What is the development trend of modern commercial banks?

Judging from the development of commercial banks, there are two business models of commercial banks. One is the British model. Commercial banks mainly finance short-term commercial funds, which have the characteristics of short lending period and high liquidity. This business model is safer and more reliable for banks. The other one is from Germany, and its business is comprehensive. Commercial banks not only finance short-term commercial funds, but also finance long-term fixed capital, that is, engage in investment banking business. China implements a separate business model. In order to adapt to the current characteristics of separate operation and the development trend of mixed operation in China, the Sixth Session of the Standing Committee of the Tenth NPC passed the "On Revision" on February 27th, 2003.

Chapter 13 of "20 12-20 16 Research Report on Market Situation and Investment Strategy of China Commercial Bank" published by China Industrial Research Report Network. Firstly, it introduces the market development environment of China Commercial Bank and the overall operation status of China Commercial Bank, then analyzes the market operation status of China Commercial Bank, and then introduces the market competition pattern of China Commercial Bank. Subsequently, the report analyzes the operating conditions of key enterprises of China Commercial Bank, and finally analyzes the industry development trend and investment forecast of China Commercial Bank. If you want to have a systematic understanding of commercial banking, or want to invest in commercial banking, this report is an indispensable tool for you.

The data of this research report mainly adopts national statistical data, General Administration of Customs, questionnaire survey data, data collected by Ministry of Commerce and other databases. Among them, macroeconomic data mainly comes from the National Bureau of Statistics, some industry statistics mainly come from the National Bureau of Statistics and market survey data, enterprise data mainly comes from the statistical databases of large enterprises of the National Bureau of Statistics and the stock exchange, and price data mainly comes from various market monitoring databases.

The first chapter analyzes the influencing factors of the development of commercial banks in China.

Section 1 Influence of Interest Rate Marketization on Commercial Banks

First, it increases the credit risk faced by banks.

Second, increase the interest rate risk faced by banks.

Third, it is the development opportunity of commercial banks.

Section 2 Impact of RMB Appreciation on Commercial Banks

I. Impact on credit business

Two. Influence on foreign exchange fund business and liquidity management of deposits and loans

Third, the impact on international trade settlement business.

The influence of shadow banking on the development of commercial banks

First, the development of shadow banking is a useful supplement to the development of commercial banks.

Second, the development of shadow banking will inevitably crowd out commercial banks.

The influence of third-party payment on the business of commercial banks

First of all, the intermediary business income of commercial banks is affected.

Second, reduce the potential customers of commercial banks.

Third, it can divert bank deposits and loans.

Section 5 The influence of changes in the banking regulatory framework in China on commercial banks.

Section VI Influence of leverage ratio supervision on the operation and management of China's commercial banks

First, the short-term impact

Second, the long-term impact.

Section VII Development Trend of China's Financing Structure during the Twelfth Five-Year Plan Period and Its Impact on Commercial Banks

First, the development trend of China's financing structure during the Twelfth Five-Year Plan period

Second, the impact of future changes in financing structure on the banking industry.

Section 8 Influence of Direct Financing Development on Commercial Banks

1. Changes in the banking market environment under the influence of direct financing

Second, the development of direct financing makes the traditional business of commercial banks face the challenge of "disintermediation"

Third, the development of direct financing makes the profit growth of commercial banks face the challenge of narrowing the spread.

Fourthly, the development of direct financing makes the marketing methods of commercial banks face the challenge of rapid changes in financial demand.

Five, the development of direct financing makes the organizational system of commercial banks face the challenge of deepening the market.

Six, the development of direct financing makes the risk management of commercial banks face the challenge of customer structure change and risk superposition.

The second chapter analyzes the development environment of China commercial banks.

Section 1 Analysis of Economic Environment of Domestic Commercial Banks

First, the analysis of the historical change track of GDP

Second, the analysis of the historical change track of fixed assets investment

III. 20 12 Economic Development Forecast Analysis of China Commercial Bank

Section II Analysis of Industrial Policy Environment of China Commercial Bank

The third chapter analyzes the operating conditions of China commercial banks.

Section 1 Dynamic Analysis of China Commercial Bank 20 1 1

I. The assets and liabilities of commercial banks grew steadily by 20 1 1.

II. The profitability of commercial banks continued to improve by 20 1 1.

Three. The capital adequacy ratio of commercial banks rose steadily at 20 1 1.

Four. The liquidity tightening of commercial banks has eased by 20 1 1.

Verb (abbreviation of verb) The asset quality of commercial banks has remained stable in 20 1 1 year.

Section 2 20 12 analysis of the overall development situation of China commercial banks.

First, the asset quality of commercial banks will remain basically stable in 20 12 years.

II. 20 12 The wealth management business of commercial banks will develop steadily in the standard.

Third, the scale and structure of social financing of commercial banks will change significantly in 20 12 years.

IV. 20 12. A new regulatory framework for commercial banks will be established.

20 12 China commercial bank's third quarter profit forecast

1.20 12 years, the profit growth rate of China commercial banks will drop to about 20%.

Second, in 20 12 years, the growth rate of interest-bearing assets of China commercial banks will drop slightly to around 14%.

Three. The net interest margin of China Commercial Bank in 20 12 years remained basically stable.

In 4.20 12, the credit cost of China commercial banks was basically stable, and some banks were under pressure to increase their provisions.

Verb (abbreviation of verb) In 20 12, the growth rate of intermediary business income of China commercial banks will slow down.

20 12 the fourth quarter China commercial bank deposit and loan scale forecast.

1.20 12 years, the credit scale expanded, and the loan yield tended to decline.

2.20 12 deposit growth rebounded, and the deposit cost rate decreased.

The fourth chapter is the market segmentation analysis of China commercial banks.

The first section 20 1 1-20 12 analysis of the development of large state-owned commercial banks in China.

I. Asset Scale of Large State-owned Commercial Banks

Second, the scale of liabilities of large state-owned commercial banks.

Three. Non-performing loans of large state-owned commercial banks

Four, state-owned commercial banks contribute to economic growth and structural adjustment.

Five, state-owned banks to speed up product innovation, ease the financing difficulties of small and micro enterprises.

Section 2 20 1 1-20 12 analysis of the development of China joint-stock commercial banks.

I. Asset scale of joint-stock commercial banks

Second, the scale of liabilities of joint-stock commercial banks.

Three. Non-performing loans of joint-stock commercial banks

Four, the main characteristics of the current development of China's joint-stock commercial banks

Verb (abbreviation of verb) Problems and obstacles faced by China joint-stock commercial banks

The competitive strength of joint-stock commercial banks has been greatly enhanced.

Seven, nearly 50% of the joint-stock banks have private capital intervention.

Eight, the operating environment of joint-stock banks has undergone profound changes.

Nine, joint-stock commercial banks should stand at a new starting point.

X. Joint-stock commercial banks are facing new challenges

Section 3 20 1 1-20 12 Analysis on the Development of China City Commercial Banks

I. Asset Scale of City Commercial Banks

Second, the debt scale of city commercial banks.

Three. Non-performing loans of city commercial banks

Fourth, it is urgent for city commercial banks to restart listing.

Fifth, the strategic choice of city commercial banks in horizontal competition.

The Development Forecast of China City Commercial Banks during the Twelfth Five-Year Plan Period

The fourth quarter 20 1 1-20 12 development analysis of rural commercial banks in China.

I. Non-performing loans of rural commercial banks

Second, the growth and development of rural commercial banks

Third, accelerate the development of intermediary business of rural commercial banks.

Four, the management of rural commercial banks should realize all-round transformation.

Section 5 Analysis of the Development of Foreign Banks in China 20 1 1-20 12

I. Balance Sheet of Foreign Banks

Two. Non-performing loans of foreign banks

Third, the development of foreign banks in China

Third, foreign banks are involved in third-party payment.

Four, ten years after China's entry into WTO, the profits of foreign banks increased at a compound annual growth rate of 26%.

The fifth chapter analyzes the business transformation of China Commercial Bank.

Section 1 Changes in customer demand and financial environment promote business transformation of commercial banks

I. Diversification of customers' financial needs

Second, capital supervision standards have improved.

Third, financial disintermediation has deepened.

Fourth, the monetary policy shift and credit investment guidance

Section 2 20 1 1-20 12 Analysis on the Business Transformation Progress of Commercial Banks

I. The adjustment of credit structure is in line with policy expectations.

Second, the growth rate of interbank assets declined.

Third, the growth rate of intermediary business continued to increase.

Fourth, the effect of comprehensive management has gradually emerged.

Section III Main Problems in Business Transformation of Commercial Banks

First, there are still constraints in the business environment and social environment of vigorously developing intermediary business.

Second, the endogenous motivation of business transformation of commercial banks is still insufficient.

Third, commercial banks have practical difficulties in developing credit business for small and micro enterprises.

Section IV 20 12-20 16 Prospect of Business Transformation of Commercial Banks

First, the proportion of loans to small and micro enterprises will increase significantly.

Second, the traditional intermediary business continued to maintain rapid growth.

Third, the investment banking business income decreased.

Fourth, the custody business has received more attention.

Verb (abbreviation for verb) The development of wealth management business has slowed down.

Six, the comprehensive operation of the pilot continued to advance cautiously.

Chapter VI Analysis on the Development of Intermediate Business of China Commercial Bank.

Section 1 Classification and Characteristics of Intermediate Business of Commercial Banks

I. Classification of Intermediate Business of Commercial Banks

Second, the characteristics of intermediary business of commercial banks

Section II General Situation of Intermediate Business Development of Commercial Banks in China

First, the proportion of intermediary business income to operating income is relatively low.

Second, the growth rate of intermediary business income is relatively high.

Third, the problems and reasons in the development of intermediary business

Section III Intermediate Business Income of China Commercial Bank

I. Settlement and clearing business

Second, agency business.

Third, bank card business.

Fourth, consulting business.

Verb (abbreviation for verb) guarantees and promises business.

Other business of intransitive verbs

Section IV Problems in the Development of Intermediate Business of Commercial Banks in China

First of all, the separate management system restricts the development.

Second, vicious competition in the market, product and service charges out of order.

Third, the lack of a reasonable pricing mechanism.

Fourth, the product innovation ability is insufficient, and the product structure needs to be adjusted.

Five, limited resources, lack of high-quality scientific and technological personnel.

Sixth, there are many kinds of intermediate business products, but the coverage is relatively narrow.

Seven, the intermediary business marketing is not in place.

Section V Strategies for Chinese Commercial Banks to Develop Intermediary Business in the New Period

First, gradually relax the separate management system of the financial industry.

Second, regulate horizontal competition.

Third, improve the comprehensive pricing ability of banks themselves.

Fourth, increase the innovation of intermediate business products.

Verb (abbreviation of verb) introduces high-quality talents and increases investment.

Sixth, increase marketing efforts and cultivate brands.

Chapter VII: Analysis on the development of wealth management business of China Commercial Bank.

Section 1 Analysis on the Supply Behavior of Financial Products of Commercial Banks

First, the motivation of business expansion of commercial banks under the logic of scale priority

Secondly, the evolution of competition standards of commercial banks under interest rate control.

Third, the trend of risk management and business model transformation of commercial banks.

Fourthly, the bank brand value creation under the restriction of financial product homogeneity.

Section II Market Overview of Bank Wealth Management Products in 20 1 1 year and Prospect in 20 12 year

1.20 1 1 year market overview of bank wealth management products

Second, 20 12 development prospects of bank wealth management products

Section III Current Situation of Financial Products of China Commercial Banks

The market share of 1.QDII dropped sharply, and RMB wealth management products became the market leader.

Second, the basic assets of commercial banks' wealth management products are gradually enriched and the structure is increasingly complex.

Third, the impact of macroeconomic trends on the issuance of wealth management products of commercial banks has gradually increased.

Section IV Problems in Financial Products of China Commercial Bank

First, the wealth management products of commercial banks are restricted by the cooperation mode between banks and banks.

Second, the independent innovation ability of commercial banks' wealth management products is insufficient.

Third, there are marketing blind spots in commercial banks' wealth management products.

Fourth, the risk disclosure of wealth management products of commercial banks is not in place and the information disclosure mechanism is not perfect.

Fifth, the complaint handling mechanism is not perfect.

The fifth part is the analysis of the problems and reasons in the personal finance business of China Commercial Bank.

First, the problems existing in the personal finance business of domestic commercial banks

Second, the reasons for the problems in personal finance business

Section VI Marketing Analysis of Personal Financial Products of China Commercial Bank

First of all, commercial banks should increase the marketing of personal financial products.

Second, the current situation of personal financial products marketing in commercial banks

Third, the choice of marketing strategy for personal finance business of commercial banks

Section VII Suggestions on Perfecting the Personal Finance Market of Commercial Banks in China

First, promote the mixed operation of finance and promote the development of personal wealth management business.

Second, based on market segmentation, establish a diversified innovation mechanism for personal wealth management products and implement product differentiation strategies.

Third, establish and improve the organizational structure and operational mechanism.

Fourth, strengthen the training of financial personnel and form an effective account manager system.

Chapter VIII Analysis of Off-balance-sheet Business Development of China Commercial Bank.

Section 1 Overview of Off-balance-sheet Business of Commercial Banks

First, the concept and classification of off-balance sheet business

Second, the characteristics of off-balance sheet business

Section 2 Importance of Commercial Banks' Developing Off-balance-sheet Business

First of all, the development of off-balance sheet business will bring new profit growth points to commercial banks.

Second, the development of off-balance-sheet business can reduce operating costs and increase operating profits.

Three, the development of off-balance sheet business can realize the diversification of commercial banks.

Section III Development Status of Off-balance-sheet Business of Commercial Banks in China

First, it started late and developed slowly.

Second, it has developed rapidly in recent years.

Section 4 Off-balance-sheet Business Risks of Commercial Banks

I. Credit risk

Second, market risk.

Three. liquidity risk

Four. operational risk

Section 5 Suggestions on Accelerating the Development of Off-balance-sheet Business of Commercial Banks

First, attach importance to customer feelings and establish a customer-centric concept.

Second, break the traditional business philosophy and advocate diversified business philosophy.

The third is to improve the off-balance-sheet business system and strengthen risk prevention.

Fourth, improve the innovation ability of off-balance sheet business.

Verb (abbreviation of verb) strengthens personnel training and technical support.

Chapter IX Analysis of Marketing Strategy of China Commercial Bank.

Section 1 Marketing Strategy of China Commercial Bank

First, the importance of China's commercial banks to implement marketing strategy

Second, China's commercial banks in the marketing problems

Third, the marketing strategy adopted by China Commercial Bank.

Section 2 Service Marketing Strategy of China Commercial Bank

First, the status quo of domestic commercial banks' service marketing

Second, China's commercial banks service marketing problems and reasons

Third, China Commercial Bank Service Marketing Strategy Analysis

Section III Customer Relationship Marketing Strategies of Commercial Banks in China

First, an overview of relationship marketing theory

Second, the misunderstanding of customer relationship marketing in China's commercial banks

Thirdly, the strategies of commercial banks to promote customer relationship marketing.

Section IV Strategies for Improving the Marketing Quality of Commercial Banks

First, the connotation of marketing quality of commercial banks

Second, ways to improve the marketing quality of commercial banks

(A) innovative marketing concepts

(B) enhance marketing capabilities

(C) to strengthen marketing management

Section V Analysis of Cross-marketing Management Mode of Commercial Banks' Channels

First, the channel cross-marketing management theory

Two, commercial banks channel cross-marketing management practice and trend judgment

Thirdly, the analysis of the current situation of channel cross-marketing management of large commercial banks in China.

Fourthly, the strategy and path of constructing the channel cross-marketing management model of commercial banks in China.

Section VI Customer Marketing Competition Strategies of China Commercial Banks and Private Banks

1. Accelerate product innovation and provide overall solutions through internal and external integration of the whole bank.

Second, improve the quality of service personnel, rebuild the framework of marketing assessment and bid farewell to traditional marketing concepts.

Third, customer access channels.

Chapter X Analysis of Challenges and Opportunities Faced by China Commercial Banks during the Twelfth Five-Year Plan Period.

Section 1 Challenges Faced by the Banking Industry during the Twelfth Five-Year Plan Period

First of all, competition in the domestic financial market has intensified.

Second, bank credit risk management is facing challenges.

Third, the challenges brought by the gradual marketization of interest rates.

Fourth, the challenges that financial disintermediation brings to banks.

Section II Opportunities and Challenges of Banking Development in China during the Twelfth Five-Year Plan Period

First, the current domestic and international challenges facing the development of the banking industry

1. How to deal with the changes in the global economic and financial environment

2. How to deal with the challenges brought by China's economic transformation?

Second, the opportunities and challenges of China's banking development during the Twelfth Five-Year Plan period.

Section III Opportunities and Challenges Faced by Commercial Banks in the Era of Low-carbon Economy

First, the opportunities of commercial banks in the low-carbon economy.

Second, the challenges faced by commercial banks in a low-carbon economy

Section IV Internationalization of RMB and Opportunities and Challenges of China Banking Industry

1. RMB internationalization is the general trend.

Two. Promote the internationalization of RMB in all directions

Third, the offshore RMB center in Hong Kong is booming.

Fourth, the RMB internationalization market has great potential.

Verb (abbreviation of verb) Opportunities and challenges of commercial banks

Section 5 Opportunities and Challenges Brought by Industrial Transfer to the Development of Commercial Banks

First of all, industrial transfer has generated huge financial demand.

Second, the related risks of industrial transfer.

Chapter II XI Synergy Analysis of Core Competitiveness of China Commercial Bank 20 12-20 16.

The first section management synergy principle

First, the principle of order parameter selection

Second, the principle of managing servitude

Third, the principle of management fluctuation orientation.

Fourth, the principle of management interaction

Five, the principle of management synergy function multiplication

Section 2 The core competitiveness system of commercial banks meets the necessary and sufficient conditions for management coordination

First of all, the core competitiveness of commercial banks is a complex system.

Second, the core competitiveness system of commercial banks meets the necessary conditions for management coordination.

Third, the core competitiveness system of commercial banks meets the sufficient conditions for management coordination.

Section III Analysis of Synergy Effect of Core Competitiveness of Commercial Banks

First, the synergy of the core competitiveness of commercial banks with different positioning objectives.

Secondly, the synergy cost of the core competitiveness of commercial banks with different positioning objectives.

The fourth section is the formation process and collaborative system model of the core competitiveness of commercial banks.

First, the formation process of the core competitiveness of commercial banks

Two, the core competitiveness of commercial banks collaborative system model

Section V Collaborative Feasibility Analysis on the Positioning of Core Competitiveness of Commercial Banks

Chapter XII Investment Risk Analysis of China Commercial Bank 20 12 to 20 16.

Section 1 Market Risk of China Commercial Bank and Its Management

First, the main characteristics of the current market risk of commercial banks

Second, the current situation of market risk management of commercial banks

Three, the market risk management should pay attention to the problem

Section II Strategic Risk Analysis of Commercial Banks under the Background of Globalization

First, the concept of strategic risk and bank strategic risk

Second, the relationship between bank risk, bank strategic risk and bank crisis

Third, the strategic risks faced by China commercial banks under the background of globalization.

Section III Liquidity Risk Analysis of China Commercial Bank

First, the current situation of liquidity risk faced by the banking industry in China

Second, the analysis of the reasons for the outstanding liquidity risk of the banking industry in China

Third, the necessity of preventing liquidity risk.

Four. Suggestions on Dealing with Liquidity Risk under Steady Monetary Policy

Section 4 Operational Risks and Preventive Measures of Commercial Banks

First, the current risk analysis of China's commercial banks

Second, measures to prevent and resolve bank risks

Section 5 Credit Risk Management of China Commercial Bank

I. Overview of Credit Risk of Commercial Banks

Secondly, commercial banks are facing new credit risk factors in the post-crisis era.

Three, China's commercial banks credit risk management problems

Fourth, the necessity of credit risk management of commercial banks

Verb (abbreviation of verb) Countermeasures to improve the credit risk management level of commercial banks in China

Section 6 Operational Risk Management of China Commercial Bank

First, China's commercial banks operational risk management status quo

Second, China's commercial banks operational risk management problems

Three, improve the operational risk management of commercial banks in China's countermeasures and suggestions

Section VII Countermeasures to Prevent Carbon Financial Risks of Commercial Banks

First, the carbon financial risks faced by commercial banks in China

Second, foreign commercial banks' strategies to deal with carbon financial risks

Three, China's commercial banks to deal with carbon financial risks countermeasures and suggestions

Chapter XIII Analysis of the Development Strategy of China Commercial Bank in the Twelfth Five-Year Plan.

The first section "Twelfth Five-Year Plan" period to promote the sustainable and healthy development of China banking strategy.

First, improve financial legislation and create a good regulatory environment for the development of banks.

Second, establish and improve the financial service system.

Third, build multi-level banking financial institutions.

Fourth, strengthen the construction of credit information system and create a good credit environment.

Five, strengthen the management of intermediary institutions, improve their credibility.

Intransitive verbs promote the implementation of the New Capital Accord and promote the more stable development of commercial banks.

Seven, optimize the corporate governance mechanism of banks and improve internal management capabilities.

Eight, promote business transformation, take the road of differentiated management.

Nine, promote product innovation, improve the service level and competitiveness of banks.

X. Establish a comprehensive risk management system to improve core competitiveness.

Xi。 Adapt to the trend of financial internationalization and prudently promote the internationalization strategy.

Section II Ways to Accelerate the Differentiated Operation of Commercial Banks in China during the Twelfth Five-Year Plan Period

First of all, during the Twelfth Five-Year Plan period, it is imperative for China's commercial banks to accelerate differentiated operations.

II. During the Twelfth Five-Year Plan period, domestic commercial banks accelerated the way of differentiated operation.

The third section is the adjustment strategy of credit structure of commercial banks under the background of economic transformation during the Twelfth Five-Year Plan period.

First, the relationship between bank credit structure and industrial structure analysis

Second, the analysis of the driving factors of bank credit structure adjustment

Third, the commercial bank credit structure adjustment strategy

Section IV Countermeasures and Suggestions for Accelerating the Disposal of Non-performing Assets of Commercial Banks

First, speed up the legislation on the disposal of non-performing assets and create a good external environment.

The second is to improve the construction of disposal mechanism and form a joint force for asset disposal.

The third is to comprehensively use a variety of disposal methods to speed up the progress of asset disposal.

Fourth, innovative disposal methods to improve the return on asset value.

Five, establish a scientific evaluation system to improve the accuracy of asset disposal pricing.

The sixth is to strengthen team building and improve the ability of asset disposal personnel to perform their duties.

Section V Countermeasures to Improve the Internal Control of Commercial Banks

First, formulate a systematic system and establish an internal control system.

The second is to reform the backward risk management concepts and methods and improve the risk assessment system.

3. Take the construction of internal control system as an opportunity to promote the construction of bank team and the cultivation of risk culture.

Four, establish and improve the internal inspection and supervision and verification system.

Fifth, realize moderate control and improve control efficiency.

Section VI Management Strategy Choice of Grass-roots Commercial Banks under Steady Monetary Policy

First, change the focus of business.

Second, change the profit model.

Third, raise the loan interest rate.

Fourth, adjust the credit structure

Verb (abbreviation of verb) innovates credit products.

Contents (partial):

Chart: 2005-20 1 1 GDP

Chart: fluctuation range of consumer price in 2005-20 1 1 year.

Chart: Year-on-year fluctuation range of consumer price in 20 1 1 (%)

Chart: 2005-20 1 1 national foreign exchange reserves

Chart: 2005-20 1 1 fiscal revenue

Chart: fixed assets investment of the whole society in 2005-20 1 1 year

Chart: 20 1 1 year urban fixed assets investment and its growth rate (100 million yuan)

Chart: Main production capacity of fixed assets investment in 20 1 1 year

Chart: ...

See the text for more charts. ...

Through the Research Report on Market Situation and Investment Strategy of China Commercial Bank in 20 12-20 16, production enterprises and investment institutions have a comprehensive understanding of detailed information such as product market, raw material supply, sales methods, market supply and demand, effective customers and potential customers, so as to provide information for studying competitors' market positioning, product characteristics, product pricing, marketing model, sales network and enterprise development. Source: http://www. ChinaIRR.org/report/r13/r1301201204/19-97307.html You can also find it on the website of China Industrial Research Report, which is quite authoritative. I hope I can help you.