【摘要】：國(guó)際金融競(jìng)爭(zhēng)形勢(shì)伴隨著經(jīng)濟(jì)全球化和金融國(guó)際化而日益嚴(yán)峻，西方商業(yè)銀行早在20世紀(jì)80年代就已經(jīng)開(kāi)始利用金融創(chuàng)新來(lái)開(kāi)拓市場(chǎng)，而金融的創(chuàng)新還包括中間業(yè)務(wù)的創(chuàng)新。發(fā)展至今，西方先進(jìn)國(guó)家商業(yè)銀行已十分重視中間業(yè)務(wù)。國(guó)內(nèi)商業(yè)銀行的利潤(rùn)長(zhǎng)期依賴(lài)于傳統(tǒng)的存貸業(yè)務(wù)，，相對(duì)缺乏競(jìng)爭(zhēng)力。另外，在我國(guó)由于早期政府對(duì)中間業(yè)務(wù)限制過(guò)多，配套技術(shù)低等，使得國(guó)內(nèi)商業(yè)銀行發(fā)展中間業(yè)務(wù)的狀況極為不佳。具體表現(xiàn)在業(yè)務(wù)品種稀少，以代理類(lèi)、結(jié)算類(lèi)產(chǎn)品為主；對(duì)利潤(rùn)的貢獻(xiàn)不大；經(jīng)營(yíng)觀念滯后；后臺(tái)支撐技術(shù)和從業(yè)人員素質(zhì)偏低等方面。西方商業(yè)銀行和我國(guó)大型商業(yè)銀行在不斷探討中間業(yè)務(wù)發(fā)展的過(guò)程中也取得了一些可借鑒的成功經(jīng)驗(yàn)，如實(shí)行混業(yè)經(jīng)營(yíng)、注重產(chǎn)品和營(yíng)銷(xiāo)創(chuàng)新、使軟硬件設(shè)施協(xié)同發(fā)展、實(shí)現(xiàn)金融集團(tuán)聯(lián)盟、進(jìn)行客戶(hù)細(xì)分及定位、國(guó)內(nèi)大型商業(yè)銀行注重依托傳統(tǒng)優(yōu)勢(shì)并發(fā)展新業(yè)務(wù)等。貴陽(yáng)銀行作為一家地方股份制銀行，起步較晚、規(guī)模相對(duì)較小，在面臨西方商業(yè)銀行中間業(yè)務(wù)沖擊的同時(shí)還要與國(guó)內(nèi)商業(yè)銀行展開(kāi)激烈競(jìng)爭(zhēng)。中間業(yè)務(wù)因具有盈利大、風(fēng)險(xiǎn)低等優(yōu)點(diǎn)而成為商業(yè)銀行競(jìng)爭(zhēng)的重要手段，因而貴陽(yáng)銀行應(yīng)通過(guò)著力發(fā)展中間業(yè)務(wù)來(lái)應(yīng)對(duì)激烈的競(jìng)爭(zhēng)。 本文通過(guò)運(yùn)用以資源為基礎(chǔ)的SWOT分析來(lái)對(duì)貴陽(yáng)銀行實(shí)施中間業(yè)務(wù)的內(nèi)外部環(huán)境進(jìn)行分析。首先對(duì)現(xiàn)階段貴陽(yáng)銀行的資源和能力進(jìn)行清單，主要分為有形資源、組織資源、財(cái)務(wù)資源和無(wú)形資源四大類(lèi)。然后再分別運(yùn)用防御性分析對(duì)貴陽(yáng)銀行現(xiàn)有業(yè)務(wù)進(jìn)行危機(jī)性判斷和進(jìn)攻性分析來(lái)對(duì)外部環(huán)境進(jìn)行評(píng)價(jià)。在上述活動(dòng)進(jìn)行的基礎(chǔ)上，再具體羅列貴陽(yáng)銀行開(kāi)展中間業(yè)務(wù)活動(dòng)的SWOT清單。最后將貴陽(yáng)銀行視為有核層狀球來(lái)對(duì)其開(kāi)展中間業(yè)務(wù)進(jìn)行整體戰(zhàn)略規(guī)劃，分別從產(chǎn)品層、組織層、思想（文化）層及與市場(chǎng)環(huán)境的關(guān)系四個(gè)方面為貴陽(yáng)銀行開(kāi)展中間業(yè)務(wù)提供具體措施。如產(chǎn)品層措施有針對(duì)中間業(yè)務(wù)產(chǎn)品推進(jìn)創(chuàng)新、梳理定價(jià)機(jī)制、提高技術(shù)支撐力；組織層措施有優(yōu)化基礎(chǔ)設(shè)施及網(wǎng)點(diǎn)布局、實(shí)現(xiàn)營(yíng)銷(xiāo)手段創(chuàng)新、強(qiáng)化風(fēng)險(xiǎn)管控、加強(qiáng)人力資源建設(shè)；思想（文化）層措施有提高發(fā)展中間業(yè)務(wù)的認(rèn)識(shí)、將發(fā)展中間業(yè)務(wù)納入銀行；在處理貴陽(yáng)銀行與其他金融機(jī)構(gòu)關(guān)系時(shí)要加強(qiáng)金融合作，對(duì)于市場(chǎng)要建立靈敏的市場(chǎng)感應(yīng)機(jī)制。
[Abstract]:The international financial competition situation is increasingly severe with the economic globalization and financial internationalization. As early as the 1980s, western commercial banks began to exploit the market by using financial innovation, and the financial innovation also includes the innovation of intermediate business. Up to now, commercial banks in advanced western countries have attached great importance to intermediate business. The profits of domestic commercial banks depend on the traditional deposit and loan business for a long time and lack of competitiveness. In addition, because of too many restrictions on intermediate business and low matching technology in the early stage of our country, the development of intermediate business in domestic commercial banks is very poor. The specific performance is that there are few kinds of business, mainly agent and settlement products, little contribution to profit, lagged management concept, low backstage support technology and low quality of employees, and so on. In the process of exploring the development of intermediate business, western commercial banks and large commercial banks of our country have also obtained some successful experiences, such as the implementation of mixed operation, the emphasis on product and marketing innovation, and the co-development of hardware and software facilities. Financial group alliance, customer segmentation and positioning, domestic large-scale commercial banks rely on traditional advantages and development of new business and so on. Guiyang Bank as a local joint-stock bank, started late, relatively small scale, while facing the impact of the intermediate business of western commercial banks, but also with domestic commercial banks to launch fierce competition. Intermediate business has become an important means of competition for commercial banks because of its advantages such as high profit and low risk, so Guiyang Bank should deal with the fierce competition by focusing on developing intermediate business. This paper uses resource-based SWOT analysis to analyze the internal and external environment for the implementation of intermediate business in Guiyang Bank. This paper first lists the resources and capabilities of Guiyang Bank at present, which are divided into four categories: tangible resources, organizational resources, financial resources and intangible resources. Then we use defensive analysis to evaluate the external environment by risk judgment and offensive analysis to the existing business of Guiyang Bank. On the basis of the above-mentioned activities, the SWOT list of the intermediate business activities of Guiyang Bank is listed in detail. Finally, Guiyang Bank is regarded as a core layer ball to carry out the overall strategic planning for its intermediate business, from the product layer, the organization layer, The ideological (cultural) layer and the relationship with the market environment provide specific measures for Guiyang Bank to carry out intermediate business. For example, product level measures to promote innovation for intermediate business products, comb pricing mechanism, improve technical support; Organizational level measures have optimized infrastructure and network layout, realized the innovation of marketing means, strengthened risk control, and strengthened human resources construction, thought (culture) level measures to improve the understanding of the development of intermediate business, the development of intermediate business into the bank; In dealing with the relationship between Guiyang Bank and other financial institutions, we should strengthen financial cooperation and establish a sensitive market sensing mechanism for the market.
【學(xué)位授予單位】：貴州財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F832.2

【引證文獻(xiàn)】

相關(guān)博士學(xué)位論文 前1條

1 汪菲;基于資源基礎(chǔ)理論的國(guó)家競(jìng)爭(zhēng)力評(píng)價(jià)研究[D];天津大學(xué);2007年

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