献综述 ·5
2.2.1 国外文献综述 ··5
2.2.2 国内文献综述··7
第三章 南京银行苏州分行零售业务分析 ··8
3.1 零售业务的行业总体情况 ·8
3.1.1 资产业务和管理将成为零售业务重要的利润增长点8
3.1.2 利率市场化和第三方支付兴起对传统业务构成冲击9
3.1.3 电子银行将成为未来银行零售业务运作的主要模式9
3.2 南京银行零售业务整体概况 ·9
3.2.1 零售业务规模及产品结构10
3.2.2 理财业务发展现状11
3.3 苏州分行零售业务概况
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