US Commercial Bank Management Review Report

US Commercial Bank Management Review Report

According to the training arrangements of the Party Committee of the Head Office on the middle and high-level management cadres in 2002, 18 of our delegation went to the United States from October 25 to November 13 to conduct business management training and inspection activities. The harvest and experience of the training visit are briefly reported as follows:
First, the main content of training and learning in the United States
1. The operating environment of the US commercial bank;
2. The main business of American Commercial Bank;
3. The operation and management of corporate credit business of American commercial banks;
4. Risk management of US commercial banks;
5. Analysis of major products of American commercial banks;
6. The internal control of the US commercial bank - the control of the head office by the head office;
7. Application of electronic technology in the commercial banking business of the United States;
8. Customer relationship management of American Commercial Bank;
9. Human Resource Management of American Commercial Bank.
Second, the advanced management experience of American commercial banks
1. Pay attention to the research of the business environment, pay attention to combining its own management and management activities with the business environment, and integrate it into the local economic environment.
Pay attention to the combination with the market competition environment. In the United States, finance companies are the main competitors of commercial banks' asset business, while mutual funds are the main competitors of commercial banks' debt business. Pay attention to the combination with the regulatory environment. Pay attention to the combination with the technical environment and make full use of modern information technology to improve its operation and management. In the United States, due to the diversity of financial institutions, financial instruments, and the adequacy of competition, the overall market position of commercial banks is gradually declining.
2. Pay attention to the determination of market positioning and goal.
Regardless of the size of the US commercial bank, from the day of its opening, it has clearly defined its business ideals, business mission and corporate core values, thus paying attention to the shaping, cultivation and dissemination of corporate culture. The clear positioning of the market and the goal of the struggle are conducive to the progress of the Bank towards a unified goal, and the employees of the Bank also have a unified action target.
3. Pay attention to the continuous innovation of business.
There are many types of commercial banking and financial instruments in the United States. The continuous introduction of new business varieties based on changes in market and customer needs is a major feature of US commercial banks. At present, the new business types that the US commercial banks carry out are: leasing business, customer account purchasing business, loan trading securitization business, lock box collection business, etc. In fact, there are three main driving forces for promoting financial innovation in US commercial banks: COST, which is cost; CUSTOMER, which is customer demand; CONVENIENCE, which is convenience. There is also a C, which is COMPUTER. The rapid development of information technology provides possibilities and lubricants for financial innovation. Advanced information technology is the cornerstone of the growth and profit growth of commercial banks in the United States. In the United States, the ratio of securitization of home mortgage loans is 65%. Securitization means that the loan is sold, and the loan is sold to turn the original financing business into a fee-based business.
4. Pay attention to risk management.
Credit sales and credit quality management of US commercial banks are strictly separated. From the following aspects, we can see that American commercial banks attach importance to risk management: the quality of all loans is divided into 12 levels; the modern information technology is widely applied in the risk management of commercial banks; Risk management, taking interest rate risk management as an important part of risk management; annual credit inspection generally adopts foreign aid law, hires experienced personnel in consulting companies to conduct inspections to improve the objectivity of credit inspection, and also saves full-time employment inspection. Cost of personnel.
5. Pay attention to the formulation and improvement of the loan policy.
In the United States, each bank's credit policy is a large book, written very thoroughly, the regulations are very detailed, and pay attention to timely adjustments, review and revision once a year. The credit policy of American commercial banks pays great attention to the control of the total credit amount of the industry and the control of the proportion of risk loans at all levels. For example, “911” has caused the overall decline of the aviation industry as a whole, and the over-concentration of loans in the real estate industry.
6. Pay attention to efficiency ratio and cost control.
Efficiency ratio = /. Since interest expense changes as the market changes, it cannot be controlled; non-interest expense has a way to control it. In the United States, banks compete until the end, products are similar, services are similar, the gap is only in cost and efficiency ratio. At present, one of the main tasks of US banks is to reduce costs and control the proportion of non-interest expenses.
7. Pay attention to the changes in customer demand and carry out marketing theory innovation.
American commercial banks attach great importance to changes in customer demand, and the bank's marketing theory has also developed and innovated accordingly. The basic principle of marketing theory in the 1950s and 1980s was 4P, namely, product, price, place, and promotion; the basic principle of marketing theory in the 1990s was 4C, that is, customer demand, cost to meet customer needs, convenience of purchase, communication and communication.
8. Pay attention to customer relationship management.
Traditional product-centric customer relationship management and customer-centric customer relationship management are now very different. Modern customer relationship management attaches great importance to the integration of customer information in different channels and the collection and analysis of customer information data, to explore the potential value of customer information, so as not to move customers, only to move customer information within the organization, so that customer information is obtained within the organization. shared.
Third, some suggestions for making a first-class modern commercial bank
1. Defining our market positioning and business ideals, business philosophy and core values.
The most impressive thing about us during this trip to the United States was the philosophy and methods of American commercial banks. Everything that will never change is always changing. All business management activities of commercial banks must change in line with changes in the situation and the environment. American commercial banks will never say no to customers, they will find ways to help customers, create value for customers, and exist for customers. In the end, whether our bank is developing in the direction of integration or in the direction of specialization and specialization. This is the question of what flag, what path to take, and what kind of goal to achieve, and we must answer and be in the process of development. Lines must be clear about the problem. We must constantly revise the direction of business development and development trajectory, otherwise we will take detours and generate unnecessary losses. The core values ​​of the company will influence the company's code of conduct and corporate culture. Therefore, it is also important for us to establish what core values ​​we have.
2. Vigorously develop intermediary and fee-based intermediary businesses.
The decline in the overall market position of commercial banks is a historical necessity. At present, the financial assets of China's commercial banks account for 72% of all financial assets, while the US figure is only 71.4% in 1860. It is expected that the market position of Chinese commercial banks will fall by 50% in 20 years, or even 20 years. The narrowing of traditional deposit-loan spreads is also the trend of the times. Therefore, expanding the intermediary and fee-based businesses that do not account for capital and risk-free must refer to the agenda of the whole bank. It should pay more and more attention to the innovation of non-interest income business varieties and continuously improve non-interest. Only in this way can a bank continue to operate and develop continuously.
3. Handle the relationship between business innovation and financial supervision.
Commercial banks cannot be the "slaves" of existing laws and regulations. Financial innovation largely means how to properly circumvent existing laws and regulations. Two magic weapons for business success: one is to reduce costs, and the other is to continuously introduce new products. We should launch one or two core products that are competitive in the future, such as credit cards and private wealth management.
4. Control costs, strengthen cost management, and improve efficiency ratio.
Strictly control the excessive growth of non-interest expenses of our bank, and conduct more strict audits on non-interest expenses of branches; introduce the average cost standard of each business processing for reference by each branch to control various expenses; redesign our bank The unique internal cost profit assessment mechanism and the cost and profit assessment mechanism of the account manager implement the internal pricing calculation method.
5. Emphasis on the application of modern information technology and the implementation of the strategy of science and technology.
American commercial banks are very conscious and attach great importance to the use of modern information technology to improve the efficiency of internal banking operations and improve the quality of banking services. Its information technology expenditure is the second largest expenditure after personnel wages. At the same time, we will carry out technology outsourcing, focus on core business, do something, and do something to improve the core competitiveness of the Bank's market.
6. Actively explore the feasibility and ways to establish branches in the United States.
Going out to develop is also an important strategic choice for our bank. Due to the large number of small and medium-sized banks in the United States, it is also a good choice to enter the US financial market through multinational acquisition of US small and medium banks. Our bank can organize a special research team to conduct preliminary research on this matter.
4. Thoughts and Policy Suggestions on the Development of Personal Business of Our Bank Problems in the Development of Personal Business of Our Bank
1. Insufficient understanding of the rules of personal business development, and the strategic positioning of personal business is not clear.
At present, the Bank regards personal business as an important part of its overall operation or as a necessary supplement to its business and inter-bank business. It is necessary to continue to invest in comprehensive participation in future market competition or to restrict investment in its natural development. The formation of a unified understanding has led to the fact that many branches do not pay attention to the development of personal business. The development law of personal business is essentially different from that of its peers and corporate business. Only when customer resources are accumulated to a certain extent, and the total amount of business reaches a certain scale, can it show stable benefits. Therefore, whether to develop personal business has a problem of how to balance short-term interests with long-term interests. At present, the core competitiveness of our personal business has not yet been formed. The fundamental reason is that the strategic positioning of personal business in the development of our business is not clear. We have not planned to improve the business structure of the whole bank and gradually realize the adjustment of the Bank's business focus. Promote the development of personal business.
2. The organization that guarantees the rapid development of personal business is still not perfect, and the management staff is seriously inadequate.
At present, the decision-making, management and technology support positions for the protection of personal business development are not perfect, and the division of functions and responsibilities is not clear enough. At present, only six branches in Shenzhen, Fuzhou, Shanghai, Beijing, Chongqing and Xiamen have set up personal business departments. The lack of organizational structure has weakened the management and development functions of the Bank's personal business, directly affecting the operational efficiency and speed of personal business. At the same time, the construction of personal business team of our bank needs to be strengthened. Many branches of personal business management personnel are seriously inadequate, and there is no dedicated personal business marketing team, which restricts the development of personal business.
3. The current business development assessment mechanism makes it difficult to form effective incentives for branches to develop their personal businesses.
At this stage, the core of our comprehensive business assessment is profit and deposit. In the 2002 comprehensive evaluation system of the thousand-point system, personal business only accounted for 70 points. Driven by this policy orientation and assessment mechanism, the business development investment and resource allocation of local branches must focus on the public business and put the personal business in a subordinate position. This has seriously affected the development of our personal business to a certain extent.
4. Insufficient technology support and weak foundation for personal business development.
At present, the Bank has not established an effective personal business technology guarantee mechanism, lacking influential core products, small-scale customer groups are small, management resources and talent reserves are insufficient, and many important business indicators are lagging behind in the industry. There is a long way to go to develop a personal business.
The following major factors determine the factors that the Bank has to develop its personal business market: 60% of the market share and capacity of the personal business determines that we must and should seize this market as soon as possible. We cannot always be in the 40% market share. The formation of the middle class or the affluent class has also provided a broad market space and a bright future for the development of personal business.
Regulatory factors: The regulations on the management of intermediary business charges for commercial banks will be introduced soon, and the commercial banks will be encouraged to vigorously develop the fee-based personal business from the interest mechanism; the three factors of mixed operation, interest rate marketization and foreign exchange control relaxation will also be personal business. Development provides a broader market space.
Technical factors: The development of modern information technology provides technical possibilities and reality for the development of personal business by small and medium-sized banks with limited outlets, and even exceeds that of large banks. The development of personal business by small and medium-sized banks must make full use of the intangible provided by the development of modern information technology. Service network, open service channels, channels such as self-service equipment, telephone banking, mobile banking, customer service center, online banking, etc., to provide fast, convenient and high-quality services for individual target customers.
Bank factors: The Bank's tangible service outlets in the national economic center cities have been relatively well-developed, providing realistic and favorable conditions for the development of our personal business; the Bank has different business development priorities at different stages of development, and there are business structures. With the need to continuously transform and achieve sustainable development, personal business will become a business category that must be increasingly valued and strengthened in the dynamic adjustment of the Bank's business structure.
According to the strategic direction of the “one positioning, three strategies, and two integrations” of the Party Committee of the head office, according to the internal and external economic and financial situation analysis, we believe that the Bank should position its personal business at this stage. As an important part of the Bank's business structure, we will continue to invest in a medium- to high-end customer base, innovate core products, and build core competitiveness. We will gradually develop our personal business into the leading business category of our bank in the next five years or so. One. This strategic positioning of personal business reflects the principle of starting from the market and dynamic development. Personal business has the characteristics of a relatively long payback period. Starting from the actual situation of our bank, positioning the personal business as an important part of the business structure of the whole bank is to make it a strengthening point, maintain reasonable investment, and adopt a proactive development strategy to achieve coordination among peers, companies and personal businesses. Develop and improve our comprehensive competitiveness.
In the next few years, the development of personal business of the whole bank should continue to adhere to the guiding ideology of “developing bank card business as the main line, marketing and innovation, business linkage, differentiated service, and classification guidance as the basic strategy”. To grasp the following points in operation:
1. Adhere to the development path of product brand driving and wholesale operation.
Personal business has the characteristics of decentralized customers, diversified demand, and low dependence on relationship marketing. Its business development rules and market marketing methods are fundamentally different from those of companies and peers. At this stage, the personal financial products and services provided by various domestic banks are very homogenous. From the perspective of their own market, it is impossible for us to adopt the extensive market competition mode of combining network points, fighting people and fighting for investment. Personal financial core product brand, to enhance its market awareness and reputation, has become the key to the Bank's initiative in the personal financial industry competition. Only by forming a personal financial core product brand in the market, can we cultivate a broad and loyal personal customer base through “intangible service extension”. Moreover, the implementation of brand-driven personal business development strategies is also a common success experience for domestic and foreign banks. To this end, in the next three years, the whole bank will pack and package existing personal financial products in a step-by-step manner. The strong and three-dimensional marketing propaganda runs through the entire process of marketing. According to the requirements of the party committee of the head office, we will fully create the core of Xingye Card and Yinzhengtong. Product brand, accelerate the promotion and marketing of superior products, maximize the potential of existing resources, and obtain greater economic benefits; further strengthen the construction of personal business marketing team and marketing system, promote the standardization and institutionalization of marketing work, and personal finance Product branding and organic marketing work are organically combined; it is necessary to further strengthen the marketing management of personal business, plan and organize a unified and effective marketing campaign for target customers, and integrate personal financial brand products, brand services and the Bank's image. Promote each other and drive the overall development of personal business.
As a medium-sized commercial bank, we must achieve a major breakthrough in the development of personal business. We must implement a business linkage development strategy and highlight the business expansion model based on wholesale. To this end, we must rely closely on the Bank's leading business and core customers, promote personal business and company, inter-bank business linkage, through cross-marketing, and establish close-knit interest links with core customers to obtain comprehensive benefits; must promote personal assets and liabilities The intermediary business linkage, the bundled sales of personal business products, provide comprehensive personal financial services for individual high-end customers; must implement the linkage of local and foreign currency business, build the service advantages of our bank through multi-faceted product structure; The whole branch of the whole bank is linked with the general branches and branches, effectively promoting inter-regional cooperation, forming internal synergies and exerting overall advantages.
2. Adhere to the development path of differentiated services centered on the middle and high-end customer groups.
In accordance with the recognized "28" rule of the customer value of the financial industry and the mature operational experience of overseas banks, in order to improve the operational efficiency of personal business, we must first segment the individual customer market, analyze the personal financial needs of high-end individual customers, and enhance the personal financial needs of high-end individual customers. Service capabilities, constantly cultivating and expanding high-end personal customer groups. As a medium-sized commercial bank, we must take an intensive development path in the development of personal business, clarify customer positioning, and carry out customer development and maintenance work in a targeted manner. At present, the key customers of our personal business are positioned in the middle and upper income groups with good personal reputation and certain cultural level. At this stage, it mainly relies on peers and company business to expand high-end individual customers, focusing on the development of industries and IT, media and other fast-growing industries such as power and telecommunications, as well as practitioners in the hot industries such as lawyers and advertising planning, and national administrative institutions. Middle and high-level executives and individual industrial and commercial households with a certain scale of production and operation.
It is necessary to push the market segment to deepen, so that it can run through the whole process of personal business development and provide differentiated services for different customer groups. In the next three years, we must plan and promote the pilot and promotion of personal wealth management centers, integrate and innovate personal wealth management products, and create new marketing channels; introduce customer relationship management, and introduce different services according to the value contribution of individual customers to the Bank. Standards provide integrated, value-added, and personalized services to high-end individual customers, enhancing their appeal to high-end individual customers.
3. Adhere to the development path of classified guidance and key breakthroughs.
Judging from the actual situation of the current branches, the timing of the full launch of personal business is still not mature. For the next three years, it must be based on the overall development strategy of the Bank, the scale of operations of each branch, regional economic characteristics, personal business development potential, financial resources and Factors such as management basis, classify each branch, and implement differentiated treatment and classification guidance in terms of target management, marketing, product innovation, business and customer positioning, and resource tilt. At the same time, according to the specific conditions of each branch, the key areas of business development are clarified, and flexible marketing strategies are adopted to form the operational characteristics and work highlights of each branch. For the key branches identified by the head office, we should give priority support in policy orientation, resource allocation, business innovation, etc., and encourage them to give priority to development. In the next three years, the key branches of our personal business can choose the economic and central city branches where the company and inter-bank business have reached a certain scale, rich personal financial resources, good personal business management foundation and great development potential, and drive through the local breakthrough. The overall development of personal business.
In the next three years, in terms of product positioning, we must take the bank card business as the leading factor, and continue to strengthen the penetration of the savings card market, accelerate the operation of credit card projects, and shape the market image of the Industrial Savings Card and credit card “Double Card Wealth Management”. At the same time, we insist on the income orientation of product selection, and focus on the development of personal business with interest income and fee income. To this end, on the basis of promoting the development of bank card business, we must vigorously develop personal consumption loan business based on automobile, housing loan and various short-term loans, and continue to expand Yinxuntong, agency insurance, agency funds and other profitable Acting for the business, exploratoryly develop personal wealth management business, and gradually cultivate the three pillar business product system of bank card, personal consumer credit and personal wealth management. At the same time, we will focus on core products, increase business innovation and market marketing efforts, and strive to form business characteristics and economies of scale in local areas.
4. Adhere to the development path of relying on modern information technology and opening up an intangible service network.
To achieve great development of personal business, it is inseparable from the application and support of technology. In the next three years, we must make full use of information technology, actively promote the innovation of personal financial products, and improve the scientific and technological content of products and services. It is necessary to enhance the sensitivity, insight and predictability of market customer demand, especially the change of high-value customer demand, and strengthen the supporting role of technology for personal business innovation, persist in doing something, do something, and strive for featured products and local The business field establishes the dominant position of our bank.
In accordance with the requirements of the party committee of the head office, we should actively promote the expansion of intangible service channels, gradually open up three major service channels of telephone banking, online banking and self-service terminals for personal business, and transform the virtual service network into a personal financial product marketing and service center. In combination with the construction of the overall banking system, the Bank should also consider the construction of three major technology platforms for personal business in the next three years: First, the personal liability business platform, integrating traditional domestic and foreign currency savings, debit cards, collection and payment services; It is a personal investment and wealth management business platform, including Yinxuntong, Yinbaotong, Yinjitong, Yintongtong, Yintongtong, Yinhuitong, Yinjintong, etc. Third, personal credit business platform, including pledge loans, mortgage loans, etc. And build a separate credit card business system. At the same time, it is necessary to build a personal business data warehouse and two analysis systems for performance evaluation of individual account managers and comprehensive benefit evaluation of individual customers. By improving the informationization level of personal financial product innovation, marketing and management, we will comprehensively enhance the core competitiveness of our personal business.
5. Adhere to the development path of foreign alliance, outsourcing cooperation and socialization.
It is necessary to overcome the limitations of the tangible network coverage, the lack of marketing channels and personnel, the insufficient level of science and technology protection, and the lack of high-level talent reserves, so as to achieve rapid development of personal business. We must maintain an open and flexible attitude, and actively develop cooperation with the outside world, and we will graft the competitive advantage of our company from a high starting point. To this end, in the next three years, we must work hard to strengthen cooperation with the industry, deepen the meaning of the cooperation between the bank and the bank insurance business, expand the customer base of the bank by means of the other party's marketing channels, and enhance the customers of the bank through the integration of products and services. Service capabilities. It is necessary to closely rely on the service network of UnionPay and other commercial banks to get rid of the service bottleneck of core products such as Industrial Card and realize the extraordinary development of effective service areas. In the design, development and marketing planning of important products such as credit cards, we must rely on external forces to follow the path of joint development. Through the introduction of external strategic resources from a high starting point, effectively offset the shortcomings of R&D, marketing and management experience of the Bank, shorten the product development and promotion cycle, form the functions and service features of the products, and exert the advantages of latecomers to promote core product development and personal business. Rapid development.