浅议商业银行财务管理创新

我国加入WTO,中资商业银行与外资银行竞争日趋激烈,如何尽快通过财务管理创新,提升银行财务管理能力,不断增强商业银行竞争力,是我们面临的一个重要课题.笔者结合工作实际,对此作些分析与思考.     

如何构建经营决策支持型的财务管理体系

本文对大力加强以决策支持为目标的财务职能建设,就如何建立以"经营核算-预算-经营分析-业绩评估"为核心的财务管理体系提出了具体思路和方法,同时,提出了确保该体系有效运行的基础保障措施。通过建立与完善决策支持型的财务管理体系,为企业决策提供支撑,为推动公司发展战略目标的实现发挥财务管理的价值。     

浅析我国农村商业银行财务管理存在的问题及对策

随着我国经济的不断发展,许多国外的银行也进入到中国市场,这在很大的程度上对国内银行的经营发展产生了冲击。作为以"服务三农"为主旨的农村商业银行,更是在这场竞争中处于劣势地位。而财务管理工作是银行工作过程中最为核心的内容,在商业银行的经营过程中显得尤为重要。只有加强财务管理工作,才能更好地提升农村商业银行在行业中的竞争力,更好的使银行的效益得到保障。这篇文章对在农村商业银行经营过程中财务管理所存在的各种问题进行了简述,并提出了一些解决问题的措施,希望能够给农村商业银行的财务管理工作带来一点作用。     

商业银行财务管理创新刍议

加入WTO后,中资商业银行与外资银行竞争日趋激烈,如何尽快通过财务管理创新,提升银行财务管理能力,不断增强我国商业银行竞争力,这是我们面临的一个重要课题。     

浅释策略性财务管理

一般而言，财务营运会发生困难，均因企业经营者做出错误的经营决策、错误的行销方法，或缺乏对市场情况的透彻了解，以及营运不良所致。由于企业的经营资源有限，要能合理而有效的分配与使用，企业经营者必须积极地进行财务规划。周密而健全的财务营运体系的建立和制度的切实执行，将使企业财务运作十分顺畅。     

晋煤整合财略

晋煤集团在资源整合过程中遇到的相关问题及做出的应对策略,为资源整合背景下的企业集团的财务管理概括出了重点。     

财务管理战略化

各位CFO:你们好!接《新理财》杂志社邀请,在岁末年初之际,写这封信,希望借此机会,将我在财务管理咨询工作中的一些感悟和体会,与在企业经营管理第一线的诸位CFO们分享与共勉。     

Financial management in China

This paper introduces the Journal of Multinational Financial Management's special issue on financial management in China. We provide a brief literature review of China's financial management policies, practices, and recent research findings, and describe how papers published in this special issue contribute to this literature. We also make many suggestions for future research.     

马蔚华：把支持小微企业作为发展战略的重中之重

在第六届中国企业国际融资洽谈会上,招商银行行长马蔚华发表主旨演讲,他认为：强化科技金融合作,服务中小微企业发展,是中国企业转型的重中之重,他说.     

The office of strategy management

There is a disconnect in most companies between strategy formulation and strategy execution. On average, 95% of a company's employees are unaware of, or do not understand, its strategy. If employees are unaware of the strategy, they surely cannot help the organization implement it effectively. It doesn't have to be like this. For the past 15 years, the authors have studied companies that achieved performance breakthroughs by adopting the Balanced Scorecard and its associated tools to help them better communicate strategy to their employees and to guide and monitor the execution of that strategy. Some companies, of course, have achieved better, longer-lasting improvements than others. The organizations that have managed to sustain their strategic focus have typically established a new corporate-level unit to oversee all activities related to strategy: an office of strategy management (OS M). The OSM, in effect, acts as the CEO's chief of staff. It coordinates an array of tasks: communicating corporate strategy; ensuring that enterprise-level plans are translated into the plans of the various units and departments; executing strategic initiatives to deliver on the grand design; aligning employees' plans for competency development with strategic objectives; and testing and adapting the strategy to stay abreast of the competition. The OSM does not do all the work, but it facilitates the processes so that strategy is executed in an integrated fashion across the enterprise. Although the companies that Kaplan and Norton studied use the Balanced Scorecard as the framework for their strategy management systems, the authors say the lessons of the OSM are applicable even to companies that do not use it.     

6σ管理战略模式

质量管理达到一定水平后再采用高级的方法和工具进行改进，便有事半功倍之效。许多成功实施基础质量管理方法的世界级公司，再实施6σ管理战略，在进一步降低缺陷、提高产品或服务质量，维系和提高客户的满意度和忠诚度等方面，均取得了惊人成效。     

The decision to outsource risk management services

We apply transaction cost economics to identify factors influencing companies’ decision to internally generate or outsource risk management services. A unique sample is used which combines publicly available data with private information supplied by 281 Australian listed companies. We find that expenditure on research and development, greater technological uncertainty, more competitive environments, more overseas sales and transaction frequency are associated with less outsourcing of risk management services. Uncertainty due to environmental diversity is associated with more outsourcing of risk management services. Companies that outsource risk management services also have lower staff turnover and provide more specialised training and longer contracts for risk management suppliers.     

太平洋保险：领先信息技术战略全面支持企业发展

中国太平洋保险（集团）股份有限公司（以下简称“太平洋保险”）近年来在IT建设方面可谓动作频频,从总体IT战略规划到企业级信息模型的开发,以及新一代核心业务系统的建设,太平洋保险的信息化建设稳步快速前进。脚踏实地的信息化建设使太平洋保险正在加快实现“成为面向国际的保险、金融服务集团”的战略目标,向资本充足、内控严密、运营安全、服务和效益良好的现代金融企业迈进。     

Allocation of decision rights and the investment strategy of mutual funds

The literature suggests that while decentralized decision making can allow for greater specialization in an organization, it heightens the cost of coordinating decisions. The mutual fund industry—in particular, sole- and team-managed balanced funds—provides an ideal setting to test the specialization versus coordination trade-off, as information on decision structures and fund actions is easily obtained. We show that sole-managed balanced funds, with centralized decision rights, exhibit significant market timing that requires reallocation across asset classes. However, consistent with coordination difficulties between managers specializing in particular asset classes, no market timing is evident in team-managed balanced funds. Team-managed funds exhibit greater returns from specialization, in the form of better security selection performance than sole-managed funds. These results hold cross-sectionally and for funds that switch management structures. The overall returns across different management structures are similar, indicating a market equilibrium. Investor flows reward market-timing performance for sole- but not team-managed funds.     

潘功胜：让金融改革助推财富管理发展

在中国财富管理50人论坛上,中国人民银行副行长潘功胜说：可以预见,中国今后一段时间将处于经济的快速增长和财富的大量积累阶段。如何做好国民财富管理,确保民众金融资产的保值增值,事关收入分配．国民财富增长和经济发展转型,不仅是金融问题,