浙江城市商业银行：重组、改革与发展

厦门大学硕士学位论文浙江城市商业银行：重组、改革与发展姓名：潘华富申请学位级别：硕士专业：@指导教师：@20051201:AbstractAbstractAfterChina’sentranceintoWTO,withthefasterpaceoftheopeninginChina’sfinancialmarketandtheseverecompetitiononthebankingbusiness,Zhejiangcitycommercialbankshavefacedstrongerchallengesandopportunities.Whentherestructureandreformofbankingindustrysweepingthecountry,theyshouldobjectivelyestimatetheirenvironmentsandstrategicgoal,andpushthereformofitsmanagements.Uniteallthecitycommercialbanksintheprovinceandbeonebank.Firstly,thisarticleintroducedthestatusofZhejiangcitycommercialbanks.Thendeeplyanalyzedtheopportunitiesinthenearfutureyears,outspreadfromperspectivesofthedevelopmentoftheZhejiangeconomyandfinance,theadjustmentofthegovernmentregulatorypolicy,thedifficultyoftheSME’sfinancing,andtheintegrationoftheregionaleconomy,etc.Meanwhilethisarticlealsoanalyzedthechallengesfromtheinternalandexternalfactors.Basedontheabovebackground,thisarticleseekstofigureoutninekeyquestionsthestrategicorientation,theperfectofthecorporategovernment,thestrengtheningofthecontrol,andthemarketingsystem,etc.Themaininnovationsofthisarticleare:theactualityoftheresearchmethodology,thesystematicapplicationofstrategy,andthefeasibilityofconductingthemeasures.Thearticleseeksstrongtheoryandfeasibilitytosupportthesemeasures,whichisfromtheaspectsof:theactualenvironmentoftheeconomyandfinance,thetrendoftheregulatorypolicy,andthemanagementpracticeofthecitycommercialbanks.Thearticledeemedthatthereformanddevelopmentstrategyareanengineeringsystem,itcannotbeisolated.Moreover,itshoulddefinethebanksstrategicgoalandorientationfirstly:citycommercialbanksshouldstrengthenitspositionasoneofthemostprofitableChinesebanks,positioningonthe“localbank,SME’sbank,andcitizen’sbank”.Andthebankshouldfindthesecustomerswhoaremostfitforthebank.Thembasedontheabovestrategygoalandpositioning,carryouttheintegralreformandsystematicrestructure,hopingforformingthecorecompetence.BasedonthebestpracticeofthebankingindustryandtheactualityoftheZhejiangcitycommercialbanks,thearticledesignedtheframeworkofreformroutesallaroundthebanks’managementandbusinesssystem.AnddevelopanopinionthatZhejiangcitycommercialbankscanbeonebankthroughdomesticalliancesandtie-ups(includingpossibleacquisitions),itcanalsocarryoninternationalcooperation,includingequityties,withoneormoreforeignbanksorfinancialinstitutions.Theunitedstock-sharedbank,headquarteredHangzhou,positioningontheYangtseRiveDeltaregion,canrealizethemutualcomplement,resourceintegration,expandingwithinZhejiangprovinceevenregionally,andenjoyingmutualbenefitpermanently.Keywords:Commercialbank;Developmentstrategy;Reformroutes1,200431.63.4341211232854200416.9,53.6200420051019861220044.4114.94.7%19886220042.78223200420038431723,1,3,19951998320041121.6957790451.410.438.713,WTO41996114342004111.70.9200410()7,,,,,25200417.89WTO5,20042-3)3PaulWMcCarthy20057262004197595.617855149837819981.53.520042.695.2320042402004890513.5538907.7943.757.595200467322560892833764571203.511/51/572356%105%9%,3482002200426200442411.338.312200220032004CAGR20022004137.01208.4218.0126.14%51.8267.285.5228.47%51.9678.1583.1226.48%15.8327.1137.4637.46%2069.313074.83759.0734.78%764.86994.731092.4519.51%2004200220042720046322004200220042631.899200220032004CAGR20022004210.39299.52340.7827.27%67.2283.92119.8333.52%60.2190.77110.735.59%22.5940.2760.6863.89%3042.954068.865125.8629.79%13301611178615.88%20041720043.21022200220032004CAGR200220041.471.862.0217.22%0.3060.5030.65446.13%0.320.3460.43917.12%0.05240.07410.095434.93%17.3422.331.4434.65%7.7711.4114.6337.22%20041020062002200320040.4619.960.4712.880.5313.310.298.780.397.240.358.350.399.140.309.380.356.580.204.080.175.650.142.550.4710.370.4412.210.5215.060.469.440.5913.280.6720.05200410050100872064.3116.37%2.27%91.50%80.52%54.97%62.35%2.74%7.07%19.51%110.08%91.05%71.37%8.20%2.88%51.26%145.62%90.83%61.70%8.15%3.50%53.79%126.06%84.04%61.74%9.55%2.87%101.36%37.90%55.36%61.18%10.89%4.99%78.34%49.39%40.94%58.11%200420032003123.6%GDP19783.4%7%()1978124()25.730.6251505001392812000200120022003200420052006200720082009GDP60636700767092001057212148139601604118432211804595461346474680468847134737476247874812GDP1320914553165661972822551257782946733684385044401420002003GDP14.91%,GDP14.31%200420042509243658.81497.12.30.651009914200510010010003200,156.2519.91980-200219.4%39.1%202060%1550%1/3162002181820042.137.61.4311.22434914130200515101710WTOWTO200621520251820061912112006203020042067622233.73786.954.2683010021IT22MIS20%23241225112326,,,,,,,,,27,,,,,1.2.3.4.28()JPVAR29ITRAROCCOSOEnterpriseRiskManagementERMRAROCRAROC(RiskAdjustedReturnonCapital)701999RAROCROERAROC/30RAROCABCCOSOERM3190,,321//2333343550%51234:361/3712534IT1000P1992100050%38IT/MISITITITITITIT39ITITITITWTO200312115%20%25%2001,,140234411+1T.BNSIFC1+2IFC1+120029----,()42,,,,,,43[][1].[R].,2004[2].[J].2004[3].[J/OL].2004[4].[J].2003(3):53-57[5]AnthonySaunders.FinancialInstitutionsManagement[M].TheMcGrAW-HillCompanies,Inc.,2000[6].[J].2004[7].[J].2004(3[8].[J].2004(11[9].[J].2004(6[10].[M].2004[11].[M].2004[12].[J].200