Banking business research report

In today's society, reporting is no longer rare, and most reports are written after something has been done or happened. I believe many people will find it difficult to write a report. The following is the banking research report I collected, hoping to help you.

Banking Business Research Report 1 Under the current circumstances, with the deepening of economic and financial marketization, the full opening of the banking industry and the completion of bank restructuring and listing, commercial banks have reached a new development threshold. A good management system is the basic prerequisite for the efficient operation of banks. The mainstream model of the traditional management system of commercial banks is the three-level structure of head office, branch office and branch office, with the region as the center and sub-behavior as the leading factor. With the development of the market and the change of customer demand, the management system of commercial banks must be constantly adjusted to better meet customer demand, save operating costs and organize bank management activities efficiently.

First, the traditional management mode is difficult to achieve the result of optimal allocation of resources.

At present, domestic banks are still dominated by the three-level management mode of head office, branches and sub-branches This model is not suitable for the market in terms of efficiency, management, incentive mechanism and marketing strength. In the long run, this organizational structure model is difficult to optimize the allocation of resources from the perspective of the whole bank, and the management of banks is far from the market. It is difficult for branches to meet the needs of customers and product marketing independently, which is not conducive to straightening out the relationship between business lines and risk lines, and affects the improvement of banking business level and internal management efficiency. Domestic banks must constantly promote system reform and improve system operation efficiency. The general direction of reform is to establish an efficient and smooth operation system with customer as the center and market as the guide. However, we should also consider the national conditions and the bank's own situation, maintain the steady development of business and solve the developing institutional problems.

Second, the management system adopts a gradual path.

Take a gradual path, first, because the existing system still has a certain vitality, which is more consistent with the existing administrative system and the branches are more enthusiastic; Second, because the reform of management system involves a wide range, it is a redistribution of interest pattern, which needs to be steadily promoted to avoid excessive shocks in the adjustment of management system. Therefore, the management system of joint-stock banks is still based on the existing branch system, but reform is the direction. According to the reform ideas, the Head Office will further develop the functions of the management center, decision-making center and risk control center of the whole bank, and gradually improve the market response ability and management efficiency of the main business departments by adjusting their internal settings and functions, and strengthen the organization, coordination and guidance of the main business lines to the business development of the whole bank. At the same time, the head office should improve the corresponding systems and mechanisms, and strengthen the supporting function of back-office management without fully meeting the requirements of the reform of the division. In accounting management, the back office center and accounting center should be gradually centralized in branches, and the corresponding assessment and evaluation mechanism should be established. According to the development needs of special business, the mode of division system is adopted in investment banks, private banks, credit cards and other departments.

Although the organizational structure of the Head Office and branches remains basically unchanged, at the branch level, we actively promote relevant reforms, mainly marked by increasing the centralized management functions of branches, gradually simplifying the management functions of branches and strengthening the marketing functions. Branches pay more attention to the implementation of management, strategy formulation and unified coordination functions, explore the reform of corporate business division system at the branch level, and try to set up specialized retail branches. In the marketing of corporate banks and retail banks, we should also rely on the vertical linkage of the main line management of the head office.

Third, management should have an incentive mechanism to continuously strengthen the survival of the fittest.

In order to cope with the unprecedented fierce market competition, small and medium-sized joint-stock commercial banks must establish a perfect incentive mechanism to stimulate the morale of employees, develop their potential, improve their work efficiency and create the best economic benefits for banks. An effective incentive mechanism must be standardized and guided by a perfect system. Through a set of clear rules and regulations, policies, workflow and other institutional measures, it is the core and foundation of the incentive mechanism to link the salary of employees at all levels with their work performance, stimulate their work motivation and reward excellent work performance.

Incentive mechanism should be effectively implemented at all levels of management. In the aspect of branch management, the differentiated management of grade banks is used to encourage branches to catch up with each other and form a strong working atmosphere of pursuing and creating performance and taking performance as a hero. In the management of cadres, the assessment system, public appraisal system and cadre selection system of leading bodies at all levels have been improved, the appointment standards of cadres have been clarified, the transparency of cadre management has been enhanced, and the enthusiasm of cadres has been stimulated. At the employee level, reward the superior and punish the inferior, enhance employees' sense of urgency, crisis and responsibility, closely combine employee career planning with incentive mechanism, and broaden employees' career development channels.

The incentive mechanism should be implemented not only by a perfect system, but also by a good corporate culture. The incentive function of corporate culture lies in motivating employees through cultural aspects such as morality, honor, belief and value recognition. As far as possible, it should be coordinated with and even transformed into institutional incentives to improve the institutionalization and standardization of corporate culture. Build a corporate culture system including innovation culture, performance culture, team culture, risk culture, system culture, service culture, marketing culture and brand culture. To make corporate culture play a role in improving corporate performance and strengthening corporate management. Focusing on respecting people and inspiring people's enthusiasm for work, we will infiltrate humanism and humanistic care spirit into our business philosophy, and gradually form a cultural atmosphere in which employees' career is promoted, their passion for work is effectively released, their life value is fully realized, and their personal value is realized and their bank value is maximized.

As a joint-stock commercial bank, in the face of cruel market competition, pressure is always around us, and any complaint and evasion will be of no help. Only by motivating the team to pursue achievements and success can we ensure sustainable development. The construction and application of incentive mechanism is the most effective means and method to build this team, and it is a bridge to turn competitive pressure into motivation.

Fourth, managers should insist on a correct understanding of themselves, the market and their peers.

In the daily operation and management of banks, we must keep a cool head and establish a sense that we should know ourselves, the market and our peers correctly. Correctly understand and take organizing employees to participate in democratic governance, democratic decision-making and democratic supervision as an important way for rural credit cooperatives to improve their management level and prevent and control risks.

If banks want to gain a foothold in the market, they must fully understand their own conditions. Accurately see your competitive advantage in the market, constantly consolidate and improve, and establish confidence in steady development. Only by seeing the achievements made in the development of the bank can we unite the motivation of the whole bank. We should also see our own shortcomings and places where business development is not in place. Only by knowing yourself objectively and accurately can we make continuous progress, remain invincible in the market, find our own strategic development direction, especially promote the coordinated development of the company and retail banking business, find new development strategies, realize backwardness and establish backwardness advantages.

To understand the market, we should look at the market objectively, analyze the market and accurately grasp the changes in market demand. The disintermediation effect brought by the development of capital market has had a strong impact on both corporate banks and personal banks. In corporate banking, banks need to provide tailor-made financial services, as well as follow-up services including corporate mergers and acquisitions, asset-debt restructuring, foreign exchange trading, bridge payment, investment banking and other financial needs. To meet the diversified financial needs of enterprises. In personal banking, we should seize the opportunity of residents' asset financing, develop diversified financial products, build a powerful electronic network trading platform, and earn intermediate income. Keep up with market changes and avoid being marginalized in the fierce competition.

Adhere to a correct understanding of peers, peers are competitors and partners in the market, respect competitors, be good at learning from competitors and compete rationally. Only by deepening and upgrading the management level, accelerating the innovation of products and services, adopting the differentiated development strategy and conducting rational competition at a higher level can we win the competition.

At present, most small and medium-sized joint-stock banks in China have completed the share reform and listing, the capital adequacy ratio has been greatly improved, the corporate governance structure has been improved, and they have the embryonic form of modern commercial banks, initially achieving "similarity". According to the operating rules of international banking and the national conditions of China, it is a long-term task for contemporary bank managers to continuously promote the internationalization of bank management and finally achieve "convergence" with international advanced banks. As long as small and medium-sized joint-stock commercial banks keep forging ahead and constantly explore and practice, domestic banks will eventually shine on the stage of international competition and achieve new take-off.

Five, change the concept of service, enhance the sense of competition, and promote the overall improvement of management.

First of all, improve the service level and enrich the service connotation. Service is an eternal theme. To improve the service level, we must enrich the service connotation. Be sure to serve customers with "heart", be sincere, enthusiastic, careful and patient. We should vigorously advocate "warm service", establish a system, be familiar with customer information, treat customers as our relatives and friends, as our family members, turn work into a window to convey warmth, and establish a good image of the branch.

Secondly, face up to the weak links and difficulties. In view of the current situation of weak management foundation, weak incentive and restraint mechanism and weak ideological style, this paper takes development as the theme, puts forward the connotation and mode of business development as the important content, comprehensively determines the business indicators, makes the indicators objective, clarifies the development ideas and business objectives, and works hard on the operation measures of the company's business, retail business and international business. It is necessary to focus on business belt management and promote the rapid development of business work; Grasp management, promote management, and push management to a higher level. In terms of management, in addition to earnestly implementing the management measures of branches, combined with the business situation, we should conscientiously do a good job in 10 management of responsibility, planning, assessment, expenses, five-level classification and human resources, and at the same time pay attention to system innovation to promote business.

Finally, we should actively create corporate culture, create a healthy and enterprising cultural atmosphere, and create brand services for customers. Let every employee in the sales department establish the concept of "striving for first-class operation and building a boutique bank", devote themselves to future business practice with high enthusiasm and selfless spirit, and show the bank to customers with a brand-new attitude with the spirit of being brave after shame, pioneering and innovative, striving for progress and selfless dedication.

The continuous development of electronic banking and electronic money business is helpful to improve the efficiency of banks and payment systems, and also to reduce the cost of retail business at home and abroad. However, the development and application of electronic money and some electronic banking services are still in the early stage. Considering the uncertainty of electronic banking and electronic money in the future technological and market development, the regulatory authorities must avoid formulating policies that hinder beneficial innovation and experiments. At the same time, the Basel Committee believes that the benefits and risks brought by electronic banking and electronic money business coexist, so it is necessary to balance the risks and benefits.

I. Risk Analysis of Electronic Banking

With the continuous development of electronic banking and electronic money business, the cross-border business between banks and their customers will increase. This kind of business relationship will bring different problems and risks to banks and regulatory authorities. According to the identification and analysis of risks, the management method has three main steps, namely, evaluating risks, implementing measures to control risks and monitoring risks. At this stage, operational risk, reputation risk and legal risk may be the most important risk categories in most e-banking and e-money businesses.

1, operational risk.

Operational risk mainly refers to the possibility of losses caused by major defects in the system that are not conducive to reliability, stability and safety requirements. It may come from the negligence of e-banking customers, or from the design defects and operational errors of e-banking security system and its products.

2. Reputation risk.

Reputation risk refers to the risk that the public has a significant negative view of the bank, which leads to significant losses to the source of funds or customers. Reputation risk may come from the failure of the system or product to achieve the expected results and have a wide range of negative effects on the public. Reputation risk may originate from customers, that is, customers do not have enough product information and solutions to problems, so that they are at a loss when they encounter problems. Reputation risk may also come from targeted attacks on banks. For example, hackers invade the bank network and deliberately spread inaccurate information about the bank or its products.

3. Legal risks.

Legal risks stem from the violation of relevant laws, decrees, regulations or agreed practices, or the legal obligations and rights of the parties to the transaction are unclear. Banks engaged in electronic banking and electronic money business may face legal risks of customer information disclosure and privacy protection. With the development of e-commerce, banks hope to carry out electronic authentication services, such as using digital certificates. Certification may expose banks to legal risks. If the bank participates in the new identity authentication system, but the rights and obligations are not clearly stipulated in the contract agreement, then the bank may suffer legal risks.

4. Other risks.

Traditional banking risks, such as credit risk, liquidity risk, interest rate risk and market risk, may also arise from electronic banking and electronic money business, but their actual impact on banks and regulatory authorities may be very different from operational risk, reputation risk and legal risk.

Second, establish an operational risk prevention system

Rapid technological innovation may change the nature and scope of risks faced by banks in e-money and e-banking business. Regulators hope that banks will formulate some management measures to deal with existing risks, and at the same time have corresponding countermeasures for emerging risks. Risk management measures should include three basic elements, namely, risk assessment, risk control and risk monitoring. Only in this way can we achieve the expected goals of banks and regulatory authorities.

1, security policy measures.

Security is the unity of system, application and internal control, and its function is to ensure the integrity, authenticity and confidentiality of data and operation process. The guarantee of security depends on the formulation and implementation of appropriate security policies and measures by banks, and also on whether the communication between banks and external parties is safe and smooth. Security policies and measures can limit the risk of internal and external attacks on electronic banking and electronic money systems, and also limit the reputation risk caused by security violations.

Security measures are the unification of hardware, software tools and personnel management, thus ensuring the safety of the system and operation. These measures include many, such as encryption, password, firewall, virus control and employee selection. Cryptography technology is to convert text data into passwords to prevent unauthorized reading. Passwords, password strings, personal identification numbers, hardware signs and biometric identification are all technologies used to control access and identify users.

Firewall is a combination of hardware and software, which is used to select and restrict external access to internal systems connected to an open network (such as the Internet). Firewall can also use internet technology to divide the internal network into several small blocks. Firewall technology, if properly designed and implemented, can effectively control access and ensure the confidentiality and integrity of data. Because of the complexity and high cost of this technology, the strength and performance of firewall must adapt to the sensitivity of protected information. A good design should include: the safety requirements of the whole bank, clear operation steps, responsibility decomposition, and selecting reliable people to be responsible for the design and operation of the firewall.

Although the firewall chooses signals from the outside, it may not be able to completely stop programs that have been infected by viruses downloaded from the Internet. Therefore, the management should formulate prevention and detection control measures to reduce the chances of virus invasion and data destruction, especially in remote banks. Procedures to reduce the risk of virus infection should include: network control, end-user policy, user training and virus detection software.

Not all security threats come from outside. Where possible, electronic banking and electronic money systems should prevent unauthorized operation by current or former employees. Like the existing banking business, background check, internal control and responsibility decomposition of new employees, temporary employees and consultants are all important preventive measures to ensure system security.

For electronic money, additional security measures help to prevent attacks and abuses (including counterfeiting and money laundering). These measures include: maintaining hotline contact with issuers or central operators; Monitor and track personal transactions; Maintain historical records in the central database; Implanting tamper-proof facilities in stored-value cards or commercial hardware; Set the maximum limit and validity period of the stored value card.

2. Internal communication.

If there is good communication between management and key employees, operational, reputation, legal and other risks can be effectively managed and reasonably controlled. At the same time, technicians should report clearly to the top management: how the system is designed, the advantages and disadvantages of the system. Such steps can reduce: operational risks caused by design defects (including incompatibility between different systems of the same bank); Data integrity issues; Reputation risk caused by customers' dissatisfaction with the bank because the system fails to achieve the expected effect; And credit and liquidity risks.

3. Evaluate and upgrade.

Evaluating products and services before they are fully promoted helps to control operational and reputational risks. Equipment and systems should be tested to find out whether their functions are normal and produce expected results. Trial operation or pilot is conducive to the development of new application systems. If you regularly check the functions of existing hardware and software, you can reduce the risk of system slowdown or interruption.

4. Information disclosure and customer education

Information disclosure and customer education will help banks limit legal and reputational risks. The information disclosure and education plan should let customers know how to use new products and services, how to solve the charging problems of services and products, and how to solve problems and mistakes, so as to help banks comply with laws and regulations on customer protection and privacy.

5 emergency plan.

By making contingency plans, banks can limit the risks caused by the interruption of internal procedures, services and product delivery. The plan can ensure that banks can make a difference when electronic banking and electronic money services are interrupted. Plans can include data recovery, alternative data processing facilities, emergency staffing and customer service support. The standby system should be tested regularly to ensure its continuous effectiveness. Banks should ensure that their emergency operations are as safe as normal production operations.

6. Testing the operation of the system is conducive to finding abnormal situations and avoiding major system problems, interruptions and attacks.

By actively invading the system through various methods that do not follow the normal steps, we can focus on testing the design and implementation of identity authentication, isolation measures and security mechanisms. Monitoring is a way of monitoring, that is, tracking related businesses through computer software or auditing. Compared with intrusion testing, monitoring focuses on monitoring daily operations, investigating anomalies, and dynamically judging the effectiveness of security by detecting whether it meets the security policy.

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