Analysis of the localization of small and medium sized Korean banks Analysis毕业论文翻译.docx
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Analysis of the localization of small and medium sized Korean banks Analysis毕业论文翻译.docx
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AnalysisofthelocalizationofsmallandmediumsizedKoreanbanksAnalysis毕业论文翻译
AnalysisofthelocalizationofsmallandmediumsizedKoreanbanksAnalysis
Abstract:
WiththeforeignbanksinChina’srapiddevelopment,theproblemoflocalizationofforeignbankstobecomethekeytoachievingsustainabledevelopment.Inthispaper,thedevelopmentofKorean-ownedbanksoperatingcharacteristicsandlocalizationproblemsintheprocessofanalysis,basedontheShandongYantaitwoKorean-ownedbanks,forexample,empiricalanalysis,in-depthanalysisofthelocalizationprocess,Koreanbanksexistinthecruxoftheproblem,andproposedspecificmeasuresandrecommendations.
Keywords:
localization;smallKorean-ownedbanks;finance;research
Inrecentyears,foreignbanksinChinaisacceleratingthedevelopmentofthesituationasattheendofJune2010,13countriesandregions,35banksinChinasetupwhollyforeign-ownedbanks,twojoint-venturebank,aforeign-ownedfinancecompany,andtheotherThereare24countriesandregions,70foreignbankshadsetup91branchesinthesametime,thelastfiveyearsthetotalassetsofforeignbankshaveanaverageannualrateof12%increasewiththeexpansionintheChinesemarketandbusinessscopeexpansionofforeignbankstoacceleratetheirlocalizationprocess,andstrivetoachieveassoonaspossiblebyqualifiedpersonnel,financialproducts,technologyandmanagementmodefitwithlocalcultureandgaindevelopmentopportunitiesinChina.Developmentstrategyandbusinessfocusaccordingtothedifferentlocalizationpatternsofforeignbankscanbedividedintothefollowingthree:
First,Citigroup,HSBCandotherlargeinternationalbanksrepresentedbythebusiness-typefull-push;SecondBankoftheNetherlands,representedbyprofessionalbreakthroughsinkeyareasofservicetype;Third,Japan,SouthKorea,representedbytheheadofficeofthehomecountry’sgoalofrelyingonthebusinesstype.differentmodelofdevelopmenthavedifferentdevelopmentpath,KoreanbanksnarrowstripofwaterforthehomecountryandChina’snaturalgeographicalties,followedbytheimplementationofChineseenterprisestoinvestintheirhomecountriesandgeographicalareasofindustry,services,businessgoalsinthehomecountrybusiness-developmentstrategythattheimplementationofboththeKorean-ownedbankstobringthedevelopmentofdifferentiatedservicebenefits,whileresultinginthedevelopmentofbankssubjecttohomecountrybusinessdevelopmentinChina,eveninthelocalizationprocessderivedfromaseriesofquestions.Inthispaper,thedevelopmentofKorean-ownedbanksoperatingcharacteristicsandlocalizationproblemsintheprocessofanalysis,basedontheShandongYantaitwoKoreanbanks(respectivelyreferredtoasHBank,QBank)asanexampleofempiricalanalysis,in-depthanalysisofthelocalizationprocess,Koreanbankscruxoftheproblemexists,andproposedspecificmeasuresandrecommendations.
First,theKorean-ownedbanksandoperatingstatusofthelocalizationprocess
InDecember2006,fiveyearsafterChina’sWTOtransitionalperiod,China’sfinancialsectorenteredaperiodofopening.Subsequently,theCBRCpromulgatedthe<<RepublicofChinaForeignBanksRegulations>>and<<People’sRepublicofimplementingregulationsofforeignbanksdetails>>,toforeignbanksthroughthecorporate-orientedregulatoryphilosophy.Sincethen,foreignbanksbegantoimplementcorporaterestructuring,theestablishmentoflocallyincorporatedentity.theestablishmentoflocallyregisteredcorporation,itsmanagementstructureandphilosophyofthegreatchangesinthelocalforeignbankstobecomeprocessmilestonelocalizationprocesswhichforeignbankscanbedividedintotheperiodbeforetheestablishmentoflegalpersonsandlegalentitiesestablishedduringthetwophases,differentstagesofitslocalizationreflectsadifferentpathcharacteristics.totheauthorsurveyedYantai2Koreanbanks,forexample,in2007and2009,thetwobanksweretransformedintolocallyincorporatedbankscorporatesuccessflopandopenedRMBbusiness,hastakenakeystepinlocalizationinChinabeforetheestablishmentoflegalpersons,KoreaninvestmentbanksdonotunifiedmanagementlinemanagementoftheKoreanmother-major,totakeupthebusiness-styleapproachtodevelopment,theirmainbusinessstrategyforservicebusiness.Duringthisperiod,Koreanbankslackofaunified,clearlocalizationstrategy,businesslimitedtoforeigncurrencybusiness,thevastmajorityofKoreanenterprisesorjointventuresforthecustomer,thehigherproportionofforeignemployees,thebank’sownwishesandthedegreeoflocalizationarenotstrong.aftertheestablishmentofcorporatebanking,Koreanbankswiththeirownadvantages,proposedaunified,aclearlocalizationstrategy,vigorouslydeveloptheChinesemarket,suchasHBank(China)todeterminetheprivatebankingandwealthmanagementexperienceandtechnologyintotheChinesemarket,andShandongProvinceinthenortheastprovincestovigorouslyexpandindividualretailbusinessdevelopmentstrategy,QBank(China)todeterminethecombinedadvantagesoffinancialservicesforSMEs,todeveloptheChinamarketstrategy;allowedtooperateRMBbusiness,businesstoachievelocalization;continuetoimprovecorporategovernancestructure,business,financialandotherimplementationofthecentralizedmanagement,theestablishmentofaunifiedinternalauditmodel;continuetodeveloplocalizedproducts,non-Koreanandgraduallyincreasetheproportionofcustomers(seeTable1).
Clear,uniformsetoflocalizationdevelopmentstrategyandimplementation,butalsotopromotetherapiddevelopmentofbusiness,asoftheendofJune2010,HBank(China)loans8.912billionyuan,increasing23.57%comparedwiththebeginning;depositsof7.018billionyuan,beginningoftheyearincreased15.09%.Qbanktotalassetsof5.653billionyuan,anincreaseof13%comparedwiththebeginning;depositsof2.304billionyuan,representinganincreaseof108%year(seeTable2).
Second,thelocalizationproblemsandbottlenecks
FromtwoKorean-ownedbranchesoperatingcharacteristicsofview,conversionofcorporatebranches,theChineseappearonitsstaffingmiddlemanagement,business,domesticcustomersincreasedyearbyyear,whichshowstwoKorean-ownedbanksgraduallyintegrateintothelocalmarket,butOverall,theslowprocessofKoreanbankslocalization,localizationisdifficulttoeffectivelybreakthroughbottlenecks,andrisksrelatedtooperationalissueshavegraduallyemerged.
(A)themarketintolowandthequalityisnothighMainlyinthreeaspects:
First,smallbusiness,lowmarketsharefromthetotalpointofview,thetwobranchesoftheaveragesizeofonly10billionyuanofassets,liabilities,averagesizeofabout900million,theoverallmarketshareoflessthan0.5%.Second,thecustomerbaseisrelativelynarrow,highcreditconcentration.ThetwobranchesofcreditareconcentratedinYantai,WeihaiKorean-ownedexport-orientedenterprises,locatedintheelectronics,machinery,clothing,shipbuildingandotherlabor-intensiveindustries,Theindustry’sforeigntradepolicyandlaborcosts,highsensitivity,theexporttaxrebateandthelaborcostsofminoradjustments,itwillbringgreatervolatilityinoperatingresults,causingtheconcentrationofbankcreditriskexposure.Third,thelowdegreeoffinancialintegrationintothepresentEuropeanandAmericanforeigncorporatebanksinlinewiththegeneralassets,liabilitiesandbusinessareasamongawiderangeofco-operation,coveringassetmanagement,andtransferthetransferee,Settlementfunds,syndicatedloansandlendingmarkets,butthetwoKoreanbanksonlyintheinterbankmarketandthebankshavehadasimpleco-operation,andtheamountofsmallbusinessco-participationislow.
(B)themanagementsystemrequirementsdifficulttoachievelocalizationOntheonehandcorporategovernanceisnotperfect,suchasQ-Bankofindependentdirectorsandexternalsupervisorsperformtheirduties,therearelessthanindependenceandeffectivenessofindependentdirectorsandexternalsupervisorssalarydeterminedbytheBoardbytheBoardofitsassessment,bothexternalsupervisorsandparentbankhasnotbeenestablishedbetweenthedirectandeffectivereportinglines;Hbanksexistwithouttheboardofdirectors,seniormanagementapprovalofamendmentstothebasicmanagementsystem,banks,etc.Ontheotherhand,internalcontrol‘shapedlike,likeGodisdifficult.’CBRCrequiredcommercialBanksshouldestablishasoundinternalcontrolframeworkandtoensuresmoothoperation,butthecurrentsituation,thetwoforeignbanksarenotinaccordancewithrequirementsoforganizationalstructuresetup,butaccordingtothecircumstancesandbusinessdevelopmentstafftoset,forexample,onlythreebanksinQbaseddepartments,HBankissimilartothesettingstoloanapprovalwillbe,forexample,twobusinessexecutivesincharge+1+1risk-presidentoftheoperatingmodeisdifficulttoensuretheindependenceandfairnessforapproval,suchascompliance,accounting,part-timejobandsoistechnology,itisdifficulttoplayasupervisoryrole.
(C)theliquidityindicatorsofpressuretomeetlocalregulatory
First,thehighestindexisdifficultunderthedeposit-loanratioasofendofJune2010,HBank(China),thedeposit-loanratiowas126.99%,QBank(China),thedeposit-loanratiowas145.89%,from75%abiggapbetweentheregulatoryrequirementsAtthesametime,tomeettheregulatoryrequirementsofdeposit-loanratio,expandtheliabilitiesofthebusinesspartofthelineismoredifficultcircumst
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