徽商银行零售业务转型研究
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摘要
商业银行零售业务凭借其庞大的客户群体,联系着几乎所有的金融业务活动,并通过其完善的服务设施、不断进步的理财技术,为客户提供多样化、个性化的金融产品和服务,使金融资源在经济体系中得到更加优化的配置。自20世纪90年代以来,拓展零售银行业务逐渐成为国内商业银行战略转型的重要内容之一,零售业务的地位和作用在商业银行经营过程中不断上升。但我国商业银行零售业务发展过度依靠业务规模的扩张抢占市场,不重视零售业务产品质量的提升,使得零售业务的可持续发展受到挑战,零售业务转型迫在眉睫。
徽商银行自2005年成立之初,就把零售业务纳入发展规划之中,经过7年的发展,零售业务规模不断扩大、产品体系逐渐形成,制度和团队建设等方面也不断完善,零售业务已经成为徽商银行的主要利润来源之一。但是,目前徽商银行仍处于传统信贷业务扩张时期,零售业务结构失衡现象严重、科技和人才支撑力度不够、客户关系管理水平较低和风险控制制度不完善等问题使得零售业务发展举步维艰,传统的依靠资源消耗和人力投入的粗放式经营模式已经开始制约徽商银行零售业务的可持续发展。战略转型成为徽商银行零售业务发展的唯一出路。
当前,零售业务发展的市场竞争日趋激烈,金融脱媒的深化和利率市场化进程的加快冲击着徽商银行过度依赖存贷利差的盈利模式,加之监管标准的不断提高和风险管理难度的增大,这些因素使得徽商银行零售业务发展面临着严峻的挑战,为应对复杂多变的市场环境,徽商银行必须积极推进零售业务转型的实现。但是,零售业务转型并不是经营策略的局部调整,而是战略层面的方向性转变,通过零售业务转型,徽商银行将实现由储蓄银行向综合理财银行的转变,由物理网点向电子银行的转变,由经营产品向经营客户的转变。徽商银行零售业务发展客户基础稳定、市场需求旺盛、政策支持力度大、科技应用不断深化,为徽商银行零售业务转型提供了可行的条件。
为推动零售业务转型的实现,徽商银行应该把未来发展目标定位于开展综合经营、培育全能型金融中介,从战略高度重新认识零售业务发展,首先,优化业务结构、健全产品体系,以创新带动零售业务发展；其次,应通过完善客户建档来夯实CRM系统基础,保证存储的信息资源被充分应用,在此基础上对市场进行细分、为客户提供差别化服务,通过不断提高客户满意度,将徽商银行发展为零售业务市场首选银行；再次,通过推进物理网点功能转型、加大自助银行投放力度、强化电子渠道分销功能来拓宽徽商银行零售业务服务渠道；最后,还应不断完善零售业务内部组织架构和内部控制制度,为徽商银行零售业务转型提供良好的制度环境。
Retail business of commercial banks with its huge customer base, connected almost all financial activities. With its comprehensive services and facilities and the continuous progress of financial technology, provides customers the diversified and personal financial products and services, leading financial resources in the economy to be more optimized configuration. In the1990s, the development of retail banking has gradually become an important part of the strategic transformation of the national commercial banks; the status and role of the retail business have been continuing to rise in the course of business of commercial banks rising. But retail business development of China's commercial banks over relies on the expansion of business scale to size the market, and does not attach importance to the quality of products to enhance the retail business, making the sustainable development of the retail business is being challenged, so retail business transformation is imminent.
Huishang Bank put the retail business into development planning since its inception in2005. After seven years of development, the size of the retail business has continued to expand, the product system has gradually formed, the team professional level of the retail business has continuously improved, and customer relationship management system has been officially put into operation. However, Huishang Bank is still in the time of traditional credit business expansion, and the retail business is of serious structural imbalances. The extensive business model which is relied on the consumption of resources and manpower has begun restricting the retail business of the Huishang Bank's sustainable development. The lack of technology and personal support, the low level of customer relationship management, and the inadequate risk control system, make the retail business development more difficult. Rely on the consumption of resources and manpower to the extensive mode of operation has begun restricting the sustainable development of the merchants'retail banking, strategic transformation becomes the only way to develop retail business.
Currently, with the increasingly fierce competition in the market of retail business, financial disintermediation deepening and acceleration of the process of marketization of interest rates impact. Huishang Bank over-reliance on the profit model of the deposit and lending spreads, combined with the continuous improvement of the regulatory standards and risk management difficulty, these factors make its retail business faced with severe challenges to deal with the complex and volatile market environment, Huishang Bank must actively promote the implementation of the retail business transformation. However, the transformation of the retail business is not the partial adjustment of the business strategy, but the change in direction of the strategic level. Through the transformation of the retail business, Huishang Bank achieves the change to comprehensive wealth management banks, physical outlets to electronic banking by operating the transition to business customers. Its retail banking business customer base is stable, the market demand, policy support, the deepening of the application of technology, provides a feasible conditions for the its retail banking transformation.
In order to promote the realization of the retail business transformation, the Huishang Bank should future development targeting to carry out comprehensive management, cultivate a versatile financial intermediary, and understanding of the development of the retail business from a strategic way. First of all, it should optimize the business structure, prove the system, using innovation to driven the retail business development. Second, consolidate the basis of the CRM system through the improvement of customer filings, and ensuring that the full application of information resources. On this basis, segment the market, providing customers with differentiated services, and culture the Huishang Bank becoming the preferred bank for the retail business market. Thirdly, Broaden the Huishang Bank retail banking service channels through the promoting of physical outlets functional transformation, increasing self-service banking delivery efforts, and strengthening the distribution function of the electronic channels. Lastly, constantly improve the retail business internal organizational structure and internal control system, to provide a favorable environment for the Huishang Bank retail business transformation.
徽商银行自2005年成立之初,就把零售业务纳入发展规划之中,经过7年的发展,零售业务规模不断扩大、产品体系逐渐形成,制度和团队建设等方面也不断完善,零售业务已经成为徽商银行的主要利润来源之一。但是,目前徽商银行仍处于传统信贷业务扩张时期,零售业务结构失衡现象严重、科技和人才支撑力度不够、客户关系管理水平较低和风险控制制度不完善等问题使得零售业务发展举步维艰,传统的依靠资源消耗和人力投入的粗放式经营模式已经开始制约徽商银行零售业务的可持续发展。战略转型成为徽商银行零售业务发展的唯一出路。
当前,零售业务发展的市场竞争日趋激烈,金融脱媒的深化和利率市场化进程的加快冲击着徽商银行过度依赖存贷利差的盈利模式,加之监管标准的不断提高和风险管理难度的增大,这些因素使得徽商银行零售业务发展面临着严峻的挑战,为应对复杂多变的市场环境,徽商银行必须积极推进零售业务转型的实现。但是,零售业务转型并不是经营策略的局部调整,而是战略层面的方向性转变,通过零售业务转型,徽商银行将实现由储蓄银行向综合理财银行的转变,由物理网点向电子银行的转变,由经营产品向经营客户的转变。徽商银行零售业务发展客户基础稳定、市场需求旺盛、政策支持力度大、科技应用不断深化,为徽商银行零售业务转型提供了可行的条件。
为推动零售业务转型的实现,徽商银行应该把未来发展目标定位于开展综合经营、培育全能型金融中介,从战略高度重新认识零售业务发展,首先,优化业务结构、健全产品体系,以创新带动零售业务发展；其次,应通过完善客户建档来夯实CRM系统基础,保证存储的信息资源被充分应用,在此基础上对市场进行细分、为客户提供差别化服务,通过不断提高客户满意度,将徽商银行发展为零售业务市场首选银行；再次,通过推进物理网点功能转型、加大自助银行投放力度、强化电子渠道分销功能来拓宽徽商银行零售业务服务渠道；最后,还应不断完善零售业务内部组织架构和内部控制制度,为徽商银行零售业务转型提供良好的制度环境。
Retail business of commercial banks with its huge customer base, connected almost all financial activities. With its comprehensive services and facilities and the continuous progress of financial technology, provides customers the diversified and personal financial products and services, leading financial resources in the economy to be more optimized configuration. In the1990s, the development of retail banking has gradually become an important part of the strategic transformation of the national commercial banks; the status and role of the retail business have been continuing to rise in the course of business of commercial banks rising. But retail business development of China's commercial banks over relies on the expansion of business scale to size the market, and does not attach importance to the quality of products to enhance the retail business, making the sustainable development of the retail business is being challenged, so retail business transformation is imminent.
Huishang Bank put the retail business into development planning since its inception in2005. After seven years of development, the size of the retail business has continued to expand, the product system has gradually formed, the team professional level of the retail business has continuously improved, and customer relationship management system has been officially put into operation. However, Huishang Bank is still in the time of traditional credit business expansion, and the retail business is of serious structural imbalances. The extensive business model which is relied on the consumption of resources and manpower has begun restricting the retail business of the Huishang Bank's sustainable development. The lack of technology and personal support, the low level of customer relationship management, and the inadequate risk control system, make the retail business development more difficult. Rely on the consumption of resources and manpower to the extensive mode of operation has begun restricting the sustainable development of the merchants'retail banking, strategic transformation becomes the only way to develop retail business.
Currently, with the increasingly fierce competition in the market of retail business, financial disintermediation deepening and acceleration of the process of marketization of interest rates impact. Huishang Bank over-reliance on the profit model of the deposit and lending spreads, combined with the continuous improvement of the regulatory standards and risk management difficulty, these factors make its retail business faced with severe challenges to deal with the complex and volatile market environment, Huishang Bank must actively promote the implementation of the retail business transformation. However, the transformation of the retail business is not the partial adjustment of the business strategy, but the change in direction of the strategic level. Through the transformation of the retail business, Huishang Bank achieves the change to comprehensive wealth management banks, physical outlets to electronic banking by operating the transition to business customers. Its retail banking business customer base is stable, the market demand, policy support, the deepening of the application of technology, provides a feasible conditions for the its retail banking transformation.
In order to promote the realization of the retail business transformation, the Huishang Bank should future development targeting to carry out comprehensive management, cultivate a versatile financial intermediary, and understanding of the development of the retail business from a strategic way. First of all, it should optimize the business structure, prove the system, using innovation to driven the retail business development. Second, consolidate the basis of the CRM system through the improvement of customer filings, and ensuring that the full application of information resources. On this basis, segment the market, providing customers with differentiated services, and culture the Huishang Bank becoming the preferred bank for the retail business market. Thirdly, Broaden the Huishang Bank retail banking service channels through the promoting of physical outlets functional transformation, increasing self-service banking delivery efforts, and strengthening the distribution function of the electronic channels. Lastly, constantly improve the retail business internal organizational structure and internal control system, to provide a favorable environment for the Huishang Bank retail business transformation.
引文
1 资料来源：中国建设银行研究部课题组.中国商业银行发展报告(2008)[M].北京：中国金融出版社,2008：20.
[01]Beverly J Hirtle,Kevin J Stiroh.The Return to Retail and the Performance of US Banks[R].Federal Reserve Bank of New York Staff Reports,2005.
[02]Ted Lindblom. Are Retailer Banks the Future of Retail Banking [J]. Journal of Final Transformation,2005:10-15.
[03]Jushua S Gans. Issues in Competition in Retail Banking:Comments on Switching Costs, Esit Fees and Mergers in Banking [J].Center for Ideas and the Economy, 2008(07):10-15.
[04]Josephy Di Vanna.The Future of Retail Banking:Delivering Value to Global Customer [M].Palgrave MacMillan Publications,2004.
[05]徐炜.招商银行零售银行业务发展战略研究[D].长沙：中南大学,2007.
[06]胡少华.美国消费信贷快速发展对我国商业银行的警示-基于风险控制的视角[J].金融理论与实践,2008(8)：107-111.
[07]李庆萍.新形势下我国零售银行业务发展探析[J].银行家,2011(10)：73-77.
[08]王劲平.积极应对金融危机,推动银行科学发展[N].大连日报,2009-06-01.
[09]舒畅.国有商业银行零售银行业务发展探讨[D].济南：山东大学,2008.
[10]晏宗新.银行的管制与竞争：产业组织分析[J].产业经济研究,2005(04)：56-59.
[11]陆磊.中国金融的“转型”[J].中国金融,2006(08)：71.
[12]吕巍,阮红.银行零售客户的价值提升与管理[M].北京：人民邮电出版社,2007.
[13]徐霖.我国商业银行零售银行业务流程再造研究[D].广州：暨南大学,2007.
[14]曹彤.财富管理：商业银行零售业务发展的战略选择[J].财经问题研究,2009(05)：63-67.
[15]吴晓灵.巴塞尔协议Ⅲ对我国金融业的影响[J].金融会计,2011(07)：04-07.
[16]简.休斯,斯科特.麦克唐纳.国际银行管理教程与案例[M].北京：清华大学出版社,2003.
[17]李鹤.我国商业银行零售业务转型战略研究[D].北京：首都经贸大学,2008.
[18]候鑫,刘晓波.商业银行零售业务发展概况及启示[J].消费导刊,2009(01)：29-31.
[19]贾志丽.商业银行零售业务[M].北京：中国金融出版社,2008.
[20]张萍.我国商业银行零售业务的发展研究[D].北京：首都经贸大学,2009.
[21]杨晓丽.我国商业银行开展零售业务的对策[J].经济纵横,2006(09)：85-86.
[22]郑玉香.我国商业银行零售业务的服务营销策略研究[J].商业研究,2007(03)：37-40.
[23]戴文进.网上银行风险的防范与管理[J].上海金融,2005(01)：31-33.
[24]袁应龙.我国商业银行零售业务发展研究[D].天津财经大学,2010.
[25]张琦.客户关系管理—提升商业银行核心竞争力的关键[J].上海金融,2005(01)：56-57.
[26]吴志峰.我国商业银行零售业务—组织结构模式与比较设计[J].上海金融,2005(04)：12-15.
[27]沙瑛.试论我国商业银行零售业务发展的问题及对策[J].现代商业,2010(03)：14-15.
[28]费伦苏.我国商业银行零售业务转型研究[J].当代经济管理,2011(04)：84-88.
[29]庞雪蓉,韦晓晶.对当前商业银行零售业务发展的几点认识[J].区域金融研究,2011(07)：64-68.
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[01]Beverly J Hirtle,Kevin J Stiroh.The Return to Retail and the Performance of US Banks[R].Federal Reserve Bank of New York Staff Reports,2005.
[02]Ted Lindblom. Are Retailer Banks the Future of Retail Banking [J]. Journal of Final Transformation,2005:10-15.
[03]Jushua S Gans. Issues in Competition in Retail Banking:Comments on Switching Costs, Esit Fees and Mergers in Banking [J].Center for Ideas and the Economy, 2008(07):10-15.
[04]Josephy Di Vanna.The Future of Retail Banking:Delivering Value to Global Customer [M].Palgrave MacMillan Publications,2004.
[05]徐炜.招商银行零售银行业务发展战略研究[D].长沙：中南大学,2007.
[06]胡少华.美国消费信贷快速发展对我国商业银行的警示-基于风险控制的视角[J].金融理论与实践,2008(8)：107-111.
[07]李庆萍.新形势下我国零售银行业务发展探析[J].银行家,2011(10)：73-77.
[08]王劲平.积极应对金融危机,推动银行科学发展[N].大连日报,2009-06-01.
[09]舒畅.国有商业银行零售银行业务发展探讨[D].济南：山东大学,2008.
[10]晏宗新.银行的管制与竞争：产业组织分析[J].产业经济研究,2005(04)：56-59.
[11]陆磊.中国金融的“转型”[J].中国金融,2006(08)：71.
[12]吕巍,阮红.银行零售客户的价值提升与管理[M].北京：人民邮电出版社,2007.
[13]徐霖.我国商业银行零售银行业务流程再造研究[D].广州：暨南大学,2007.
[14]曹彤.财富管理：商业银行零售业务发展的战略选择[J].财经问题研究,2009(05)：63-67.
[15]吴晓灵.巴塞尔协议Ⅲ对我国金融业的影响[J].金融会计,2011(07)：04-07.
[16]简.休斯,斯科特.麦克唐纳.国际银行管理教程与案例[M].北京：清华大学出版社,2003.
[17]李鹤.我国商业银行零售业务转型战略研究[D].北京：首都经贸大学,2008.
[18]候鑫,刘晓波.商业银行零售业务发展概况及启示[J].消费导刊,2009(01)：29-31.
[19]贾志丽.商业银行零售业务[M].北京：中国金融出版社,2008.
[20]张萍.我国商业银行零售业务的发展研究[D].北京：首都经贸大学,2009.
[21]杨晓丽.我国商业银行开展零售业务的对策[J].经济纵横,2006(09)：85-86.
[22]郑玉香.我国商业银行零售业务的服务营销策略研究[J].商业研究,2007(03)：37-40.
[23]戴文进.网上银行风险的防范与管理[J].上海金融,2005(01)：31-33.
[24]袁应龙.我国商业银行零售业务发展研究[D].天津财经大学,2010.
[25]张琦.客户关系管理—提升商业银行核心竞争力的关键[J].上海金融,2005(01)：56-57.
[26]吴志峰.我国商业银行零售业务—组织结构模式与比较设计[J].上海金融,2005(04)：12-15.
[27]沙瑛.试论我国商业银行零售业务发展的问题及对策[J].现代商业,2010(03)：14-15.
[28]费伦苏.我国商业银行零售业务转型研究[J].当代经济管理,2011(04)：84-88.
[29]庞雪蓉,韦晓晶.对当前商业银行零售业务发展的几点认识[J].区域金融研究,2011(07)：64-68.
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