There are some problems in the development of intermediary business in China's commercial banks, such as few varieties, lack of systematic management and professional talents, and the performance appraisal mechanism of grassroots leaders can't stimulate their enthusiasm for expanding intermediary business, which leads to the low income level of intermediary business in China's commercial banks. Therefore, the author suggests that on the basis of adhering to the principles of diversified business varieties, high marketing efficiency and humanized service, we should increase the innovation and publicity of intermediary business abroad, improve the organization internally, strengthen management and assessment, speed up electronic construction and train all kinds of professionals.
Since 1990s, the competition in domestic banking industry has become increasingly fierce, and the profits brought by traditional commercial banking business are getting smaller and smaller. In order to seek and expand the profit space, commercial banks regard the development of intermediary business as an important way to enhance their competitiveness and income. This paper attempts to discuss some problems encountered in the process of developing intermediary business in China's commercial banks.
First, the intermediary business of China's commercial banks is underdeveloped.
Due to the different levels of economic development and the different historical background of financial development, the starting point of intermediary business of commercial banks in China is low and the scope is limited. Compared with the present situation that the intermediary business of foreign commercial banks has become the main business, there are the following shortcomings:
First, there are few types of intermediary business and single means. At present, China's commercial banks mainly focus on settlement of foreign exchange, bill acceptance, investment consultation, agency payment, wealth management on behalf of customers, agency issuance and payment of securities, credit cards, letters of credit, bills of exchange and other labor-intensive products, but they still lack the use of their economic and financial information, technology and talents to provide customers with high-quality and high-level services, especially the intermediary business that is suitable for financial modernization.
Second, the operation is not standardized and there is a lack of complete and systematic scientific management. At present, most domestic commercial banks do not have specialized institutions to systematically manage the development and operation of intermediary business, and lack long-term planning, coordination and cooperation. In operation, most commercial banks are limited to issuing intermediary business completion plans, but there is no perfect management method and practical operating rules on how to strengthen organizational construction and improve the development level of intermediary business. The lack of manpower, material resources and financial resources makes the development of intermediary business market of grass-roots banks passive and difficult.
Third, professional talents and scientific and technological support are not enough. Intermediary business involves a wide range of fields and knowledge, and needs high-level compound talents with scientific and technological knowledge and information technology knowledge. At present, China's commercial banks are not enough to support the development of intermediary business in terms of professional talents, technical equipment and technical means. Lack of efficient information management system and supporting equipment, lack of compound talents familiar with banking and computer, international finance, investment, securities and other professional knowledge. Compared with commercial banks in developed countries, there is still a big gap between them and the requirements of their own business innovation.
Fourth, the performance appraisal mechanism of the leading bodies of grass-roots banks can not stimulate the enthusiasm of expanding intermediary business. At present, the background that China's commercial banks' operating income mainly depends on deposit and loan spread income has not changed. The assessment of superior banks to subordinate banks is mainly based on the scale of deposits and loans, supplemented by asset quality indicators, while the speed and quality of intermediary business development have little influence on the performance assessment of the leading bodies of grassroots banks, which directly leads to the managers of grassroots banks not paying enough attention to the great potential of intermediary business development.
Second, China's commercial banks intermediary business development countermeasures
1, increase the publicity of developing intermediary business. Intermediary business is not only the main source of bank service fee income, but also one of the main means to consolidate and develop a huge customer base. Commercial banks should widely understand the social demand for intermediary business, investigate and understand the consumer groups on which intermediary business varieties depend, and carry out relevant business in a targeted manner. We should invest manpower, appropriate material resources and financial resources to publicize the intermediary business, make full use of the internal information of existing customers and potential customers, send promotional materials by letter, and print promotional words on the monthly statement to attract customers' attention as much as possible, so that the service varieties of intermediary business can be accepted by more and more customers.
2. Improve the organization and strengthen the management of intermediary business. Intermediary business has a large scope, a large span and complex management, so it is necessary to establish a special organization to organize, promote, coordinate and manage intermediary business. The agency is responsible for contacting various functional departments of the society, coordinating business relations, researching, developing, designing, publicizing and promoting new varieties of intermediary business, and coordinating and managing the business of the whole bank. The institutional business department currently established by ABC is in line with the development trend of intermediary business. In addition, it is necessary to establish a scientific and reasonable comprehensive assessment system for intermediary business, and take the types and quantities of intermediary business and its deposit income, especially direct income, as an important part of the target assessment, and incorporate them into the annual responsibility target for assessment, so as to mobilize the enthusiasm of leaders and employees at all levels to develop intermediary business.
3. Accelerate the electronic construction of intermediary business, especially the construction of computer network. Increase capital investment, fully tap the potential of existing equipment and maximize its efficiency. At the same time, it is necessary to further develop service projects, increase service functions, improve service quality, further innovate online banking services, improve their competitiveness, further improve innovative electronic transfer, payment and settlement systems, improve the service efficiency of remittance and settlement services, and consolidate the existing market share.
4. Pay attention to and cultivate all kinds of professionals to provide support for the development of intermediary business. There are many kinds of intermediary business, which requires employees to have complex and comprehensive knowledge and a variety of job adaptability. Therefore, we should pay attention to cultivating a group of talents with professional knowledge in finance, law, accounting, taxation, engineering, enterprise management, computer and so on, and gradually establish a compound talent team suitable for professional management and enterprise management.
5. Adhere to the innovation of intermediary business. Strengthen cooperation with brokers, speed up the development of intermediary banking business in the securities market, carry out interbank borrowing and repurchase of government bonds with brokers, and issue, honor and underwrite government bonds and issue corporate bonds as agents; Actively develop leasing business, and carry out leaseback leasing, operating leasing, leveraged leasing and other businesses according to specific conditions; Actively carry out consulting business, give full play to their own information and talent advantages, and carry out various consulting businesses for enterprises and individuals, such as asset management, liability management, risk management, portfolio design, family financial management, valuation and so on. Establish the information management consulting center of commercial banks with consulting services as the core, play the functions of settlement and agency business at a higher level, and strive for customers and open up markets to the maximum extent by providing customers with all-round financial services.
6. Several principles to be grasped in developing intermediary business. First, diversification of business varieties. Business outlets of commercial banks should start as many intermediary businesses as possible, such as bill business, credit cards, safe deposit boxes, consulting services, leasing, insurance agents, securities repurchase, and fund trading on behalf of customers. Strive to achieve the goal that no one has me and no one has me. The second is marketing efficiency. Simplify operating procedures, carry out package transactions, improve efficiency, reduce costs, and pay attention to the overall promotion of intermediary business. Make full use of its own advantages in information network, personnel and localization, establish an efficient and fast electronic network, and enhance its competitiveness. The third is the humanization of service. Change the traditional way of communication between banks and customers, and implement personalized services according to different needs of customers. Agricultural Bank of China financial supermarket implements open management and "one-stop" service, which is a humanized service and can be continuously promoted.
References:
China Urban and Rural Finance News