全面开放后中资银行如何“与狼共舞”

自2006年12月1日起，我国金融业加入世贸组织五年过渡期宣告结束，开始跨入一个全面开放的新时代，从此中，外资银行站在同一起跑线上展开全面竞争。从对比分析中资银行与外资银行各自的优势劣势的视角出发，提出了中资银行扬长避短，应对外资银行全面挑战的策略和措施。     

中资银行面临外资银行七大挑战

今年12月11日，中国将结束5年的“过渡期”，开始全面履行加入WTO的承诺。中资银行将与外资银行展开全面的合作与竞争，外资银行将以其丰富的经验、优良的服务、卓越的管理给中资银行带来巨大的冲击和挑战。     

大力加强文化建设 努力构建和谐银行

自去年12月11日中国履行入世承诺全面开放银行业后，外资银行通过改制成国内独立的法人银行后，可以全面经营人民币和外币业务，与中资银行共享国民待遇。中资银行在风险管理、金融创新、客户关系、电子化等方面都将面临着严峻的挑战，提高服务水平与质量成为中资银行决战外资银行的唯一途径。而服务水平与质量的提高又依赖于经营管理理念、     

外资银行对住房贷款市场的影响及中资银行的对策

在对外资银行全面开放人民币业务的宏观背景下，就其对国内住房贷款市场和中资银行住房贷款业务可能产生的影响进行了深入探讨，分析了外资银行在经营理念、产品种类、定价经验、销售策略和服务水平等多方面的优势，并对中资银行提出了有关对策建议。     

外资进入，磨砺霍霍双刃剑

外资银行在中国的业务经营范围已与中资银行相差无几,在中国银行业全面开放之时,外资银行已经具备与中资银行形成广泛业务竞争的基础。     

中资银行服务营销的现状与对策

2007年是中国银行业全面对外开放的第一个完整年。面对来自外资银行的竞争压力，中国银行业通过股份制改造，补充资本金和引进海外战略投资，全面提升自身的核心竞争力。相较而言，外资银行在服务营销的创立和推行，实现与目标客户之间的互利共赢方面，比中资银行有明显优势。本着眼于中资银行服务营销的现状及存在的主要问题，探讨中资银行改进服务营销的方法和措施。[第一段]     

我国银行业国际化的战略思考

入世之后，中国银行业面临着经济生活全面开放、外资银行加入竞争、中资银行深入改制、市场机制迅速生成的新形势。随着对外经贸的迅速扩大和金融管制的逐步放松，外资银行谋求本土化，中资银行谋求国际化，这一交互的发展趋势构成我国银行业国际化发展的新格局。     

天津市外资银行发展现状及未来发展趋势预测

“入世”四年来,外资银行总体经营稳健并呈现良好发展势头。外资银行的进入和发展对中资银行的经营理念和管理体制带来了全面冲击。本文研究并揭示外资银行的经营特点,准确把握外资银行的经营战略,寻找中资银行的差距和不足,并提出解决对策。     

浅析中资银行在全面开放中的改革与创新

根据我国加入WTO的承诺,银行业的五年过渡期已全面结束,中国商业银行业进入全面对外开放的新时期,中资银行和外资银行已开始同台竞争.本文对中资银行与外资银行同台竞争中应采取的战略措施进行探讨.     

从容应对金融业开放

我国作为发展中大国，融入金融全球化是必然趋势。根据加入世贸组织的承诺．今年年底将实现金融业的全面开放．中资银行将与外资银行站在同一起跑线上竞争。去年以来，我国金融体制改革和对外开放的步伐明显加快．大批外资银行涌入我国市场、入股中资银行。     

升值之言该如何听

自今年6月中国暗示将松动人民币汇率以来,人民币升值幅度仅为0．4％,这大大低于华盛顿的期待,因此,中美两国的关系日益紧张起来。随着失业率的膨胀,以及选举年即将到来,美国国会再一次将人民币汇率摆上了议事日程：9月6日,华盛顿两位高官为缓和中美关系前往北京,就人民币及其他重要问题进行高峰会晤,以期达成共识。     

商业银行如何应对利率市场化

最近,中国央行的利率政策传达出利率市场化步伐骤然加快的信号,沉浸在央行利率管制环境下的国内商业银行突然感到"利基"竞争的性质发生了重要变化。那么.在利率市场化环境下商业银行应采取怎样的风险偏好,才能使贷款定价覆盖风险溢价?这是银行管理者必须回答的问题。     

When to ally & when to acquire

Acquisitions and alliances are two pillars of growth strategy. But most businesses don't treat the two as alternative mechanisms for attaining goals. Consequently, companies take over firms they should have collaborated with, and vice versa, and make a mess of both acquisitions and alliances. It's easy to see why companies don't weigh the relative merits and demerits of acquisitions and alliances before choosing horses for courses. The two strategies differ in many ways: Acquisition deals are competitive, based on market prices, and risky; alliances are cooperative, negotiated, and not so risky. Companies habitually deploy acquisitions to increase scale or cut costs and use partnerships to enter new markets, customer segments, and regions. Moreover, a company's initial experiences often turn into blinders. If the firm pulls off an alliance or two, it tends to enter into alliances even when circumstances demand acquisitions. Organizational barriers also stand in the way. In many companies, an M&A group, which reports to the finance head, handles acquisitions, while a separate business development unit looks after alliances. The two teams work out of different locations, jealously guard turf, and, in effect, prevent companies from comparing the advantages and disadvantages of the strategies. But companies could improve their results, the authors argue, if they compared the two strategies to determine which is best suited to the situation at hand. Firms such as Cisco that use acquisitions and alliances appropriately grow faster than rivals do. The authors provide a framework to help organizations systematically decide between acquisition and alliance by analyzing three sets of factors: the resources and synergies they desire, the marketplace they compete in, and their competencies at collaborating.     

How to Tie Equity Compensation to Long-Term Results

Companies, investors, and regulators around the world are now seeking to tie executives' payoffs to long-term results and avoid rewarding executives for short-term gains. Focusing on equity-based compensation, the primary component of top executives' pay, the authors analyze how such compensation should best be structured to provide executives with incentives to focus on long-term value creation.
To improve the link between equity compensation and long-term results, the authors recommend that executives be prevented from unwinding their equity incentives for a significant time period after vesting. At the same time, however, the authors suggest that it would be counterproductive to require that executives hold their equity incentives until retirement, as some have proposed. Instead, the authors recommend that companies adopt a combination of "grant-based" and "aggregate" limitations on the unwinding of equity incentives.
Grant-based limitations would allow executives to unwind the equity incentives associated with a particular grant only gradually after vesting, according to a fixed, pre-specified schedule put in place at the time of the grant. Aggregate limitations on unwinding would prevent an executive from unloading more than a specified fraction of the executive's freely disposable equity incentives in any given year.
Finally, the authors emphasize the need for effective limitations on executives' use of hedging and derivative transactions that would weaken the connection between executive payoffs and long-term stock values that a well-designed equity arrangement should produce.     

NYSE execution quality subsequent to migration to hybrid

In October 2006, the NYSE began rolling-out phase three of a four-phase plan initiate its new Hybrid trading mechanism. The results show that this new trading platform introduced a much larger proportion of electronic transactions relative to floor auction transactions. This migration to electronic transactions is further evidenced by a mirror shift in price discovery from floor trades to trades marked for automatic electronic execution. In addition, the move to Hybrid trading introduced a significant decrease in inventory control costs, as well as a noticeable increase in trade persistence. Finally, the new trading platform has increased the speed with which orders are met, and has also decreased the proportion of executed shares which receive price improvement.

How to stop the race to the bottom

Standard tax multipliers are a widespread feature of fiscal equalization systems. A simple theoretical model shows that actual tax multipliers respond positively to changes in standard tax multipliers. This theoretical prediction is tested empirically using data on municipalities in Germany. A quasi-experiment in the state of North Rhine-Westphalia is exploited to identify the incentive effect. The empirical results confirm that local business tax policy is shaped by standard tax multipliers. They provide a straightforward practical tool to avoid a race to the bottom in local business tax rates.