陳永栽：中國(guó)銀行業(yè)的全球化策略
陳永栽/菲律賓國(guó)家銀行董事
從整個(gè)亞洲來看，若論銀行的全球化，沒有比中國(guó)更重要的國(guó)家了。人們預(yù)測(cè)中國(guó)會(huì)在本世紀(jì)中葉成為世界上兩三個(gè)最大經(jīng)濟(jì)實(shí)體之一。因此，一個(gè)強(qiáng)大而且持續(xù)繁榮的中國(guó)、對(duì)地區(qū)和整個(gè)世界將帶來巨大的影響。同時(shí)，我們也可預(yù)計(jì)中國(guó)銀行業(yè)的全球化發(fā)展，也將給中國(guó)的銀行業(yè)、和世界的金融業(yè)，帶來深遠(yuǎn)影響。
第一、全球化的經(jīng)營(yíng)策略
如何使從整體上看來，無論是從管理水平和經(jīng)營(yíng)策略，仍局限于國(guó)內(nèi)市場(chǎng)的中國(guó)銀行，順利地轉(zhuǎn)變?yōu)槿蛐缘臋C(jī)構(gòu)，將是中國(guó)銀行界精英們所面臨的巨大挑戰(zhàn)。中國(guó)銀行業(yè)的全球化策略，可以從全球化運(yùn)作效率顯著的一些跨國(guó)銀行經(jīng)驗(yàn)中取得借鑒。
全球化的市場(chǎng)策略
真正的全球化銀行是什么？?jī)H僅在許多國(guó)家開設(shè)分行、并不能就稱為真正的全球化銀行。要想成為一個(gè)成功的全球化銀行，首先應(yīng)制定出恰當(dāng)和合理的市場(chǎng)策略，明確劃分和確定它所應(yīng)服務(wù)的對(duì)象。對(duì)此、匯豐銀行可以給我們很好的啟迪。
作為一家全球化的銀行，匯豐銀行的股東和董事會(huì)為銀行確定了正確的全球化市場(chǎng)戰(zhàn)略：以亞洲為依托，向全球各國(guó)發(fā)展，并為所在國(guó)家和地區(qū)的經(jīng)濟(jì)發(fā)展作出貢獻(xiàn)。它選擇最合適的產(chǎn)品，不僅致力于為廣泛的各國(guó)客戶提供銀行服務(wù)，還特別以各地的華僑作為對(duì)象，針對(duì)當(dāng)?shù)厝A人華社的特點(diǎn)，設(shè)計(jì)市場(chǎng)和營(yíng)銷策略�；谌蛉A人活躍的商業(yè)活動(dòng)，從而為匯豐銀行的全球化發(fā)展，奠定了堅(jiān)實(shí)的基礎(chǔ)。
國(guó)內(nèi)和國(guó)際業(yè)務(wù)配合策略
我們應(yīng)該強(qiáng)調(diào)，一家銀行并不能僅僅由于處于領(lǐng)先的位置、就可以理所當(dāng)然地稱為“全球化”的銀行。但是，任何以此為努力目標(biāo)的銀行，都首先要在國(guó)內(nèi)市場(chǎng)證明它是優(yōu)秀的，和專業(yè)的銀行。
因此，大多數(shù)歐洲銀行在將全球化付諸行動(dòng)的過程中，同時(shí)也集中精力首先做好自己的本地區(qū)業(yè)務(wù)。他們認(rèn)識(shí)存在一個(gè)中心領(lǐng)域的國(guó)內(nèi)市場(chǎng)之重要性，也認(rèn)識(shí)到在遍布全國(guó)的基礎(chǔ)、來提供局部的國(guó)際性產(chǎn)品和服務(wù)，可以獲取實(shí)實(shí)在在的利潤(rùn)。
全球化正在以不同的方式和速度、在銀行業(yè)的許多領(lǐng)域逐漸發(fā)生。值得注意的是，金融零售業(yè)務(wù)在這一點(diǎn)上已經(jīng)落后于金融投資業(yè)務(wù)。一批見多識(shí)廣而且敢做敢為的資產(chǎn)投資經(jīng)理、相當(dāng)廣泛地利用IT技術(shù)，無論何時(shí)何地都與富裕的客戶們保持著親密無間的聯(lián)系。
全球化中的擴(kuò)張策略
銀行規(guī)模的擴(kuò)充雖然只有一定限度的優(yōu)勢(shì)，但規(guī)模對(duì)于降低成本，分散風(fēng)險(xiǎn)，改善服務(wù)品質(zhì)，尤其是吸引最優(yōu)秀的人才越來越重要。有才能的人才愿意跟有才能的人在一起工作。銀行規(guī)模的擴(kuò)大，和吸引、留住并且激發(fā)最有才華的人才兩者，都具有同等程度的重要性。全球化正在改造著市場(chǎng)，為了響應(yīng)將來在市場(chǎng)上更有效率和更有競(jìng)爭(zhēng)力的需求，越來越多的銀行正在著手進(jìn)行合并、收購、或合作、來迅速降低成本，并擴(kuò)張其全球網(wǎng)絡(luò)。
作為一個(gè)服務(wù)行業(yè)，全球化銀行必然更加資本化和人才密集化。只有一個(gè)資本營(yíng)運(yùn)良好并且能力高強(qiáng)的金融機(jī)構(gòu)，才能實(shí)現(xiàn)下列基本的全球化功能：
-掌握全球化市場(chǎng)的大勢(shì)；
-跟上信息技術(shù)的發(fā)展水平；
-招募第一流的專家；
-大力投資在互聯(lián)網(wǎng)上；
-研發(fā)世界范圍的電子銀行網(wǎng)絡(luò)。
全球化的遠(yuǎn)程在線On-Line服務(wù)策略
在任何地方的銀行業(yè)務(wù)中，互聯(lián)網(wǎng)所扮演的角色只會(huì)越來越重要。這是一場(chǎng)技術(shù)革命，完美地應(yīng)用于全球市場(chǎng)。通過互聯(lián)網(wǎng)可以開發(fā)數(shù)量可觀的電子商務(wù)，導(dǎo)致更多的顧客和更低的業(yè)務(wù)成本。對(duì)此，銀行絕不能置身其外。
在這一點(diǎn)上，匯豐銀行又走在了前面。2000年，匯豐銀行宣布與Merrill Lynch公司以同等股份投資10億美元于互聯(lián)網(wǎng)銀行服務(wù)。這家新創(chuàng)建的獨(dú)立公司、從此一直為世界各地、尤其是亞洲與歐洲的人們提供銀行和經(jīng)紀(jì)服務(wù)。它尤以超過10萬美元投資能力的人為對(duì)象，首選就是東南亞的富裕華人。這使匯豐銀行和Merrill Lynch成為全球在線金融服務(wù)市場(chǎng)上的領(lǐng)軍人物。
匯豐銀行的研究表明，到2004年，除了美國(guó)以外的其它地區(qū)、將有超過5000萬的在線銀行客戶，其中許多是華人華僑。無論其預(yù)測(cè)準(zhǔn)確與否，至少全球的在線銀行業(yè)務(wù)存在巨大的潛能。
全球金融市場(chǎng)的新趨勢(shì)
在全球化金融市場(chǎng)上保持競(jìng)爭(zhēng)力，在很大程度上取決于經(jīng)濟(jì)規(guī)模、以及相關(guān)服務(wù)和產(chǎn)品的集成效果。有些客戶可能只是簡(jiǎn)單地接受保險(xiǎn)業(yè)務(wù)，而另一些則接受全盤解決問題的服務(wù)。有些人通過互聯(lián)網(wǎng)或者電話，另一些人則更喜歡直接的人際接觸。
無論采取哪一種途徑，為了在全球化市場(chǎng)上取得優(yōu)勢(shì)，應(yīng)該秉持“一步到位的消費(fèi)”的理念，隨時(shí)提供完整的、并且多種多樣的產(chǎn)品和服務(wù)。
總部位于倫敦的管理和電子商務(wù)顧問公司的Nick Masterson-Jones曾經(jīng)對(duì)于全球化銀行的業(yè)務(wù)和經(jīng)營(yíng)活動(dòng)作了如下預(yù)測(cè)，他的預(yù)測(cè)已經(jīng)得到許多本行業(yè)專家的贊同：
- 支票將最終消失。隨著清算系統(tǒng)變得越來越高效，支付將大部分采用直接入賬方式。
- 現(xiàn)金永遠(yuǎn)不會(huì)消失。人們總會(huì)需要小額的、而且完全不經(jīng)記錄的、無法追蹤的、和不能審計(jì)的財(cái)務(wù)交易。
- 人們?cè)絹碓蕉嗟厥褂镁W(wǎng)上銀行，銀行的分支將隨之萎縮。
- 在現(xiàn)金管理和控制方面，銀行的系統(tǒng)和程序?qū)⒆兊酶屿`活，以便讓顧客網(wǎng)上消費(fèi)（網(wǎng)上交易），而其借記卡和信用卡的使用又具有足夠的安全性和機(jī)密性。
- 基于技術(shù)的進(jìn)步與服務(wù)的個(gè)性化，將提升顧客跟銀行作友好人機(jī)對(duì)話的網(wǎng)絡(luò)接口。
第二、中國(guó)銀行業(yè)面臨的機(jī)遇與挑戰(zhàn)
毫無疑問，中國(guó)經(jīng)濟(jì)高速穩(wěn)定的發(fā)展，不僅為本地區(qū)的銀行帶來機(jī)會(huì)，也為中國(guó)銀行走向世界提供了可靠的基礎(chǔ)。中國(guó)擁有低成本、并具有各種專業(yè)知識(shí)的高效勞動(dòng)力，它使中國(guó)不僅成為世界的制造工廠，更有潛力在服務(wù)業(yè)和高技術(shù)領(lǐng)域上成為全球的強(qiáng)有力的競(jìng)爭(zhēng)者。
2008年的夏季奧運(yùn)會(huì)、以上海為龍頭的長(zhǎng)江三角洲經(jīng)濟(jì)帶、欣欣向榮具有廣泛發(fā)展空間的房地產(chǎn)、源源不斷的外國(guó)投資、以及加入WTO的事實(shí)，都將為中國(guó)的經(jīng)濟(jì)進(jìn)一步騰飛，提供巨大的動(dòng)力，也為中國(guó)銀行業(yè)的發(fā)展帶來巨大商機(jī)。中國(guó)銀行業(yè)應(yīng)抓住機(jī)遇發(fā)展實(shí)力，并確定正確的全球化策略，穩(wěn)步推進(jìn)全球化進(jìn)程。
中國(guó)銀行業(yè)的挑戰(zhàn)
整個(gè)亞洲銀行業(yè)的問題是呆帳，中國(guó)也不例外。如何妥善并平穩(wěn)地處理中國(guó)國(guó)有銀行的鉅額呆帳，是其面臨的第一個(gè)挑戰(zhàn)。過去和現(xiàn)在正在發(fā)生的銀行民營(yíng)化進(jìn)程，剝離壞帳，出售銀行部分股權(quán)等，是一個(gè)良好的開始。對(duì)中國(guó)的銀行制度進(jìn)行徹底的改革是其面臨的第二個(gè)問題。但是現(xiàn)有中國(guó)的銀行制度，也有其合理的因素。中國(guó)為什么能避過1997年的亞洲金融危機(jī)？按照在16個(gè)國(guó)家管理過300家銀行的Philippe F.Delhaise的觀點(diǎn)，答案很簡(jiǎn)單：政府控制的銀行穩(wěn)定，公信力高，能確保及時(shí)支付，強(qiáng)化了存款人，債權(quán)人及投資者的信心。
上述問題的解決將有助于中國(guó)銀行業(yè)平穩(wěn)和健康地完成其全球化的戰(zhàn)略。
結(jié)論與建議
上述討論使我們對(duì)中國(guó)銀行業(yè)的全球化得出以下簡(jiǎn)短的結(jié)論和建議：
第一，可以同亞洲強(qiáng)大的金融機(jī)構(gòu)攜手、在全球市場(chǎng)上提供金融產(chǎn)品，特別是向富裕的華人華僑提供金融產(chǎn)品，以創(chuàng)造性的市場(chǎng)策略，響應(yīng)富裕的華人華僑的特殊需求。
第二，任何成功的全球化銀行，一定根植于國(guó)內(nèi)市場(chǎng)豐厚的土壤中，積極利用合并，收購的擴(kuò)張策略，穩(wěn)健地推進(jìn)全球化的發(fā)展。
第三，應(yīng)該通過互聯(lián)網(wǎng)為華人華僑，特別是那些愿意投資而不僅僅把錢存在銀行里的華人華僑創(chuàng)造利益。并且教會(huì)華人華僑善于利用現(xiàn)代信息技術(shù)和手段，管理其資產(chǎn)和進(jìn)行交易。
第四，銀行必須招募能夠通過人際接觸或者通過互聯(lián)網(wǎng)與富裕的客戶交易并且能提供一站式產(chǎn)品和服務(wù)的智能型和魅力型專家。
附英文稿：
Lucio C. Tan:STRATEGIES FOR GLOBAL BANKING
Lucio C. Tan/Philippine Airlines - Chairman of the Board、Philippine National Bank - Director
Global strategies of Chinese banks can draw profit from the experiences of multinational global players. These provide valuable insights on how a Chinese bank hither to operating only on a national level can transform itself into an international institution.
China itself has the best potentials in Asia for global banking. These potentials can be maximized through a joint venture between two strong banks in the region. The risks will be minimized if both are able to invest adequate capital in the venture.
To succeed， the partnership should provide creative responses to the changing needs and demands of wealthy overseas Chinese. The name of the game is product diversification， taking advantage of modern information technology， particularly the Internet.
The Global Bank
What is a truly global bank? Clearly it is not just a big international bank with branches in other countries. The case of Hong Kong and Shanghai Bank is instructive in this regard.
As a global bank， HSBC opts to be present in countries that make sense for its shareholders and where it can make a contribution to the host' s economy. It tailors its products to suit a wide range of clients， putting special effort into serving others besides the members of the local ethnic Chinese community who traditionally comprise its base.
Whenever global banking is discussed， questions of size are inevitably raised. But no matter how large a bank is， it must always offer services to clients with a personal touch. At the end of the day every manager has to ask - How many potential clients did I meet today?
Whether global or national， banking remains a people business. Although size is important， even small banks driven by charismatic personalities can optimize global banking opportunities. In the United States， for instance， banks have done this by acquiring small securities firms that give them access to state of the art information technology.
Even in an industry that favors size， establishing a niche pays enough dividends. Smaller banks that have taken this route invariably perform better than very large institutions that offer everything but do nothing particularly well.
The Global
Environment
It bears stressing that no bank deserves the tag "global" solely owing to its prime location. In fact， any bank aspiring to be so rated should first and foremost demonstrate talent and expertise in the national market where it commenced operation. And ever since， the key to such excellence has been the right products and good people.
Thus， while European banks are more than ready for full globalization， most have decided to concentrate on mastering their own regional turfs first. They recognize that there will always be a middle domestic market， and that offering the segment international products and services on a cross-country basis can yield substantial profits.
Globalization is taking place in different ways and speeds in many sectors of the banking industry. Notably， however， retail banking has been lagging behind investment banking in this regard. A handful of well-informed and aggressive asset investment managers could close the gap merely by utilizing IT more extensively to communicate with wealthy clients， wherever they may be， in real time round the clock.
With their specialists， major global players can provide a breadth of services to top private clients including portfolio consulting， education， marketing， and corporate fund structuring. These capabilities have a firm anchor in their own internal equity capital， a significant portion of which should be earmarked for portfolio management and financial management.
In a globally competitive environment， it is essential to assure valued customers that those in charge of their accounts are fully backed by the experience， resources， and technological know-how of the institution they work for.
Achieving Global
Strength
While there is a limit to the advantages of size， it has become increasingly indispensable to lowering costs， spreading risk， improving service quality， and not the least， attracting the best of human resources. People with talent want to work with talented people. Size equates to both scope and strength to attract， retain， and motivate the most talented people.
More and more banks are resorting to mergers as a response to the demand for greater efficiency and competitiveness in a market being transformed by globalization.
As a service industry， global banking has perforce become even more capital and talent-intensive. Only a well-capitalized and highly competent institution can carry out certain essential global functions like：
- attain a global marketing profile;
- acquire state of the art information technology;
- recruit first rate specialists;
- invest for prominence on the Internet;
- develop a worldwide electronic banking network.
The impact of information technology on global banking can no longer be overestimated. Today technology is one of the key drivers of the global economy， and therefore also of global banking.
The role of the Internet in banking everywhere can only grow larger still. Ideally suited to mass market applications， it is a technological revolution banks cannot afford to stay out of， allowing them to develop numerous e-businesses resulting in more customers and lower transaction costs.
Here again HSBC shows the way. In April 2000， HSBC announced a 50-50 Internet joint venture with Merrill Lynch. The newly created stand-alone company has since been offering banking and brokerage services to affluent individuals around the world， particularly in Asia and Europe. Specifically targeted are those with more than $100，000 to invest， starting with rich overseas Chinese in Southeast Asia.
For financial stability and credibility， the two financial institutions pledged a total capital of $1.0 billion. This has made HSBC and Merrill Lynch leading players in the global on-line financial services market. For a more favorable regulatory climate， the company' s headquarters are located in London.
HSBC research reveals that by the year 2004， there should be over 50 million on-line banking clients outside the United States， many of them overseas Chinese. Whether the forecast is accurate or not， that there is an enormous potential in global on-line banking has become a given.
Like HSBC， Chinese banks may have to partner with other Chinese or even European banks in countries with large overseas Chinese communities for the same purpose. Needless to say， these deals presuppose transparent state and banking regulations， adequate contribution of equity capital， and efficient transfer of managerial and technical competence， apart from sharing of distribution and marketing networks.
New Services and Products
Trends
A joint venture in the global financial market heavily depends on economies of scale and the effects of integrated bundling of related services and products. Some clients may simply avail of basic insurance coverage and other full problem-solving services. Some would do so through the Internet or the telephone. Others might prefer direct personal contact with an expert or a specialist.
Whichever， it will be to the global marketer's advantage to be ready with a complete and varied menu of products and services in line with the concept of "ones top shopping，" an old buzz word for certain banks， albeit poorly translated from brochures into reality.
London-based banking consultant Nick Masterson-Jones of the Management and E-business Consultancy has predicted trends in global banking that many knowledgeable industry observers and players concur with：
Checks are going to disappear eventually. Payments will then mostly be in direct credits， with clearing systems becoming more efficient.
Cash will not disappear. There will always be a demand for small and even completely unrecorded， untraceable， and unaudi table transactions.
Branch networks will shrink with the population switching to Internet banking.
Banking systems and procedures will become more flexible in cash management and control to allow customers to spend on-line （on-line purses） with adequate security and confidentiality in their debit or credit card details.
Mass technology-based personalization of services will enable customers to log on the bank' s website under a friendly and intelligent interface.
The traditional investment banking model will lose market significance due to diminution of fees for debt or equity issues with brokerage underwriting becoming unimportant and even unnecessary.
For ex desks and dealing floors will be replaced by website dealing tools where by customers can do transactions directly and receive reports on their risk and liquidity positions on-line.
Finally people everywhere will always need banking services and will want them delivered economically， simply， and conveniently at a time of their choosing， which the banks hope to deliver profitably.
Banking on the Chinese
Dragon
Throughout Asia， no nation is more important than China in any discussion of global banking. It is projected to be one of the two or three biggest economies by mid-century. The impact of a strong and increasingly prosperous China on the region and the rest of the international community will be enormous.
China has a bottomless pool of cheap， reasonably efficient labor. The World Bank estimates that already at least one-third of suitcases and handbags; one-fourth of toys， and one-eighth of footwear and clothing sold in the world are Chinese-made.
Propelled by the fashionable tastes and skills of buyers in Shanghai， Hong Kong， and Taiwan， China has now outpaced even European producers. It is unbeatable in low-margin， quick-to-market manufactures， while making strides in the production of advanced goods. Thus U.S. trade deficit with China is expected to mount in the years ahead.
The awarding of the 2008 Summer Olympics to China is seen to accelerate further the economic revolution currently underway in cities such as Shanghai and Guangzhou. Over the last 10 years， Shanghai has emerged as the gateway to the most vibrant giant economy in the world. Despite "bureaucratic potholes，" it is considered the most promising place in Asia for an entrepreneur. Its economy continues to grow faster than China as a whole.
To date the city has absorbed $48 billion in foreign investments， matching the inflow into Taiwan for the past five years. In the Forbes 2001 List， moreover， three of China' s five richest companies are based in Shanghai， with one claiming that "People go to Shanghai for business and to Beijing for politics."
But in Beijing， too， property development is heating up and undergoing reforms to facilitate the entry of outsiders into the Chinese real estate market. There， land rights are purchased by auction from the state in the Beijing Land Trading Market， up to 70 years for residential use， 50 years for industrial， and 40 years for commercial.
In the build up to the 2008 Olympics， the capital is buzzing due to rising wealth and the concentration of riches.
In its June 27， 2002 Business Digest， the Far Eastern Economic Review cited the finding of a U.S. business survey on a clear trend of investment toward China and away from Southeast Asia. Corruption and protectionism were among the main reasons given by respondents from the American Chambers of Commerce in Singapore， Malaysia， the Philippines and Thailand.
Less than a week after September 11， 2001， the WTO admitted China into its fold. The move confirmed the bold decision of Chinese leaders to adopt comprehensive economic and fiscal reforms， and signaled the country' s willingness to observe international trade and finance rules.
The Chinese Banking
System
All over Asia the problem is non-performing loans， and China is no exception.
The so-called Big Four of China are state owned： the Bank of China （BOC）， Industrial and Commercial Bank （ICBC）， Agricultural Bank of China （ABC） and China Construction Bank （CCB）. To spur development these must extend loans to government projects regularly. To curb unemployment， on the other hand， they have to support state-owned enterprises （SOEs） as well.
However there are also a number of privately owned and foreign banks operating profitably in China. And as in other Asian countries like Thailand and the Philippines， there banking reform is being pursued in earnest. Authorities have begun to impose restraints on treating the Big Four as a "secondary budget" and taking steps to immunize them from political influence.
Thus far， the Chinese government has relieved the four state banks of close to $180 billion in bad loans， writing off or reselling them and shoring up the banks through recapitalization. Since 1998 it has pumped in more than $82 billion to augment the equity of these institutions， which more over have started to sell minority stakes to public shareholders.
A recent （1992） BOC public offering has attracted many big and small investors especially from Hong Kong. Consequently， more stringent lending rules and risk controls are being introduced， and the government banks have been gradually earning profits to offset bad loans.
The overall NPL ratio of banks in China including the Big Four is expected to go down to a respectable 15 percent in five years. Within the period， China plans to open its banking sector to international competition， thereby insulating it against political pressures.
Guided by a purely business sense， Western economic analysts are generally biased against government-controlled banking. But if one takes a long-term perspective， the state-aided development of local enterprises has indubitably brought economic as well as social and political stability to the country.
Why was China spared the Asian crisis of 1997? The answer is simple， according to Philippe F. Delhaise who has monitored 300 banks in 16 countries. Its banks are firmly in the hands of the state， assuring liquidity and thus also bolstering confidence among depositors， creditors and lenders.
The state banks may have serious problems with their loans， but government will never allow them to go under. In addition China can draw on a huge surplus accumulated through the years， and its leaders have been vigorously pushing financial and economic reforms aimed at parlaying growth opportunities to maximum advantage.
Reformist technocrats in their employ or advising them are promoting an agenda that envisions recapitalizing and restructuring the financial organization to resemble a Federal Reserve System. The People's Bank of China which is the country's central bank has been overhauled to boost its regulatory power and to reduce the political color of lending policy.
Conclusions and
Recommendations
The foregoing discussions lead us to the following summary conclusions and recommendations：
First，strong financial institutions in Asia can team up to offer financial products in a global market， especially to wealthy overseas Chinese.
Second，any joint venture must be based on creative responses to the particular needs of wealthy overseas Chinese.
Third，the joint venture should create interest among wealthy overseas Chinese through the Internet， specifically those who want to get involved beyond merely depositing their money into a bank account.
Fourth，the joint venture must take advantage of the advances in information technology， which have increasingly made the wealthy and educated overseas Chinese more discriminating about the deals offered to them.
Fifth，marketing has become a priority activity for banks， which can now project their products and services on websites to much broader competitive advantage.
Sixth，the joint venture company must recruit intelligent and charismatic specialists who can deal with wealthy clients personally or through the Internet and explain the menu of products available persuasively.
