The core competitiveness was first put forward by C.K.Prahalad and Hamel, and on this basis, the core competitiveness strategy was established. For banks, core competitiveness is the most important functional element in the banking competition system, which is difficult to be imitated and replaced by competitors, and it is the ability of banks to maintain a sustainable competitive advantage. With what? New economy? With the deepening of development and the release of potential, rural commercial banks show a new development trend. Faced with the new situation, rural commercial banks, on the basis of exerting their traditional comparative advantages, analyze the opportunities and challenges they are facing at present, and cultivate and evolve their core competitiveness through the best path in line with their own resource endowments, thus creating more wealth and value. The following is the knowledge I brought to you about the ways for rural commercial banks to enhance their core competitiveness. Welcome to reading.
? New economy? Rural commercial banks are facing new development trends.
Accompanied by? New economy? With the development of China, the economic environment of rural commercial banks is undergoing profound changes, showing a new development trend.
On the one hand, the new economy? The reform is in the critical period and deep water area. Facing the complicated and severe economic situation, rural commercial banks are facing unprecedented severe challenges.
First of all, the traditional business model can't adapt to the changes in the environment. Rural commercial banks can't adapt to the changes of economic environment in organizational structure, operating mechanism, assessment and incentives, and there is still a big gap between the construction of process banks and intensive management. Did not establish the process required by the bank? Big head office (central branch) and small branches? Under the intensive management mode, the support of the central branch to the front line is insufficient. A single retail product does not meet the market positioning of retail community banks. Service channels are isolated from each other, and the synergistic effect is weak. It is still mainly based on administrative assessment. Packing? It is difficult to directly reflect the personal contribution of employees in performance distribution and performance appraisal.
Second, the personnel structure is unreasonable and cannot provide effective human resources support. Rural commercial banks generally lack all-round high-quality talents, and the proportion of marketing personnel is low. At present, rural commercial banks cannot solve the structural contradiction of personnel through campus recruitment mode, and it takes a long training period for new employees to engage in business or line management, which increases the burden and cost of future development and makes it difficult to provide effective intellectual support.
Third, the relatively single profit model leads to narrow income channels. Narrow spread income, unreasonable capital utilization structure, little innovation of high-yield products, unprofitable intermediary business system and low income level of intermediary business have affected the profitability of rural commercial banks.
Fourth, the risk management ability is facing challenges under the new situation. The risk management of rural commercial banks often focuses on meeting their own management needs, and relatively little consideration is given to management costs, customer experience and management efficiency, so it is difficult to meet the risk management requirements under the new situation.
Fifth, the transformation and development of rural commercial banks lack scientific and technological support. In terms of hardware facilities, it lags behind other commercial banks as a whole; In terms of personnel, there are few high-quality innovative R&D personnel and grassroots scientific and technological personnel; In product research and development, there are few originals, and they are keen to follow suit and imitate; In terms of system support, the independent research and development ability of management system is insufficient, and it is difficult to support the intensive development of management.
On the other hand? New economy? Under the macro environment, China's economy will maintain medium-high growth, the economic structure will be continuously optimized, and the driving force of economic growth will gradually change. Rural commercial banks face good development opportunities.
First, based on regional economic development, increase business development space. As a local corporate bank, rural commercial banks are generally owned by provincial and municipal state-owned enterprises when they are restructured, and it is easier to win policy support from provincial and municipal governments. You can actively participate in the docking cooperation between banks and enterprises organized by the government and participate in the financial support of key government projects. Give full play to the advantages of being located in a regional financial center and carry out extensive cooperation and innovation in the same industry. We can make full use of the advantages of short decision-making chain and flexible management mechanism to quickly adjust the strategy and integrate into regional economic development.
Second, economic growth drives transformation, and the financial demand for entrepreneurial innovation increases. At present, mass entrepreneurship and innovation have become the new engines of China's economic development. Rural commercial banks can constantly optimize financial service channels and carry out financial services and product innovation around the different development stages of innovative customers.
Third, agricultural industrialization has been promoted and ushered in? Golden period of service for agriculture, countryside and farmers. Rural commercial bank as a service? Agriculture, countryside and farmers are the main forces of finance. With the industrialization of agriculture, the rural market can be further expanded. The reform of rural land system provides a new channel for rural commercial banks to explore the rural market. Large-scale new agricultural management system has expanded the customer base and business coverage of rural commercial banks.
Fourth, consumer finance has developed rapidly under the impetus of the policy of expanding domestic demand. ? New economy? Consumption plays an increasingly important role in economic growth. Rural commercial banks can use the Internet to open up new consumer finance business models and provide comprehensive financial services in every link related to consumption.
Eight paths for rural commercial banks to enhance their core competitiveness.
Opportunities and challenges coexist? New economy? Environment, rural commercial banks should be based on their own market positioning, and constantly evolve their core competitiveness including development concept, debt capacity, asset layout, transaction banking, network transformation, win-win cooperation, team building and risk prevention and control, so as to accelerate the transformation and development from these eight paths.
Path 1: update the development concept and expand the market connotation accurately.
First, based on sustainable development, update the development concept. Establish a modern management concept with quality, efficiency and sustainable development as the core, and realize? Deposit bank? Where to? Asset establishment? Change, strengthen? Core liabilities+active liabilities? Capital organization concept, stabilize debt composition, control debt cost and improve debt quality. The second is to do a good job in leading industries and serve the local regional economy. Take big customers as the leader and focus on upstream and downstream small and medium-sized enterprises to implement? Industrial chain type? Marketing service. Relying on the professional market, focus on the comprehensive marketing of merchants in the professional market. According to the characteristics of regional industrial clusters, focus on marketing into high-quality customers. The third is to innovate the marketing model of micro-financial services for small and micro enterprises. Introduce microfinance technology, pay attention to batch standardization, and improve the efficiency of microfinance services. Innovatively launch Internet financial services and transform into integrated service providers. Carry out cross-border expansion cooperation and provide? Indirect financing+direct financing? 、? Investment bank+firm? And other diversified financing support. Fourth, vigorously develop consumer loans for community residents and high-end customers. Promote the construction of community credit projects, support community reconstruction projects, and dig deep into community customer resources. Create a high-end customer credit brand to effectively meet the personalized needs of high-end customers. The fifth is orientation? Agriculture, rural areas and farmers, focusing on supporting new agricultural organizations. Focus on providing financial services in four major areas: agricultural product processing industry, leisure agriculture, agricultural e-commerce and postpartum processing industry, and support four major agricultural subjects: family farms, farmers' cooperatives, leading agricultural enterprises and agricultural socialized service organizations.
Path 2: Stabilize passive liabilities and enhance active liabilities.
The first is to expand the passive debt business. Strengthen the collection of retail deposits, actively market financial funds, strengthen comprehensive marketing, strengthen the expansion of group customers' deposits, deepen the cooperation between banks and enterprises, promote the deposits of loan customers, and strengthen the passive debt business. The second is to enhance the ability of active debt. It is necessary to carefully screen mature and potential active debt business varieties and promote the diversification of active debt forms. At present, the issuance of certificates of deposit has opened a new era for commercial banks to carry out active liabilities. Rural commercial banks can adapt to the situation, use market-oriented means such as certificates of deposit to raise needed funds, develop corresponding asset business and broaden differentiated business space.
Path 3: Broaden the layout of assets and promote asset-driven development.
The first is to strengthen the bond investment business. Bond investment conforms to the development trend of asset diversification of rural commercial banks and the principle of moderate diversification of investment, with low risk and stable income. Rural commercial banks should strengthen bond investment business and improve the comprehensive yield of bond business. The second is to do excellent inter-bank investment business. Cooperate with insurance, asset management, funds, financial leasing companies and other institutions, actively expand business cooperation channels, find new profit growth points, and boost rural commercial banks to? Light capital? Transformation and upgrading. The third is to do big wealth management business. Plan the development of wealth management business from the strategic height of strategic transformation and improving core competitiveness, build its own influential wealth management brand through continuous product innovation and service upgrade, and build a rich and stable wealth management product line to meet customers' multi-level wealth management business needs. The fourth is to do live securitization asset business. Based on what? Revitalize the stock and make a big increase? Taking the development of asset securitization business as an important way to reduce the pressure of capital constraint, integrate into the financial market, adjust the asset allocation structure and optimize the income structure.
Path 4: Tap the funds of potential customers and innovate the transaction banking business.
First, strive for centralized treasury payment services. Give full play? Small legal person, big platform? Give full play to the advantages of the system, link up and down, broaden the settlement business scope of collection and payment administrative institutions, and continuously expand the share of agency financial funds. Second, do a good job in the settlement business of agent group customers. Relying on the platform of science and technology, we will make full use of the direct connection system between banks and enterprises, corporate online banking and other businesses, actively market public relations group customers, and realize the settlement service of fund business for customers at the upper and lower levels of the group and upstream and downstream of the industrial chain. The third is to strengthen the small and micro retail settlement business. Constantly improve the innovation mechanism, reform the innovation model, bring forth the old and bring forth the new, and provide account management, payment and settlement, fund information, deposit and wealth management services for small and micro customers. The fourth is to expand the transaction settlement business of community residents. Taking bank cards and e-banking as carriers, and taking advantage of the advantages of first-class legal persons, we will actively expand various payment services involving people's livelihood. Fully promote the self-service kiosk, a new financial service format, and give full play to its basic financial service functions. The fifth is to develop international business. Focus on improving market access, striving for more interbank credit lines, strengthening correspondent bank network construction, enriching international business products, cross-border RMB business and other aspects to strengthen international business service capabilities.
Path 5: Accelerate the transformation of outlets and improve the level of channel competition.
First, integrate and optimize the layout of outlets and build a multi-level service pattern. Be a boutique flagship store in the center of a big city. Seize the strategic opportunity of urban-rural integration and strengthen the network of urban-rural fringe. Insist on characteristic management and become a small but sophisticated community financial convenience store. Under the current legal framework, explore the establishment of subsidiaries to carry out credit card, wealth management, private banking, direct banking and other businesses to strengthen differentiated competitiveness. The second is to strengthen the organic combination of manual service and self-service. Pay attention to the collaborative service of e-banking, mobile banking, self-service channels and manual channels, and innovate and introduce self-service card issuers, cash high-speed storage machines, remote intelligent teller machines and other equipment. Set up an all-round community bank to realize seamless connection of business marketing. The third is to speed up the construction of new online channels such as e-commerce platform and online banking. Accelerate the construction of WeChat banking, direct banking and e-commerce platforms, and create new channels for online community services.
Path 6: Strengthen win-win cooperation and provide comprehensive financial services.
First, expand financial licenses and accelerate the process of integrated operation. By setting up subsidiaries, we will actively strive for business qualifications such as private placement, treasury bonds, capital bonds and asset securitization, expand financial licenses, and gradually form comprehensive financial services with banks as the main body, covering trust, funds, futures, financial leasing, consumer finance and asset management. The second is to innovate and launch the service model of scientific and technological innovation and entrepreneurship enterprises. Explore the investment-loan linkage business with traditional credit and equity investment attributes, and provide continuous financial support for scientific and technological innovation and entrepreneurship enterprises at different stages of development. The third is to strengthen cooperation with the same industry, innovate and develop, and achieve win-win cooperation. Relying on the scientific and technological platform of the provincial association and the platform of peer cooperation, we should find our own position, strengthen peer cooperation, reduce the occupation of venture capital, expand the income of intermediary business and change the traditional business model with high capital consumption. Fourth, cooperate with P2P platform to achieve self-development through cooperation. Upgrade the network platform and increase the promotion of P2P platform with its own high-quality assets.
Path 7: Strengthen team building and optimize the refined management of the structure.
First, strengthen the construction of talent team and provide effective intellectual protection. Establish a professional talent introduction mechanism, introduce advanced high-quality talents from the same bank, and update the management concept quickly. Based on reality, we should establish our own professional R&D team to provide more effective intellectual support for the development of rural commercial banks. The second is to build? Big headquarters, small branches? Organizational system. Strengthen the back-office support and internal control functions of the headquarters and implement professional and intensive management. Strengthen the single marketing function of sub-branches, strengthen the development and marketing of small and micro customers by setting up small and micro loan centers, and reduce risk points. The third is to steadily promote the reform of the business division system. Promote the reform of business division system in combination with its own scale, management foundation, business qualification and other conditions, choose the implementation path and operation strategy consistent with itself, and realize major changes in management concepts, processes and production methods. The fourth is to improve the ability of economic capital management. Strengthen capital management and break through capital constraints by issuing secondary capital bonds and microfinance bonds? Bottleneck? , expand the scale of assets, optimize the asset structure, improve the management ability and anti-risk level. The fifth is to achieve refined financial management. Strengthen capital accounting, cost control and liquidity management, promote the development and application of interest rate pricing management tools, and establish a market-oriented interest rate pricing mechanism in line with the actual situation of rural commercial banks.
Path 8: Strengthen risk prevention and control and build comprehensive risk management.
The first is to strengthen the concept of comprehensive risk management. Establish a risk management concept of whole business and whole process, and create a risk management culture of all employees who manage people by system. The second is to build a comprehensive risk management system. Establish an independent and vertical risk management organizational framework, improve corporate governance, improve risk management techniques and tools, and cultivate high-quality risk management talents. The third is to increase the innovation of risk management. Relying on information technology, innovative business and general business are separated from necessary risks, and a risk management system suitable for product innovation is constructed.
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