BSDZ咨询之中国银行业报告英文版(pdf 50页)

Preface
Executive Summary
1. Where Is China’s Banking Industry Today?
1.1 Reforms underway: shift occurring to market-driven environment
1.2 Market is large but still in a nascent and emerging phase
1.3 Three key challenges facing the industry
1.4 Banking industry is at a major crossroads today
2. What Competitive Scenarios Are Likely To Play Out?
2.1 Landscapes - defined by geography and product
2.2 Five possible competitive scenarios
2.3 Inferences for China and the banks
2.4 What should the banks do now?
3. What Are The Priorities For Chinese Banks To Compete?
3.1 Priority #1 : Strengthen organization and corporate governance
3.2 Priority #2 : Develop a segmented service capability
3.3 Priority #3 : Build a strong risk management framework and culture
3.4 Priority #4 : Maximize operational efficiency
3.5 Priority #5 : Use partnerships for competitive advantage
4. How Should Banks Begin To Create Winning Game Plans?
4.1 The importance of strategic planning
4.2 Key strategic planning challenges in China
5. What Are The Key Implications For Management?
6. Conclusions
CONTENTS

 

China’s accession to the World Trade Organization (WTO)
marked a new era in the global economy. For the first time
after more than forty years in a controlled market, China
took the step towards fully opening its doors to foreign
trade partners. Step by step, these partners will establish
their bases in China, enjoying equal access to one of the
biggest and fastest growing economies in the world.
This is both good and bad news for the Chinese banks.
On the one hand, this market stimulus will intensify
economic growth, opening more opportunities for them.
On the other hand, the Chinese banking industry has
limited internal capabilities and is still heavily burdened
by massive non-performing loans. Foreign competition
is hardly welcomed.
With the market transforming, fierce competition looming,
and significant opportunities ahead, China’s banking
industry is at a crossroads of change. Standing still is not
an option as institutions confront both the onslaught of
new competitors and the equally daunting challenge of
finding the right direction for themselves.
This paper discusses the uncertainties facing the Chinese
banking industry and identifies some strategic priorities
that banks must address. Although the paper’s primary
audience is the senior management of Chinese banks, the
insights may be equally enlightening to foreign banking
executives who contemplate entering the Chinese market.
Drawing on experience from other markets that have
undergone sweeping banking reforms, the paper will also
explore five plausible competitive scenarios in China.
Banking players are urged to monitor regulatory directions
and market forces closely to gain early insight into the
changing landscape and to set their priorities.
The paper is based on The Boston Consulting Group’s
(BCG) broad experience in advising banking clients in
China and globally, supplemented by publicly available
information. Special thanks go to the project team, led
by Sean Jiam, and to many BCG colleagues who developed
much of the thinking in this report. They include Min
Cao, Jie Feng, Joseph Kwok, Sin Beng Ong, Connie Yu,
Simon Yuen, and Vivian Zheng. We would also like to
thank the BCG officers who contributed their insights:
Thomas Achhorner, David Gilmour, Jim Hemerling, David
Michael, Roman Scott, Peter Wetenhall, and John Wong.
“China Crossroads: Competitive Priorities for Chinese
Banks” provides an in-depth look at the Chinese banking
industry at a momentous time in its evolution. We
welcome your feedback and encourage you to contact
us.

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