Thesis outline refers to the necessary preparations made by the author before writing, which is the concrete embodiment of the thesis idea. The following is the outline of the graduation thesis of finance. Come and have a look with me.

Summary of financial graduation thesis 1 6-7

Abstract 7-8

Chapter 1 Introduction 12-20

1. 1 research background, purpose and significance 12- 15

1. 1 research background 12- 14

1. 1.2 research purpose 14- 15

1. 1.3 research significance 15

1.2 Literature Review 15- 18

1.2. 1 Review of Foreign Literature

1.2.2 domestic literature review 16- 18

1.3 research contents and methods 18-20

1.3. 1 research content 18- 19

1.3.2 research methods 19

1.3.3 innovation and deficiency

Chapter II Overview of New Energy Automobile Industry 20-26

2. 1 Concept and classification of new energy vehicles 20-23

2. 1. 1 new energy vehicle concept 20

2. 1.2 Classification of new energy vehicles 20-23

2.2 Related Theories 23-26

2.2. 1 sustainable development theory

2.2.2 Industrial Life Cycle Theory 24-26

Chapter III Comparison of New Energy Automobile Industry Development between China and America 26-35

3. 1 Overview of the development of new energy automobile industry in the United States 26-28

3. 1. 1 technology development 26

3. 1.2 Market Situation 26-27

3. 1.3 Infrastructure construction 27-28

3.2 China New Energy Automobile Industry Development Overview 28-34

3.2. 1 technology development 28-30

3.2.2 Market Situation 30-33

3.2.3 Infrastructure construction 33-34

3.3 Comparison of the Development of New Energy Automobile Industry between China and the United States 34-35

Chapter IV Development Strategy of Sino-US New Energy Automobile Industry 35-49

4. 1 Development Strategy of New Energy Automobile Industry in the United States 35-36

4. 1. 1 technology innovation strategy 35

4. 1.2 marketing strategy 35-36

4. 1.3 supporting facilities first strategy 36

4.2 China New Energy Automobile Industry Development Strategy 36-47

4.2. 1 Competitiveness Analysis of New Energy Automobile Industry in China 36-4 1

4.2.2 SWOT analysis of new energy automobile industry in China 4 1-43

4.2.3 Overall Development Strategy of New Energy Automobile Industry in China 43-44

4.2.4 Technological innovation strategy

Marketing strategy.

4.2.6 Supporting facilities development strategy 47

4.3 Comparison of Development Strategies of New Energy Automobile Industry between China and America 47-49

Chapter V Countermeasures and Suggestions for the Development of New Energy Automobile Industry in China 49-54

5. 1 Establishment of national technical support system 49

5.2 Optimization of Industry Standard Strategy 49-50

5.3 industrial alliance, introducing talents 50-5 1

5.4 Improve relevant fiscal and taxation policies 5 1-53

5.4. 1 Improve relevant subsidy policies 5 1-52

5.4.2 Improve relevant tax policies 52-53

5.5 Optimizing infrastructure 53-54

Conclusion and prospect 54-55

References 55-59

Acknowledgement 59-60

Outline of Financial Graduation Thesis 2 Abstract 5-7

Abstract 7-8

Chapter I Introduction 12-2 1

Section 1 Research Background and Significance 12- 14

1. 1 research background 12- 13

1. 1.2 research significance 13- 14

Section 2 Research Ideas and Methods 14- 16

Research ideas1.2.114-15

1.2.2 research methods 15- 16

Section III Main Contents and Overall Framework 16- 18

Section IV Research on Improvement, Innovation and Deficiency 18-2 1

1.4. 1 innovation 18- 19

1.4.2 Insufficient research 19-2 1

Chapter II Literature Review 2 1-45

Section 1 Research on Economies of Scale and Scope 2 1-29

2. 1. 1 economies of scale 2 1-22

2. 1.2 scope economy 22-24

2. 1.3 economies of scale and scope of commercial banks 24-29

Section II Diversification Research 29-37

Benefits and costs of diversification 29-33

2.2.2 Diversified performance 33-37

Section III Relevant Documents on Diversification of Commercial Banks

2.3. 1 Geographical diversity

2.3.2 business diversification 4 1-45

Chapter III Economies of Scale and Efficiency of City Commercial Banks

Section 1 Scale Expansion and Scale Economy of City Commercial Banks 45-59

3. 1. 1 background analysis 45-47

3. 1.2 research methods 47-5 1

3. 1.3 Empirical Analysis 5 1-56

3. 1.4 economies of scale after introducing operational risks 56-58

3. 1.5 Conclusion 58-59

Section 2 Efficiency of City Commercial Banks

3.2. 1 problem proposition 59-60

3.2.2 Efficiency related theories of commercial banks 60-62

3.2.3 Research methods of commercial bank efficiency

Research design

3.2.5 Empirical analysis 66-70

3.2.6 Conclusions and policy recommendations 70-72

Chapter IV Regional Diversification-Cross-regional Operation 72- 100

Section 1 Related background and influencing factors of cross-regional operation of city commercial banks

Related background 72-76

4. 1.2 Motivation of cross-regional operation of city commercial banks 76-78

4. 1.3 research design 78-79

4. 1.4 Empirical analysis 79-83

4. 1.5 conclusions and policy recommendations 83-84

Cross-regional business performance and regional selection in the second quarter 84- 100

Question 84-86

Research design

4.2.3 Experience analysis

4.2.4 Conclusions and policy recommendations

Chapter V Business Diversification 100- 13 1

Section 1 Influence of Income Diversification on the Performance of City Commercial Banks 100- 1 14

5. 1. 1 background 100- 102

5. 1.2 research design 102- 106

5. 1.3 Empirical Analysis 106- 1 13

5. 1.4 Conclusion113-114

Section II Asset Diversification and Sources of Funds114-131

5.2. 1 research background114-16

5.2.2 Study design116-119

5.2.3 Empirical Analysis 1 19- 128

5.2.4 Conclusion 128- 13 1

Chapter VI Conclusions and Policy Suggestions 13 1- 140

Section 1 Research Conclusion 13 1- 133

6. 1. 1 economies of scale and efficiency of city commercial banks 13 1- 132

6. 1.2 Regional diversification and operating performance of city commercial banks 132

6. 1.3 Business diversification and performance of city commercial banks 132- 133

Section 2 Policy Suggestions 133- 140

6.2. 1 city commercial banks define their positions 133- 138.

6.2.2 Prudent supervision and differential treatment 138- 140

Reference 140- 15 1

Confirm 15 1- 152

Resumes, academic papers and research results published during the study period 152

Outline of graduation thesis of finance 3 i. On government functions

Second, the typical tools of enterprise strategic environment analysis

(A) the steepness analysis model

(B) swot analysis model

(C) Analysis model of relevant stakeholders

(D) Porter's Five Forces Model

Assumptions of 1. model

2. Model analysis

3. Model evaluation

Third, the influence of government functions on enterprise strategy formulation and the improvement of the five-force model

(A) the impact of the relationship between the government and enterprises with different identities on the formulation of enterprise strategies

1. The influence of government as an insider on enterprise strategy formulation

(1) The influence of government as a market participant on enterprise strategy formulation

(2) The influence of the government as the "general manager" of the economy on enterprise strategy formulation.

2. The influence of government as an outsider on enterprise strategy formulation

(1) free market model

(2) government guidance mode

(B) from the main link of the value chain to see the impact of government functions on enterprise strategy formulation

(C) From the demand point of view, the impact of government functions on enterprise strategy formulation

(D) from the industrial life cycle to see the impact of government functions on enterprise strategy formulation

(E) the scientific impact of government functions on enterprise strategy formulation

1. The influence of government functions on company-level strategy

2. The influence of government functions on enterprise strategy

3. The influence of government functions on functional level strategy

(6) Improving the five-force model (adding government factors)

1. excessive government intervention model

2. Moderate government intervention mode

Fourthly, the influence of China government functions on enterprise strategy formulation.

(A) under the planned economy system, the influence of government functions on enterprise strategy formulation

(B) Under the market economy system, the influence of government functions on enterprise strategy formulation.

1. The influence of government functions on the strategic formulation of state-owned enterprises

2. The influence of government functions on the strategic formulation of private enterprises

3. The influence of government functions on the strategic formulation of foreign-funded enterprises

(C) At this stage, the China government's influence on the existing problems and countermeasures in enterprise strategy formulation.

1. Several problems existing and encountered by enterprises in China in formulating strategies.

2. The influence of China government on the problems existing in enterprise strategy formulation and the countermeasures to be taken.

5. Under the background of globalization, how do China enterprises correctly handle the relationship with the government when formulating strategies?

(1) Relationship with domestic government

(2) Relations with foreign governments

Operational risk refers to the risk of loss caused by imperfect or ineffective internal procedures, personnel and systems or external events, which is an important and vivid topic in the practical work of commercial banks. The overall concern of the international banking industry on operational risk was only 10 years ago. Since the mid-1990s, a series of financial institutions in the international financial field have been in trouble because of operational risks, which has aroused the industry's concern about operational risks. In the New Capital Accord issued by the Basel Committee on Banking Supervision (BIS) in June, 20 10, operational risk was listed as one of the three major risks of banks, and was included in the calculation and supervision framework of venture capital for the first time, which triggered extensive research and discussion on operational risk in the international financial community. 20 10 On March 27th, China Banking Regulatory Commission issued the Notice on Strengthening Operational Risk Prevention, which marked that the operational risk management of commercial banks in China has entered a new stage.

At present, the four major state-owned commercial banks are starting a new round of reform. 20 10 year127 October, 10, China Construction Bank was successfully listed in Hongkong, which means that China Construction Bank will face stricter, deeper, more comprehensive and more transparent supervision from securities regulatory authorities, banking regulatory authorities, investors, shareholders, news media, customers and the public. In view of the relatively low level of understanding and management of operational risk in domestic commercial banks, how to learn from the concepts and methods of operational risk management in developed countries, introduce international advanced operational risk management technology, establish a sound operational risk management framework as soon as possible, comprehensively strengthen the construction of internal control mechanism, and greatly improve the ability to identify and control operational risks has become a problem that China Construction Bank must pay serious attention to and solve. The study of operational risk is of great practical and guiding significance for China Construction Bank to enhance its ability to resist risks and participate in international competition, and to promote the sustained and healthy development of various businesses.

Based on the basic connotation, characteristics and classification of operational risk and the basic requirements of domestic and foreign regulatory agencies for operational risk management, this paper analyzes and compares the current situation of operational risk management of commercial banks at home and abroad, finds out the gap and deficiency in the concept, understanding, operation mechanism and technical means of operational risk management of China Construction Bank, and expounds the importance and necessity of strengthening operational risk management. Finally, the author advocates the establishment of effective operational risk control mechanism, operation mechanism and transmission mechanism from six aspects. That is to formulate clear operational risk management policies, build an organizational structure of operational risk management with clear division of labor and mutual constraints under corporate governance, cultivate a risk management culture for all employees, promote the construction of a risk management platform featuring system documents, speed up the identification and evaluation of operational risks, and strengthen accountability and incentive mechanisms.

abstract

The first chapter is the basic connotation of operational risk and the historical evolution of operational risk management.

Section 1 Definition and Characteristic Analysis of Operational Risk

Section 2 Classification and Application Examples of Operational Risks

Section III Historical Evolution of Operational Risk Management of Commercial Banks

Chapter II Requirements of Domestic and Foreign Regulators on Operational Risk Management of Commercial Banks

Section 1 Research on Operational Risk Management by Basel Committee

Section II Operational Risk Management Requirements of China Banking Regulatory Commission

Chapter III Current Situation of Operational Risk Management of Commercial Banks at Home and Abroad

Section 1 Operational Risk Management of Advanced Foreign Banks

Section 2 Research and Practice on Operational Risk Management of Commercial Banks in China

Section III Current Situation and Existing Problems of Operational Risk Management of China Construction Bank

The fourth chapter is about how to strengthen the operational risk management of China Construction Bank.

Section 1 Formulating clear operational risk management policies

The second part constructs a perfect organizational structure of operational risk management under corporate governance.

The third part: cultivate the operational risk management culture of all employees.

The fourth part promotes the construction of risk management platform characterized by system files.

Section V Accelerating the Identification and Evaluation of Operational Risks

Section VI Strengthening the Accountability and Incentive Mechanism

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