美国影子银行发展及监管改革

随着人们对次贷危机认识和反思的深入,影子银行及其监管成为防范金融危机、维护金融稳定的一个重要议题。本文介绍了美国影子银行的产生、发展和特点,分析了影子银行的脆弱性及其在本次危机中的表现,梳理了美国金融监管法案中对影子银行的监管措施及其对我国的启示。     

丹麦银行业稳定方案经验借鉴

丹麦银行业是一个资产业务以贷款为主、高度集中且竞争激烈的行业,由于大量中小型银行由农村信用社转制而来,2008年爆发的国际金融危机对其融资问题造成一定的冲击,为稳定国内金融市场,丹麦政府出台了银行业稳定方案。实践表明,该方案的实施在不使用政府资金的前提下,有效解决了银行业的融资问题,保障了金融体系的稳定运行,同时给丹麦政府带来了不菲收益。文章介绍了丹麦银行业稳定方案的主要政策措施,并总结其成功经验。     

影子银行的发展及其监管

自上个世纪末以来,影子银行快速发展,资产规模已接近传统银行体系。影子银行的风险被认为是造成2008年全球金融危机的重要原因,各国和国际金融机构近年纷纷出台加强影子银行监管的措施,试图改变过去监管缺失的状态。和国外影子银行以资产证券化为核心不同,我国影子银行的主要功能是作为融资渠道。因此,我国要借鉴国外影子发展和监管的经验,正确看待影子银行的作用,引导其规范发展并将其作为银行体系的有益补充。     

探析我国“影子银行”的金融风险及监管问题

由于商业银行传统信贷业务的压缩,我国的影子银行业务得到较大发展,但是影子银行业务存在较大的风险,需要采取措施对其进行严格监管。     

中美银行业盈利能力比较分析

选取ROA(资产收益率)作为衡量中美银行业盈利能力的最终指标,本文将ROA分解为多项中间指标,分别从收入和支出方面分析中美银行业盈利能力的差异及原因。研究结果显示:与美国银行业相比,中国银行业在利息支出、营业支出和所得税方面有一定的优势,但在利息收入、非利息收入方面劣势明显,最终导致中国银行业的盈利能力低于美国银行业。中国银行业应在现有低成本的优势下居安思危,学习美国盈利能力高的银行先进的资产负债管理技术,提高利息和非利息收入占总资产的比重,努力缩小和美国盈利能力较高银行业之间的差距。     

中国银行业信息化问题探讨

中国金融业和银行业的发展举世瞩目。中国银行业的信息化之路走过了20年,实现了信息大集中、运营集约化、管理现代化和服务电子化。随着全球经济一体化、金融一体化的深入推进,中国的商业银行必须从银行信息化走向信息化银行,即在银行信息化的基础上真正实现融汇、贯通,促使银行业经营管理产生根本变化。具体说来,就是要集中、整合、共享、挖掘。一要转变为规模化、标准化的作业模式,实现业务集中处理,最终达到经营管理的全面集中和集约,使银行在业务量快速增长、业务复杂性大幅提高的情况下,依然保证业务运营的高质量、高效率,有效降低生产运营成本,控制经营风险;二要按照统一的信息技术架构将银行内部各管理系统全部整合到一个系统管理平台,实现各系统互联互通;三要突破信息传导和查控的限制,提高可用性和易用性;四要对银行或者企业非常需要的管理信息、客户信息、产品信息等进行收集、储存和处理,进行挖掘和归纳性梳理,充分利用有价值的信息,帮助管理者判断市场,发现价格,评估风险,配置资源,提供决策支持。中国银行业应在全球银行业剧变之时,为银行信息化建设走出一条新路。     

中国投资银行竞争力研究

中国投资银行为中国金融市场发展、产业结构调整以及企业各类融资作出了巨大贡献。然而从产业的视角看,中国投行业在战略定位、业务流程上存在瓶颈。分析了投资银行业的瓶颈及其发展对策。     

A gamble forced upon them? A re-appraisal of Ulster Bank's operations in Southern Ireland 1921–32

Ulster Bank faced a unique set of circumstances following the Anglo-Irish Treaty of December 1921. Although headquartered in Belfast with a strongly Unionist ethos, Ulster Bank continued to operate its considerable branch network in Southern Ireland notwithstanding partition, civil war and significant economic dislocation. This historical analysis considers Ulster Bank's operations in the context of both the realities of operating in a Catholic-dominated Irish Free State and the relationship with its owner, London County & Westminster Bank. This research challenges the dominant opinion that the Belfast Boycott of 1920–22 had a significant impact on Ulster Bank's southern business. It also identifies that Ulster Bank was subject to a previously unidentified level of external oversight from Westminster Bank from the mid-1920s on. This oversight, on occasion, resulted in direct confrontation and compromised Ulster Bank's ability to operate independently in Southern Ireland.     

Strategic inertia,financial fragility and organisational failure: The case of the Birkbeck Bank, 1870–1911

This article looks at the key factors behind the failure of the Birkbeck Bank in 1911. Using a wide range of primary source material, it charts how the Bank emerged from its philanthropic roots as a mutual building society in the 1870s to go on and enjoy spectacular growth during the late nineteenth century before eventually faltering and failing in the early twentieth century. Throughout the analysis, particular attention is given to the investment decisions taken by the Bank's management and the impact that these had on the Bank's fortunes. In addition, the article also looks at the extent to which the Birkbeck Bank's overall business model differed from those of other banks in this period. Ultimately, what it shows is that the Bank's failure to modify its investment strategy quickly enough in response to changing market conditions – most notably the fall in the value of Consols and other gilt-edged securities – proved to be the decisive factor in its eventual collapse. For this reason, the article contends, it is appropriate to categorise the 1911 Birkbeck Bank failure as one caused by strategic inertia rather than excessive risk-taking.     

The color revolution

Our text does not intend to develop a history of French banks' Europeanisation, but instead to scrutinise the mentalities of French bankers, in order to determine whether they were confined to relationships with French business or embedded within networks of personal relations with their European colleagues. Did some French bankers follow a career more oriented\ towards international activities and were they involved in international travels? Were some bankers committed to designing European strategies and thereafter to implement them through a direct presence in those foreign countries? Did some bankers emerge as key managers of Europeanised strategies and what was their influence within their banking firms? Of course, answers will be relevant to the chronological stages, to assess, for example, whether the decline of the Haute Banque houses was unfavourable to Europeanisation, to analyse how the new joint stock banks adopted a Europeanised business model, and whether deposits banks and investment banks (banques d'affaires) reacted differently in response to Europeanised strategies and a new way of life.