《中国信用卡产业发展蓝皮书（2010）》发布

2011年5月30日,中国银行业协会银行卡专业委员会在北京发布了《中国信用卡产业发展蓝皮书（2010）》（以下简称《蓝皮书》）。中国银行业协会专职副会长杨再平,中国银行业协会银行卡专业委员会主任、中国民生银行股份有限公司（以下简称“民生银行”）副行长邢本秀共同启动了《蓝皮书》发布仪式。中国银行业协会副秘书长冯红、银行卡专业委员会各成员单位相关负责人出席了发布会。     

图片新闻

2007年12月12日,中国银行业协会在北京召开第七次会员大会。108家会员、准会员单位代表参加了会议,中国银监会党委委员、纪委书记王华庆出席会议并讲话,会长蒋超良代表第四届理事会向大会作了中国银行业协会2007年度工作报告。(中国银行业协会供稿)     

中国银行业协会第一次会员大会召开

中国银行业协会于2000年5月10日在京宣布成立,并召开第一次会员大会,审议通过了《中国银行业协会章程》和《中国银行业同业自律公约》。中国人民银行行长戴相龙与中央金融工委副书记阎海旺为中国银行业协会揭牌。《中国银行业协会章程》共八章,55条,明确规定了中国银行业协会的职责、会员、组织机构、资产管理和使用原则,以及章程的修改程序、终止程序及终止后的财产处理等。《章程》规定,凡经中国人民银行批准成立的、具有独立法人资格的各商业银行、政策性银行等,承认本章程,均可申请加入协会。各地银行业协会承认本章程,均可成为团体会员…     

行业评价体系是话语权和风向标——商业银行稳健发展能力“陀螺”评价体系及试评结果

由中国银行业协会牵头,交通银行等机构共同主办的"陀螺"评价体系于近期完成,并发布首份评估结果。中国银行业协会专职副会长杨再平在发布会上介绍了该评价体系的建立过程和试评结果。同时,中国银行业协会行业发展研究委员会主任、交通银行首席经济学家连平接受了本刊的采访,现本刊一并予以刊登,以供关注中国商业银行发展状况的读者参考。     

上海金融动态(2011.07)

7.4主题为新市场、新秩序、新发展——中国银团贷款市场的构建的中国银行业协会银团贷款与交易专业委员会第二届年会在上海召开。本次年会上,中国银行业协会举行了2010银团贷款业务评优颁奖仪式,向国家开发银行等20家开展银团贷款业务业绩突出的银行颁发了奖项。     

要闻回顾

3月23日 中国银行业协会自律工作委员会成立大会在北京举行，会议审议通过了《中国银行业协会自律工作委员会规则》，这标志着中国银行业自律进入一个务实和依法维权的阶段。     

中国银行业从业人员资格认证制度暂行规定

第一条 根据《中华人民共和国行政许可法》、《银行业协会工作指引》、《中国银行业协会章程》及《中国银行业协会银行业从业人员资格认证委员会工作规则》，制定本规定。     

中国银行业社会责任共同宣言

2011年6月．中国银行业协会发布了《2010年度中国银行业社会责任报告》。为此．中国银行业协会专门召开会议．在会议现场．各会员单位自愿签署了由中国银行业协会发起的《中国银行业社会责任共同宣言》．这是银行业“服务公众．回报社会．积极履行行业社会责任”的郑重承诺．表达了中国银行业将社会责任工作深入推进的决心和信心.     

中国银行业协会银行卡专业委员会成立大会在京隆重召开

2009年7月28日,中国银行业协会银行卡专业委员会成立大会暨第一次全体成员会议在北京召开。中国银监会纪委书记王华庆出席大会并作重要讲话。中国银行业协会专职副会长杨再平、中国银监会办公厅和业务创新监管协作部有关领导以及民政部和各商业银行的有关领导和代表出席了会议。     

2011年7月上海金融动态

7.4主题为＂新市场、新秩序、新发展——中国银团贷款市场的构建＂的中国银行业协会银团贷款与交易专业委员会第二届年会在上海召开。本次年会上,中国银行业协会举行了＂2010银团贷款业务评优颁奖＂仪式,向国家开发银行等20家开展银团贷款业务业绩突出的银行颁发了奖项。     

Kill a brand, keep a customer

Most brands don't make much money. Year after year, businesses generate 80% to 90% of their profits from less than 20% of their brands. Yet most companies tend to ignore loss-making brands, unaware of the hidden costs they incur. That's because executives believe it's easy to erase a brand; they have only to stop investing in it, they assume, and it will die a natural death. But they're wrong. When companies drop brands clumsily, they antagonize loyal customers: Research shows that seven times out of eight, when firms merge two brands, the market share of the new brand never reaches the combined share of the two original ones. It doesn't have to be that way. Smart companies use a four-step process to kill brands methodically. First, CEOs make the case for rationalization by getting groups of senior executives to conduct joint audits of the brand portfolio. These audits make the need to prune brands apparent throughout the organization. In the next stage, executives need to decide how many brands will be retained, which they do either by setting broad parameters that all brands must meet or by identifying the brands they need in order to cater to all the customer segments in their markets. Third, executives must dispose of the brands they've decided to drop, deciding in each case whether it is appropriate to merge, sell, milk, or just eliminate the brand outright. Finally, it's critical that executives invest the resources they've freed to grow the brands they've retained. Done right, dropping brands will result in a company poised for new growth from the source where it's likely to be found--its profitable brands.     

Preparing a research proposal for a student research dissertation: a pedagogic note

When students are required to engage in research of one kind or another and to produce dissertations – whether as a substantial component of a research degree or as a lesser component in a taught degree – the research proposal is a crucial pedagogic mechanism. But whilst textbooks give guidance on the preparation of such a proposal they rarely provide an illustration of what a proposal might look like. This short note attempts to overcome this lack. It provides a fictitious proposal of a fictitious project in a form that may well be required of accounting and finance students. The note also provides some discussion about the process of construction of the proposal and then undertakes a brief auto-critique of the proposal itself. The note is intended, principally, to be used with students to help them in the construction of their own research proposals.     

两起网上银行服务纠纷判例及其启示

基本案情案例一:2005年5月,杨某在北京某银行开立个人银行结算账户存折及借记卡,并设置个人密码。同日,杨某申请银行开通了该借记卡的网上银行对外转账功能,并签署《网上银行使用协议书》,其中约定:“用户必须妥善保管本人网上银行登     

Naturoids: From a dream to a paradox

The human ambition to reproduce natural objects and processes has a long history, and ranges from pure dreams to actual design: from Icarus's wings to modern-day robotics and bioengineering. The concept of naturoid has been introduced in the last decade or so, for referring to man's attempts to reproduce natural phenomena. The development of naturoids may be viewed as a special class of technological activity, distinct from the general class of technology. The concept of naturoid should be useful for methodological research aimed at finding possible common rules, potentialities and constraints characterizing the human effort to reproduce natural objects.Tacitly, many designers think that the continuing improvement of a naturoid consists in its ever-growing overlap with the natural instance, and that the holy grail, as it were, is the complete reconstruction of a natural object of process, from its external appearance to its inner workings. This paper tries to show that a naturoid is always the result of a reduction of the complexity of natural objects, due to an unavoidable multiple selection strategy. Nevertheless, the reproduction process implies that naturoids take on their own new complexity, resulting in a transfiguration of the natural exemplars and their performances, leading to a true innovation explosion. As a matter of fact, the core performances of contemporary naturoids improve, but, paradoxically, the more a naturoid develops, the further away it moves from its natural counterpart. Therefore, naturoids will more and more affect our relationships with advanced technologies and with nature, but in ways quite beyond our predictive capabilities.     

Leveraging a call-put ratio as a trading signal

We examine whether a put-call ratio, derived from a unique set of market data, can be used to predict directional moves in asset prices during various market conditions between March 2005 and December 2012. Our findings show: (1) specific market participant's options trading volume is a predecessor to asset price movements, and (2) portfolios based on the put-call ratio adjusted for four factors Carhart model and transaction costs exhibit abnormal excess returns.     

扎实工作热情服务做好注册会计师后续教育培训工作

一、具体做法 (一)制定培训规划,明确培训目标,完善培训制度 我们根据全省注册会计师行业发展情况和经济建设的需要,先后制定了《山东省注册会计师事业发展"九五"计划和2010年远景规划》(以下简称《规划》)、《山东省注册会计师后续教育培训规定》、《山东省注册会计师后续教育培训工作管理办法》、《山东省注册会计师后续教育培训工作奖励办法》、《山东省注册会计师后续教育培训兼职教师管理办法》,明确了我省今后一个较长时期内注册会计师培训工作的目标,并对培训工作的组织和管理做出了具体规定和要求,如奖励办法中规定,凡获得后续教育培训工作先进单位的事务所,按获奖单位上缴团体会费的5%,另加500元人民币进行奖励.     

Making a Drama Out of a Crisis a Dramaturgical Perspective on the New Technology Controversy

The introduction of new technology often leads to strong public concerns about potential hazards. There are situations where unfounded concerns obstruct highly beneficial developments, but, equally, there are situations where unintended consequences of new technology are overlooked and individuals are harmed. Clearly there are advantages in improving the dialogue between those introducing the technology and those who could be affected by it.

This article uses dramaturgical analysis to explore the interactions between actors in a real life case study, the introduction of a hydrogen refuelling facility in London. Dramaturgical analysis in the traditions of Burke and Goffman explores interactions from the perspective of impression management. The thesis is that the fronts that actors use must relate to the settings they find themselves in, and this matching of front with setting constrains what can credibly be communicated in any situation. This research provides insights into the differences between the front necessary for credibility within an organisation and the fronts necessary for credibility in communicating with the public. It demonstrates how communication can be blocked by the situations actors find themselves in and conflict can emerge as a substitute for effective communication.