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MBA硕士毕业论文_HS银行社区银行发展研究DOC

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改革开放三十年来,我国现代银行体系基本确立,整体实力明显增强,体制机制 发生重大转变,服务功能全面提升,外部环境明显改善,国际地位空前提升。但是我 国银行业对内下沉方面,仍存在不足。而对内市场重心下沉,实现普惠金融全覆盖, 社区银行发挥着重要作用。2013 年我国开始推行社区银行,瞬间引起了社会的广泛 关注。从西方国家来看,其建设社区银行的时间较长,发展的也较为成熟,而在我国 社区银行仍属于新兴事物,没有配套的监管机制,也导致社区银行在发展过程中出现 了一些问题。在金融市场不断变革的影响下,社区银行的重要性不断突出。发展社区 银行也是 HS 银行在金融脱媒、互联网金融、普惠金融背景下实现转型的重要途径。 本文首先回顾了与社区银行有关的研究成果,在梳理这些成果的基础上,结合我 国社区银行的发展现状,指出本文所述社区银行是指主要为经营区域内中小微企业和 居民家庭服务的一类具有特色的银行网点。 接着以 HS 银行社区银行为对象,对 HS 银行社区银行的发展现状进行详细阐述, 总结该银行在发展过程中存在的问题,结合其发展目标,从定位、差异化产品及服务、 客户定位及客户体验度、社区银行员工素质及社区银行绩效考核方面分析,提出优化 建议。 本文通过对 HS 银行社区银行的发展研究,参照对标银行,提出优化建议,对其 他商业银行发展社区银行也具有一定的参考意义。 关键字:社区银行;发展策略;普惠金融I ABSTRACT In the past 30 years of reform and opening up, China's modern banking system has been basically established, its overall strength has been significantly enhanced, its institutional mechanism has undergone major changes, its service functions have been comprehensively improved, its external environment has been significantly improved, and its international status has been unprecedentedly enhanced. However, China’s banking industry still has shortcomings in terms of internal sinking. The concentration of the internal market sinks and the full coverage of inclusive finance, community banks play an important role. In 2013, China began to implement community banks, which immediately aroused widespread concern in society. From the perspective of Western countries, it has been a long time to build community banks, and its development is relatively mature. However, community banks in China are still new things, and there is no supporting regulatory mechanism, which has led to some problems in the development of community banks. Under the influence of the constant changes in the financial market, the importance of community banks has become increasingly prominent. The development of community banks is also an important way for HS Bank to achieve transformation in the context of financial disintermediation, internet finance, and inclusive finance. This paper first reviews the research results related to community banks. On the basis of combing these results, combined with the development status of community banks in China, it is pointed out that the community banks mentioned in this paper refer to the services of small and medium-sized enterprises and households in the business area. Classes with distinctive banking outlets. Then, with HS Bank Community Bank as the object, the development status of HS Bank Community Bank is elaborated, and the problems in the development process of the bank are summarized. Combined with its development goals, from positioning, differentiated products and services, customer positioning and customers. Analysis of experience, community bank staff quality and community bank performance appraisal, and propose optimization suggestions. This paper, through the research on the development of HS Bank Community Bank, refers to the benchmarking bank, proposes optimization suggestions, and has certain reference significance for other commercial banks to develop community banks.II KEYWORDS: Community Bank; Development Strategy; Pragmatic Finance1 目 录 摘要 ·····················································································1 ABSTRACT··············································································· I 第一章 绪论 ············································································1 第一节 选题背景······················································································1 第二节 国内外研究综述············································································2 一、国内研究综述 ·················································································2 二、国外研究综述 ·················································································3 第三节 研究内容及研究意义······································································4 一、研究内容 ·······················································································4 二、研究意义 ·······················································································4 第二章 社区银行的概念与模式······················································6 第一节 社区银行概述···············································································6 一、国外社区银行的界定 ········································································6 二、国内社区银行的界定 ········································································6 三、社区银行的特征 ··············································································7 第二节 社区银行的发展模式分析································································8 一、美国社区银行的发展模式分析 ····························································8 二、我国已有社区银行的发展模式研究 ······················································9 第三节 国内外社区银行经验总结······························································ 11 一、美国社区银行的经验总结 ································································ 11 二、国内社区银行经验总结 ··································································· 12 第三章 HS 银行社区银行发展分析···············································14 第一节 HS 银行社区银行发展基本情况······················································ 14 一、HS 银行简介················································································· 142 二、HS 银行发展社区银行的必要性 ·························································14 三、HS 银行网点发展现状 ·····································································15 第二节 HS 银行社区银行的经营思路··························································18 第三节 HS 银行社区银行存在的问题··························································19 一、市场定位模糊致发展缓慢·································································19 二、网点数量少导致客户粘性低······························································21 三、配套设施旧导致客户体验不高···························································23 四、营销模式单一致业务量不大······························································23 五、缺乏专业人才················································································24 第四章 社区银行优化发展的建议 ··············································· 25 第一节 制定合理的发展模式····································································25 一、明确市场定位················································································25 二、加强渠道建设················································································25 三、建立可持续发展模式·······································································26 第二节 打造差异化的产品和服务······························································26 一、借力政府,发展代收公用事业费························································26 二、贷款差异化,提高贷款效率······························································27 三、多元化服务产品·············································································27 四、提供特色的差异化服务····································································27 第三节 加强对社区银行专业人才的管理 ·····················································28 一、建立有效的人才来源渠道·································································28 二、建立人才培养机制··········································································28 三、拥有保留人才的手段·······································································29 第四节 争取政府政策扶持·······································································29 第五章 总结与展望 ································································· 31