Rural commercial banks belong to the banking system, and their finances are supervised by the China Banking Regulatory Commission. Their financial rules must have the following principles: First, allow differentiated market access to better serve rural areas and rural areas and small and micro enterprises. Rural commercial banks have long been rooted in the lowest level of my country's financial market. They are most familiar with small and micro enterprises and have the most experience and consciousness in financial services for rural areas and farmers. To this end, the future development of rural commercial banks should allow the following two types of rural commercial banks to coexist: one is the majority of small and medium-sized rural commercial banks. Due to reasons such as scale and capacity, this type of rural commercial banks take it as their own responsibility to deeply cultivate the local area, serve local small and medium-sized enterprises, and develop retail banking business. They go deep into the communities and strengthen their determination and confidence to be community banks with local characteristics. They are different from state-owned banks and joint-stock banks. Banks engage in misaligned competition; one type is a minority of large and outstanding rural commercial banks, such as rural commercial banks with a regulatory rating of Level 2 or above and an asset scale of more than 100 billion yuan. This type of rural commercial bank has a large scale, good internal control, and serves rural areas, rural areas, or small, medium and micro enterprises. Regulatory policies may consider allowing them to break through the geographical limitations of their operations and develop across regions within the province, especially to agricultural areas below prefecture-level cities.

Second, implement the transformation strategy and move towards refined operations. With the continuous development and changes of the economic and financial environment and situation, especially the acceleration of interest rate liberalization, coupled with factors such as stricter capital supervision, financial disintermediation, technological disintermediation, intensified horizontal competition, technological innovation, and changes in customer needs, The impact has posed more severe challenges to the operation, management and sustainable development of the banking industry. The previous extensive business model and profit model are no longer sustainable. Rural commercial banks need to undergo strategic transformation to achieve sustainable development. In order to adapt to the development of the new situation and the requirements of transformation and reform, it is very urgent for Rural Commercial Bank to carry out the "second strategic transformation" in five aspects, including corporate governance structure, mechanism innovation, business transformation, talent reserve, and brand marketing, and has the ability to focus on optimization. Only the asset structure, customer structure, product structure, revenue structure, talent team structure and internal organizational process structure can lay a solid foundation for the implementation of the refined transformation strategy.

Third, optimize channels and increase customer stickiness. As regional financial institutions, rural commercial banks need to intensively cultivate the local market, improve the depth and breadth of financial services through channel optimization, and provide customers with integrated, one-stop all-round financial services to increase customer loyalty. In terms of channel construction, we provide 7x24-hour service coverage online and offline without blind spots, and provide a one-stop "financial store" online and offline; in terms of products, we promote integration based on the demand characteristics of different customers. Product design locks in customers. Through channel optimization and product design, we can increase the stickiness of target customers and increase intermediate business income.

Fourth, use big data online to improve management capabilities and levels. Rural commercial banks not only need to pay attention to the construction of basic databases, but also need to professionally process big data and improve their capabilities and levels of big data management. Improving the accuracy of risk measurement requires at least 3 to 5 years of accumulation of basic data, which is the most basic requirement for big data construction. At the same time, we need to pay more attention to the management of big data and build a customer management system to mine and gain insight into customer needs. From possessing data to achieving information symmetry, preventing and controlling risks, and “tailor-making” financial services for customers.

Fifth, explore innovative businesses, save capital and diversify income. An extensional growth model that relies too much on asset expansion cannot enhance the sustainable profitability and capital replenishment capabilities of rural commercial banks in the long term. It is necessary to vigorously develop businesses that consume less capital or do not occupy capital, such as intermediary businesses, and focus on improving non-credit Assets as a proportion of total assets. Credit business can be used as a guide to expand and extend the bank's innovative businesses and improve comprehensive service capabilities, such as expanding and extending financing advisory services, bond underwriting and distribution business, private banking business, wealth management business, payment and settlement business, etc.; making the bank bigger and stronger Traditional intermediary businesses such as cards, agency collection and payment, and insurance agency have achieved leapfrog and improvement in economies of scale. Comprehensive operation is the development trend of today's international financial industry and an important channel to accelerate the improvement of competitiveness. Rural commercial banks should actively and steadily advance the application for innovative business qualifications according to their own conditions and strive for more innovative intermediary business qualifications. , to achieve breakthroughs in innovative intermediary business.