Characteristics of Development Strategy of Western

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Characteristics of Development Strategy of Western commercial banks and bank management thesis revelation _

Abstract: In the context of economic and financial globalization, to learn from Western commercial banks, management and strategic management has a positive meaning. China's banking sector in the future to establish a more than a year has been China's accession to WTO, foreign bank entry significantly faster, increasing competition and foreign banks, in this context, to learn from the experience of western commercial bank management, to enhance the Bank of China industry competitiveness, and promote the healthy development of national banking sector has important practical significance. a Western commercial banks, development strategy characterized (a) management philosophy has matured In recent years, economic and financial globalization, information technology, continuously strengthen the development trend of liberalization, the Western concept of operation and management of commercial banks has also undergone a qualitative change, and increasingly mature. Mainly in: 1. Thorough market and customer concepts. Everything from customer and market needs, from a business product development, organizational structure set up to manage strategy formulation, completely around the market and customer needs. Based on this concept, operation and management of commercial banks in the West fully reflects the 2. The whole concept of marketing and service. Banks focus on To provide banking, securities, trust, insurance and other comprehensive financial services. 3. The concept of risk and return matches. Bank management, we can not just look at risk, do not look at income; can not just look at income, do not look at risk, the key is to research and find a balance between risk and return, to achieve a reasonable match between the two. 4. Continued training and personnel philosophy. Technology, risk management and commercial banking talent is the key factor to win the market competition, talent is the key to the key. Western Commercial Bank attaches great importance to personnel training and staff training. On the one hand, every year the selection of outstanding graduates from the university, at least for six months before the appointment of a comprehensive system of training; the other hand, spend a lot of time and money on a variety of staff to continue training. (b) strategic management has been taken seriously With the globalization of financial services continue to strengthen strategic management has become the operating environment of Western Commercial Bank Deal an important means of changes in competition, by the unprecedented attention, have set up strategic management, strategic management has been developed to physics and chemistry, modeling stage. Has appeared in a revenue model risk, economic value added model, three-dimensional model and the Balanced Scorecard model of strategic management. Banks generally every 3-5 years to develop a medium-term strategic planning, business development to determine the focus of the next few years and the regional development strategy, resource allocation strategies, and conduct research and revision of roll. Medium-term strategic planning and supporting the development of a strategic document beginning of each year to determine current priorities and resource allocation. End of the year under review the implementation and adjustment. in the choice of strategic management, the banks usually consider three main factors: the value orientation of top management,[link widoczny dla zalogowanych], the external environment and internal resource constraints. Value orientation of top management is the pursuit of size and quality; is short-term gain or long-term value, directly determines the choice of bank strategic management. External environment, including domestic and international economic and financial situation, policy and legal framework changes, development and application of information technology, competition strategies. Resource constraints include physical resources (human, financial and material resources) and intangible resources (management, information and brand), banks are usually based on their stage of development, their size and strength to select the appropriate strategy for management. Strategic Management presents non-bank intermediary, social, co-existence of Almighty characteristics and specialization. (c) of the business system to constantly enrich 20 century, 90 years, oriented and customer-centric, more focused on providing tailored type of high value-added products and services. Accordingly, the business is shifting from the traditional deposit, loan, exchange business to the retail business and intermediate business and investment, transfer of financial services; shift from business based both personal and company business, or even outstanding personal service; from depositors and lenders to investment advisor; from stakeholders into risk agent; financiers into the market from the coupler. Organizational structure began to shift from the set by product by customer set, universal set of personal banking, private banking, commercial banking, investment banking and other sectors. Banks increasingly recognize that success lies in its unique business system and service quality, not just price. system to adapt to business change and market competition, Western commercial banks have generally accelerated the pace of building information systems. Establish a database for each customer (ie customer files), well aware of the situation to customers and clients can be integrated analysis of all aspects of information, to provide tailored solutions to develop personalized products. Meanwhile, banks have to establish that retractable information infrastructure to accommodate future business growth and increased demand information. And to ensure that their information system's high reliability and availability, to enable it to provide services to customers 24 hours. (d) increasing to quantify and improve risk management present, the West Bank's risk management has been developed to quantify the management stage, through quantitative management to balance and deal with the contradiction between risk and return, and formed a risk-adjusted return on capital (RAROC) as the core of the comprehensive risk management. Its main features are: 1. To establish a sound, independent, vertical risk management system. Each business unit is practicing independent accounting, an accurate accounting of its revenues, costs, losses, occupation and risk-adjusted return of capital. 2. Has developed a unique risk management culture and management techniques. Risk management at all levels rely on bank management and risk management personnel to the specific implementation and operation, but any staff positions should have a risk prevention awareness, to do anything consciously to consider the risk factors, risk management at all levels must understand adjust the income calculation. In risk management, the bank stressed the economic capital and risk-adjusted return on capital (RAROC). At the technical level, risk management of bank's business secrets, the specific approach is different, but generally the business according to their own information accumulated over the years, depending on the size of the asset risk more than ten categories, according to various risk of loss of assets to determine the probability of loss preparation. And risk management has completely with the computer database. 3. To establish a strict credit rating system. The creditworthiness of the customer, the Western commercial banks do not rely on external rating agencies, but focus on their credit rating conclusions. Generally should be carried out on any credit rating of customers, according to the results of the decision whether to grant credit rating, whether to continue contacts with them. Unity of all rating criteria, not because of location and customer change. Rating conclusion adjusted periodically be adjusted in cases of emergency. Rating is based on business customers and can maintain stable core cash flow, generally 5-7 years will be considered, different interest rates, debt capacity corresponding to multiple different intervals. 4. Established the authority of the audit system of credit. Credit is the duty of auditing the whole line of the level of risk management and risk monitoring, and have the final credit rating. Auditors on a regular basis or at any time by way of off-site sampling situation the bank's credit rating to determine the rating of the rating capacity of personnel. Once problems are detected, audit departments will be confirmed through field audits, and on-site audit costs generally are audited by the branches or departments. (e) financial management increasingly standardized over a long period of exploration and practice, the West Bank formed a relatively standardized financial management, can effectively decision support, information services and management control functions. In general, accounting and financial management are separated, the former marketing operations support department, which is a comprehensive management. Financial management features are: 1. Scientific and effective budget management. Financial management, budget management is an important part of banks. Budget has been determined to have a 2. Improve the cost accounting management. Product costing is the banks have provided or will provide a variety of financial products accounting of the costs, benefits and risks of the product match up, and thus determine the product price. 3. Effective cost control mode. According to the results of cost accounting to determine the areas of business expansion or contraction, products, customers; focus on controlling labor costs, once the contraction of business failure or staff evaluation, staff reductions in a timely manner. 4. Centralized accounting system. Full use of the West Bank the latest achievements of information network technology, have established a highly centralized accounting system, the implementation of head office, branches centralized accounting system, by the general, branches of accounting and general ledger accounting details.

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