我国网络银行发展探析

上海交通大学硕士学位论文我国网络银行发展探析姓名：石斌申请学位级别：硕士专业：工商管理（MBA）指导教师：金铭2003.1.121AAA1.2.23.4.MBA1DEVELOPMENTOFNETBANKINCHINAABSTRACTWiththedevelopmentofinformationtechnologyreform,whichtoalargeextentbasedontheInternettechnology,thetransitionoftraditionalbankingtotheNetBankhasbecomeaninevitabletrendfortheindustry.TheNetBankserviceshaveseveraloverwhelmingadvantagesovertraditionalones,likeso-called“AAAservices”,loweroperatingcost,anddiversifiedtailor-madeservicesaswell.AlthoughNetBankmaynottakeplaceoftraditionalbankinginshortterm,itdoesbecomingadominantaspectinthedevelopmentofbankingindustry,andexertingasubtleinfluenceonlifestyles.AfterthoroughlyinvestigatedinthegeneralrulesofNetBank’sbusinesscomposing,developmentpatternsandphases,andthecurrentsituationthatNetBankisfacing,Isuggestedthatfourfactors,frombanks’aspect,havebecomethemajorobstaclesofthedevelopmentChina’sNetBankservices:banksdonothavematurestrategiesforthedevelopmentofNetBank,andsimplybetimeserving;theylackofefficientmarketingandcompetitivestrategies;Domesticbanksarenotadeptatcostmanagement,theirexpendituresonNetBankusuallyexceedtheirbudgets;thebankslackofriskcontrolsystems.WithregardtothecurrentdevelopmentofChina’sNetBank,IdevotesomestudyonthegapbetweendomesticNetBankandthatofothercountries,alsotheinternalandexternalfactorsthatarousedthisgap.BasingonthesystematicalanalysisoftheNetBank,Ithink:NetBankisnotathreatbutagreatopportunityfordomesticbanks,theopportunitytofillthegapbetweendomesticbanksandinternationalbanks.IdiscussedaboutthefuturedevelopmentofdomesticNetBankfromregulatory,strategy,MBA2risk-controlandcostaspect:1.TheauthoritiesshouldenactandamendrelatedregulationsandlawstoregulatetheNetBankindustry,promotethedevelopmentofitandhelpdomesticbankstogainthecompetitiveadvantageoverinternationalbanks.2.DomesticbanksshouldsetupintegratedcompetitivestrategiesforNetBank.Undertheguidelineofservingthedevelopmentofthebankasawhole,abankshouldsetthestrategicalgoal,blueprintforthedevelopment,andstrategiesformarketing,R&D,E-commerce,HRandmanagement.3.Comparingwithtraditionalbanking,NetBankshallhavemorestringentrequirementsonriskcontrol,andthequalityofriskcontroldirectlyconnectedwiththedevelopmentofNetBank.Isuggestthat,reconciliationoftherelationshipamongtechnology,managementandlawsiskeytohandlingwiththesecurityrisk;buttohandlethevirtual-businessrisksandtraditionalbanking,aperfectedriskmanagementsystemofcommercialbanksandgraduatedregulationofauthoritiesareessentialfactors.4.Asavirtualbankingbusiness,thecoststructureofNetBankservicesisactuallyverydifferentfromtraditionalbankingservices;whichincludesthecostoftechnology,securityandservices,clients’costs,juridicalcostsandrisk-controlcostsIhopemyanalysiswouldbeanyhelptoprovidesomeideasonhowtopromotethedevelopmentofdomesticNetBankservicesinChina.KEYWORDS:NetBank,development,competitivestrategy,creditcontrol,cost20021212MBA11985TSB19891019951018SecurityFirstNetworkBankSFNBInternet19SFNB1997103199813001999110019977GartnerGroupDataquest992001183018%199870041%2000Ø14382002-07-012002AC23%2001810200090250()23%200017%199910%37.710100ACRichardSandlantMBA2200014%20016%Ø2002-09-0519961911920028301919642/38287Ø 2002-08-29828716101262002CDMATDS-CDMA3G119MBA3MBA4180HomeFinance608090InternetMBA4180HomeFinance608090InternetMBA5InternetIntuitBankofAmericaandNationsBank1999111998102000200190%200125%2InternetBankingE-bankingOnlineBankingBCBS1998ECBS1999MBA5InternetIntuitBankofAmericaandNationsBank1999111998102000200190%200125%2InternetBankingE-bankingOnlineBankingBCBS1998ECBS1999MBA5InternetIntuitBankofAmericaandNationsBank1999111998102000200190%200125%2InternetBankingE-bankingOnlineBankingBCBS1998ECBS1999MBA61.NetBank2.3.1-1Fig.1-1relationshipbetweenNetBankandcustomers//MBA7(E-Branch)(Remote-Bank)ATMsInternetBankATMsInternetInternetSFNBInternetGNIPARD3MBA7(E-Branch)(Remote-Bank)ATMsInternetBankATMsInternetInternetSFNBInternetGNIPARD3MBA8AAAAnytimeAnywhereAnyhow2473655%SFNB10020%60%1-3Fig.1-2thecostofdistributechannelinAmericanbank1-1Telebank21999P1761-1Telebank3Telebank3.150.842.315.004.700.3016.735.601.132.57.075.531.5457.245.641.60MBA9441%7500044%3000021%20%80%5100038.1%26%100050%3BankRateMonitor19991242002.12.05MBA1058%Fig.1-3IncomedistributionofNetUserig.1-4EducationDistributionofNetUser“”52002.0762002.0772002.07MBA11124MoneyIntuitQuickenBtoBBusinesstoBussinessBtoCBusinesstoConsumerMBA11124MoneyIntuitQuickenBtoBBusinesstoBussinessBtoCBusinesstoConsumerMBA122-12Fig.2-1IntegratedSeniorbusinessinNetBankMBA122-12Fig.2-1IntegratedSeniorbusinessinNetBankMBA133(FirstInternetBankofIndianaFIBI)(CompuBank)MBA133(FirstInternetBankofIndianaFIBI)(CompuBank)MBA133(FirstInternetBankofIndianaFIBI)(CompuBank)MBA14(RoyalBankofCanadaRBC)19982(SFNB)1974(SFNB)(SFNB)20010100006%6500(SPNB)MBA14(RoyalBankofCanadaRBC)19982(SFNB)1974(SFNB)(SFNB)20010100006%6500(SPNB)MBA15(WellsFargo)101009199219955(SFNB)1995MicrosoftMicrosoftMoneyIntuitQuicken4020015007.52000100199810Egg200119580.8459.451.892-1MicrosoftMicrosoftMoneyIntuitMBA15(WellsFargo)101009199219955(SFNB)1995Microsof