本文選題：城市商業(yè)銀行　切入點(diǎn)：跨區(qū)域經(jīng)營　出處：《西南財(cái)經(jīng)大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

【摘要】：城市商業(yè)銀行是我國銀行業(yè)的第三梯隊(duì),排在國有大型商業(yè)銀行和股份制商業(yè)銀行之后。城商行的前身為城市信用社,先后經(jīng)歷了三個(gè)發(fā)展階段。1979年,我國第一家城市信用社在河南省漯河市成立,旨在為城市個(gè)體、私營及集體經(jīng)濟(jì)提供金融服務(wù)。1993年前后,全國陸續(xù)出現(xiàn)了城信社支付危機(jī),國務(wù)院決定開始在全國分批組建城市合作銀行,由城市企業(yè)、居民以及地方財(cái)政投資入股。1998年,城市合作銀行更名為城市商業(yè)銀行。 截止到2011年底,全國城市商業(yè)銀行總資產(chǎn)達(dá)9.98萬億,資產(chǎn)總額占銀行業(yè)金融機(jī)構(gòu)比重為8.8%,在整體規(guī)模上城商行還遠(yuǎn)遠(yuǎn)不足以與大型商業(yè)銀行和股份制銀行抗衡,但是在資產(chǎn)規(guī)模增速、經(jīng)營業(yè)績、以及抗風(fēng)險(xiǎn)能力指標(biāo)上,城商行的表現(xiàn)均大幅高于大型商業(yè)銀行以及全國銀行業(yè)的平均水平,顯示出近年來城商行的迅速發(fā)展。其優(yōu)質(zhì)代表如北京銀行、江蘇銀行等規(guī)模已經(jīng)超過了部分股份制銀行,躋身全國性商業(yè)銀行之列。 城商行成立之初其經(jīng)營地域被嚴(yán)格限定于其所在城市,而隨著城商行的發(fā)展,這一限制使得城商行難以擴(kuò)大規(guī)模以抵御風(fēng)險(xiǎn),經(jīng)營決策容易受到地方政府的干擾,不利于其市場化的發(fā)展,也有損于金融業(yè)的公平競爭環(huán)境。因此監(jiān)管機(jī)構(gòu)逐漸放松了對(duì)城商行跨區(qū)域經(jīng)營的限制,允許達(dá)到標(biāo)準(zhǔn)的城商行通過多種模式實(shí)現(xiàn)跨區(qū)域發(fā)展。 2006年4月,上海銀行寧波分行開業(yè),標(biāo)志著我國城市商業(yè)銀行跨區(qū)域經(jīng)營的正式開始。從那以后,城商行跨區(qū)域經(jīng)營的腳步開始加快。截止2010年底,全國一共有147家城市商業(yè)銀行,設(shè)置的異地分支機(jī)構(gòu)總量接近300家。各家城商行紛紛進(jìn)行全國性的跨區(qū)域戰(zhàn)略布局,部分城商行還開始了跨境經(jīng)營。目前,北京銀行在中國香港、荷蘭阿姆斯特丹,云南富滇銀行在老撾萬象分別擁有各自的境外代表處。 在跨區(qū)域發(fā)展的過程中,大多城商行首先會(huì)選擇在臨近的行政和經(jīng)濟(jì)區(qū)域設(shè)立分支機(jī)構(gòu),再逐漸將分支機(jī)構(gòu)擴(kuò)張到全國熱點(diǎn)經(jīng)濟(jì)地區(qū)。環(huán)渤海和長三角兩大經(jīng)濟(jì)圈是我國城商行發(fā)展最為活躍的地區(qū),這兩地的城商行不論是資產(chǎn)規(guī)模還是資產(chǎn)質(zhì)量,都高于全國平均水平,也是城商行異地分支機(jī)構(gòu)最為集中的地方,統(tǒng)計(jì)顯示經(jīng)濟(jì)發(fā)達(dá)地區(qū)仍然是城商行進(jìn)行跨區(qū)域經(jīng)營的首選。 城商行跨區(qū)域經(jīng)營的模式主要可分為三大類：第一類是直接設(shè)立異地分支機(jī)構(gòu)；第二類是聯(lián)合重組,其中聯(lián)合重組又分為吸收合并與新設(shè)合并；第三類則是異地收購或參股。除此之外,還包括發(fā)起成立農(nóng)村商業(yè)銀行(或小額貸款公司),銀行之間的業(yè)務(wù)聯(lián)合與合作,以及接收收購國有銀行的網(wǎng)點(diǎn)等方法實(shí)現(xiàn)區(qū)域化的布局與經(jīng)營。 直接設(shè)立異地分支機(jī)構(gòu),是指城商行直接在目標(biāo)地區(qū)設(shè)立分支行,以達(dá)到跨區(qū)域經(jīng)營的目的,這種模式以北京銀行的擴(kuò)張最有代表性,其網(wǎng)點(diǎn)覆蓋了我國主要的經(jīng)濟(jì)區(qū)域,資產(chǎn)規(guī)模已經(jīng)超越了很多股份制銀行,成為全國性的大型商業(yè)銀行。直接設(shè)立異地分支行是城商行快速實(shí)現(xiàn)符合自身規(guī)劃需要的區(qū)域化經(jīng)營的方式,但這一模式對(duì)城商行各方面要求都較高,而且分支機(jī)構(gòu)的設(shè)立會(huì)在一定程度上影響總行的經(jīng)營管理和盈利水平。因此選擇這一模式的往往都是資本雄厚資產(chǎn)規(guī)模較大經(jīng)營狀況也較為良好的城商行。 聯(lián)合重組是指通過在某一行政區(qū)域或經(jīng)濟(jì)區(qū)域內(nèi)城商行(城信社)的聯(lián)合,來達(dá)到在該區(qū)域內(nèi)的全面經(jīng)營。聯(lián)合重組由于具體操作的不同,又分為吸收合并與新設(shè)合并兩種。吸收合并是指在實(shí)施重組的多家城商行中,挑選資產(chǎn)質(zhì)量和聲譽(yù)品牌最具實(shí)力的一家保留法人資格,吸收其他城商行并入然后撤銷其他銀行的法人資格,典型案例為徽商銀行；新設(shè)合并則是在聯(lián)合重組的所有城商行外新設(shè)立一家銀行,所有的城商行全部撤銷法人資格并入該新設(shè)立的銀行,典型案例為江蘇銀行。 聯(lián)合重組可以在較短的時(shí)間內(nèi)整合區(qū)域內(nèi)資源,提高對(duì)整合區(qū)域的網(wǎng)點(diǎn)覆蓋率,有利于城商行資產(chǎn)和資本規(guī)模在短期內(nèi)迅速擴(kuò)大,而且聯(lián)合重組往往由地方政府牽頭運(yùn)作,可以享受一定的的政策傾斜。這一模式的困難則在于：重組涉及多個(gè)利益相關(guān)方,協(xié)調(diào)難度較大,人員安置和文化整合問題也將耗費(fèi)一定的時(shí)間與成本。聯(lián)合重組模式適合那些資產(chǎn)質(zhì)量較好但是規(guī)模不大的城商行,可以在較短的時(shí)間內(nèi)提高資本金水平和資產(chǎn)規(guī)模,實(shí)現(xiàn)經(jīng)營區(qū)域的全面覆蓋和業(yè)務(wù)范圍的拓展。 此外,城商行還可以通過異地收購或者參股城商行(城信社)間接實(shí)現(xiàn)跨區(qū)域經(jīng)營,這種模式具有一定的杠桿效應(yīng),一般發(fā)生在大銀行和小銀行,或者是實(shí)力相當(dāng)?shù)パa(bǔ)性較強(qiáng)的銀行之間,但城商行需要對(duì)將來可能發(fā)生的同業(yè)競爭提前做好規(guī)劃。 城市商業(yè)銀行還可以通過其他途徑實(shí)現(xiàn)自身的跨區(qū)域發(fā)展。包括接收原國有銀行網(wǎng)點(diǎn),發(fā)起設(shè)立村鎮(zhèn)銀行或小額貸款公司,以及業(yè)務(wù)聯(lián)合與合作等。每一種模式都各有其優(yōu)缺點(diǎn)和適用的條件,城商行需要從多個(gè)角度考慮出發(fā)選擇適合自身的跨區(qū)域發(fā)展模式。具體在實(shí)踐過程中,城商行并非囿于某一種固定的模式,而是可以同時(shí)選擇多種模式并進(jìn)以實(shí)現(xiàn)自身跨區(qū)域發(fā)展和業(yè)務(wù)開展的需要。 在此過程中,部分城商行的重組進(jìn)程限于種種原因而夭折,主要原因多是由于重組各方利益難以協(xié)調(diào)。在具體操作過程中,城商行要注意政府的引導(dǎo)而非干預(yù),盡量使合并重組按照市場化的原則和步驟進(jìn)行。 在前文分析的基礎(chǔ)上,論文采用了態(tài)勢(shì)分析法(SWOT)對(duì)四川省南充市商業(yè)銀行跨區(qū)域經(jīng)營策略進(jìn)行分析,并給出相應(yīng)的政策建議。 四川省是我國西部地區(qū)的重要省份,銀行業(yè)機(jī)構(gòu)數(shù)量和資產(chǎn)總額均居西部第一,擁有13家城市商業(yè)銀行,其中成都銀行資產(chǎn)規(guī)模最大,而南充商行則以擅長中小企業(yè)信貸和良好的管理及盈利水平知名。除此外,其他11家城商行資產(chǎn)在幾十億到上百億不等。 南充市商業(yè)銀行于2001年成立,成立之初,南充商行各項(xiàng)存款余額5.7億元,各項(xiàng)貸款余額2.96億元,資產(chǎn)總額7.03億元,不良貸款率高達(dá)13.89%；截止2011年末,南充商行資產(chǎn)總額達(dá)750.84億元,平均資產(chǎn)利潤率1.78%,平均凈資產(chǎn)收益40.77%；成立10年,南充市商業(yè)銀行的資產(chǎn)規(guī)模和盈利水平增長了上百倍,不良貸款率則下降了97%,展現(xiàn)出良好的發(fā)展前景。 南充市商業(yè)銀行的內(nèi)部優(yōu)勢(shì)(S)在于：資產(chǎn)質(zhì)量與經(jīng)營狀況均較好；服務(wù)中小市場特色鮮明；公司治理規(guī)范,經(jīng)營靈活；地緣優(yōu)勢(shì)；內(nèi)部劣勢(shì)(W)則在于：規(guī)模劣勢(shì)；跨區(qū)域經(jīng)營后管理風(fēng)險(xiǎn)加大；異地網(wǎng)點(diǎn)數(shù)量較少；人才缺乏；金融創(chuàng)新能力不足,IT瓶頸等；面臨的外部機(jī)會(huì)(O)如下：政策鼓勵(lì)跨區(qū)域發(fā)展；區(qū)域經(jīng)濟(jì)發(fā)展；地方政府支持；農(nóng)村金融市場潛力巨大；外部威脅(T)則有如下：本地同業(yè)競爭；異地市場被蠶食；異地品牌認(rèn)可度低；外部市場不確定性等。 筆者認(rèn)為,鑒于南充商行資產(chǎn)規(guī)模和經(jīng)營現(xiàn)狀,聯(lián)合重組或收購對(duì)南充商行來說可行性不大,因此南充商行采取了直接設(shè)立異地分支機(jī)構(gòu)及發(fā)起設(shè)立村鎮(zhèn)銀行的方式來實(shí)現(xiàn)跨區(qū)域的經(jīng)營,可以直接將商行成熟有特色的經(jīng)營理念和管理模式直接復(fù)制過去,但同時(shí)也需要注意分支行對(duì)總行管理和盈利的影響,加強(qiáng)對(duì)風(fēng)險(xiǎn)的控制。此外,南充商行也可以考慮參股異地城商行(城信社),以及與其他銀行的聯(lián)合與合作,降低進(jìn)入異地市場的阻力和成本,擴(kuò)大對(duì)異地市場的占有,同時(shí)保持自身獨(dú)立的經(jīng)營模式和理念,加強(qiáng)立足中小市場的定位,在異地市場避免與大型銀行的同質(zhì)競爭,走精細(xì)化、差異化的發(fā)展道路。南充商行需要審慎推進(jìn)直接設(shè)立異地分行的節(jié)奏和速度,使跨區(qū)域經(jīng)營的步伐與自身資產(chǎn)規(guī)模相匹配。 城商行在跨區(qū)域發(fā)展的過程中,也暴露出不少的問題和風(fēng)險(xiǎn),齊魯銀行巨額票據(jù)詐騙案便是一個(gè)典型的例子。暴露的問題中,最為突出的是城商行定位不清,盲目擴(kuò)張,導(dǎo)致資本金不足,管理難度加大,各項(xiàng)風(fēng)險(xiǎn)上升,同時(shí)面臨一定的人力資源和IT瓶頸。此外,在跨區(qū)域發(fā)展中,城商行往往扎堆進(jìn)入熱點(diǎn)地區(qū),造成這些地區(qū)銀行業(yè)務(wù)經(jīng)營高度同質(zhì)化,城商行對(duì)大型銀行采用跟隨戰(zhàn)略,提供的金融產(chǎn)品和服務(wù)都較為單一,金融創(chuàng)新能力不強(qiáng),容易被替代,客戶忠誠度不高。 面對(duì)這些暴露出來的問題和風(fēng)險(xiǎn),城商行首先應(yīng)該認(rèn)清自身的定位。城商行的優(yōu)勢(shì)在于靈活、高效以及本地化的特色和盈利能力,而不僅僅在于規(guī)模,因此城商行不應(yīng)該一味與大銀行爭搶客戶和資源,而應(yīng)當(dāng)立足中小市場,立足地方經(jīng)濟(jì),服務(wù)市民,實(shí)現(xiàn)差異化和特色化的經(jīng)營。在跨區(qū)域發(fā)展時(shí),要科學(xué)選擇目標(biāo)區(qū)域和實(shí)施戰(zhàn)略,完善公司治理機(jī)制,提升風(fēng)險(xiǎn)控制水平,同時(shí)加大人才儲(chǔ)備力度和金融創(chuàng)新力度,加強(qiáng)品牌建設(shè),提高城商行的綜合競爭力。
[Abstract]:City Commercial Bank of China's banking industry is the third echelon, after large state-owned commercial banks and joint-stock commercial banks. The city firm formerly known as the city credit cooperatives, has experienced three stages of development in.1979, the first city of our country credit cooperatives established in Luohe city in Henan Province, aimed at the city before and after the individual. The private and collective economy to provide financial services for.1993 years, the emerging city credit cooperatives payment crisis, the State Council decided to start in the batch to set up the city by the City cooperative banks, enterprises, residents and local financial investment stake in.1998 City, cooperative bank was renamed the city commercial bank.
By the end of 2011, the city commercial bank's total assets amounted to 9 trillion and 980 billion, total assets accounted for the proportion of the banking institutions was 8.8%, the overall size of city commercial is far from enough to compete with the state-owned commercial banks and joint-stock commercial banks, but the growth in asset size, business performance, and anti risk capability indicators, the average level of the city the firm's performance significantly higher than the large commercial banks and national banks, shows the rapid development of city commercial banks in recent years. Its high quality such as Bank of Beijing, Bank of Jiangsu has exceeded the size of some joint-stock banks, among the national commercial bank list.
The city firm at the beginning of the establishment of the business area is strictly limited to the city, and with the development of city commercial banks, this restriction makes the city firm to expand the scale to resist the risk management decision is vulnerable to the interference of local government, is not conducive to the development of the market, there are a fair competition environment damage to the financial sector. Regulators therefore gradually relaxed the restrictions on city commercial banks'cross-regional business, allowed to reach the city commercial banks cross regional development through a variety of modes.
In April 2006, the Bank of Shanghai opened a branch in Ningbo, marking the official start of China's city commercial banks operating across the region. Since then, the city firm operating across the region began to accelerate. By the end of 2010, a total of 147 national city commercial banks set up branches in other places, the total is close to 300. The cross regional strategic layout city commercial banks have conducted nationwide, some city commercial banks also started cross-border business. At present, the Bank of Beijing in Hongkong Chinese, Holland Amsterdam, Yunnan rich Yunnan bank respectively have in their overseas on behalf of Vientiane.
In the process of cross regional development, most city commercial banks will be the first choice to set up branches in neighboring administrative and economic area, and then gradually expanded to the national economy branches hot regions. Yangtze River Delta and the Bohai rim economic circle of the two active region for the development of China's city commercial banks, city commercial banks or both is the asset size and asset quality is higher than the national average, the most centralized place is the city commercial bank branches, statistics show that in economically developed areas is still the city commercial banks to operate across regions of choice.
City Commercial Banks cross regional business model can be divided into three categories: the first is to directly set up branches in other places; the second is the joint reorganization, the reorganization is divided into the merger with the new merger; the third category is the remote acquisition or equity participation. In addition, also including the establishment of a rural commercial bank (or small loan companies), business combination and cooperation between banks, and receiving methods such as purchasing network of state-owned banks and to achieve the layout of regional business.
Directly set up branches in other places, refers to the city commercial banks directly set up branches in the target area, in order to achieve the purpose of cross regional business, the model with the expansion of Beijing bank is the most representative, the dot coverage of China's major economic regions, the asset scale has surpassed many joint-stock banks, a nationwide large commercial banks directly. The establishment of remote branches is fast implementation of city commercial banks in accordance with its own planning need regional operating mode, but this mode of all aspects of the city firm demand is higher, and the establishment of branch offices will affect the head office management and profit level to a certain extent. So the choice of this model are often well capitalized larger assets operating conditions are relatively good city commercial banks.
The joint reorganization refers to a certain administrative region or regional city commercial banks (city credit cooperatives) joint, to achieve comprehensive business in the region. Due to the specific operation of the joint reorganization, merger and is divided into two kinds. The new merger merger refers to the number of city commercial banks carry out heavy group in the selection of asset quality and reputation of the brand the most powerful one to retain the qualification of legal person, the absorption of other city commercial banks and then incorporated into the cancellation of legal personality, is a typical case of merchants bank merger; is the establishment of a new city commercial banks in all joint restructuring, all the City firm to remove all legal qualification into the new banks, is a typical case of the Bank of Jiangsu.
The joint reorganization can integrate regional resources in a relatively short period of time, to improve the integration of the regional network coverage, is conducive to the city commercial bank assets and capital scale expands rapidly in the short term, but the joint reorganization often by local government led operation, can enjoy certain preferential policies. This pattern is difficult: restructuring involving multiple stakeholders, coordination difficult problems, personnel placement and cultural integration will be time consuming and cost. The joint reorganization mode for those good asset quality but the size of the city firm, can improve the capital levels and the size of the assets in a relatively short period of time, to achieve full coverage and expand the scope of business area.
In addition, the city firm can also through different acquisitions or equity of city commercial banks (city credit cooperatives) indirectly achieve cross regional operation, this model has a certain leverage effect, generally occurs in large and small banks, or comparable but strong complementarity between banks, but the city firm need for possible future competition in advance a good plan.
City commercial banks can achieve cross regional development itself through other ways. Including receiving the former state-owned bank outlets, initiated the establishment of village banks or small loan companies, and joint operations and cooperation. Each model has its own advantages and disadvantages and the applicable conditions, city commercial bank needs from the perspective of considering selection suitable for cross regional development mode in the specific. In practice, the city firm is not confined to a fixed pattern, but also need to choose a variety of models and to achieve cross regional development and business development.
In this process, the restructuring process part of city commercial banks for various reasons and died, the main reason is due to the interests of all parties. It is difficult to coordinate restructuring in the specific operation process, city commercial banks should pay attention to the guidance of the government and the non intervention, try to make the merger and reorganization in accordance with the principles and steps of the market.
On the basis of previous analysis, the paper adopts the situation analysis method (SWOT) to analyze the cross regional business strategy of Nanchong commercial bank in Sichuan Province, and gives corresponding policy recommendations.
Sichuan province is an important province in Western China, the number of banking institutions and the total assets of all ranks first in the west, with 13 city commercial banks, including the Bank of Chengdu has the largest assets, while the Nanchong firm is to good at the small and medium-sized enterprise credit management and the level of profitability and well known. In addition, the other 11 city commercial banks assets in to billions of billions dollars.
Nanchong City Commercial Bank was established in 2001, at the beginning of the establishment of Nanchong commercial bank deposits 570 million yuan, the loan balance of 296 million yuan, the total assets of 703 million yuan, the NPL ratio up to 13.89%; by the end of 2011, Nanchong commercial bank total assets amounted to 75 billion 84 million yuan, the average rate of return on assets of 1.78%, the average return on net assets was 40.77%; 10 years, Nanchong city commercial bank asset size and profitability growth of hundreds of times, the non-performing loan rate decreased by 97%, showing a good development prospect.
Nanchong City Commercial Bank's internal strengths (S) is: the quality of assets and business conditions are good; services for small and medium-sized market characteristics; corporate governance norms, flexible management; geographical advantage; internal weaknesses (W) lies in the scale of weakness; cross regional business management risk; the small number of outlets in different places; the lack of talent; lack of financial innovation ability, IT bottleneck; external opportunities (O) are as follows: policies to encourage cross regional development; regional economic development; local government support; rural financial market has great potential; external threats (T) are as follows: local competition; market places being eroded; different brand recognition is low; the external market uncertainty.
The author believes that, in view of Nanchong commercial bank assets and business status, joint reorganization or acquisition feasibility for Nanchong commercial bank is not so firm Nanchong taken directly set up branches and initiated the establishment of village banks to achieve cross regional business, can direct firm mature distinctive management concept and management mode of direct copy of the past, but at the same time also need to pay attention to the influence of branch office management and profitability, strengthen the risk control. In addition, Nanchong firms can also consider different shares of city commercial banks (city credit cooperatives), and joint and cooperation with other banks, reduce the resistance and cost into the market places, to expand the market places of possession, while maintaining its independent business model and philosophy, strengthen the market positioning based on small and large banks, to avoid homogeneous competition in the market places, go fine, poor The development path of alienation. Nanchong commercial bank needs to carefully promote the pace and speed of directly setting up different branches, so as to match the pace of cross regional operation with its own asset size.
City Commercial Banks in the process of cross regional development, but also exposed many problems and risks, Qilu bank huge bills fraud case is a typical example. The problems exposed, the most prominent is the city firm positioning is not clear, leading to blind expansion, lack of capital, management difficulty to increase the risk. Rose, facing some of the human resources and the IT bottleneck at the same time. In addition, in the inter regional development of city commercial banks, often get together to enter the hot areas, these areas caused by banking business a high degree of homogeneity, the city firm for large banks to adopt the following strategy, to provide financial products and services are relatively single, financial innovation is not strong, easy to be replaced, customer loyalty is not high.
In the face of these problems and risks, city commercial banks should first recognize their own position. The city firm has the advantage of flexible, efficient and localized characteristics and profitability, not only in scale, so the city firm should not blindly with the big banks for customers and resources, and should be based on the small and medium-sized market, based on the local economy. The public service, to realize the difference and characteristic of the business. In the inter regional development, to the scientific selection of the target region and the implementation of the strategy, improve corporate governance, enhance the level of risk control, and increase the talent reserve and financial innovation, strengthen brand building, improve the comprehensive competitiveness of city commercial banks.

【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F832.33

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