Joint-stock commercial banks, institutional innovation on the path selection

China's joint-stock commercial banks, institutional innovation is a complex systematic project, be to improve the corporate governance structure as the core, adhere to key breakthroughs, the overall progress, reform the principle of combining efforts to build a scientific framework, and thus fundamentally improve joint-stock commercial banks core competencies:

1, deepen reform of the shareholding, shareholding structure to promote joint-stock commercial banks to further rationalize the joint-stock commercial banks, the main task is to train the main forms of ownership. Internally, the public offering is the main way to solve this problem the one hand, publicly traded joint-stock commercial banks can contribute to rationalize the ownership structure, so that all parties can participate in the main trade-offs for business decision-making and choice, the bank's operations level constraints of the role played the other hand, due to social equity, to help joint-stock commercial banks use of external forces to promote corporate governance structure, with more social shareholders involved, the bank's business decisions will be constrained to form a larger force. Currently, 11 joint-stock commercial banks have been five in the domestic market, The remaining few are listed to do.'s foreign, foreign investors may consider the introduction of dispersed shares. allow foreign investors (especially foreign ownership of financial institutions, can learn from foreign joint-stock commercial banks in the advanced management experience, to make China joint-stock commercial banks to improve the property rights system up as soon as possible.

2 and improve the joint-stock commercial banks, corporate governance structure, the Western model of governance of commercial banks, a typical classification is given ink Rand's "dichotomy" is the United Kingdom, the United States as the representative of the common law-based governance model and to Japan, Germany, represented by the civil law-based governance model. Citibank is outside the United States to oversee the market-based governance structure (a typical Anglo-American model, this governance structure in a highly decentralized structure based on equity, Tokyo, Japan, Mitsubishi Bank and Deutsche Bank are relatively concentrated ownership structure, its corporate governance structure to the main internal oversight in the process of Economic transition in China, given the irregular development of securities markets, market supervision mechanism is not perfect, the bank manager market gaps and lack of credit system of the actual market situation, joint-stock commercial banks, the choice of governance structure should be to oversee the company's internal governance structure as a starting point, drawing on the pattern on the outside to oversee the dispersed ownership, the market mechanism into full play the role of practice, and gradually create the conditions to the outside to oversee changes in bank corporate governance structure, and thus solve the joint-stock commercial banks' internal control "issues, joint-stock commercial banks to truly become market players, to become effective self-regulation mechanisms on the one hand, to ensure that the Board shall have due to joint-stock commercial banks with more or less local color, local governments often from local interests, to intervene or interfere with the selection of senior staff work, which is not conducive to the banks to establish effective internal control structure, therefore, relevant local governments need to change their ideas, get rid of "cadres" of the inertia of thinking, joint-stock commercial banks shall ensure that produce chairman, Board of Supervisors and the General Manager (Head Office President), rather than an administrative assignment on the other hand, to adjust the composition of the Board, to promote independent director system. joint-stock commercial banks to employ a certain number of independent directors to strengthen board decision-making science, and thus strengthen the board of management layers and regulatory constraints.

3, properly resolve the joint-stock commercial bank "internal control" issues, reduce agency costs. At present, joint-stock commercial banks, internal control problems has focused on bank corporate governance structure is imperfect, lack of effective market-oriented monitoring and evaluation mechanism, the remaining available rights and residual control of dislocation, lack of market-based incentives and market-oriented competitive pressures and other issues. the negative performance of internal control performance from the outside are diverse in form, but in fact reflect the agency cost problem In order to further improve China's joint-stock commercial bank's internal control system, should proceed from the following aspects: First, the power of rational allocation of resources defined boundaries, clearly at all levels of managers (president's power position, and improve the power monitoring system. strict hierarchical authority, hierarchical management system, the establishment of managers (president of the annual appraisal system, perfect the cadre remote communication and job rotation system, so that gradually institutionalized and standardized, implementation managers (decision-making responsibility for the mistakes governor system, the management of the powers and responsibilities symmetric unified, comprehensive audit of senior management changing of the guard system. The second is to establish a sound distribution according to work and a combination of factors of production according to the distribution system. joint-stock commercial banking system fully the importance of human capital, innovation must be the owner's equity protection given to human capital owners considerable residual claim. joint-stock commercial banks to strengthen the allowance, subsidy management, banning illegal income wages on the basis of rigorous assessment of senior management personnel have a residual claim, and management performance-based annual salary system, the implementation of the general staff positions and the actual contribution to the linked wage system, opened the grade distribution of personal income. Third, improve the internal control body, and improve the internal control mechanism in strict compliance with financial laws and regulations, based on the establish a high degree of independence, authority, strict management, operation, and vertical leadership, responsible directly to the legal representative of the internal control and restraint mechanisms. Fourth, establish and improve various internal administrative and financial management rules and regulations, strengthen the internal audit (audit and accounting oversight.

4, China's joint-stock commercial bank corporate culture and recycling strategies, according to the corporate culture within the meaning of the core layer and outer layer of the scope of joint-stock commercial bank management with its own characteristics, can be divided into joint-stock commercial banks, the concept of culture, corporate culture, risk culture, three aspects of the marketing culture of these different types of culture is an organic whole, joint-stock commercial banks are the main elements of corporate culture, indispensable. Here, respectively, from the above three aspects, and expounded China's joint-stock commercial banks, corporate culture micro-recycling.

(A concept of culture recycling. The concept of joint-stock commercial bank culture is the concept of a multi-system elements, including the values ​​of these ideas, risk, human resources, innovation in this system, success is the ultimate goal of joint-stock commercial banks, other concept can exist based on core values, the risk is the key, is to protect people, innovation is the catalyst, these four aspects together to build a joint-stock commercial banks, the concept of culture, therefore, the concept of joint-stock commercial banks in the cultural development should be from the above four aspects try to expand. China's joint-stock commercial banks in the fierce competition in an invincible position, it must be based on external financial environment, combined with their own operating conditions, to establish their own values, to values ​​as the core, the spirit of enterprise guidance based on its values ​​and implement the spirit of enterprise joint-stock commercial banks, development strategy, business strategy, marketing strategy to the same time to promote entrepreneurship through the construction and improvement of the corporate culture. cohesive culture of joint-stock commercial risk Bank of valuable spiritual wealth, it can unify the entire line up and down thinking, understanding, brought out a strong, ideas, work habits are carefully workforce, which effectively prevent and resolve joint-stock commercial banks in the process of credit risks, guarantee and improve the quality of joint-stock commercial bank assets is crucial. proved, first-class banks from first-class service, first class service from first-class employees, their quality is directly related to the future development of enterprises, joint-stock commercial banks must firmly establish the people-management philosophy, to hire, train and retain the best people as a joint-stock commercial banks, long-term basic policy.

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(2 risk of cultural recycling. Commercial banks are operating and risk management business, cultivating a good risk culture, commercial bank credit business healthy, stable development of the first condition. China's joint-stock commercial banks in the risk of cultural recycling process, the following should be considered areas: joint-stock commercial banks develop their own culture of risk in the process, not only according to its national conditions and our actual situation, but also to actively learn from foreign experience and lessons of commercial banks to develop rules and regulations in line with our own characteristics, so that become joint-stock commercial banks as part of the concept of risk culture, and practice tests constantly enriched and improved; joint-stock commercial bank credit to make the right policy and it is rooted to the bank employees' ideas and practical actions, in order to ensure health the formation of a culture of risk, while joint-stock commercial banks should pay attention to the employees of various forms of professional training, attention to Taiwan before and after the exchange of personnel, reduce the friction between departments, efforts to form a unified whole line of risk culture, joint-stock commercial banks loan officers to strengthen the team building, improve its ability to identify risks, develop their sense of responsibility of banks and loyalty.

(3 marketing cultural recycling. Fierce competition between modern banking, science and technology are widely used, the bank between imitation and innovation to enable the bank to gradually narrow the difference between the product the same time, become more and more diverse customer needs while at the changes in frequency to speed up, efficiency requirements are also greatly improved. can best meet the needs of customers, a bank the key to success, reflecting the level of core competence, which requires joint-stock commercial banks to increase investment in technology, accelerate technological innovation At the same time, we must attach great importance to operational efficiency, marketing capability. First, the joint-stock commercial banks to actively adapt to changing internal and external business environment, enhance the sense of crisis and urgency, to establish all the customer-centric, market-oriented in order to benefit as the goal of modern Bank marketing concept, followed by joint-stock commercial banks must strengthen market research, segmentation of different customer groups, identify valuable market space, combined with business objectives and their own resources, selected to bring value to the bank's customer base as a target market, marketing activities, create their own competitive advantage. Third, the joint-stock commercial banks to correctly handle the relationship with customers, enhance customer relationship management (CRM, long-term close cooperation between customer relationship management and the main use of IT technology Internet technology to achieve the customer's integrated marketing, customer management through information technology, improve customer satisfaction and loyalty in the customer relationship management technology, driven by the traditional 4P marketing mix evolved into 4C, the products do not look to see customer demand, not Look at the price the customer to see the cost, do not look at sales channels to see services on behalf of convenience, do not look to see sales and customer communication.

Joint-stock commercial banks, the cultivation of core competitiveness depends on establishing a viable and cohesive corporate culture, and our joint-stock commercial banks, corporate culture is a vast recycling of strategic projects, only a correct guiding ideology, the use of scientific methods, orderly and rational principles, and actively to take to respond to market competition, new strategies in order to create a successful corporate culture. China's joint-stock commercial banks should be to reform and innovation as the driving force, firmly establish the people-oriented management thinking, entrepreneurial spirit and values ​​as the core to improve the quality of the bank employees as the goal, absorbing foreign culture and learn the advanced experience of construction on the basis of financial development with its own unique corporate culture, thus contributing to the joint-stock commercial bank management and core competitiveness improvement.

References

[1] Luo Mingzhong: <<joint-stock commercial banks based on the core competitiveness of human resources strategy>> [J] <<economies of the South>> 2004 11

[2] Steven Jin: <<On China's commercial banks to shift marketing strategy>> [J] <<Southern Finance>> 2005 7

[3] Zhao Qihong: <<Commercial Bank risk management>> [M] Economic Management Press, 2001

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