本文關(guān)鍵詞：廣州農(nóng)村商業(yè)銀行互聯(lián)網(wǎng)金融發(fā)展戰(zhàn)略研究

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【摘要】：現(xiàn)代信息與互聯(lián)網(wǎng)技術(shù)的進(jìn)步,特別是云計算、移動互聯(lián)網(wǎng)、大數(shù)據(jù)、搜索引擎、社交網(wǎng)絡(luò)的發(fā)展,實現(xiàn)了互聯(lián)網(wǎng)技術(shù)與金融業(yè)務(wù)的重新整合,對傳統(tǒng)的金融業(yè)產(chǎn)生了深遠(yuǎn)的影響和巨大的沖擊。互聯(lián)網(wǎng)金融對于擴(kuò)展金融業(yè)務(wù)辦理渠道、豐富交易方式、降低交易成本、優(yōu)化客戶體驗等方面,具有十分積極的作用,也是實現(xiàn)“普惠金融”的一種有效途徑。特別是互聯(lián)網(wǎng)金融的快速發(fā)展,對我國銀行業(yè)的創(chuàng)新發(fā)展形成了推動和促進(jìn)作用,使得商業(yè)銀行在競爭中主動調(diào)整,“以客戶為中心”,提升金融服務(wù)質(zhì)量和效率。我國商業(yè)銀行經(jīng)過多年的發(fā)展,在傳統(tǒng)的體制下,依靠大企業(yè)生存的局面正在改變。大企業(yè)對銀行信貸的依賴逐漸減弱,商業(yè)銀行的借款主體也逐步向小微企業(yè)轉(zhuǎn)移,這是商業(yè)銀行特別是中小商業(yè)銀行面臨的嚴(yán)峻挑戰(zhàn)和機(jī)遇。尤其對于中小商業(yè)行而言,在利率市場化、金融脫媒的宏觀背景下,應(yīng)對互聯(lián)網(wǎng)金融挑戰(zhàn)的過程,也是向?qū)I(yè)型、特色型銀行發(fā)展的一個契機(jī)。因此,互聯(lián)網(wǎng)技術(shù)與金融業(yè)務(wù)的重新整合,以及互聯(lián)網(wǎng)金融對傳統(tǒng)的金融業(yè)產(chǎn)生深遠(yuǎn)的影響和巨大的沖擊的背景下,對中小銀行的應(yīng)對策略研究,較具實操意義。本文采用理論分析與案例分析研究相結(jié)合的方法。通過閱讀相關(guān)文獻(xiàn),了解學(xué)者在互聯(lián)網(wǎng)金融領(lǐng)域的相關(guān)研究,在此基礎(chǔ)上,先是研究國內(nèi)外互聯(lián)網(wǎng)金融發(fā)展的總體情況、各類典型業(yè)務(wù)模式,總結(jié)發(fā)展經(jīng)驗及發(fā)展趨勢,選取廣州地區(qū)中小商業(yè)銀行的典型代表——廣州農(nóng)商銀行為案例,以SWOT分析方法、“長尾理論”下的盈虧平衡模型等分析方法,研究廣州農(nóng)商銀行發(fā)展互聯(lián)網(wǎng)金融的自身因素及外部環(huán)境變化,結(jié)合數(shù)據(jù)分析,探索廣州農(nóng)商銀行發(fā)展互聯(lián)網(wǎng)金融的可行對策。
【關(guān)鍵詞】：互聯(lián)網(wǎng)金融 中小商業(yè)銀行 戰(zhàn)略
【學(xué)位授予單位】：廣東外語外貿(mào)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F724.6;F832.35
【目錄】：

• ACKNOWLEDGEMENTS4-5
• ABSTRACT5-7
• 摘要7-8
• LIST OF ABBREVIATIONS8-19
• 1 Introduction19-23
• 1.1 Background19
• 1.2 Significance and Purpose19-20
• 1.3 Methods of Research and Innovation20-23
• 1.3.1 Methods of Research20-21
• 1.3.2 Innovations21-23
• 2. Literature Review23-31
• 2.1 Introduction of Strategic Management Theories23-28
• 2.1.1 Definition of Strategic Management23
• 2.1.2 Development Introduction of Strategic Management Theories23-24
• 2.1.3 SWOT Analysis24-26
• 2.1.4 Porter’s Competition Strategies26-28
• 2.2 Domestic Research Status of IOF28-31
• 3 Definition & Characteristics of IOF31-36
• 3.1 Definition of IOF31-32
• 3.2 Characteristics of IOF32-33
• 3.2.1 Inclusive Finance32
• 3.2.2 Platform Finance32
• 3.2.3 Information Finance32-33
• 3.2.4 Fragment Finance33
• 3.3 Relationship between Traditional Finance and IOF33-36
• 3.3.1 Traditional Finance is The Basis for IOF33-34
• 3.3.2 Improvement and Challenges for Traditional Finance34-36
• 4 Patterns and Developments of IOF36-43
• 4.1 Patterns and Developments of IOF36-40
• 4.1.1 Third Party Payment36-37
• 4.1.2 Internet Financing Modes37-38
• 4.1.3 Investment Plan Mode38-40
• 4.2 Commercial Banks’ Response to the Development of IOF40-43
• 4.2.1 Joining with Direct Sales Banking40
• 4.2.2 E-commerce Platforms40
• 4.2.3 Online Bank Transition40-41
• 4.2.4 Expand Mobile Banking41
• 4.2.5 Banking Services on Social Platforms41
• 4.2.6 Online Supply Chain Banking41-42
• 4.2.7 Physical Office Upgrades42
• 4.2.8 Offline Services Online42-43
• 5 Case Analysis of the GRC Bank43-69
• 5.1 The Development of IOF in GRC Bank43-48
• 5.1.1 Overall Development Condition of GRC Bank43-44
• 5.1.2 Development Path of Electronic Banking44-45
• 5.1.3 Development of Electronic Banking45-48
• 5.2 SWOT Analysis48-59
• 5.2.1 Advantages48-51
• 5.2.2 Disadvantages51-53
• 5.2.3 Opportunity53-55
• 5.2.4 Threats55-58
• 5.2.5 Limitation58-59
• 5.3 Breakeven Model by“Long Tail Theory”59-66
• 5.3.1 Long Tail Theory59-60
• 5.3.2 Contribution of the Tail Customers，，GRC Bank as Example60-63
• 5.3.3 Breakeven Model of Inclusive Finance63-64
• 5.3.4 Profit Model of Inclusive Finance64-66
• 5.4 Problems on GRC Bank in Developing IOF66-69
• 5.4.1 Lack of Data Resources and Data Mining Capabilities66
• 5.4.2 Lack of Customer Acquisition Capability66-67
• 5.4.3 Risk Control Management Capacity Needs to Be Strengthened67
• 5.4.4 Banking Outlets Advantage Becomes Burden67
• 5.4.5 Regulatory Policies and Regional Development Restrictions67-69
• 6 Countermeasure for GRC Bank69-82
• 6.1 Data Mining: Rural E-Commerce Platform69-71
• 6.1.1 Establish Self-owned Rural E-Commerce Platforms69
• 6.1.2 Co-operate with Internet Companies69-70
• 6.1.3 Comprehensive Banking Service Platform70-71
• 6.2 Enhance Customer Acquisition Capability: Innovation of Business Channel71-74
• 6.2.1 Online Direct Sales Banks71-73
• 6.2.2 Offline Society Banks73-74
• 6.3 Enhance Risk Control Capability: Risk Control System Based on Big Data74-77
• 6.3.1 Improvement of Data Processing Ability74-76
• 6.3.2 Risk Control System Built on Big Data76
• 6.3.3 Product & Service Innovation in IOF76-77
• 6.4 Broaden Customer Channels: Transformation of Banking Outlets77-79
• 6.4.1 Clarify the Position and Optimize the Distribution77
• 6.4.2 Integrate the Sections of the Banking Outlets77-78
• 6.4.3 Precise Marketing System Based on Big Data78
• 6.4.4 Mobilization of Agent Services78
• 6.4.5 Online-offline Connections78
• 6.4.6 Cross-border Innovation: Improvement of Social Abilities78-79
• 6.5 Breakthrough Regulatory Restrictions: Mobile Payment79-80
• 6.5.1 Mobile Payment79
• 6.5.2 Break through the limitation of Region79-80
• 6.5.3 Lower the Cost of Operation80
• 6.6 Conclusion80-82
• 6.6.1 Conclusion80-81
• 6.6.2 Deficiencies81-82
• REFERENCES82-84

【參考文獻(xiàn)】

中國期刊全文數(shù)據(jù)庫 前2條

1 中國工商銀行江蘇省分行課題組;許宏網(wǎng);張海軍;;互聯(lián)網(wǎng)金融對商業(yè)銀行盈利影響研究[J];金融縱橫;2015年04期

2 蔚趙春;凌鴻;;商業(yè)銀行大數(shù)據(jù)應(yīng)用的理論、實踐與影響[J];上海金融;2013年09期

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