第一篇：中國(guó)建設(shè)銀行經(jīng)營(yíng)情況調(diào)查

中國(guó)建設(shè)銀行經(jīng)營(yíng)情況調(diào)查

國(guó)際經(jīng)濟(jì)與貿(mào)易1003單文20101362

中國(guó)建設(shè)銀行股份有限公司是一家在中國(guó)市場(chǎng)處于領(lǐng)先地位的股份制商業(yè)銀行，為客戶提供全面的商業(yè)銀行產(chǎn)品與服務(wù)。主要經(jīng)營(yíng)領(lǐng)域包括公司銀行業(yè)務(wù)、個(gè)人銀行業(yè)務(wù)和資金業(yè)務(wù)，多種產(chǎn)品和服務(wù)（如基本建設(shè)貸款、住房按揭貸款和銀行卡業(yè)務(wù)等）在中國(guó)銀行業(yè)居于市場(chǎng)領(lǐng)先地位。建設(shè)銀行擁有廣泛的客戶基礎(chǔ)，與多個(gè)大型企業(yè)集團(tuán)及中國(guó)經(jīng)濟(jì)戰(zhàn)略性行業(yè)的主導(dǎo)企業(yè)保持銀行業(yè)務(wù)聯(lián)系，營(yíng)銷網(wǎng)絡(luò)覆蓋全國(guó)的主要地區(qū)，設(shè)有13600多家分支機(jī)構(gòu)。經(jīng)辦國(guó)家財(cái)政撥款時(shí)期 1954年10月1日成立原名為中國(guó)人民建設(shè)銀行，建設(shè)銀行經(jīng)中央人民政府政務(wù)院決定成立后，其任務(wù)是經(jīng)辦國(guó)家基本建設(shè)投資的撥款，管理和監(jiān)督使用國(guó)家預(yù)算內(nèi)基本建設(shè)資金和部門、單位的自籌基本建設(shè)資金。幾十年來(lái)，建設(shè)銀行為提高投資效益、加快國(guó)家經(jīng)濟(jì)建設(shè)和發(fā)展作出了卓越貢獻(xiàn)。

國(guó)家專業(yè)銀行時(shí)期

從20世紀(jì)80年代中期起，為適應(yīng)經(jīng)濟(jì)金融體制改革和經(jīng)濟(jì)發(fā)展的要求，建設(shè)銀行先后開辦了現(xiàn)金出納、居民儲(chǔ)蓄、固定資產(chǎn)貸款、工商企業(yè)流動(dòng)資金貸款、國(guó)際金融、住房貸款和各種委托代理業(yè)務(wù)。通過(guò)開辦各種面向社會(huì)大眾的商業(yè)銀行業(yè)務(wù)，豐富了銀行職能，為向現(xiàn)代商業(yè)銀行轉(zhuǎn)軌打下了堅(jiān)實(shí)的基礎(chǔ)。

國(guó)有商業(yè)銀行時(shí)期

1994年，按照國(guó)家投融資體制改革的要求，建設(shè)銀行將財(cái)政職能和政策性基本建設(shè)貸款業(yè)務(wù)分別移交給財(cái)政部和國(guó)家開發(fā)銀行，從功能轉(zhuǎn)換上邁出了向現(xiàn)代商業(yè)銀行轉(zhuǎn)軌的重要一步。經(jīng)過(guò)近50年的改革與發(fā)展，建設(shè)銀行已經(jīng)具備了參與國(guó)內(nèi)外市場(chǎng)競(jìng)爭(zhēng)的實(shí)力。到2004年6月末，資產(chǎn)總規(guī)模為37228億元，負(fù)債總規(guī)模為35223億元。資本充足率達(dá)到8.17%。按照境內(nèi)外全口徑統(tǒng)計(jì)，全行不良貸款余額657.1億元，不良貸款率為3.08%，達(dá)到了銀監(jiān)會(huì)要求的3－5%的標(biāo)準(zhǔn)。境內(nèi)外營(yíng)業(yè)性分支機(jī)構(gòu)15401個(gè)，其中有6個(gè)海外分行，2個(gè)駐海外代表處。全行正式員工26.3萬(wàn)人。同時(shí)，全資擁有建新銀行，并持有中國(guó)國(guó)際金融有限公司43.35%的股權(quán)，持有中德住房?jī)?chǔ)蓄銀行75.1%的股權(quán)。

2004年9月15日，中央?yún)R金投資有限責(zé)任公司、中國(guó)建銀投資有限責(zé)任公司、國(guó)家電網(wǎng)公司、上海寶鋼集團(tuán)公司和中國(guó)長(zhǎng)江電力股份有限公司在京召開會(huì)議，決議共同發(fā)起設(shè)立中國(guó)建設(shè)銀行股份有限公司。中國(guó)建設(shè)銀行將由國(guó)有獨(dú)資商業(yè)銀行改制為國(guó)家控股的股份制商業(yè)銀行。中國(guó)建設(shè)銀行改制為國(guó)家控股的股份制商業(yè)銀行后，名稱為中國(guó)建設(shè)銀行股份有限公司，簡(jiǎn)稱中國(guó)建設(shè)銀行。中國(guó)建設(shè)銀行股份有限公司承繼原中國(guó)建設(shè)銀行商業(yè)銀行業(yè)務(wù)及相關(guān)資產(chǎn)、負(fù)債和權(quán)益。中國(guó)建設(shè)銀行股份有限公司設(shè)立后，將引入戰(zhàn)略投資者，進(jìn)一步實(shí)現(xiàn)股權(quán)多元化，完善公司治理結(jié)構(gòu)。同時(shí)，將繼續(xù)全面推進(jìn)各項(xiàng)管理改革，促進(jìn)績(jī)效進(jìn)步，努力把中國(guó)建設(shè)銀行股份有限公司辦成一家資本充足、內(nèi)控嚴(yán)密、運(yùn)營(yíng)安全、服務(wù)和效益良好的現(xiàn)代化股份制商業(yè)銀行。

截至2010年底，建行資產(chǎn)總額達(dá)人民幣108,103.17億元，突破10萬(wàn)億元，較上年末增長(zhǎng)12.33%；實(shí)現(xiàn)利潤(rùn)總額1,751.56億元，同比增加364.31 億元，增長(zhǎng)26.26%；受益于業(yè)務(wù)發(fā)展、內(nèi)地企業(yè)所得稅稅率調(diào)整，實(shí)現(xiàn)凈利潤(rùn)1,350.31 億元，同比增加281.95 億元，增長(zhǎng)26.39%；實(shí)現(xiàn)經(jīng)營(yíng)收入3,234.89億元，同比增長(zhǎng)21.07%，其中利息凈收入達(dá)2,515.00億元，手續(xù)費(fèi)及傭金凈收入達(dá)661.32億元，同比分別增長(zhǎng)18.70%、37.61%；綜合盈利能力繼續(xù)保持內(nèi)地同業(yè)領(lǐng)先地位，年化平均資產(chǎn)回報(bào)率為1.32%，年化平均股東權(quán)益回報(bào)率為22.61%，凈利息收益率為3.49%，分別較上年同期提高0.08、1.74和0.08個(gè)百分點(diǎn)；資本充足率為12.68%，核心資本充足率為10.40%；資產(chǎn)質(zhì)量穩(wěn)步提升，不良貸款額、不良貸款率繼續(xù)雙降，不良貸款率降至1.14%，較上年末下降0.36個(gè)百分點(diǎn)；抗風(fēng)險(xiǎn)能力進(jìn)一步增強(qiáng)，減值準(zhǔn)備對(duì)不良貸款比率為221.14%，比上年末提高45.37個(gè)百分點(diǎn)。

第二篇：關(guān)于中國(guó)建設(shè)銀行的調(diào)查

關(guān)于中國(guó)建設(shè)銀行的調(diào)查報(bào)告

班級(jí)：財(cái)務(wù)管理10-2成員：

中國(guó)建設(shè)銀行成立于1954年10月1日（當(dāng)時(shí)行名為中國(guó)人民建設(shè)銀行，1996年3月26日更名為中國(guó)建設(shè)銀行）。這次的調(diào)查主要是通過(guò)銀行調(diào)查和網(wǎng)上搜索來(lái)主要了解中國(guó)建設(shè)銀行的主要業(yè)務(wù)，大概了解到中國(guó)建設(shè)銀行的業(yè)務(wù)有人民幣存款貸款結(jié)算業(yè)務(wù)，人民幣儲(chǔ)蓄業(yè)務(wù)以及經(jīng)中國(guó)人民銀行批準(zhǔn)的代理業(yè)務(wù)（涉及許可經(jīng)營(yíng)的項(xiàng)目憑許可證經(jīng)營(yíng)）。最終根據(jù)相關(guān)資料總結(jié)出調(diào)查結(jié)果，最后形成調(diào)查報(bào)告。

一、資產(chǎn)業(yè)務(wù)

資產(chǎn)業(yè)務(wù)，是商業(yè)銀行的主要收入來(lái)源。

（一）、放款業(yè)務(wù)

1：信用放款

信用放款，指單憑借款人的信譽(yù)，而不需提供任何抵押品的放款，是一種資本放款。主要包括

1、普通借款限額

2、透支放款3．備用貸款承諾4．消費(fèi)者放款5．票據(jù)貼現(xiàn)放款 2：抵押放款

抵押貸款有以下幾種類型：1．存貨貸款2．客帳貸款，銀行發(fā)放的以應(yīng)收帳款作為抵押的短期貸款，稱為“客帳貸款”。3．證券貸款4．不動(dòng)產(chǎn)抵押貸款

3：保證書擔(dān)保放款

保證書擔(dān)保放款，是指由經(jīng)第三者出具保證書擔(dān)保的放款。保證書是保證人為借款人作貸款擔(dān)保，與銀行的契約性文件，其中規(guī)定了銀行和保證人的權(quán)利和義務(wù)。銀行只要取得經(jīng)保證人簽過(guò)字的銀行擬定的標(biāo)準(zhǔn)格式保證書，即可向借款人發(fā)放貸款。所以，保證書是銀行可以接受的最簡(jiǎn)單的擔(dān)保形式。

4：貸款證券化

貸款證券化是指商業(yè)銀行通過(guò)一定程序?qū)①J款轉(zhuǎn)化為證券發(fā)行的總理資過(guò)程。具體做法是：商業(yè)銀行將所持有的各種流動(dòng)性較差的貸款，組合成若干個(gè)資產(chǎn)庫(kù)，出售給專業(yè)性的融資公司，再由融資公司以這些資產(chǎn)庫(kù)為擔(dān)保，發(fā)行資產(chǎn)抵押證券。這種資產(chǎn)抵押證券同樣可以通過(guò)證券發(fā)行市場(chǎng)發(fā)行或私募的方式推銷給投資者。出售證券所收回的資金則可做為商業(yè)銀行新的資金來(lái)源再用于發(fā)放其它貸款。

（二）投資業(yè)務(wù)

建設(shè)銀行的投資業(yè)務(wù)是指銀行購(gòu)買有價(jià)證券的活動(dòng)。投資是建設(shè)銀行一項(xiàng)重要的資產(chǎn)業(yè)務(wù)，是銀行收入的主要來(lái)源之一。

建設(shè)銀行的投資業(yè)務(wù)，按照對(duì)象的不同，可分為國(guó)內(nèi)證券投資和國(guó)際證券投資。國(guó)家政府發(fā)行的證券，按照銷售方式的不同，可以分為兩種，一種是公開銷售的證券，一種是不公開銷售的證券。

建設(shè)銀行購(gòu)買的政府證券，包括國(guó)庫(kù)券、中期債券和長(zhǎng)期債券三種。

二、負(fù)債業(yè)務(wù)

負(fù)債是銀行由于受信而承擔(dān)的將以資產(chǎn)或資本償付的能以貨幣計(jì)量的債務(wù)。存款、派生存款是銀行的主要負(fù)債，約占資金來(lái)源的80％以上，另外聯(lián)行存款、同業(yè)存款、借入或拆入款項(xiàng)或發(fā)行債券等，也構(gòu)成銀行的負(fù)債。

主要包括1.活期存款2． 定期存款3． 儲(chǔ)蓄存款5.可轉(zhuǎn)讓支付命令存款帳戶7.掉期存款

三、中間業(yè)務(wù)

中間業(yè)務(wù)又稱表外業(yè)務(wù)，其收入不列入銀行資產(chǎn)負(fù)債表。

中間業(yè)務(wù)包括:結(jié)算業(yè)務(wù)：是由商業(yè)銀行的存款業(yè)務(wù)衍生出來(lái)的一種業(yè)務(wù), 信用證業(yè)務(wù),信托業(yè)務(wù), 租賃業(yè)務(wù), 代理業(yè)務(wù), 銀行卡業(yè)務(wù), 咨詢業(yè)務(wù)等。

說(shuō)明和分析：

一、資金業(yè)務(wù)分析：

隨著資金業(yè)務(wù)規(guī)模增長(zhǎng)和收益率的提高，利息凈收入較上年同期強(qiáng)勁增長(zhǎng)51.73%；手續(xù)費(fèi)及傭金凈收入保持快速增長(zhǎng)，較上年同期增長(zhǎng)48.42%；隨著外幣債券市場(chǎng)持續(xù)好轉(zhuǎn)，資產(chǎn)減值損失出現(xiàn)回?fù)埽苌狭幸蛩赜绊?，資金業(yè)務(wù)利潤(rùn)總額較上年同期大幅度增長(zhǎng)47.60%，對(duì)中國(guó)建設(shè)銀行的利潤(rùn)貢獻(xiàn)度上升至31.00%。

二、投資分析

于2011年6月30日，投資總額28319.78億元，較上年末減少730.19億元，可提供出售金融資產(chǎn)、持有至到期痛毆自分別較上年末減少682.46億元、1062.78億元，主要是對(duì)中央銀行所發(fā)型的票據(jù)投資大幅減少。應(yīng)收款項(xiàng)債券投資較上年末增加3.69億元，主要是對(duì)銀行及非銀行金融機(jī)構(gòu)債券增加。

三、資產(chǎn)負(fù)債表分析

于2011年6月30日，中國(guó)建設(shè)資產(chǎn)總額1117547.66億元，較上年末增加944449億元，增幅為8.74%，主要是由客戶貸款和墊款、現(xiàn)金及存放中央銀行款項(xiàng)，買入返售金融資產(chǎn)等增長(zhǎng)。客戶貸款和墊款凈額占總資產(chǎn)額的50.92%，較上年末下降0.20個(gè)百分點(diǎn)；投資占比為24.09%，下降2.78個(gè)百分點(diǎn)；現(xiàn)金及存放中央銀行款項(xiàng)占比為18.86%，上升1.77個(gè)百分點(diǎn)；買入返售金融資產(chǎn)占比為2.54%，上升0.86個(gè)百分點(diǎn)。

第三篇：中國(guó)建設(shè)銀行公布2009經(jīng)營(yíng)業(yè)績(jī)

中國(guó)建設(shè)銀行公布2009經(jīng)營(yíng)業(yè)績(jī)

服務(wù)大局促發(fā)展 穩(wěn)健經(jīng)營(yíng)創(chuàng)佳績(jī)

2010年3月28日，中國(guó)建設(shè)銀行股份有限公司（以下簡(jiǎn)稱建行）發(fā)布了2009經(jīng)營(yíng)業(yè)績(jī)報(bào)告。2009年，在國(guó)際金融危機(jī)蔓延、國(guó)內(nèi)經(jīng)濟(jì)發(fā)展極為困難的形勢(shì)下，建行認(rèn)真貫徹國(guó)家宏觀經(jīng)濟(jì)政策，堅(jiān)持積極審慎的經(jīng)營(yíng)方針，科學(xué)統(tǒng)籌業(yè)務(wù)發(fā)展、風(fēng)險(xiǎn)防范和結(jié)構(gòu)調(diào)整，取得了好于預(yù)期的經(jīng)營(yíng)業(yè)績(jī)，出色地完成了全年經(jīng)營(yíng)目標(biāo)。

行長(zhǎng)張建國(guó)表示：“在過(guò)去的一年里，建行以改革創(chuàng)新精神服務(wù)國(guó)家經(jīng)濟(jì)發(fā)展大局，堅(jiān)持積極審慎的經(jīng)營(yíng)方針，始終牢牢把握住風(fēng)險(xiǎn)控制的主動(dòng)權(quán)，在復(fù)雜的經(jīng)營(yíng)環(huán)境中贏得了市場(chǎng)先機(jī)，各項(xiàng)業(yè)務(wù)扎實(shí)穩(wěn)步推進(jìn)，為未來(lái)的可持續(xù)發(fā)展奠定了堅(jiān)實(shí)基礎(chǔ)?！?/p>

經(jīng)營(yíng)規(guī)模再創(chuàng)新高

發(fā)展質(zhì)量穩(wěn)步提升

2009年，在國(guó)家實(shí)施應(yīng)對(duì)國(guó)際金融危機(jī)一攬子計(jì)劃的大背景下，建行結(jié)合自身發(fā)展戰(zhàn)略，加大對(duì)經(jīng)濟(jì)和民生領(lǐng)域的金融支持力度，存貸款新增創(chuàng)歷史新高，資產(chǎn)規(guī)模持續(xù)增長(zhǎng)。截至2009年12月31日，建行資產(chǎn)總額為96,233.55億元（以下數(shù)據(jù)除特別注明外均按國(guó)際財(cái)務(wù)報(bào)告準(zhǔn)則計(jì)算，為本集團(tuán)數(shù)據(jù)，幣種為人民幣），較上年末增長(zhǎng)27.37%，其中客戶貸款和墊款凈額為46,929.47億元，較上年末增長(zhǎng)27.40%；負(fù)債總額為90,643.35億元，較上年末增長(zhǎng)27.88%，其中客戶存款增長(zhǎng)25.49%至80,013.23億元。

建行注重提高業(yè)務(wù)發(fā)展質(zhì)量和效益，獲得了良好的業(yè)績(jī)回報(bào)。全年實(shí)現(xiàn)稅前利潤(rùn)1,387.25億元，較上年增長(zhǎng)15.85%，凈利潤(rùn)首破千億元,達(dá)1,068.36億元，增長(zhǎng)15.32%，超額完成全年利潤(rùn)計(jì)劃。雖然受存貸款基準(zhǔn)利率下調(diào)及市場(chǎng)利率下行等因素影響，凈利息收益率比上年同期下降0.83個(gè)百分點(diǎn)至2.41%，但通過(guò)創(chuàng)新產(chǎn)品、拓展市場(chǎng)及 優(yōu)化投資交易策略，非利息收入實(shí)現(xiàn)了28.11%的增長(zhǎng)，其中手續(xù)費(fèi)及傭金凈收入增長(zhǎng)25.00%至480.59億元，保證了全行經(jīng)營(yíng)收入與上年基本持平。平均資產(chǎn)回報(bào)率、平均股東權(quán)益回報(bào)率分別為1.24%和20.87%，在國(guó)際大型商業(yè)銀行中位于前列。

資產(chǎn)質(zhì)量持續(xù)改善，不良貸款率降至1.50%，較上年末下降0.71個(gè)百分點(diǎn)；風(fēng)險(xiǎn)抵御能力進(jìn)一步增強(qiáng)。減值準(zhǔn)備對(duì)不良貸款比率提至175.77%，較上年末提高44.19個(gè)百分點(diǎn)；資本充足率為11.70%，核心資本充足率為9.31%，均符合管理目標(biāo)。全行嚴(yán)控成本管理，經(jīng)營(yíng)費(fèi)用增幅為2005年上市以來(lái)最低水平，員工成本增幅低于稅前利潤(rùn)和凈利潤(rùn)的增幅。

穩(wěn)健經(jīng)營(yíng)和持續(xù)發(fā)展的成果，進(jìn)一步提升了建行的形象和品牌價(jià)值。在英國(guó)《銀行家》“全球商業(yè)銀行品牌十強(qiáng)”中，建行位居第二位，列中資銀行之首；被英國(guó)《歐洲貨幣》、香港《亞洲貨幣》評(píng)為“中國(guó)最佳銀行”。

服務(wù)經(jīng)濟(jì)社會(huì)大局

信貸投放適度均衡

2009年，建行按照國(guó)家決策部署，主動(dòng)將服務(wù)經(jīng)濟(jì)社會(huì)發(fā)展大局與調(diào)整信貸結(jié)構(gòu)相結(jié)合，加大對(duì)關(guān)系國(guó)計(jì)民生領(lǐng)域和項(xiàng)目的信貸支持力度，客戶貸款和墊款總額較上年增加10,258.30億元，為實(shí)體經(jīng)濟(jì)和民生改善輸送了急需的資金“血液”。其中,向符合國(guó)家信貸導(dǎo)向的14個(gè)信貸重點(diǎn)投放領(lǐng)域全年投放貸款5,763億元，占同期新投放對(duì)公貸款的20.41%；參與支持國(guó)家四萬(wàn)億投資項(xiàng)目446個(gè)，十大振興產(chǎn)業(yè)貸款新增1,451億元，占全行對(duì)公貸款新增的22.3%。投向基礎(chǔ)設(shè)施行業(yè)領(lǐng)域的貸款為15,398.98億元，新增額在公司類貸款新增額中的占比達(dá)到53.12%。特別是2009年前2個(gè)月在經(jīng)濟(jì)處于最低谷、企業(yè)最急需資金時(shí)，建行根據(jù)此前儲(chǔ)備優(yōu)質(zhì)項(xiàng)目的情況，及時(shí)投放了3,582億元貸款用于基礎(chǔ)設(shè)施和重點(diǎn)項(xiàng)目建設(shè)，隨后就主動(dòng)調(diào)整投放節(jié)奏，恢復(fù)到穩(wěn)定常態(tài)速度上來(lái)，贏得了市場(chǎng)先機(jī)和風(fēng)險(xiǎn)控制主動(dòng)權(quán)。

小企業(yè)、“三農(nóng)”和民生領(lǐng)域是建行信貸投放重點(diǎn)之一。建行小企業(yè) 業(yè)務(wù)實(shí)現(xiàn)了跨越式增長(zhǎng)，小企業(yè)授信客戶新增近萬(wàn)家，小企業(yè)貸款增幅達(dá)47.10%，高于公司類貸款平均增幅 22.51個(gè)百分點(diǎn)，新增貸款大部分集中在中小企業(yè)經(jīng)濟(jì)發(fā)達(dá)的長(zhǎng)三角、珠三角和環(huán)渤海地區(qū)。組建“信貸工廠”模式操作的小企業(yè)經(jīng)營(yíng)中心已達(dá)140家，聯(lián)貸聯(lián)保、法人賬戶透支、小額無(wú)抵押貸款以及“e貸通”網(wǎng)絡(luò)銀行等產(chǎn)品服務(wù)日益豐富，探索解決小企業(yè)“融資難”問(wèn)題有了初步成效。涉農(nóng)貸款新增1,630.96億元，比上年增長(zhǎng)38.25%；在新疆、黑龍江、吉林等地推廣小額農(nóng)戶貸款新模式，幫助當(dāng)?shù)靥岣咿r(nóng)業(yè)生產(chǎn)科學(xué)化、集約化水平；新設(shè)和籌建村鎮(zhèn)銀行7家，“三農(nóng)”服務(wù)進(jìn)一步向廣大縣城和村鎮(zhèn)延伸。教育、衛(wèi)生等重點(diǎn)民生領(lǐng)域貸款余額達(dá)1,904.12億元，增幅達(dá)48.56%，遠(yuǎn)高于公司類貸款平均增幅。個(gè)人消費(fèi)貸款較上年增加36.87億元，增幅為4.92%。個(gè)人住房貸款較上年增加2,493.84億元，增幅為41.35%；其中，著力支持居民保障性住房需求，累計(jì)與地方政府主管部門簽署保障性住房合作協(xié)議52個(gè)，支持經(jīng)濟(jì)適用房和限價(jià)房項(xiàng)目506個(gè)，為12.2萬(wàn)戶居民發(fā)放保障房商業(yè)按揭和公積金貸款208億元。

面對(duì)信貸資金快速增長(zhǎng)的市場(chǎng)環(huán)境，建行在控制總量的前提下，按照國(guó)家產(chǎn)業(yè)政策和市場(chǎng)情況調(diào)整資源配置，合理把握信貸投放的節(jié)奏和力度，既保證了全年信貸投放的均衡性和平穩(wěn)性，又以信貸結(jié)構(gòu)調(diào)整促進(jìn)國(guó)家產(chǎn)業(yè)結(jié)構(gòu)優(yōu)化升級(jí)。全年貸款增速低于同業(yè)平均，貸款新增額在四行中最少，但信貸投放的均衡性、平穩(wěn)性卻高于同業(yè)平均水平。重點(diǎn)調(diào)控“兩高一剩”行業(yè)、房地產(chǎn)業(yè)，相關(guān)貸款余額占比分別比年初下降了2.89、1.24個(gè)百分點(diǎn)；全年主動(dòng)退出公司類貸款767億元。客戶結(jié)構(gòu)進(jìn)一步優(yōu)化，內(nèi)部評(píng)級(jí)A級(jí)及以上客戶貸款余額占比達(dá)到91.98%，較上年提高2.64個(gè)百分點(diǎn)。

轉(zhuǎn)變業(yè)務(wù)發(fā)展方式

中間業(yè)務(wù)快速增長(zhǎng)

2009年，建行積極適應(yīng)經(jīng)濟(jì)形勢(shì)和金融市場(chǎng)變化，加大自主創(chuàng)新和研發(fā)力度，拓展新興業(yè)務(wù)，培育新的利潤(rùn)增長(zhǎng)點(diǎn)，在實(shí)現(xiàn)利潤(rùn)目標(biāo)的同時(shí)，為長(zhǎng)遠(yuǎn)發(fā)展打下穩(wěn)固的基礎(chǔ)。全行完成產(chǎn)品創(chuàng)新313項(xiàng),創(chuàng)建 業(yè)內(nèi)首家產(chǎn)品創(chuàng)新實(shí)驗(yàn)室。建行推出一批新興業(yè)務(wù)，為客戶“雪中送炭”:針對(duì)深受國(guó)際金融危機(jī)沖擊和影響的外貿(mào)企業(yè)，設(shè)計(jì)出“內(nèi)貿(mào)通”系列產(chǎn)品和服務(wù)，涵蓋國(guó)際貿(mào)易融資、供應(yīng)鏈融資和人民幣結(jié)算，為近千家外貿(mào)企業(yè)客戶融資余額超過(guò)150億元；針對(duì)民生領(lǐng)域建設(shè)，推出了面向教育、醫(yī)療、社保、環(huán)保領(lǐng)域的“民本通達(dá)”綜合金融服務(wù)方案，包括優(yōu)化全日制高校銀行負(fù)債和結(jié)構(gòu)，使6,600萬(wàn)人的養(yǎng)老金在全國(guó)范圍內(nèi)自由領(lǐng)取等。此外，順應(yīng)市場(chǎng)的保理預(yù)付款、并購(gòu)貸款、網(wǎng)絡(luò)銀行貸款等其他新興貸款業(yè)務(wù)也快速增長(zhǎng)。

在傳統(tǒng)生息業(yè)務(wù)受到嚴(yán)峻挑戰(zhàn)的情況下，建行中間業(yè)務(wù)有了強(qiáng)勁增長(zhǎng)。全年實(shí)現(xiàn)手續(xù)費(fèi)及傭金凈收入480.59億元，手續(xù)費(fèi)及傭金凈收入對(duì)經(jīng)營(yíng)收入比率達(dá)17.84%。財(cái)務(wù)顧問(wèn)、債務(wù)融資工具承銷、理財(cái)?shù)葮I(yè)務(wù)開展活躍，帶動(dòng)全行境內(nèi)外投資銀行業(yè)務(wù)收入較上年增長(zhǎng)48.22%；銀團(tuán)貸款、國(guó)內(nèi)保理等業(yè)務(wù)收入分別實(shí)現(xiàn)了116%、300%的高速增長(zhǎng)；企業(yè)年金個(gè)人賬戶達(dá)192.54萬(wàn)戶，較上年增長(zhǎng)194.04%；獨(dú)具同業(yè)優(yōu)勢(shì)的造價(jià)咨詢業(yè)務(wù)，實(shí)現(xiàn)收入同比增長(zhǎng)106%；證券投資基金新獲批53只，新托管47只，均為同業(yè)第一；證券投資基金托管資產(chǎn)凈值6,421億元，成為大型國(guó)有商業(yè)銀行中唯一一家市場(chǎng)占比持續(xù)提高的托管銀行。

銀行卡業(yè)務(wù)發(fā)展迅速，運(yùn)行效率大幅提高。借記卡發(fā)卡總量達(dá)2.52億張，消費(fèi)交易額為7,906.63億元，較上年同期增長(zhǎng)77.24%，實(shí)現(xiàn)手續(xù)費(fèi)收入45.36億元，較上年增長(zhǎng)14.76%；理財(cái)卡發(fā)卡總量達(dá)489.50萬(wàn)張，較上年末新增122.54萬(wàn)張。信用卡業(yè)務(wù)持續(xù)健康發(fā)展，累計(jì)客戶2,024萬(wàn)戶，累計(jì)發(fā)卡量增至2,424萬(wàn)張，新增553萬(wàn)張，全年消費(fèi)交易額增至2,927.81億元，貸款余額達(dá)363.32億元，資產(chǎn)質(zhì)量保持良好，累計(jì)客戶、交易額、貸款新增、資產(chǎn)質(zhì)量四項(xiàng)指標(biāo)均居同業(yè)首位。優(yōu)化服務(wù)資源配置

客戶服務(wù)再上水平

2009年，建行深入推進(jìn)“以客戶為中心”的理念機(jī)制建設(shè)，充分了解客戶關(guān)切，滿足客戶需要，進(jìn)一步完善專業(yè)化、差別化的客戶服務(wù)體系，服務(wù)效率和質(zhì)量有了新的提升。零售網(wǎng)點(diǎn)已基本實(shí)現(xiàn)從交易核算為主導(dǎo)向營(yíng)銷服務(wù)為主導(dǎo)的功能轉(zhuǎn)型，大大增加了柜員與客戶交流的時(shí)間，轉(zhuǎn)型后網(wǎng)點(diǎn)交易效率提高近39%，客戶平均等候時(shí)間下降40.86%。目前，針對(duì)提高理財(cái)中心客戶服務(wù)質(zhì)量的第二代網(wǎng)點(diǎn)轉(zhuǎn)型項(xiàng)目正穩(wěn)步推進(jìn)。同時(shí)，繼續(xù)強(qiáng)化自助和電子渠道建設(shè)，投入運(yùn)營(yíng)的自助銀行增至8,128家；自動(dòng)柜員機(jī)（ATM）較上年末增長(zhǎng)12.93%達(dá)36,021臺(tái)，居全球銀行業(yè)前列。個(gè)人網(wǎng)上銀行客戶數(shù)達(dá)到3,959萬(wàn)戶，較上年增加1,268萬(wàn)戶，個(gè)人網(wǎng)上銀行交易額 3.01萬(wàn)億元，較上年增長(zhǎng)118％；在線手機(jī)銀行實(shí)現(xiàn)跨越式發(fā)展，客戶數(shù)達(dá)到1,428萬(wàn)戶，較上年增加935萬(wàn)戶。電子銀行與柜面交易量之比達(dá)到74.89%。

在細(xì)分客戶、細(xì)分市場(chǎng)的基礎(chǔ)上，建行新建小企業(yè)信貸、財(cái)富管理、投資銀行、企業(yè)年金中心等各類專業(yè)化經(jīng)營(yíng)機(jī)構(gòu)928個(gè)；大型企業(yè)客戶集中經(jīng)營(yíng)格局逐步形成，更多資源被釋放投向中小企業(yè)客戶服務(wù)。為減少管理層級(jí)、提高管理效能，建行平穩(wěn)推進(jìn)機(jī)構(gòu)扁平化改革，100個(gè)中心城市分行中絕大部分由以前的三級(jí)變?yōu)楝F(xiàn)在的兩級(jí)或兩級(jí)半管理，三分之一取消了綜合型支行設(shè)置，一半以上實(shí)現(xiàn)了零售網(wǎng)點(diǎn)直管。新組建了一大批從事市場(chǎng)營(yíng)銷、產(chǎn)品開發(fā)、后臺(tái)管理等業(yè)務(wù)的專業(yè)化團(tuán)隊(duì)。

建行服務(wù)質(zhì)量有了明顯提升。2009年下半年，針對(duì)營(yíng)業(yè)網(wǎng)點(diǎn)服務(wù)質(zhì)量的定期“神秘人”調(diào)查得分93.5分，較上年同期高出2.1分。獨(dú)立第三方機(jī)構(gòu)的調(diào)查顯示，建行的個(gè)人客戶滿意度為63.9%，比上年提升2.2個(gè)百分點(diǎn)，高出同業(yè)平均水平3.5個(gè)百分點(diǎn)。綜合客戶服務(wù)水平的提高帶動(dòng)了業(yè)務(wù)發(fā)展，建行當(dāng)年儲(chǔ)蓄存款增速、網(wǎng)均在國(guó)內(nèi)大型銀行中均為第一。

2009年是建行海外機(jī)構(gòu)網(wǎng)絡(luò)布局獲得突破的一年。倫敦子銀行、紐約分行相繼開業(yè)，使建行在國(guó)際主要金融中心的海外機(jī)構(gòu)布局基本 完成。胡志明市分行也獲得當(dāng)?shù)乇O(jiān)管機(jī)構(gòu)批準(zhǔn)。建行位于香港的全資子公司建行亞洲收購(gòu)美國(guó)國(guó)際信貸（香港）有限公司，從而在港澳地區(qū)擁有信用卡業(yè)務(wù)平臺(tái)，完善了港澳地區(qū)業(yè)務(wù)布局。截至2009年12月31日，建行海外機(jī)構(gòu)資產(chǎn)總額增至2,344.60億元，較上年增長(zhǎng)92.82%。

實(shí)施精細(xì)化管理

風(fēng)險(xiǎn)內(nèi)控能力增強(qiáng)

2009年，建行堅(jiān)持以效益為中心，以市場(chǎng)為導(dǎo)向，不斷提高風(fēng)險(xiǎn)管控水平與業(yè)務(wù)精細(xì)化運(yùn)作能力。推進(jìn)貸前平行作業(yè)集約化和專業(yè)化管理，規(guī)范貸后平行作業(yè)操作流程，完善平行作業(yè)機(jī)制。進(jìn)一步細(xì)分行業(yè)，將十幾個(gè)行業(yè)門類細(xì)分到90多個(gè)行業(yè)大類，業(yè)務(wù)經(jīng)營(yíng)方向目標(biāo)更清晰。堅(jiān)持行業(yè)的限額管理和名單制管理，對(duì)“兩高一?！钡?6個(gè)行業(yè)全部實(shí)現(xiàn)了名單制管理。同時(shí)，將海外分行納入全行風(fēng)險(xiǎn)管理統(tǒng)一框架，進(jìn)一步完善海外機(jī)構(gòu)風(fēng)險(xiǎn)管控機(jī)制。

以實(shí)施新資本協(xié)議為契機(jī)，建行規(guī)劃設(shè)計(jì)了完整的風(fēng)險(xiǎn)管理應(yīng)用架構(gòu)，逐步夯實(shí)風(fēng)險(xiǎn)管理數(shù)據(jù)基礎(chǔ)，推進(jìn)風(fēng)險(xiǎn)計(jì)量工具的建設(shè)和運(yùn)用，持續(xù)優(yōu)化對(duì)公評(píng)級(jí)模型及零售評(píng)分卡系統(tǒng)，扎實(shí)推進(jìn)全面風(fēng)險(xiǎn)管理體系建設(shè)，提升核心競(jìng)爭(zhēng)力。風(fēng)險(xiǎn)管理的專業(yè)化、精細(xì)化水平顯著提升，更好地契合全行戰(zhàn)略轉(zhuǎn)型、業(yè)務(wù)發(fā)展和風(fēng)險(xiǎn)控制的需要。

建行密切跟蹤政策和市場(chǎng)變化，針對(duì)新的風(fēng)險(xiǎn)苗頭果斷采取應(yīng)對(duì)措施。當(dāng)市場(chǎng)上出現(xiàn)對(duì)政府融資平臺(tái)貸款超常增長(zhǎng)時(shí)，建行及時(shí)出臺(tái)措施加強(qiáng)管理，停止對(duì)縣級(jí)政府融資平臺(tái)客戶貸款投放，嚴(yán)控對(duì)財(cái)力弱的地方政府融資平臺(tái)提供信貸支持，控制政府融資平臺(tái)貸款增長(zhǎng)。建行明確對(duì)不計(jì)成本競(jìng)拍“地王”、圈地不建的開發(fā)商不予貸款。此外，加強(qiáng)衍生產(chǎn)品交易風(fēng)險(xiǎn)控制，風(fēng)險(xiǎn)敞口不斷壓縮。

加強(qiáng)員工民主管理

全面履行企業(yè)公民責(zé)任

2009年，建行在完善民主管理、創(chuàng)建和諧企業(yè)方面取得新的進(jìn)展。廣大員工通過(guò)職工代表大會(huì)制度參與企業(yè)管理，全行各級(jí)分支機(jī)構(gòu)已 成立職代會(huì)1,760個(gè)，召開大會(huì)2,029次，審議涉及員工切身利益的規(guī)章制度和重大事項(xiàng)。從優(yōu)化業(yè)務(wù)流程入手，通過(guò)完成柜面業(yè)務(wù)前后臺(tái)分離和后臺(tái)集中改革，在提高整體服務(wù)水平的同時(shí)，降低了柜員操作的復(fù)雜程度，有效地減輕了一線員工的工作強(qiáng)度和壓力。

建行視員工為最寶貴資源，為他們成長(zhǎng)提供廣闊平臺(tái)。健全管理、專業(yè)技術(shù)和經(jīng)辦崗位職務(wù)序列體系，為員工開辟了多條職業(yè)發(fā)展通道。同時(shí)，全年共舉辦境內(nèi)外各類培訓(xùn)24,486期，培訓(xùn)131萬(wàn)人次，分別比去年同期增長(zhǎng)10.67%、27.16%。在壓縮其它經(jīng)費(fèi)開支的情況下，員工培訓(xùn)投入持續(xù)增加。近期調(diào)研結(jié)果表明，建行員工總體滿意度達(dá)到94%。

在經(jīng)營(yíng)業(yè)績(jī)穩(wěn)步提升的同時(shí)，建行還不忘積極履行企業(yè)公民責(zé)任。全年共實(shí)施了13個(gè)與社會(huì)公益相關(guān)的項(xiàng)目，投入總金額約7,274萬(wàn)元人民幣。其中，捐款6,000萬(wàn)元人民幣，設(shè)立了“中國(guó)建設(shè)銀行少數(shù)民族大學(xué)生成才計(jì)劃獎(jiǎng)（助）學(xué)金”，將連續(xù)五年在內(nèi)蒙古、新疆、西藏、廣西、寧夏等16個(gè)少數(shù)民族相對(duì)集中聚居的省、自治區(qū)內(nèi)，資助品學(xué)兼優(yōu)的少數(shù)民族貧困大學(xué)生。2009年，建行被國(guó)內(nèi)《銀行家》雜志評(píng)為“最佳履行社會(huì)責(zé)任銀行”，被中國(guó)紅十字基金會(huì)授予“改革開放三十年·最具責(zé)任感企業(yè)獎(jiǎng)”。

董事長(zhǎng)郭樹清表示：“2010年，建行的改革發(fā)展仍會(huì)面臨困難與挑戰(zhàn)。我們將繼續(xù)貫徹落實(shí)科學(xué)發(fā)展觀，加大支持服務(wù)經(jīng)濟(jì)結(jié)構(gòu)調(diào)整和小企業(yè)、三農(nóng)、民生領(lǐng)域發(fā)展力度，堅(jiān)持穩(wěn)健經(jīng)營(yíng)策略，繼續(xù)強(qiáng)化風(fēng)險(xiǎn)管控，進(jìn)一步提升經(jīng)營(yíng)管理的專業(yè)化和精細(xì)化水平，力爭(zhēng)創(chuàng)造更好的業(yè)績(jī)?！?公司簡(jiǎn)介：

中國(guó)建設(shè)銀行股份有限公司（以下簡(jiǎn)稱建行）在中國(guó)擁有長(zhǎng)期的經(jīng)營(yíng)歷史，其前身中國(guó)人民建設(shè)銀行于1954年成立，1996年更名為中國(guó)建設(shè)銀行。中國(guó)建設(shè)銀行股份有限公司由原中國(guó)建設(shè)銀行于2004年9月分立而成立，繼承了原中國(guó)建設(shè)銀行的商業(yè)銀行業(yè)務(wù)及相關(guān)的資產(chǎn)和負(fù)債。建行總部設(shè)在北京。截至2009年12月31日，建行在中國(guó)內(nèi)地設(shè)有分支機(jī)構(gòu)13,384家，在香港、新加坡、法蘭克福、約翰內(nèi)斯堡、東京、首爾、紐約設(shè)有分行，在悉尼設(shè)有代表處，擁有建行亞洲、建銀國(guó)際、建行倫敦、建信基金、建信金融租賃、建信信托等多家子公司，擁有員工約30萬(wàn)人，為客戶提供全面的金融服務(wù)。

建行于2005年10月在香港聯(lián)合交易所掛牌上市（股票代碼939），于2007年9月在上海證券交易所掛牌上市（股票代碼601939）。截至2009年12月31日，建行市值約2,014億美元，居全球上市銀行第2位。China Construction Bank Announces 2009 Annual Operating Results

Promoting development for the greater good Delivering outstanding results from prudent operation March 2010-China Construction Bank Corporation(“CCB” or “the Bank”)released its 2009 annual operating results today.In 2009, at a time when the global financial crisis was spreading around the world and domestic economic development was extremely difficult, CCB earnestly implemented national macroeconomic policies;relentlessly pursued a proactive yet prudent operational strategy;and scientifically coordinated its business development, risk prevention and structural adjustment tasks.The Bank subsequently achieved better than expected operating results and attained its annual business objectives outstandingly.Zhang Jianguo, president of the Bank, said, “In the past year, CCB had been serving the greater good of the national economy in a spirit of reform and innovation.We have been relentless in pursuing a principle of proactive yet prudent operation, while firmly taking initiatives in controlling risks.Consequently, despite the complicated business environment, we were able to seize market opportunities and achieve solid advancement in all segments of our business, thereby laying a firm foundation for sustainable development in future.”

Operation scale sets a new record Development quality improves steadily

In 2009, against the backdrop of the national package programme to face the global financial crisis combined with CCB?s development strategy, the Bank redoubled financial support efforts in economic and livelihood areas while it registered historical records in new deposits and loans and sustained asset growth.As of 31 December 2009, the Bank?s total assets were RMB9.623355 trillion(unless otherwise stated, the data hereinafter are calculated in accordance with International Financial Reporting Standards on a consolidated basis and are reckoned in RMB), a growth of 27.37% from the end of the previous year.Of this, net loans and advances to customers were RMB4.692947 trillion, up 27.40% from the previous year-end;total liabilities were RMB9.064335 trillion, up 27.88% from the previous year-end, of which deposits from customers grew 25.49% to RMB8.001323 trillion.CCB?s focus on raising the quality and efficiency of business development was rewarded with excellent business results.In the year, it realised profit before tax of RMB138.725 billion, a growth of 15.85% from the previous year;its net profit exceeded RMB100 billion for the first time to reach RMB106.836 billion, growing by 15.32% to exceed the annual target for profit.As benchmark interest rates for deposits and loans were revised downwards and market interest rates dropped, the Bank?s net interest margin dropped 0.83 percentage points from the same period in the previous year to 2.41%.However, through innovation of products, expansion of markets and optimisation of investment trading strategies, non-interest income grew by 28.11%, of which net fee and commission income increased 25.00% to RMB48.059 billion, guaranteeing that the Bank?s operating income was basically on a par with that of the previous year.CCB's return on average assets and return on average equity of 1.24% and 20.87% respectively were in leading positions among major international commercial banks.Sustained improvements were obtained in the Bank?s asset quality: its non-performing loan ratio decreased to 1.50%, representing a drop of 0.71 percentage points from the end of the previous year.The Bank?s capability in withstanding risks was further enhanced.CCB raised its allowances to non-performing loan ratio to 175.77% or an increase of 44.19 percentage points from the end of the previous year.It had a capital adequacy ratio of 11.70% and a core capital adequacy ratio of 9.31%, both meeting management targets.As a result of stringent cost tightening throughout the Bank, the increase in operating expenses was the lowest since its listing in 2005, while the growth in staff costs was lower than the growth in profit before tax and net profit.The results of CCB?s prudent operation and sustained development have further enhanced its corporate image and brand value.The Bank ranked second in the “Commercial Banking Top 10” by the Banker, a UK magazine, among which CCB ranked first in all Chinese banks.It was also named the “Best Bank in China” by both Euromoney magazine in the UK and Asiamoney magazine in Hong Kong.Serves greater economic good Credit placement in a balanced and appropriate manner In 2009, in accordance with national decisions and planning, CCB proactively combined the serving of the greater economic good with the adjustment of its credit structure.By doing so, it boosted credit support to areas and projects related to the national economy and the people?s livelihood.Gross loans and advances to customers increased by RMB1.02583 trillion compared to the previous year, injecting urgently needed “capital blood” to the real economy and the improvement of people?s livelihood.In particular, lending to 14 key credit placement areas meeting the State?s credit policies amounted to RMB576.3 billion for the whole year, which made up 20.41% of all new corporate loans in the same period.The Bank also participated in the support of 446 of the State?s RMB4 trillion investment projects, while new loans to the 10 industries marked for revitalisation were RMB145.1 billion or 22.3% of all new corporate loans.Loans to infrastructure industries amounted to RMB1.539898 trillion.Such new loans made up 53.12% of new corporate loans.Specifically, during the economic trough in the first two months of 2009, when businesses were in dire need of funds, the Bank issued RMB358.2 billion in loans in time for the construction of infrastructures and key projects, based on situations of previous quality reserve projects.Afterwards, it proactively adjusted its tempo of credit placement back to the usual steady rate, thus pre-empting market opportunities and taking the initiative in risk control.Small enterprises, the “Three Rurals”(the agricultural industry, rural areas and farmers)and livelihood areas are key targets for CCB?s credit placement.The Bank?s business in the small enterprise segment witnessed dramatic growth: almost 10,000 additional small enterprise clients were provided with credit lines and the growth of small enterprise loans was 47.10%.The growth in small enterprise loans was 22.51 percentage points higher than the average growth in corporate loans, and most of the new loans were concentrated in the Yangtze River Delta, the Pearl River Delta and the Bohai Rim areas where small and medium enterprise economies are flourishing.CCB has established 140 small enterprise operations centres in the form of “credit factories”.Products and services such as “Joint Loan & Joint Guarantee”, overdraft facilities for corporate accounts, small amount unsecured credit loans and “e-loans” through Internet banking are multiplying.Solutions to meet the financing difficulties of small enterprises have been met with initial success.The agriculture related loans were increased by RMB163.096 billion or 38.25% from last year.A new model for small amount farming household loans was promoted in Xinjiang, Heilongjiang and Jilin to help raise scientific and intensity levels of local agricultural production.In addition, 7 rural banks were established or planned to further extend the Bank?s “Three Rural” services to the multitude of counties and villages around the country.The balance of loans to key livelihood areas such as education and healthcare reached RMB190.412 billion—this represented a growth of 48.56%, far exceeding the average growth of corporate loans.Personal consumption loans increased by RMB3.687 billion from the previous year, with a growth of 4.92%.Residential mortgage loans increased by RMB249.384 billion or 41.35% from last year.In particular, in endeavouring to meet the demand for subsidised housing, CCB entered into a total of 52 cooperation agreements for subsidised housing with local government authorities.It also provided support for 506 projects in “affordable housing” and “l(fā)imited price housing” and issued RMB20.8 billion in commercial mortgages for subsidised housing and in provident fund loans for 122,000 households.Under a market situation in which credit funds were growing rapidly, CCB adjusted its resource allocation in accordance with national industrial policies and market conditions and reasonably regulated the pace and degree of credit placement on the basis of retaining control of overall credit.It was able to guarantee the balance and steadiness of its credit placement for the whole year, while promoting the optimisation and upgrading of the national industrial structure by credit structure adjustment.CCB?s loan growth for the whole year was below the average for the domestic banking industry and its amount of new loans was the lowest among China's four major commercial banks.Yet in terms of the evenness and steadiness of credit placement it was above the industry average.By focusing on restricting loans to industries with high energy consumption, high pollution or overcapacity(the “two highs one over” sector)and to the real estate sector, the Bank was able to lower corresponding balance of loans by 2.89 and 1.24 percentage points compared to the beginning of the year and, for the whole year, RMB76.7 billion in corporate loans were withdrawn.CCB's customer structure also saw further improvements: the balance of its loans granted to customers with internal ratings of A and above accounted for 91.98% of total loans, up 2.64 percentage points over the preceding year.Switching business development mode Rapid growth in intermediary business

In 2009, in proactively adapting to economic conditions and changes in the financial market, CCB intensified its efforts in independent innovation and research and development.By forging into emerging businesses and nurturing new profit growth points, the Bank was able to lay down a solid foundation for long-term development, while achieving its profit targets.In the year, the Bank completed 313 product innovation projects and established the first product innovation laboratory in the banking industry.A range of emerging businesses was launched to help customers out in their times of need.For foreign trade enterprises deeply affected by the global financial crisis, CCB designed a series of products and services under the brand name of “Domestic Trade Pass” covering international trade financing, supply chain financing and Renminbi settlement.As a result, the balance of financing nearly 1,000 or so foreign trade enterprises exceeded RMB15 billion.To help strengthen livelihood areas, the Bank launched a series of “Livelihood Oriented Products” integrated financial service programmes to address needs from education, medical, social insurance and environmental protection sectors.These programmes resulted, for instance, in the improvement in the liabilities and financial structures of banks in full-time institutions of tertiary education and the unimpeded withdrawal of pension funds throughout China by 66 million pensioners.Moreover, other new lending businesses launched in response to market needs such as factoring advances, M&A loans and Internet banking loans grew rapidly.At a time when traditional interest-earning businesses were under serious challenges, CCB?s intermediary business witnessed robust growth.For the whole year, the Bank realised net fee and commission income of RMB48.059 billion.The ratio of net fee and commission income to operating income was 17.84%.Businesses in financial advisory, underwriting of debt financing instruments and wealth management flourished throughout the year, driving a growth in income of 48.22% for the Bank?s domestic and overseas investment banking business from the previous year.Income from syndicated loans and domestic factoring achieved rapid growth rates of 116% and 300% respectively.The number of personal accounts for enterprise annuities in CCB was 1.9254 million, a growth of 194.04% from the year before.In engineering cost advisory service in which CCB has a unique edge over its peers, income rose 106% on a year-on-year basis.The Bank was granted permission to launch 53 new securities investment funds and take custody of 47 new funds, which were the highest figures in the banking industry.With the net value of securities investment funds under its custody reaching RMB642.1 billion, CCB was the only major state-owned commercial bank whose market share as a custodian bank increased continuously.CCB?s bank card business developed swiftly while operating efficiency was raised substantially.The total number of debit cards issued was 252 million and the amount of consumption transactions totalled RMB790.663 billion, representing a year-on-year growth of 77.24%.Fee income from this area was RMB4.536 billion, a growth of 14.76% from the previous year.The total number of “wealth management cards” issued was 4.895 million, an increase of 1.2254 million over the end of the preceding year.The Bank?s credit card business continued to develop healthily: the cumulative number of customers was 20.24 million and the cumulative number of cards issued was 24.24 million.With a total of 5.53 million new cards issued, with total spending through credit cards increasing to RMB292.781 billion, with the balance of credit card loans reaching RMB36.332 billion and with asset quality remaining sound, CCB was the leader in the banking industry in terms of the four indexes of cumulative number of customers, transaction amounts, incremental loan balance and asset quality.Service resource allocation optimized Customer services reached new level

In 2009, CCB further advanced the development of a system to adopt the customer-focused philosophy.In its endeavour to fully understand and serve the concerns of its customers and improve the system to provide professional, differential and personalised customer services, CCB achieved further enhancements to its service efficiency and service quality.The Bank?s retail outlets basically completed the transformation from a transaction and accounting oriented function to a marketing and service oriented function, which resulted in a considerable increase in teller-client interaction time.Specifically, in retail outlets which had undergone the transformation, transaction efficiency rose by nearly 39%, while the average customer waiting time fell by 40.86%.A programme of second generation of retail outlet transformations to enhance service quality in wealth management centres is progressing steadily.Meanwhile, the Bank continues to build up self-service and electronic channels, which has resulted in an increase in the number of self-service banks to 8,128, while the number of ATMs has increased by 12.93% from the previous year-end, to 36,021—one of the leading figures in the world.CCB had 39.59 million personal online banking customers in 2009, an increase of 12.68 million over the previous year.The amount of personal online banking transaction reached RMB3.01 trillion, a growth of 118% over the previous year.Mobile phone banking developed in great strides: there were 14.28 million customers over the year, an increase of 9.35 million over the previous year.The ratio of transaction volumes through electronic banking compared to that through front desk was 74.89%.On the basis of customer and market segmentation, CCB newly established 928 specialised operating centres to cater to small enterprise loans, wealth management, investment banks and enterprise annuity, etc.As large corporate customers are increasingly served centrally, more resources are being released to provide services to small and medium enterprises.In order to reduce management layers and raise management efficiency, CCB is implementing the reform of organisational flattening in a steady manner.Of the 100 central city branches, the majority have switched from a three-level management structure to the current two or two-and-a-half level management structure.One-third have eliminated the setting up of integrative branches and more than half are now practising direct management of retail outlets.Moreover, a large number of professional teams have been formed to carry out duties in marketing, product development and back-office management, etc.There was marked improvement in CCB?s service quality.In the second half of 2009, the score from a periodic “mystery customer” survey that dealt with service quality in retail outlets was 93.5 points, an increase of 2.1 points from the same period during the previous year.Surveys carried out by an independent third party revealed that satisfaction from personal customers was 63.9%, an increase of 2.2 percentage points from the previous year and 3.5 percentage points higher than the industry average.The improvement in integrated customer service has brought about the development of business.In the year, CCB ranked first among Chinese major banks in terms of both the growth rate of savings deposits and the average amount of deposits taken by each retail outlet.2009 was also one in which CCB achieved breakthroughs in the development of its overseas network.The successive opening of a subsidiary bank in London and a branch in New York basically completed the Bank?s layout of overseas organizations in major international financial centres.The establishment of the Ho Chi Minh City branch was also granted approval from the local regulatory authority.With the acquisition of AIG Finance(Hong Kong)Limited by China Construction Bank(Asia), a wholly owned subsidiary of CCB, the Bank now owns a platform for credit card business in Hong Kong and Macau, thereby completing its business layout in these two special administrative regions.As of 31 December 2009, the total assets of CCB?s overseas organisations grew to RMB234.46 billion, up 92.82% from the year before.Implementation of precision management Enhancement of internal risk control capability

In 2009, in its continuous improvement of risk control and precision management capabilities, CCB focused on efficiency and orienting towards the market.It improved on the mechanism of parallel operations by advancing the intensified and professional management of pre-lending parallel operations and standardising the processes of post-lending parallel operations.It carried out deeper industry segmentation by further classifying a dozen or so sector categories into more than 90 industrial sectors, making the directions and objectives of its business operations clearer.For industry management, credit quota and a “l(fā)ist system” approach was adopted and 16 industrial sectors falling under the characteristic of “two highs and one over” were managed under the list system.Meanwhile, by including all its overseas branches into a centralised framework for risk management, CCB succeeded in further improving the risk management mechanism for these overseas branches.Capitalising on the implementation of the New Basel Capital Accord, CCB has planned and designed a complete application framework for risk management.With this, the Bank has been able to gradually build up a data base for risk management, advance the development and application of risk measurement tools and continue the optimisation of its corporate rating model and retail scorecard system.Consequently, CCB has been advancing sure-footedly in the development of its overall risk management system, thereby enhancing its core competencies in the process.The professional and precision level of risk management in CCB have also been significantly raised, and this has helped to better serve its needs in implementing a bank wide strategic transformation, business development and risk control.CCB had been closely monitoring changes in policies and market situations and has taken measures to counteract new incipient risks.When abnormal growth in lending to government financing platforms appeared in the market, CCB was able to introduce new measures in time to strengthen up management and control the loan growth of government financing platforms by stopping further lending to county-level government financing platforms and tightening up credit support to financing platforms of financially weak local governments.CCB had been unequivocal in not lending to developers who had bid up prime sites regardless of the cost and built up land reserves without developing.In addition, the Bank reinforced its risk control in derivative transactions and its risk exposure in this area had been reduced continuously.15 Strengthening employee democratic management Fulfilling all-round corporate social responsibility

In 2009, CCB made new strides towards democratic management and a harmonious corporation.All its employees were able to participate in corporate management through the Staff Representative Assembly system.Throughout the Bank, 1,760 staff representative committees were formed and 2,029 staff representative meetings were held by branches and sub-branches at various tiers to deliberate on rules and regulations related to the vital interests of employees and other matters of importance.Starting with the optimisation of business processes, separation of front-and back-office operations of counter businesses and the centralisation of back-office operations were completed.This was instrumental not only in raising overall service standards, but also in simplifying front desk operations and effectively alleviating the job intensity and pressure of the front-line staff.CCB regards its staff as the most precious resource and has provided them with an extensive platform for growth.By setting up a sound system of managerial, technical and operational position series, it opened up a large number of career development paths for its staff.In the year, 24,486 training sessions were held both domestically and overseas, involving the participation of 1.31 million person times.These figures were respectively 10.67% and 27.16% higher than those in the same period of the preceding year.Investment in staff training was increased continuously at a time when other expenses were being cut.The results of a recent survey indicated that the total employee satisfaction at CCB is at 94%.As it achieved steady improvements in operating results, CCB continued to undertake its corporate social responsibility.During the year, it implemented 13 social welfare related projects which involved a total investment of RMB72.74 million.Among this, RMB60 million was donated towards the setting up of a “CCB Ethnic Minority Undergraduate Scholarship(Grant)” for sponsoring needy ethnic minority students with outstanding moral character and academic records.The scholarship will run for five consecutive years in 16 provinces and autonomous regions such as Inner Mongolia, Xinjiang, Tibet, Guangxi and Ningxia, in which ethnic minorities are relatively concentrated.In 2009, CCB was named the “Best Bank with Corporate Social Responsibility” by Banker magazine in China and awarded the honour of being the “Most Responsible Enterprise in China?s 30 Years of Reform and Opening Up” by the Chinese Red Cross Foundation.Guo Shuqing, chairman of CCB, said, “In 2010, CCB will still face difficulties and challenges in its reform and development.We shall continue the implementation of the scientific viewpoint of development and intensify our support and service for economic structure adjustment as well as the development of small enterprises, the ?Three Rurals? and livelihood areas.In striving to create even better business results, we shall maintain our strategy of prudent operation, continue to strengthen risk management and further enhance the professional and precision competencies of our operations and management.”

Background Information:

The history of the China Construction Bank Corporation(“the Bank”)dates back to 1954 when the People?s Construction Bank of China was founded.This entity was renamed China Construction Bank in 1996.China Construction Bank Corporation was formed in September 2004 when it separated from its predecessor, China Construction Bank, and assumed its commercial banking business and related assets and liabilities.Headquartered in Beijing, CCB had a network of 13,384 branches and sub-branches in Mainland China, and maintained overseas branches in Hong Kong, Singapore, Frankfurt, Johannesburg, Tokyo, Seoul and New York as well as a representative office in Sydney as of 31 December 2009.The Bank has a number of subsidiaries, including China Construction Bank(Asia)Corporation Limited, CCB International(Holdings)Co., Ltd., CCB(London)Limited, CCB Principal Asset Management Co., Ltd., CCB Financial Leasing Corporation Ltd.and Jianxin Trust Co., Ltd.The Bank has a total of approximately 300,000 staff, and provides comprehensive financial services to its customers.The Bank was listed on the Stock Exchange of Hong Kong Limited(Stock Code: 939)in October 2005 and was listed on the Shanghai Stock Exchange(SSE Code: 601939)in September 2007.At of 31 December 2009, the market capitalisation of CCB reached approximately US$201.4 billion, ranking 2nd among listed banks in the world.

第四篇：中國(guó)建設(shè)銀行國(guó)際化經(jīng)營(yíng)戰(zhàn)略研究報(bào)告

中國(guó)建設(shè)銀行國(guó)際化經(jīng)營(yíng)戰(zhàn)略研究報(bào)告

[摘 要] 商業(yè)銀行國(guó)際化經(jīng)營(yíng)是當(dāng)今世界銀行業(yè)改革和發(fā)展的一個(gè)必然趨勢(shì)。隨著近幾年來(lái)中國(guó)逐步解除金融政策壁壘,與國(guó)際資本市場(chǎng)接軌。在各家外資銀行不斷進(jìn)入國(guó)內(nèi)市場(chǎng)開展業(yè)務(wù)的同時(shí),也激發(fā)了國(guó)內(nèi)銀行進(jìn)軍海外探索國(guó)際化經(jīng)營(yíng)戰(zhàn)略之路。本文以建設(shè)銀行為研究對(duì)象，對(duì)其國(guó)際化戰(zhàn)略進(jìn)行了簡(jiǎn)單的研究、分析。

[關(guān)鍵詞] 建設(shè)銀行 國(guó)際化戰(zhàn)略

一、建設(shè)銀行國(guó)際化經(jīng)營(yíng)發(fā)展現(xiàn)狀

中國(guó)建設(shè)銀行是植根于中國(guó)的一家大型商業(yè)銀行，市值與盈利水平均居全球上市銀行第二位，ROA、ROE全球領(lǐng)先；ATM擁有量位居同業(yè)首位，中長(zhǎng)期基建貸款、個(gè)人住房按揭貸款國(guó)內(nèi)同業(yè)第一，風(fēng)險(xiǎn)管理能力、綜合服務(wù)能力和盈利能力均在國(guó)內(nèi)名列前茅。截至2009年一季度末，建設(shè)銀行資產(chǎn)總額達(dá)12,689.82億美元（人民幣86,746.33億元），不良貸款率為1.9％，撥備覆蓋率達(dá)到141.8%，今年一季度凈利潤(rùn)為38.44億美元（人民幣262.76億元）。

隨著國(guó)際金融資本市場(chǎng)和國(guó)際貿(mào)易的逐年發(fā)展，國(guó)內(nèi)商業(yè)銀行在國(guó)際化經(jīng)營(yíng)上已經(jīng)形成了一定的規(guī)模。其實(shí)現(xiàn)形式主要有兩種方式，一是通過(guò)資本市場(chǎng)控股海外當(dāng)?shù)氐囊恍┙鹑谄髽I(yè)，直接進(jìn)入當(dāng)?shù)厥袌?chǎng)。這樣既可以借助該收購(gòu)金融企業(yè)在當(dāng)?shù)氐臋C(jī)構(gòu)網(wǎng)絡(luò)和已有人力資源迅速的開展業(yè)務(wù)，同時(shí)也避免了在海外創(chuàng)辦企業(yè)在企業(yè)文化和市場(chǎng)開拓上的難題。另一種方式是通過(guò)在海外設(shè)立分支機(jī)構(gòu)，直接納入總行的分行管理系統(tǒng)管理，便于與國(guó)內(nèi)分行進(jìn)行業(yè)務(wù)的直接連通。這部分分支機(jī)構(gòu)主營(yíng)業(yè)務(wù)多在國(guó)際結(jié)算、外匯清算等境內(nèi)業(yè)務(wù)的延伸范圍內(nèi)。

（一）建設(shè)銀行的主要境外附屬公司

1、建行亞洲

建行亞洲是香港注冊(cè)的持牌銀行，主要為客戶提供多元化的個(gè)人及商業(yè)銀行服務(wù)。2008 年，建行亞洲加強(qiáng)網(wǎng)點(diǎn)擴(kuò)充及各種電子渠道建設(shè)的步伐，在港澳地區(qū)零售網(wǎng)點(diǎn)數(shù)量已增加到36 間，并開發(fā)14 項(xiàng)新的電子渠道服務(wù)以及“樂年理財(cái)”、“黃金買賣”、“人民幣支票戶口”等18 項(xiàng)新產(chǎn)品。

2、建銀國(guó)際

作為建設(shè)銀行設(shè)立于香港并面向全球開展投資銀行業(yè)務(wù)的全資子公司，建銀

國(guó)際通過(guò)與建設(shè)銀行總部及境內(nèi)機(jī)構(gòu)聯(lián)動(dòng)，主營(yíng)業(yè)務(wù)覆蓋IPO、上市公司回購(gòu)與增持、買殼上市、兼并收購(gòu)、資產(chǎn)管理、產(chǎn)業(yè)基金等，取得成立以來(lái)的較好業(yè)績(jī)。

3、中德住房?jī)?chǔ)蓄銀行

中德住房?jī)?chǔ)蓄銀行成立于2004 年2 月，由建設(shè)銀行和德國(guó)施威比豪爾住房?jī)?chǔ)蓄銀行股份公司共同出資設(shè)立，建設(shè)銀行出資比例為75.1%。2008 年中德住房?jī)?chǔ)蓄銀行的業(yè)務(wù)范圍，在原有住房?jī)?chǔ)蓄業(yè)務(wù)的基礎(chǔ)上增加開辦吸收公眾存款，發(fā)放個(gè)人住房貸款，發(fā)放以支持經(jīng)濟(jì)適用房、廉租房、經(jīng)濟(jì)租賃房和限價(jià)房開發(fā)建設(shè)為主的開發(fā)類貸款，發(fā)行金融債券，代理發(fā)行、兌付和承銷政府債券，代理收付款項(xiàng)，代理銷售基金，代理保險(xiǎn)業(yè)務(wù)，由單一從事住房?jī)?chǔ)蓄業(yè)務(wù)的儲(chǔ)蓄銀行轉(zhuǎn)型為專業(yè)經(jīng)營(yíng)住房信貸業(yè)務(wù)的商業(yè)銀行。

（二）建設(shè)銀行境外分支機(jī)構(gòu)

建設(shè)銀行在香港、新加坡、法蘭克福、約翰內(nèi)斯堡、東京、首爾設(shè)有分行，在倫敦、紐約和悉尼設(shè)有代表處。2008 年末，海外經(jīng)營(yíng)性機(jī)構(gòu)資產(chǎn)總額為1,215.93 億元，實(shí)現(xiàn)利潤(rùn)總額23.33 億元，其中海外分行實(shí)現(xiàn)利潤(rùn)總額1.67 億元。受國(guó)際金融市場(chǎng)動(dòng)蕩影響，不良貸款率較上年上升0.14 個(gè)百分點(diǎn),但仍保持在較低的0.51%。

2009年6月5日，中國(guó)建設(shè)銀行紐約分行在美國(guó)紐約隆重開業(yè)。紐約分行是建設(shè)銀行在美洲設(shè)立的第一家分行,它的成功開業(yè)不僅進(jìn)一步完善了建設(shè)銀行的全球金融服務(wù)網(wǎng)絡(luò),也標(biāo)志著建設(shè)銀行的國(guó)際化經(jīng)營(yíng)戰(zhàn)略取得了重大突破。主要從事接受大額存款、貸款、貿(mào)易融資、美元清算、資金交易等商業(yè)銀行業(yè)務(wù)。

二、國(guó)有商業(yè)銀行國(guó)際化進(jìn)程中存在的問(wèn)題

（一）境外分支機(jī)構(gòu)覆蓋力度尚待加強(qiáng)，業(yè)務(wù)結(jié)構(gòu)單一

作為集團(tuán)國(guó)際化經(jīng)營(yíng)硬件基礎(chǔ)設(shè)施的建設(shè)銀行海外網(wǎng)點(diǎn)多在香港、新加坡、法蘭克福、約翰內(nèi)斯堡、東京、首爾等地，2009年在紐約設(shè)立分行，是建設(shè)銀行建立全球金融服務(wù)網(wǎng)絡(luò)的重要一步。但同時(shí)，可以看到倫敦和悉尼只設(shè)立了代表處，對(duì)業(yè)務(wù)的開展造成了一定的局限性。從其他全球性金融機(jī)構(gòu)成功的經(jīng)驗(yàn)來(lái)看，通過(guò)在各大洲的經(jīng)濟(jì)金融中心建立全面的業(yè)務(wù)處理中心，以此協(xié)調(diào)全球金融服務(wù)的發(fā)展，分區(qū)域做實(shí)針對(duì)性較強(qiáng)的金融產(chǎn)品是一個(gè)有效的國(guó)際化經(jīng)營(yíng)策略。而從目前的分支機(jī)構(gòu)的業(yè)務(wù)實(shí)力來(lái)看，作為區(qū)域性的業(yè)務(wù)處理中心，協(xié)調(diào)境內(nèi)外

業(yè)務(wù)的發(fā)展還有很大的距離。

分支機(jī)構(gòu)主要依靠于自身網(wǎng)點(diǎn)機(jī)構(gòu)循序漸進(jìn)式的發(fā)展,成果與收益較慢,不利用迅速提升國(guó)際知名度,在國(guó)際資本市場(chǎng)中易處于劣勢(shì)。業(yè)務(wù)的開展過(guò)于依賴傳統(tǒng)存貸款業(yè)務(wù)和利差收入，非傳統(tǒng)業(yè)務(wù)收入比不到20%，對(duì)中間業(yè)務(wù)的發(fā)展程度不夠。因此，缺乏抵抗東道國(guó)金融政策風(fēng)險(xiǎn)的能力。

（二）海外并購(gòu)合作經(jīng)營(yíng)經(jīng)驗(yàn)尚顯不足

建設(shè)銀行目前除有兼并香港同澳門金融機(jī)構(gòu)的經(jīng)驗(yàn)外,并無(wú)實(shí)質(zhì)的境外合作（如銀團(tuán)貸款）和并購(gòu)實(shí)踐。在眾多的海外并購(gòu)案例中，我們不難發(fā)現(xiàn)并購(gòu)?fù)瓿珊蟮钠髽I(yè)文化整合、人力資源的合理利用是海外并購(gòu)案的難題之一。目前，我國(guó)幾家國(guó)有商業(yè)銀行雖都不同程度的通過(guò)海外并購(gòu)控制海外金融機(jī)構(gòu)，但并購(gòu)后的企業(yè)文化差異和業(yè)務(wù)開展的慣性作用，使得這些海外并購(gòu)多停留在資本結(jié)構(gòu)控制的層面，在企業(yè)文化整合，業(yè)務(wù)融合等方面尚待深入的研究。

（三）境外分支機(jī)構(gòu)金融產(chǎn)品研究創(chuàng)新能力較低

由于境外分支機(jī)構(gòu)大部分的收益均來(lái)源于傳統(tǒng)的存貸利差，造成銀行內(nèi)部產(chǎn)品陳舊，變通極少。而對(duì)分支機(jī)構(gòu)績(jī)效考核的實(shí)質(zhì)性缺位導(dǎo)致其在新興的個(gè)人信用卡市場(chǎng)和投資銀行業(yè)務(wù)上較其他跨國(guó)銀行起步晚，發(fā)展慢，難以擁有持久的核心競(jìng)爭(zhēng)力。同時(shí)，境外分支機(jī)構(gòu)承擔(dān)了一大部分境內(nèi)機(jī)構(gòu)的接待培訓(xùn)任務(wù)，很多時(shí)候都把自己的位置放在了配合境內(nèi)銀行開展業(yè)務(wù)上，造成了金融產(chǎn)品開發(fā)的主動(dòng)性下降。

（四）海外機(jī)構(gòu)績(jī)效考核方式不到位，跨國(guó)經(jīng)營(yíng)管理人才匱乏

對(duì)于海外機(jī)構(gòu)的管理人員多采用總行選派的制度，其績(jī)效考核方在總行相應(yīng)的職務(wù)序列中，并沒有與其管理的海外機(jī)構(gòu)績(jī)效高度掛鉤，同時(shí)，三年一換，外派人員剛熟悉業(yè)務(wù)就被調(diào)走，又換新人，造成了管理層不熟悉海外業(yè)務(wù)，不能較好的指導(dǎo)境外機(jī)構(gòu)和附屬公司的業(yè)務(wù)，只能依賴于當(dāng)?shù)睾诵膯T工的業(yè)務(wù)能力和境內(nèi)機(jī)構(gòu)的業(yè)務(wù)支持。

三、建設(shè)銀行國(guó)際化經(jīng)營(yíng)戰(zhàn)略的建議

（一）加強(qiáng)與戰(zhàn)略投資者在國(guó)際金融服務(wù)領(lǐng)域的交流和合作

從建設(shè)銀行2004年股改上市引進(jìn)美國(guó)銀行為其戰(zhàn)略投資者以來(lái)，建設(shè)銀行與美國(guó)銀行開展了深度的金融領(lǐng)域的交流與合作。建設(shè)銀行始終堅(jiān)持積極穩(wěn)妥的海外發(fā)展戰(zhàn)略，逐步擴(kuò)大海外機(jī)構(gòu)和設(shè)施，拓寬服務(wù)渠道，豐富金融產(chǎn)品，全面提升為客戶提供國(guó)際化全面金融服務(wù)的能力。戰(zhàn)略投資者為建設(shè)銀行的國(guó)際化經(jīng)營(yíng)提供了有力支持，如何利用好戰(zhàn)略投資者這個(gè)海外資源是國(guó)際化經(jīng)營(yíng)戰(zhàn)略的重要內(nèi)容。

建設(shè)銀行與戰(zhàn)略投資者合作三年多來(lái)，取得一系列實(shí)質(zhì)性成果。與美國(guó)銀行在零售與公司銀行業(yè)務(wù)、電子銀行、信息技術(shù)、風(fēng)險(xiǎn)管理等領(lǐng)域?qū)嵤?zhàn)略協(xié)助項(xiàng)目16 個(gè)，設(shè)立經(jīng)驗(yàn)分享和培訓(xùn)項(xiàng)目42 個(gè)。其中，在成功推廣零售網(wǎng)點(diǎn)轉(zhuǎn)型的基礎(chǔ)上，理財(cái)中心、財(cái)富管理中心改進(jìn)試點(diǎn)獲得成功并開始推廣，個(gè)人業(yè)務(wù)網(wǎng)點(diǎn)服務(wù)與銷售流程全面優(yōu)化，專業(yè)化、差別化服務(wù)水平明顯提高；網(wǎng)上銀行客戶體驗(yàn)改進(jìn)項(xiàng)目以代理保險(xiǎn)業(yè)務(wù)為試點(diǎn)，在國(guó)內(nèi)銀行業(yè)中率先實(shí)施產(chǎn)品和服務(wù)發(fā)布前的客戶可用性測(cè)試，提高了客戶使用的有效性、效率與滿意度；小額無(wú)抵押循環(huán)信用額度貸款產(chǎn)品研發(fā)項(xiàng)目的實(shí)施，加快了中小企業(yè)產(chǎn)品和服務(wù)創(chuàng)新；數(shù)據(jù)管控、信息技術(shù)戰(zhàn)略規(guī)劃、網(wǎng)絡(luò)轉(zhuǎn)型、災(zāi)備建設(shè)等方面開展的合作項(xiàng)目，促進(jìn)了本行基礎(chǔ)管理水平的提高。因此，建議銀行在借鑒和引進(jìn)先進(jìn)的技術(shù)、方法、流程和產(chǎn)品的同時(shí)，積極促進(jìn)試點(diǎn)推廣、經(jīng)驗(yàn)轉(zhuǎn)化和人才培養(yǎng)。

（二）明確國(guó)際化戰(zhàn)略的市場(chǎng)定位

跨國(guó)銀行是以國(guó)際業(yè)務(wù)為主并采取跨國(guó)經(jīng)營(yíng)方式的銀行。建設(shè)銀行資本雄厚，現(xiàn)已經(jīng)具備了國(guó)際性銀行發(fā)展?jié)摿捅匾獥l件，可定位于海外的多元化市場(chǎng)。集團(tuán)經(jīng)營(yíng)重心逐漸向海外轉(zhuǎn)移，先按照規(guī)范化和標(biāo)準(zhǔn)化的原則，在國(guó)際金融市場(chǎng)上形成具有相對(duì)競(jìng)爭(zhēng)優(yōu)勢(shì)的基礎(chǔ)類產(chǎn)品和服務(wù)，初步創(chuàng)建建設(shè)銀行的優(yōu)勢(shì)品牌，爭(zhēng)取在5年的范圍內(nèi)達(dá)到境外業(yè)務(wù)收入占到集團(tuán)總收入的四分之一左右這一目標(biāo)。根據(jù)建設(shè)銀行全行海外發(fā)展戰(zhàn)略要求，各海外機(jī)構(gòu)努力優(yōu)化資產(chǎn)及收入結(jié)構(gòu)，積極推進(jìn)業(yè)務(wù)轉(zhuǎn)型，大力拓展國(guó)際結(jié)算、外匯清算、投資銀行等中間業(yè)務(wù)，深化境內(nèi)外業(yè)務(wù)聯(lián)動(dòng)，實(shí)現(xiàn)了境內(nèi)外業(yè)務(wù)發(fā)展的雙贏。

（三）加強(qiáng)國(guó)際化經(jīng)營(yíng)管理人才建設(shè)

為解決國(guó)際化經(jīng)營(yíng)人才短缺現(xiàn)象，建設(shè)銀行一方面可以以優(yōu)厚待遇從外資銀行或海外高等學(xué)府引進(jìn)專業(yè)人員，同時(shí)也可以依托在香港、新加坡等地的子公司，建立起金融專業(yè)培訓(xùn)中心。憑借兩地的國(guó)際區(qū)域金融中心地位、完善的金融基礎(chǔ)設(shè)施和交易清算系統(tǒng)，以及語(yǔ)言文化上的中西合璧，既能有效縮短進(jìn)修培訓(xùn)人員的適宜環(huán)境過(guò)程，又能很好地接觸國(guó)際金融市場(chǎng)和業(yè)務(wù)，提高學(xué)習(xí)的效率和深度。

（四）增進(jìn)海外并購(gòu)企業(yè)文化和業(yè)務(wù)整合能力

世界經(jīng)濟(jì)一體化使得國(guó)際金融競(jìng)爭(zhēng)更加激烈。為了與跨國(guó)金融機(jī)構(gòu)相抗衡，建設(shè)銀行采取并購(gòu)的方式是最快最有效的選擇。這是因?yàn)楹Ｍ獠①?gòu)相對(duì)投入較少,但見效快,投資回收期短,還可以繼續(xù)利用被收購(gòu)銀行原有的健全的組織結(jié)構(gòu)、專業(yè)技術(shù)人才、關(guān)系網(wǎng)絡(luò)和業(yè)務(wù)渠道等資源,利于避開東道國(guó)有關(guān)政策限制，迅速進(jìn)入新市場(chǎng)開展工作。在現(xiàn)有的海外并購(gòu)的經(jīng)驗(yàn)基礎(chǔ)上，應(yīng)著力并購(gòu)以后企業(yè)文化整合和與境內(nèi)機(jī)構(gòu)及其他境外分支機(jī)構(gòu)的業(yè)務(wù)整合，并利用并購(gòu)的金融機(jī)構(gòu)進(jìn)行集團(tuán)內(nèi)部的人員培訓(xùn)，提高海外并購(gòu)的價(jià)值。

四、結(jié)語(yǔ)

建設(shè)銀行作為我國(guó)金融行業(yè)內(nèi)國(guó)際化經(jīng)營(yíng)的先進(jìn)力量，在面對(duì)國(guó)際金融行業(yè)日益激烈的競(jìng)爭(zhēng)壓力和嚴(yán)峻挑戰(zhàn)下，不僅要充分利用和強(qiáng)化現(xiàn)有的國(guó)際化經(jīng)營(yíng)業(yè)務(wù)水平和硬件設(shè)施，更應(yīng)該通過(guò)內(nèi)部自上而下的革新使自身的企業(yè)體制、運(yùn)行機(jī)制、產(chǎn)品和服務(wù)人員在盡可能短的時(shí)間內(nèi)迅速向國(guó)外銀行的先進(jìn)水平靠攏。

通過(guò)現(xiàn)階段實(shí)施立足集團(tuán)現(xiàn)實(shí)、充分利用已有資源的國(guó)際化經(jīng)營(yíng)戰(zhàn)略,既能有效提升建設(shè)銀行的核心競(jìng)爭(zhēng)力和收益能力,更能進(jìn)一步滿足我國(guó)外向型經(jīng)濟(jì)發(fā)展服務(wù)的現(xiàn)實(shí)需求,完成提升我國(guó)國(guó)有商業(yè)銀行的綜合競(jìng)爭(zhēng)能力，維護(hù)本國(guó)金融經(jīng)濟(jì)安全的戰(zhàn)略目標(biāo)。

參考文獻(xiàn):

張邯 田高良:中國(guó)商業(yè)銀行國(guó)際化發(fā)展的現(xiàn)狀、存在問(wèn)題及對(duì)策研究[J].經(jīng)濟(jì)問(wèn)題探索,2006,(02)

李洪梅:四大國(guó)有商業(yè)銀行國(guó)際化的現(xiàn)狀及推進(jìn)策略[J].時(shí)代經(jīng)貿(mào)(下旬刊),2007,(09)

沈 彬:我國(guó)商業(yè)銀行國(guó)際化思考[J].價(jià)格月刊,2006,(01)

第五篇：中國(guó)建設(shè)銀行國(guó)際化經(jīng)營(yíng)的現(xiàn)狀

中國(guó)建設(shè)銀行國(guó)際化經(jīng)營(yíng)的現(xiàn)狀存在問(wèn)題及對(duì)策分析

[摘要]銀行國(guó)際化經(jīng)營(yíng)是當(dāng)今世界銀行業(yè)改革和發(fā)展的一個(gè)必然趨勢(shì)。中國(guó)建設(shè)銀行作為中國(guó)規(guī)模最大商業(yè)銀行之一,主動(dòng)參與全球化競(jìng)爭(zhēng),提高國(guó)際競(jìng)爭(zhēng)力。本文通過(guò)對(duì)建行的國(guó)際化經(jīng)營(yíng)現(xiàn)狀的分析,發(fā)現(xiàn)其存在問(wèn)題,在結(jié)合現(xiàn)狀的基礎(chǔ)上,提出發(fā)展的對(duì)策建議。

[關(guān)鍵詞]中國(guó)建設(shè)銀行 國(guó)際化經(jīng)營(yíng)

一、商業(yè)銀行國(guó)際化經(jīng)營(yíng)的概念

商業(yè)銀行國(guó)際化經(jīng)營(yíng)通常是指一個(gè)國(guó)家或地區(qū)的商業(yè)銀行按照國(guó)際通行的慣例和規(guī)則,在國(guó)際金融市場(chǎng)上直接或間接加入全球性金融服務(wù)。主要表現(xiàn)為銀行通過(guò)大規(guī)模在海外開設(shè)分支機(jī)構(gòu)或建立代理關(guān)系,形成全球性的服務(wù)網(wǎng)絡(luò),在國(guó)際范圍內(nèi)從事金融服務(wù),實(shí)現(xiàn)以資本國(guó)際化為特征的跨國(guó)經(jīng)營(yíng)。具體來(lái)說(shuō),國(guó)際化銀行的業(yè)務(wù)活動(dòng)主要在國(guó)際市場(chǎng),服務(wù)網(wǎng)絡(luò)覆蓋全球或世界主要地區(qū),主要服務(wù)對(duì)象是進(jìn)出口公司及跨國(guó)公司,金融產(chǎn)品實(shí)現(xiàn)了高度的標(biāo)準(zhǔn)化和市場(chǎng)化,按照國(guó)際通行的規(guī)則進(jìn)行金融合作與競(jìng)爭(zhēng)。

二、中國(guó)建設(shè)銀行國(guó)際化經(jīng)營(yíng)的現(xiàn)狀分析

1.資產(chǎn)規(guī)模不斷擴(kuò)大

隨著跨國(guó)經(jīng)營(yíng)向縱深發(fā)展,建設(shè)銀行的海外資產(chǎn)規(guī)模逐年擴(kuò)大,截至2009年一季度末,建設(shè)銀行資產(chǎn)總額達(dá)幣86,746.33億元。同時(shí),建行在香港的兩家經(jīng)營(yíng)性全資子公司——建行亞洲、建銀國(guó)際進(jìn)一步擴(kuò)充資本,在香港的業(yè)務(wù)規(guī)模迅速擴(kuò)大為原來(lái)的兩倍,客戶貸款額由原來(lái)的第16位升至第9位,并快速搭建起建設(shè)銀行在港澳地區(qū)的零售業(yè)務(wù)發(fā)展平臺(tái),建行亞洲的分行由過(guò)去的14間變成了30多間,業(yè)務(wù)有了長(zhǎng)足發(fā)展,未來(lái)還會(huì)有新的發(fā)展。

2.境外分支機(jī)構(gòu)不斷擴(kuò)張

建設(shè)銀行的國(guó)際化經(jīng)營(yíng)在海外分支機(jī)構(gòu)拓展方面一直秉持“做強(qiáng)亞洲、鞏固歐非、突破美澳”的戰(zhàn)略。

建設(shè)銀行于1991年在倫敦設(shè)立了第一家代表處,隨后又于1995年在香港建立了第一家海外分行,此后逐步不斷擴(kuò)張。截至2009年6月1日,建設(shè)銀行在倫敦、紐約、香港、新加坡、法蘭克福、約翰內(nèi)斯堡、東京、首爾均開設(shè)分行,在悉尼設(shè)有代表處;同時(shí)在香港擁有兩家全資子公司——建行亞洲和建銀國(guó)際,在越南、澳大利亞等國(guó)家設(shè)立經(jīng)營(yíng)性機(jī)構(gòu)的工作也在積極推進(jìn)之中,從而實(shí)現(xiàn)建行在全球五大洲的經(jīng)營(yíng)網(wǎng)絡(luò)布局。

3.國(guó)際化經(jīng)營(yíng)業(yè)務(wù)產(chǎn)品和服務(wù)不斷創(chuàng)新

建設(shè)銀行設(shè)在世界各地的機(jī)構(gòu),經(jīng)營(yíng)著當(dāng)?shù)胤稍S可的各項(xiàng)銀行業(yè)務(wù),一方面,各海外機(jī)構(gòu)鞏固發(fā)展了存貸款、貿(mào)易結(jié)算、外匯交易等中行傳統(tǒng)業(yè)務(wù);另一方面,它們又積極借鑒和采用國(guó)際金融領(lǐng)域先進(jìn)的經(jīng)營(yíng)方式,不斷開發(fā)新的業(yè)務(wù)產(chǎn)品和服務(wù)項(xiàng)目。

2006年建設(shè)銀行與國(guó)際金融公司簽署《全球貿(mào)易融資服務(wù)協(xié)議》,憑借國(guó)際金融公司的信用支持,建設(shè)銀行可以大力拓展對(duì)發(fā)展中國(guó)家的貿(mào)易融資業(yè)務(wù),延伸其國(guó)際貿(mào)易融資范圍,進(jìn)一步提升國(guó)際影響力和外匯業(yè)務(wù)整體競(jìng)爭(zhēng)力。同時(shí),不斷對(duì)其業(yè)務(wù)產(chǎn)品進(jìn)行創(chuàng)新,在個(gè)人理財(cái)產(chǎn)品上,在境外推出結(jié)構(gòu)性存款、基金投資、信用卡代理清算等業(yè)務(wù);其海外分行將主要從事公司存款、貸款、貿(mào)易融資、大宗商品融資與保值等銀行業(yè)務(wù)。

三、建設(shè)銀行國(guó)際化經(jīng)營(yíng)中存在的主要問(wèn)題

1.境外資產(chǎn)規(guī)模小,分支機(jī)構(gòu)數(shù)量少

建設(shè)銀行資產(chǎn)布局主要集中在國(guó)內(nèi),其境外資產(chǎn)占總資產(chǎn)的比例遠(yuǎn)遠(yuǎn)不能與西方跨國(guó)銀行相抗衡。外匯貸款資產(chǎn)占本外幣資產(chǎn)總額的比例,除中國(guó)銀行將達(dá)到20%,其他三家銀行都達(dá)不到4%,而建設(shè)銀行境外信貸業(yè)務(wù)比重僅為1.38%。可見,建設(shè)銀行持有的外匯貸款資產(chǎn)主要源于境內(nèi)居民和企業(yè)的外匯存款,這種資產(chǎn)布局已經(jīng)滯后于世界經(jīng)濟(jì)開放的步伐。

目前建設(shè)銀行在外分支機(jī)構(gòu)數(shù)量不足,截至2005建行在外分分支機(jī)構(gòu)僅為9個(gè),比1999年增長(zhǎng)了12.5%,而中國(guó)銀行2005年境外分支機(jī)構(gòu)達(dá)69個(gè),比1999年增長(zhǎng)了72.5%。這樣的現(xiàn)狀使得建行大量的國(guó)際金融業(yè)務(wù)必須通過(guò)其國(guó)外代理行辦理,由此造成的弊端是顯而易見的:其一,通過(guò)代理行辦理業(yè)務(wù)難以提高業(yè)務(wù)辦理效率。其二,通過(guò)代理行辦理業(yè)務(wù)無(wú)法在境外市場(chǎng)樹立自己的品牌,直面客戶,開拓潛在市場(chǎng)。其三,通過(guò)代理行辦理業(yè)務(wù)需要向代理行支付相應(yīng)費(fèi)用,在一定程度上,降低了業(yè)務(wù)收入。

2.現(xiàn)有發(fā)展方式相對(duì)單一,發(fā)展速度緩慢

前已述及,建設(shè)銀行在海外的發(fā)展仍然主要是通過(guò)在國(guó)外直接設(shè)立分支機(jī)構(gòu)來(lái)實(shí)現(xiàn)的。這種方式是根據(jù)市場(chǎng)需求,經(jīng)過(guò)市場(chǎng)調(diào)研和可行性論證分析后,先在相應(yīng)的國(guó)家或地區(qū)設(shè)立代表處。代表處并不開辦實(shí)際業(yè)務(wù),只是起到信息采集和聯(lián)絡(luò)作用,為分行開業(yè)做好前期準(zhǔn)備工作。待條件成熟后,代表處才升格為分行或子銀行。這種發(fā)展方式周期較長(zhǎng)、見效又慢,一般需要2到3年的時(shí)間。即便分行正式開業(yè),還得經(jīng)過(guò)一段試運(yùn)營(yíng)期的過(guò)渡與經(jīng)營(yíng)摸索,才能適應(yīng)當(dāng)?shù)睾蛧?guó)際市場(chǎng)。顯而易見,這種發(fā)展方式跟不上我國(guó)對(duì)外貿(mào)易擴(kuò)展對(duì)國(guó)際化金融服務(wù)的需求,只適合于商業(yè)銀行在早期尚不熟悉國(guó)際資本運(yùn)作、資本實(shí)力較弱,而國(guó)家的開放程度不高、對(duì)外貿(mào)易依存度較低的情況下采用。加入WTO以后,我國(guó)對(duì)外貿(mào)易發(fā)展迅速,金融業(yè)的全面開放,銀行客戶經(jīng)營(yíng)行為的國(guó)際化趨勢(shì)日漸加強(qiáng),國(guó)內(nèi)企業(yè)開始大量向海外展業(yè)務(wù),跨國(guó)公司也隨即興起,從而要求銀行提供更多國(guó)際結(jié)算、進(jìn)出口貿(mào)易融資、衍生金融產(chǎn)品及其他投資理財(cái)服務(wù)等全球化、多元化、標(biāo)準(zhǔn)化的國(guó)際化銀行服務(wù)。而我國(guó)的商業(yè)銀行目前國(guó)際化進(jìn)程較慢,金融服務(wù)的效率低下、工具單一,難以適應(yīng)對(duì)外貿(mào)易高速發(fā)展的需要,從而制約了其國(guó)際化的發(fā)展。

3.風(fēng)險(xiǎn)管理經(jīng)驗(yàn)不足,缺乏有效的風(fēng)險(xiǎn)管理體系

長(zhǎng)期以來(lái),我國(guó)商業(yè)銀行的主要風(fēng)險(xiǎn)是信用風(fēng)險(xiǎn),即借款企業(yè)的違約風(fēng)險(xiǎn);而一家跨國(guó)銀行的主要風(fēng)險(xiǎn)則是市場(chǎng)風(fēng)險(xiǎn),即由于國(guó)際金融市場(chǎng)的不確定而導(dǎo)致的風(fēng)險(xiǎn)。建設(shè)銀行國(guó)際化經(jīng)營(yíng)無(wú)疑增大了風(fēng)險(xiǎn)管理的難度,而我國(guó)大部分銀行剛剛達(dá)到舊巴塞爾協(xié)議的要求。新巴塞爾協(xié)議還未在我國(guó)實(shí)行。根據(jù)銀監(jiān)會(huì)2007年發(fā)布的《中國(guó)銀行業(yè)實(shí)施新資本協(xié)議指導(dǎo)意見》規(guī)定,國(guó)際業(yè)務(wù)占比高的大型商業(yè)銀行應(yīng)從2010年底開始實(shí)施新資本協(xié)議。因此風(fēng)險(xiǎn)管理經(jīng)驗(yàn)不足將是困擾我國(guó)商業(yè)銀行包括建設(shè)銀行國(guó)際化進(jìn)程的主要障礙之一。

缺乏有效的風(fēng)險(xiǎn)管理體系和高素質(zhì)的風(fēng)險(xiǎn)管理人才是建設(shè)銀行風(fēng)險(xiǎn)管理的突出問(wèn)題。雖然于2005年引進(jìn)了戰(zhàn)略投資者,并在其幫助下加強(qiáng)了風(fēng)險(xiǎn)管理的技術(shù)與工具,風(fēng)險(xiǎn)管理有了起色,但作為一個(gè)體系,風(fēng)險(xiǎn)管理必須滲透到銀行業(yè)務(wù)的每個(gè)層次和每個(gè)員工,同時(shí)風(fēng)險(xiǎn)管理的有效性與銀行管理的架構(gòu)有關(guān),當(dāng)管理架構(gòu)不合理時(shí),就會(huì)出現(xiàn)業(yè)務(wù)推諉、責(zé)任不清、實(shí)施不到位的現(xiàn)象。

4.跨國(guó)經(jīng)營(yíng)能力不足,總行與分支機(jī)構(gòu)管理理念存在差距

我國(guó)是新興的市場(chǎng)經(jīng)濟(jì)國(guó)際,在實(shí)施“走出去”的海外發(fā)展戰(zhàn)略中,我國(guó)商業(yè)銀行的海外分支機(jī)構(gòu)絕大多數(shù)設(shè)立在市場(chǎng)經(jīng)濟(jì)發(fā)達(dá)或較為發(fā)達(dá)的國(guó)家和地區(qū),建行在海外設(shè)立的分支機(jī)構(gòu)和代表也大多在發(fā)達(dá)國(guó)家和經(jīng)濟(jì)發(fā)達(dá)的地區(qū),目前建行在香港、新加坡、法蘭克福、約翰內(nèi)斯堡、東京、首爾均開設(shè)分行,在倫敦、紐約和悉尼設(shè)有代表處等。這樣容易造成總部與下屬分支機(jī)構(gòu)的管理理念與行為方式上存在差距,由于分支機(jī)構(gòu)權(quán)限的限制,一些業(yè)務(wù)的開展、突發(fā)事件的處理需總行批準(zhǔn),而由于總行管理體制和管理方式的相對(duì)不同步,致使分支機(jī)構(gòu)錯(cuò)過(guò)很多機(jī)會(huì)。這使得總行與分支機(jī)構(gòu)的矛盾凸顯出來(lái)。

正是由于總行和分支機(jī)構(gòu)的管理理念與行為方式上都存在差距,致使總行對(duì)分支機(jī)構(gòu)不知如何管理,導(dǎo)致總行對(duì)分支機(jī)構(gòu)的授權(quán)界定不清楚,最終導(dǎo)致海外機(jī)構(gòu)案件頻發(fā)。銀行是為客戶服務(wù)的?？蛻糁赃x擇我國(guó)銀行的境外機(jī)構(gòu)辦理業(yè)務(wù),是需要境外機(jī)構(gòu)提供全球化、多元化、標(biāo)準(zhǔn)化的國(guó)際化銀行服務(wù),而境外的分支機(jī)構(gòu)要提供這樣的服務(wù)需要總行能夠具有這樣的能力。我國(guó)商業(yè)銀行雖然國(guó)際化進(jìn)程發(fā)展迅速,但實(shí)際服務(wù)能力不足,效率低下,難以適應(yīng)國(guó)際市場(chǎng)上客戶的需求。

中國(guó)建設(shè)銀行國(guó)際化經(jīng)營(yíng)的現(xiàn)狀存在問(wèn)題及對(duì)策分析

四、建設(shè)銀行國(guó)際化經(jīng)營(yíng)的對(duì)策和建議

1.積極推進(jìn)建設(shè)銀行建立海外機(jī)構(gòu)

銀行推進(jìn)國(guó)際化進(jìn)程的一個(gè)必要條件就是必須積極建立海外機(jī)構(gòu)。由于建設(shè)銀行的海外分支機(jī)構(gòu)發(fā)展時(shí)間較短,并且主要集中在國(guó)際金融中心。對(duì)此,需要注意以下兩方面。

(1)建立海外機(jī)構(gòu)的地域選擇

建設(shè)銀行應(yīng)結(jié)合區(qū)位優(yōu)勢(shì),在海外機(jī)構(gòu)的地域擴(kuò)張上有所傾斜:(1)向國(guó)際金融中心傾斜。在倫敦、紐約、法蘭克福、東京、香港等全球著名的國(guó)際金融中心設(shè)置分支機(jī)構(gòu),可以更為廣泛地同其他國(guó)家的金融機(jī)構(gòu)進(jìn)行業(yè)務(wù)往來(lái),擴(kuò)大業(yè)務(wù)發(fā)展的范圍,還可以獲得更多關(guān)于國(guó)際金融業(yè)務(wù)和管理方面的信息。(2)向業(yè)務(wù)量大的國(guó)家或地區(qū)傾斜。如美國(guó)是中國(guó)最大的貿(mào)易和投資伙伴之一,且中國(guó)的外匯資產(chǎn)多以美元為主,因此在美國(guó)設(shè)立分支機(jī)構(gòu)是明智的選擇。香港與內(nèi)地的經(jīng)貿(mào)聯(lián)系很廣泛,且中國(guó)同美國(guó)等其他國(guó)家的許多貿(mào)易都是通過(guò)香港進(jìn)行轉(zhuǎn)口,因此在香港設(shè)立分行比在其他地方設(shè)立更有必要。(3)向華僑集居地傾斜。美國(guó)紐約、舊金山,加拿大的溫哥華、多倫多等地都是中國(guó)華僑聚集的地方,在這些地區(qū)設(shè)立分支機(jī)構(gòu)更容易打開市場(chǎng)。

(2)建立海外機(jī)構(gòu)的戰(zhàn)略步驟

根據(jù)當(dāng)前的優(yōu)勢(shì)和實(shí)際,建設(shè)銀行國(guó)際化進(jìn)而實(shí)現(xiàn)全球化可分三步進(jìn)行:一是在世界主要的國(guó)際金融中心設(shè)立分支機(jī)構(gòu)。這些地區(qū)不僅金融管制寬松,而且具有較大的市場(chǎng)規(guī)模,進(jìn)入成本和運(yùn)營(yíng)成本都較低,且能夠及時(shí)把握國(guó)際金融市場(chǎng)發(fā)展的脈搏。二是在與我國(guó)具有密切經(jīng)貿(mào)關(guān)系的國(guó)家的主要經(jīng)濟(jì)中心和經(jīng)濟(jì)發(fā)展快的國(guó)家和地區(qū)設(shè)立分支機(jī)構(gòu)。對(duì)于具有成熟的市場(chǎng)經(jīng)濟(jì)框架的國(guó)家可以設(shè)立分行,在市場(chǎng)發(fā)展框架正在建設(shè)中的國(guó)家可以設(shè)立代表處。三是獨(dú)聯(lián)體、中東、非洲、南美、東歐等政治經(jīng)濟(jì)尚不穩(wěn)定或者發(fā)展程度較低的國(guó)家或地區(qū)。這些地區(qū)正處在調(diào)整和改革中,短期內(nèi)建設(shè)銀行不可能在這些地區(qū)廣泛擴(kuò)展銀行分支機(jī)構(gòu),但是,應(yīng)該選擇有利時(shí)機(jī),在政治相對(duì)穩(wěn)定、同中國(guó)經(jīng)貿(mào)關(guān)系密切、轉(zhuǎn)軌過(guò)程基本完成的國(guó)家或地區(qū)的一些經(jīng)濟(jì)中心城市設(shè)立代表處或分行。

2.采用多元化的發(fā)展模式

采取何種模式提高國(guó)際化的速度,已成為建設(shè)銀行走向世界,迎接挑戰(zhàn)的關(guān)鍵。從前面的論述可以發(fā)現(xiàn),以并購(gòu)等多元化方式加快國(guó)際化發(fā)展的模式應(yīng)是建設(shè)銀行近期的方向。通過(guò)這類方式,建設(shè)銀行方能盡快取得當(dāng)?shù)乇O(jiān)管與市場(chǎng)認(rèn)同,引入符合當(dāng)?shù)厣鐣?huì)文化的管理理念和經(jīng)驗(yàn),整合資源,優(yōu)勢(shì)互補(bǔ),并且能與當(dāng)?shù)赝瑯I(yè)在了解市場(chǎng)和客戶、防范風(fēng)險(xiǎn)等方面站在同一起跑線上,從而提升分支機(jī)構(gòu)的市場(chǎng)競(jìng)爭(zhēng)力和服務(wù)水平,實(shí)現(xiàn)利潤(rùn)最大化。同時(shí),國(guó)家為了使各家商業(yè)銀行盡快提高競(jìng)爭(zhēng)實(shí)力,不斷向國(guó)有商業(yè)銀行提供各類經(jīng)濟(jì)及政策援助。

建行已初步制定了綜合化經(jīng)營(yíng)戰(zhàn)略,在政策允許的情況下,將采取直接投資、并購(gòu)等方式經(jīng)營(yíng)投資銀行、資產(chǎn)管理、信托、保險(xiǎn)、基金、租賃和汽車金融等業(yè)務(wù),發(fā)揮不同業(yè)務(wù)的協(xié)同效應(yīng)。建行正在積極籌劃信托投資公司,并在探索和保險(xiǎn)公司進(jìn)行股權(quán)方面的合作。

3.樹立風(fēng)險(xiǎn)意識(shí),建立合理有效的風(fēng)險(xiǎn)管理體系

國(guó)際金融市場(chǎng)風(fēng)云變化,風(fēng)險(xiǎn)隨處存在,而發(fā)生問(wèn)題的地方往往就是銀行的海外機(jī)構(gòu)。因此,我國(guó)商業(yè)銀行應(yīng)針對(duì)目前風(fēng)險(xiǎn)管理存在的各類問(wèn)題,從最基本的東西抓起,自上而下建立起一整套先進(jìn)科學(xué)的風(fēng)險(xiǎn)識(shí)別、計(jì)量、監(jiān)測(cè)和控制管理體系,建立有效的監(jiān)督檢查體制和問(wèn)責(zé)制,制訂并嚴(yán)格執(zhí)行各項(xiàng)規(guī)章制度,嚴(yán)格操作程序、操作規(guī)程,規(guī)范管理,為商業(yè)銀行在國(guó)際化道路上的加速健康發(fā)展奠定堅(jiān)實(shí)的基礎(chǔ)。要針對(duì)海外機(jī)構(gòu)建立與國(guó)際金融市場(chǎng)相匹配的風(fēng)險(xiǎn)管理體系,引進(jìn)和培養(yǎng)國(guó)際型的高級(jí)風(fēng)險(xiǎn)管理人才,加強(qiáng)海外機(jī)構(gòu)的風(fēng)險(xiǎn)管理。

4.采取跟隨、借鑒、創(chuàng)新的策略,提高跨國(guó)經(jīng)營(yíng)能力

跟隨就是跟隨客戶國(guó)際化,即通過(guò)服務(wù)國(guó)際化的客戶學(xué)習(xí)國(guó)際化經(jīng)驗(yàn)。跟隨服務(wù)跨國(guó)客戶的過(guò)程,既是一個(gè)業(yè)務(wù)擴(kuò)展的過(guò)程,更是一個(gè)學(xué)習(xí)國(guó)際業(yè)務(wù)新知識(shí)、新產(chǎn)品、提升國(guó)際化服務(wù)能力的過(guò)程。建行服務(wù)的客戶中既有外國(guó)的跨國(guó)公司,也有國(guó)內(nèi)跨國(guó)發(fā)展的企業(yè)?？鐕?guó)公司因?yàn)樵谑澜绺鞯亟?jīng)營(yíng),其金融需求最具國(guó)際化的特征。在跟隨服務(wù)的過(guò)程中,既鍛煉了國(guó)際化的人才,又積累了國(guó)際化的經(jīng)驗(yàn)。

借鑒就是借鑒同行業(yè)的國(guó)際化經(jīng)驗(yàn)。競(jìng)爭(zhēng)是發(fā)展的動(dòng)力,對(duì)手是最好的老師。通過(guò)對(duì)同業(yè)銀行國(guó)際化經(jīng)驗(yàn)的全面研究和分析,汲取先進(jìn)的經(jīng)營(yíng)理念,并且善于與各行之間緊密合作。

創(chuàng)新是發(fā)展的源泉和動(dòng)力。創(chuàng)新就是要轉(zhuǎn)變觀念,結(jié)合自己的實(shí)際大膽實(shí)踐。只有這樣才能更快地提高跨國(guó)經(jīng)營(yíng)能力,提升建行的國(guó)際競(jìng)爭(zhēng)力。

參考文獻(xiàn):

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