After China's entry into WTO, China's banking industry will be fully open within five years. State-owned commercial banks must formulate the modern development strategy of 2 1 century as soon as possible, be good at seizing opportunities, be brave in meeting challenges, and strive to accelerate development and build state-owned commercial banks into modern commercial banks. The author thinks that the modernization strategy of state-owned commercial banks in 2 1 century should include the following "ten changes".
First, ownership.
China's market economy system will be gradually improved in 2 1 century, and state-owned commercial banks must be reformed in accordance with international practices and transformed into real commercial banks. Real commercial banks are not tools to implement government economic policies, but financial enterprises that pursue profits on the basis of legal operation; However, at present, state-owned commercial banks bear heavy policy tasks. Real commercial banks are joint-stock companies, not special types of government-owned enterprises; It is impossible for a wholly-owned enterprise to truly separate government from enterprise. After China's entry into WTO, state-owned commercial banks must be transformed into real commercial banks, and the fundamental way out lies in the shareholding system reform. In view of the imperfection of China's market economy system, in order to maintain the country's macroeconomic regulation and control, the shareholding of state-owned commercial banks must take the form of state capital control. State capital can take two different forms of holding: L. Absolute holding, and state-owned shares account for more than 50% of the total share capital of commercial banks. 2. Relative holding, although the state-owned shares account for less than 50% of the total share capital of the whole commercial bank, they are still in a holding position because of the scattered equity. After the shareholding system reform, commercial banks must improve the corporate governance structure and clarify the responsibility of checks and balances among the board of directors, the board of supervisors and the president (general manager). The duties of the board of directors are to formulate the objectives and policies of the bank, select and employ senior managers, set up various committees or subsidiary bodies, and supervise the banking activities. The duty of the Board of Supervisors is to supervise and inspect all the operation and management activities of the Bank on behalf of the shareholders' meeting. The responsibility of the president (general manager) is to implement the decisions of the board of directors and be responsible for organizing, implementing, managing and coordinating the bank's business activities.
Second, the knowledge of employees.
2 1 century is the era of knowledge economy, and the employees of commercial banks must be knowledge workers. At present, there is still a big gap between the quality of employees in state-owned commercial banks and the requirements of commercial banks. We must firmly establish the concept of "talent is the first capital", regard the all-round development of human resources as an important strategic task, truly form a good fashion of "respecting knowledge and talents" and create a good environment for talented people to come forth in large numbers. Establish and improve competition, select the best, and find talents. Talent training, use and incentive mechanism, truly eclectic selection of talents, continue to implement the "100 million talents project", and strive to cultivate and bring up a large number of middle and senior management talents who not only understand domestic and international business, but also have rich knowledge, decision-making ability, command ability, coordination ability, management ability and innovation ability.
It is necessary to do a good job in staff education, including quality education, skill education and lifelong education, improve educational methods, adhere to the principle of multi-level and diversification, combine full-time with part-time, combine orientation with quantification, combine short-term with long-term, and pay attention to practical results. Encourage employees, especially middle and senior managers, to obtain a variety of professional certificates and professional and technical post qualifications. Encourage employees to improve their skills and create experience in practice.
Third, the characteristics of marketing
The marketing of commercial banks in the 2/kloc-0 century is characteristic marketing, and commercial banks must carefully choose marketing strategies according to their own internal conditions and external factors. According to the process of China's economic reform and development and the present situation of state-owned commercial banks, state-owned commercial banks should implement characteristic marketing strategies on the basis of market segmentation. First, the development model should have its own characteristics and choose a development model different from other commercial banks. Implement offensive strategy overseas, and improve the international competitiveness of state-owned commercial banks through market penetration, market development, product development, service diversification, adding branches, expanding marketing network, and acquiring or merging local institutions. Implement a rationalization strategy in China, by adjusting the layout of branches and business institutions, setting up branches according to economic divisions, and shrinking or even canceling branches with small business volume, operating losses and no development prospects; Expand branches with large business volume, good operating efficiency and promising development prospects; Reduce management costs and maintain the position and image of state-owned commercial banks in the market with cost advantages. Second, the development of key features, market competition objectives from the overall market share to the market share of market segments. Third, marketing mix differentiation, try to provide differentiated.
Fourth, management informationization.
2 1 century is the era of information economy, and commercial banks must process and use information efficiently. (1) Establish and improve a scientific and efficient management information system, including counter business processing and automatic service system, inter-bank business and clearing system, financial information and decision support system, and ensure that all decisions and business activities are based on sufficient information support. (2) Focus on speeding up the high-speed processing of information, reorganizing internal organizations, reducing management levels, and implementing network management to make organizations more streamlined and specialized and mobilize more flexibly; Effectively solve the bottleneck of intra-bank information exchange and improve the efficiency of information processing. (3) Strengthen the business innovation of information technology application, increase the innovation of products, services and applications, endow traditional products with richer forms and contents, and expand their performance space. (4) Improve the level of information services, and timely release information such as policies, changes in interest rates and exchange rates, and new services to customers. (5) Scientific leadership methods, paying attention to the mutual balance between the interests of banks and employees, and improving the political and economic treatment of employees; Strengthen internal communication and often put forward reasonable suggestions to employees.
Verb (abbreviation of verb) manages internationalization.
Commercial banks in 2 1 century are international banks, and our state-owned commercial banks must bravely step into the international financial market. At present, the international business of state-owned commercial banks (except Bank of China) has just started, so we should choose appropriate methods and strategies according to our own conditions and set up overseas institutions in appropriate areas for transnational operation. Give full play to the advantages of RMB business, give full play to the linkage effect of local and foreign currency business, actively attract foreign banks to open interbank accounts in state-owned commercial banks, and selectively carry out syndicated loans or joint loans with foreign banks to become agent banks. In terms of regional strategy, we should make four inclinations: (1) to new york, London, Paris, Tokyo, Hongkong and other international financial centers; (2) tilt to countries and regions with large commercial transactions; (3) Incline to neighboring trading countries and world trade centers; (4) Incline to the overseas Chinese community. Asia-Pacific, Europe, North America, Panama in Latin America, Cayman Islands and Bahrain in the Middle East can be the key areas for the internationalization of state-owned commercial banks. However, most countries in the CIS and Eastern European markets are still in the stage of economic adjustment, with less foreign exchange control but greater risks, so it is necessary to be cautious when entering these areas.
Legalization of internal control of intransitive verbs
Commercial banks in 2 1 century are banks ruled by law, and commercial banks must improve their internal control mechanism according to the core principles of effective banking supervision. Internal control mainly includes four aspects: (l) organizational structure (definition of responsibilities, separation of loan approval authority and decision-making procedures); (2) Accounting rules (reconciliation, control list, periodic trial calculation, etc. ); (3) "Double principle" (classification of different responsibilities, cross-checking, double control of assets and double signature, etc. ); (4) Actual control over assets and investments. These principles generally describe the main points of internal control of commercial banks, and the specific contents are as follows: (1) Establish organizational system and various rules and regulations. (2) Monitoring link. (3) The principle of separation of duties. (4) The principle of limited authorization. (5) bank files. (6) Safety measures. (7) Accounting write-off.
The main measures to strengthen the internal control system of state-owned commercial banks are as follows: First, adhere to the prudent management policy and improve the organizational structure. Second, implement a reasonable separation of duties. Third, implement a strict authorization and approval system. Fourth, improve the independent and standardized accounting system. Fifth, improve asset-liability management and risk management, and implement interest rate sensitivity management. Sixth, establish an internal risk assessment and monitoring system. Seventh, improve the effective internal audit system.
Seven. Efficiency of performance evaluation
Commercial banks in 2 1 century should be commercial banks with good operating efficiency. Operational efficiency and risk are the most important criteria to measure the performance of commercial banks. There are two most important indicators for external evaluation of commercial banks: capital adequacy ratio and return on capital. Reform the internal performance evaluation system of state-owned commercial banks, weaken the rigid assessment of increasing deposits, and establish a performance evaluation system with the return on working capital as the core, focusing on the four goals of return on working capital, asset quality (non-performing loan ratio), liquidity and internal control system. To assess the rate of return on working capital, we should not only assess the book profit, but also check whether the interest receivable, interest payable, bad debt reserve, bad debt reserve extraction and accounting are in compliance. To assess the quality of assets, we should not only assess the non-performing loan ratio, but also focus on the assessment of sluggish loans.