What are the development models of commercial banks and what are their characteristics?

There are three development models of domestic commercial banks: traditional banks (including state-owned banks, joint-stock banks, city commercial banks, rural credit cooperative systems, etc. ), Internet private banks and independent corporate direct selling banks, banking competition will be more full. The market opportunities of the three banks are different, and differentiated operation is the future trend.

First, the advantages of traditional commercial banks remain the same, and they are more inclined to middle and high-end users, but they are lacking in user operations and face the dilemma of incremental users.

The stock and incremental users of traditional commercial banks will still be mainly middle and high-end users, occupying a significant advantage in the market. Limited by the high labor and material costs of laying and operating physical outlets, the branches of traditional banks are more distributed in densely populated and commercial areas, and tend to serve people with higher contributions, so the "28 Law" appears. At present, the mining of existing customers is the main topic in front of traditional banks.

However, the traditional user management system of commercial banks is built around the distribution system. Online maintenance of customers, which is still auxiliary in the short term, lacks the support of Internet traffic, resulting in the weak growth of emerging user groups, which is an urgent problem to be solved.

Second, Internet private banks control most of the traffic and scenarios, and their influence and attraction to new users can not be ignored, but their awareness of compliance, safety and steady operation is insufficient.

The Internet makes people's lives "online", while the mobile Internet makes people enter the era of "scenes". Banks are no longer fixed business premises, nor are they limited to outlets and independent applications, but financial services that can be obtained at any time. Therefore, the banking business needs to be embedded in the scene to provide a package of personalized solutions around the customer's life and financial needs. Internet platform has a natural advantage in acquiring basic users by choosing service fields closer to users' daily lives. Moreover, after decades of operation, domestic Internet giants have monopolized the vast majority of domestic Internet traffic and scenarios, laying a solid foundation for users and data. At the same time, due to the early layout, they have established high-frequency contacts with emerging customer groups, which has obvious advantages and will be ahead of traditional commercial banks in the competition for these customers in the future.

Private banks, such as Qianhai Weizhong Bank and Hangzhou E-Commerce Bank, are born out of the Internet platform and advocate "freedom and equality" Internet culture. They have a certain gap with the other two banks in terms of compliance, safety and sound management awareness.

Third, independent corporate direct selling banks are facing dual competition, and future opportunities are in marginal areas.

Independent legal person direct selling banks are born out of traditional commercial banks, which have obvious advantages over traditional banks in cost and efficiency, and are superior to private banks in compliance, safety and risk control, but their living environment is not optimistic and they face double competition. There are usually two development paths to choose from:

1. Dig deep into the specific groups among the stock users of the parent bank as a supplement to the business segment of the parent bank.

This is the positioning adopted by most direct selling banks operating in the mode of department or business department at present, but the current effect is not affected. This is because the customer groups of direct selling banks should be mainly low-and middle-income customers with Internet habits. In fact, these groups have been occupied by Internet giants such as BAT, and most traditional banks are at a disadvantage in market share. Therefore, most direct selling banks still have a long way to go in this direction, relying more on the accumulation of the parent bank.

2. Cooperate with the Internet platform, relying on edge scenes to achieve breakthroughs.

In view of the current layout of giants such as Baidu, Alibaba and Tencent in the Internet ecology, independent corporate direct selling banks should adopt a single-point and marginal breakthrough strategy in scene selection to avoid the dominant areas of Internet giants. At this stage, it is difficult for direct selling banks that pursue light assets to build scenarios at low cost in a short time, so they may wish to cooperate with third-party institutions that master unique scenarios.

To sum up, the future living space of independent corporate direct selling banks is mainly in marginal areas.