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China Urban Commercial Bank Market Prospects and Development Strategy Planning Report, 2013-2017
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Table of Contents
Content Summary
Chapter 1: Development Background of China Urban Commercial Bank
1.1 Development History of Urban Commercial Bank
1.1.1 Analysis of Development History of Domestic Urban Commercial Bank
(1) Tough Starting Stage
(2) Hardworking Adjustment Stage
(3) Rapid Development Stage
1.1.2 Cycle Features of Domestic Urban Commercial Bank
1.1.3 Development History of Foreign Small and Medium-sized Banks
(1) Development History of US Community Banks
(2) Development History of Germany Saving Banks
(3) Development History of Japan Regional Banks
1.2 Economic Position of Urban Commercial Bank
1.2.1 Position in Domestic Financial System
1.2.2 Position in Banking Financial System
1.3 Major Supervisory Indicators in Urban Commercial Bank
1.3.1 Credit Risk of Urban Commercial Bank
1.3.2 Liquidity Indicator of Urban Commercial Bank
1.3.3 Benefit Indicator of Urban Commercial Bank
1.3.4 Capital Adequacy Index of Urban Commercial Bank
1.3.5 Market Risk Indicator of Urban Commercial Bank
1.3.6 Non-performing Loan Ratio Index of Urban Commercial Bank
1.4 Analysis of Banking Relation Network in Urban Commercial Bank
1.4.1 Relation between Urban Commercial Bank and People’s Bank of China
1.4.2 Relation between Urban Commercial Bank and Local Government
1.4.3 Relation between Urban Commercial Bank and Other Commercial Bank
1.5 SWOT Analysis of Development of Urban Commercial Bank
1.5.1 Development Advantages of Urban Commercial Bank
(1) 5.2 Development Disadvantages of Urban Commercial Bank
1.5.2 Development Opportunities of Urban Commercial Bank
1.5.3 Development Threats of Urban Commercial Bank
Chapter 2: Analysis of Operation Environment of China Urban Commercial Bank
2.1 Analysis of Operation of Urban Commercial Bank
2.1.1 Loan Structure of Commercial Bank Industry
2.1.2 Overall Operation Index of Commercial Bank
2.1.3 Development Trend for Commercial Bank
2.1.4 Development Trend for Banking Credit Environment
2.2 Analysis of Policy Environment for Urban Commercial Bank =
2.2.1 Impact of “Basel III”
(1) Impact on Banking Industry’s Operation Model
(2) Impact on Banking Industry’s Development Strategy
2.2.2 Laws and Regulations Related to Urban Commercial Bank
(1) Regulatory Policies Related to People’s Bank of China
(2) Supervision Policies Related to CBRC
(3) Prospects for Related Laws and Policies
1) Prospects for Release of Deposit Insurance System
2) Prospects for Interregional Operation Policies in Urban Commercial Bank
2.2.3 Prospects for Supervisory Indicators of Urban Commercial Bank in 2013s
(1) Capital Supervision System of Commercial Bank
(2) Liquidity Risk Supervisory Standard for Commercial Bank
(3) Leverage Ratio Indicator of Commercial Bank
(4) Provision Coverage of Commercial Bank
2.3 Analysis of Economic Environment for Urban Commercial Bank
2.3.1 Operation of Domestic Macro-economy
2.3.2 Prospect Forecast for Domestic Macro-economy
2.3.3 Urban Commercial Bank’s Loan Environment for Key Industries
(1) Loan Environment for Manufacturing Industry
(2) Loan Environment for Real Estate Industry
(3) Loan Environment for Transportation Industry
(4) Loan Environment for Wholesale and Retail Industry
(5) Loan Environment for Energy Saving and Environmental Protection Industry
(6) Loan Environment for Other Industries
2.4 Macro-environment Warning for Urban Commercial Bank
2.4.1 Impact of Interest Rate Liberalization on Urban Commercial Bank
(1) Impact on Business Structure of Urban Commercial Bank
1) Forecast for Impact on Deposit Business of Urban Commercial Bank
2) Forecast for Impact on Loan Business of Urban Commercial Bank
3) Forecast for Impact on Intermediary Business of Urban Commercial Bank
(2) Impact on Urban Commercial Bank’s Operation Direction
(3) Impact on Urban Commercial Bank’s Profit Model
(4) Prospects for Promoting Progress of Interest Rate Liberation
2.4.2 Analysis of Impact of Disintermediation
2.4.3 Impact of Strengthening Supervision on Capital Adequacy Ratio
2.4.4 Impact of Domestic Economic Structure Adjustment
Chapter 3: Operation and Competitive Landscape of Urban Commercial Bank in China
3.1 Development Size of Urban Commercial Bank
3.1.1 Number of Urban Commercial Bank
3.1.2 Operation Branch Size of Urban Commercial Bank
3.1.3 Asset Size of Urban Commercial Bank
(1) Contrast for Asset Size in Banking Industry
(2) Growth Trend for Urban Commercial Bank’s Asset Size
(3) Factors of Influencing Urban Commercial Bank’s Asset Size
3.1.4 Income Size of Urban Commercial Bank
3.2 Analysis of Capital Supplement Routes for Urban Commercial Bank
3.2.1 Supplement Route of Subordinated Debt
(1) Issuing Size of Subordinated Debt
(2) Issuing Cost of Subordinated Debt
(3) Issuing Plan for Subordinated Debt
(4) Subscription Structure of Subordinated Debt
(5) Limitation of Issuing Subordinated Debt
3.2.2 Analysis of Routes to Increase Funds and Expand Stocks
(1) Changes of Increase Funds and Expand Stocks
(2) Capital Sources of Increase Funds and Expand Stocks
(3) Transaction of Increase Funds and Expand Stocks
(4) Risks for Stockholder Increasing Funds and Expanding Stocks
(5) Bring in Foreign and Domestic Strategic Investors
1) Bringing-in Situation of Strategic Investors
2) Trend for Bringing in Strategic Investors
3) Successful Factors of Bringing in Strategic Investors
3.2.3 IPO Route
(1) Financing Size of Listed Urban Commercial Banks
(2) Listing Plan for Pre-IPO Urban Commercial Banks
(3) Hindering Factors of Urban Commercial Banks
(4) CBRS’s Audit Centers for Urban Commercial Banks
3.2.4 Other Capital Supplement Routes
(1) Issuing Route of Hybrid Capital Debt
(2) Route of Retained Earnings
3.3 Analysis of Competitive Landscape for Urban Commercial Bank
3.3.1 Five-force Model for Urban Commercial Bank
(1) Current Competition for Urban Commercial Bank
1) Regional Concentration of Urban Commercial Bank
2) Market Competition of Urban Commercial Bank
3) Competition Level of Urban Commercial Bank
4) M&A and Restructuring of Urban Commercial Bank
(2) Potential Entrants for Urban Commercial Bank
(3) Substitute Threats for Urban Commercial Bank
(4) Changes Trend for Depositor Bargaining Power
(5) Changes Trend for Creditor Bargaining Power
3.3.2 Competition Trend for Urban Commercial Bank
(1) Competition Stage Preliminary
(2) Competition Stage Advantage
(3) Competition Stage Higher
Chapter 4: Research and Analysis on Business Segment of China Urban Commercial Bank
4.1 Asset Business of Urban Commercial Bank
4.1.1 Loan Business of Urban Commercial Bank
(1) Loan Size of Urban Commercial Bank
(2) Urban Commercial Bank’s Loan Concentration for Industries
(3) Urban Commercial Bank’s Loan Concentration for Customer
1) Loan Concentration Status for Customer
2) Loan Concentration Cause for Customer
3) Strategy for Lowering Loan Concentration for Customer
(4) Regional Distribution of Urban Commercial Bank’s Loan Size
4.1.2 Loan Objectives for Urban Commercial Bank
(1) Loan for Local Government’s Financing Platform
1) Loan Size of Local Government’s Financing Platform
2) Debt-paying Ability of Local Government’s Financing Platform
3) Regional Distribution of Local Government’s Financing Platform
4) Risk Forecast for Local Government’s Financing Platform
(2) Corporate Loan Business of Urban Commercial Bank
(3) Personnel Loan Business of Urban Commercial Bank
4.1.3 Investment Banking Business of Urban Commercial Bank
(1) Operating Advantages and Disadvantages of Urban Commercial Bank’s Investment Banking Business
(2) Development Status of Urban Commercial Bank’s Investment Banking Business
(3) Organization Model of Urban Commercial Bank’s Investment Banking Business
(4) Operation Model of Urban Commercial Bank’s Investment Banking Business
(5) Risk Control Model of Urban Commercial Bank’s Investment Banking Business
4.2 Analysis of Urban Commercial Bank’s Intermediary Business Expanding
4.2.1 Expanding Route of Urban Commercial Bank’s Intermediary Business
4.2.2 Agent Business of Urban Commercial Bank’s
(1) Necessity for Operating Agent Business
(2) Investment Return on Agent Business
(3) Investment Prospects for Agent Business
(4) Competitive Landscape of Agent Business
1) Agent Insurance Business
2) Agent Fund Business
3) Agent Public Affair Charges
(5) Development Contrast for Agent Business
(6) Suggestion for Advance Development of Agent Business
4.2.3 Expanding Urban Commercial Bank’s Banking Business
(1) Necessity for Operating Banking Business
(2) Investment Return on Banking Business
(3) Investment Prospects for Banking Business
(4) Competitive Landscape of Banking Business
(5) Development Contrast for Banking Business
(6) Suggestion for Advance Development of Banking Business
4.2.4 Expanding Urban Commercial Bank’s Credit Card Business
(1) Necessity for Operating Credit Card Business
(2) Investment Return on Credit Card Business
(3) Investment Prospects for Credit Card Business
(4) Competitive Landscape of Credit Card Business
(5) Development Contrast for Credit Card Business
(6) Suggestion for Advance Development of Credit Card Business
4.2.5 Analysis of Urban Commercial Bank’s Wealth Management Product
(1) Analysis of Urban Commercial Bank’s Wealth Management Product Market
1) Issuing Size of Banking Wealth Management Product
2) Competitive Landscape for Banking Wealth Management Product Business
3) Contrast for Banking Wealth Management Product Business
(2) Earnings for Banking Wealth Management Product Business
(3) Strategy for Operating Urban Commercial Bank’s Wealth Management Product Business
1) Strategy for Improving Urban Commercial Bank’s Brand Value
2) Suggestion for Constructing Marketing System of Wealth Product
3) Marketing Strategy of Strengthening Market with Cooperation
4.3 Analysis of Urban Commercial Bank’s Deposit Business
4.3.1 Deposit Size of Urban Commercial Bank
4.3.2 Regional Distribution of Urban Commercial Bank
4.3.3 Customer’s Deposit Structure in Urban Commercial Bank
4.3.4 Deposit Rate Ceilings of Urban Commercial Bank
4.3.5 Deposit Rate Contrast in Urban Commercial Bank
4.4 Feasibility for Urban Commercial Bank Operating Other Business
4.4.1 Feasibility for Urban Commercial Bank Operating Foreign Exchange Transaction
4.4.2 Feasibility for Urban Commercial Bank Operating Retail Banking Business
4.4.3 Feasibility for Urban Commercial Bank Operating International Business
Chapter 5: Analysis of Development Space for China Urban Commercial Bank in Other Regions
5.1 Obstacles for Urban Commercial Bank’s Cross-region Expansion
5.1.1 External Pressure on Urban Commercial Bank’s Cross-region Expansion
5.1.2 Internal Pressure on Urban Commercial Bank’s Cross-region Expansion
5.2 Urban Commercial Bank’s Cross-region Operation Status
5.2.1 Driving Factors of Urban Commercial Bank’s Cross-region Operation
5.2.2 Size of Urban Commercial Bank’s Cross-region Operation
(1) Urban Commercial Bank Establishing Branches in Other Provinces
(2) Urban Commercial Bank Establishing Branches within the Province
(3) Urban Commercial Bank Launch Banking Building Move in Villages and Towns
5.2.3 Difficulty in Urban Commercial Bank’s Cross-region Operation
5.3 Feasibility for Urban Commercial Bank’s Cross-region Operation
5.3.1 Site Selection Factors of Urban Commercial Bank’s Branches in Other Regions
5.3.2 Risks in Urban Commercial Bank’s Cross-region Operation
5.3.3 Loss Status of Urban Commercial Bank’s Cross-region Operation
5.3.4 Successful Cases of Urban Commercial Bank’s Cross-region Operation
5.4 Environment Contrast for Urban Commercial Bank’s Cross-region Expansion
5.4.1 Contrast for Urban Commercial Banks in Cities of Henan Province
(1) Contrast for Macro-environment
(2) Contrast for Operation Benefit
(3) Contrast for Competition Degree
(4) Contrast for Loan Structure
(5) Contrast for Operation Risk
5.4.2 Contrast for Urban Commercial Banks in Cities of Liaoning Province
(1) Contrast for Macro-environment
(2) Contrast for Operation Benefit
(3) Contrast for Competition Degree
(4) Contrast for Loan Structure
(5) Contrast for Operation Risk
5.4.3 Contrast for Urban Commercial Banks in Cities of Shandong Province
(1) Contrast for Macro-environment
(2) Contrast for Operation Benefit
(3) Contrast for Competition Degree
(4) Contrast for Loan Structure
(5) Contrast for Operation Risk
5.4.4 Contrast for Urban Commercial Banks in Cities of Sichuan Province
(1) Contrast for Macro-environment
(2) Contrast for Operation Benefit
(3) Contrast for Competition Degree
(4) Contrast for Loan Structure
(5) Contrast for Operation Risk
5.4.5 Contrast for Urban Commercial Banks in Cities of Zhejiang Province
(1) Contrast for Macro-environment
(2) Contrast for Operation Benefit
(3) Contrast for Competition Degree
(4) Contrast for Loan Structure
(5) Contrast for Operation Risk
5.4.6 Contrast for Urban Commercial Banks in Cities of Hebei Province
(1) Contrast for Macro-environment
(2) Contrast for Operation Benefit
(3) Contrast for Competition Degree
(4) Contrast for Loan Structure
(5) Contrast for Operation Risk
5.4.7 Contrast for Urban Commercial Banks in Cities of Shanxi Province
(1) Contrast for Macro-environment
(2) Contrast for Operation Benefit
(3) Contrast for Competition Degree
(4) Contrast for Loan Structure
(5) Contrast for Operation Risk
5.4.8 Contrast for Urban Commercial Banks in Cities of Hubei Province
(1) Contrast for Macro-environment
(2) Contrast for Operation Benefit
(3) Contrast for Competition Degree
(4) Contrast for Loan Structure
(5) Contrast for Operation Risk
5.4.9 Contrast for Urban Commercial Banks in Cities of Jiangsu Province
(1) Contrast for Macro-environment
(2) Contrast for Operation Benefit
(3) Contrast for Competition Degree
(4) Contrast for Loan Structure
(5) Contrast for Operation Risk
Chapter 6: Development Strategic Planning for Urban Commercial Bank in China
6.1 Strategic Positioning Model for Urban Commercial Bank
6.1.1 Strong and Powerful Comprehensive Strategic Positioning Model
6.1.2 Professional Strategic Positioning Model for SME
6.1.3 “Blue Ocean” Differentiation Strategic Positioning Model
6.1.4 Strategic Positioning Model for Substantial Shareholder’s Combination between Industry and Finance
6.1.5 Group-based Featured Strategic Positioning Model
6.2 Development Strategy Realization Route for Urban Commercial Bank
6.2.1 Development Strategy for Urban Commercial Bank’s M&A and Restructuring
(1) Typical Case of Merger Strategic Model
1) Basic Introduction to Urban Commercial Bank
2) Merger Thought of Urban Commercial Bank
3) Merger Process for Urban Commercial Bank
4) Merger Experience of Urban Commercial Bank
(2) Typical Case of New Consolidation Strategic Model
1) Basic Introduction to Urban Commercial Bank
2) New Consolidation Thought of Urban Commercial Bank
3) New Consolidation Process for Urban Commercial Bank
4) New Consolidation Experience of Urban Commercial Bank
(3) Typical Case of Merged Model for Urban Commercial Bank
1) Basic Introduction to Urban Commercial Bank
2) Urban Commercial Bank’s Merged Route
3) Merged Model Experience for Urban Commercial Bank
(4) Suggestion for Urban Commercial Bank Selecting M&A Strategy
6.2.2 Analysis of Urban Commercial Bank’s Cross-region Development Strategy
(1) Case of Cross-region Development Strategic Model in A Narrow Sense
1) Basic Introduction to Urban Commercial Bank
2) Cross-region Development Model in A Narrow Sense
3) Cross-region Development Process in A Narrow Sense
4) Cross-region Development Experience in A Narrow Sense
(2) Case of Establishment Model for Cross-region Branches
1) Basic Introduction to Urban Commercial Bank
2) Branch Establishment Thought for Urban Commercial Bank
3) Branch Establishment Process for Urban Commercial Bank
4) Branch Establishment Experience for Urban Commercial Bank
(3) Case of Cross-region Development Strategic Model in A Broad Sense
1) Basic Introduction to Urban Commercial Bank
2) Cross-region Development Model in A Broad Sense
3) Cross-region Development Process in A Broad Sense
4) Cross-region Development Experience in A Broad Sense
(4) Suggestion for Urban Commercial Bank Selecting Development Strategy
6.2.3 Development Strategy for Urban Commercial Bank Listing
(1) Pre-development Process of Listing Strategy
(2) Fiscal Fata Contrast between Urban Commercial Bank Pre- and Post-listing
1) Contrast for Asset
2) Contrast for Capital
3) Contrast for Profitability
4) Contrast for Customer Strategy
5) Contrast for Equity Concentration
6) Contrast for Loan Composition
7) Contrast for Loan Distribution
(3) Suggestion for Implementing Listing Development Strategy for Urban Commercial Bank
6.2.4 Growth Strategy for Urban Commercial Bank
(1) Strategy for Bringing in Strategic Investors to Urban Commercial Bank
1) Bring in Strategic Investor Model to Urban Commercial Bank
2) Strategic Investor Selecting the Target Countries
3) Case Study of Bringing in Foreign Financial Institutions to Urban Commercial Bank
(2) Development Strategy for Urban Commercial Bank’s Community Bank
1) Strategy for Urban Commercial Bank Buying into Rural Bank
2) Urban Commercial Bank’s Development Strategic Model in Urban Area
6.3 Case Study of Foreign Local Banks Rising up
6.3.1 The Paris National Bank’s Strategy for Rising up
6.3.2 Case Study of Port Chester Country Banks
Chinese version of “Basel III” will have officially taken effect since 2013. Confronting with increasingly rigid supervision and control, the capital constraint pressure in banking industry becomes greater and greater; meanwhile, the government pushes to build a reverse cycle macro-prudent financial management system framework, which fully covers all facets of operation and management in commercial banks, so the urban commercial banks pay more attention to research on external environmental factors, such as economic and financial factors, as well as focus more on their own strategic positioning.
With the acceleration of social and economic transformation, the traditional social demand, such as financing demand in large-scaled companies, tends toward shrinking, while contemporary, some new demand keeps growing beyond expectation. Under the background of government accelerating to conduct financial reform, a key success for an urban commercial bank is to tightly lock and capture the demand when it has not formed yet, since those successful companies always devote their lives to search for current demand, potential demand and new demand in the industry!
Chinese version of “Basel III” will have officially taken effect since 2013. Confronting with increasingly rigid supervision and control, the capital constraint pressure in banking industry becomes greater and greater; meanwhile, the government pushes to build a reverse cycle macro-prudent financial management system framework, which fully covers all facets of operation and management in commercial banks, so the urban commercial banks pay more attention to research on external environmental factors, such as economic and financial factors, as well as focus more on their own strategic positioning. Parts of urban commercial banks have positively explored them, and achieved good results.
With Forward’s long-term tracking and collecting market data of urban commercial banks, and adopting the international synchronized scientific analysis model, we roundly and accurately analyze the industry structure system for you from the view of mastering the whole industry. This report mainly focuses on analyzing the background of urban commercial banks and which phase urban commercial bank stays in; what kind of economic and financial environment is urban commercial bank in; the operation and competitive landscape of urban commercial bank; the segment business of urban commercial bank; the cross-region development and feasibility of urban commercial bank; the strategy positioning and planning of urban commercial bank; the major difficulties in urban commercial bank; the future development opportunity and prospects for urban commercial bank; and finally providing strategy positioning for urban commercial bank through some fiscal data on urban commercial banks locating in major cities, for purpose of pointing out development directions for urban commercial banks. Meanwhile, with comprehensive and specific first-hand market data over nearly past 5 years, Forward helps you to grasp the market and development trends of urban commercial banks, so as to win advantages from competition!
This report will help urban commercial banks’ administrators, urban commercial banks’ investors, and local government financial bureaus to precisely grasp the latest development trend, and find the blank, opportunity, growth, profit spots and others in the market of industry in advance, and grasp the market demand and trends that has not been found in the perspective of forward-looking. It also helps form a sustainable development advantage, effectively avoid investment risks in the industry, effectively consolidate or extend according strategic target markets, and firmly hold the initiative right to compete.
Here, we would like to express our sincere gratitude to People’s Bank of China, Ministry of State Information Center, Bureau of Statistics of China, China Customs, CBRC, International Information Research Institute, Chinese Academy of International Trade and Economic Cooperation, Tsinghua University Library, Development Research Center of the State Council and Beijing Essence Forward Research Center, for their great support when we conduct this report!
Notice: All the market data, especially corporations' ranking data in the report, only for business reference. Please do not take the data for enterprise publicity. Thank you! Or Forward shall not take any responsibility for any consequences!
Special tips: Ignoring some subtle hints in the violent change of external environment, and failure of updating strategic decisions timely will finally lead to the loss of competitive advantage. A true successful company will make scientific researches on external environment consciously or unconsciously, so as to formulate a key scientific operating strategy!
Best wishes for every enterprise with a big dream that can draw up a high-quality operating decision, to effectively avoid the risks and continuously gain the success.
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