After years of development, the postal financial network has formed a scale, the brand is deeply rooted in the hearts of the people, and the business continues to expand. It has become an increasingly urgent issue to rationalize the postal savings management system, effectively prevent and resolve financial risks, and promote the sustainable and healthy development of postal savings.
Towards a modern commercial bank
What are the future strategic goals of Postal Savings Bank of China? In accordance with the direction of financial system reform and the requirements of modern enterprise systems, establish a management system and operating mechanism that conforms to market economic rules and internal risk control requirements of financial enterprises, achieve standardized operation and sustainable development of postal financial services, and gradually build a well-capitalized , modern commercial banks with strict internal controls, safe operations and strong competitiveness are the future directions and goals.
After the establishment of the Postal Savings Bank of China, it will adhere to the reform steps of "active, steady and step-by-step implementation". Based on the existing operational and management organizational structure, it will introduce the management concepts of modern commercial banks and establish management science. , streamline and efficient corporate governance structure and organizational management system; focus on capital adequacy ratio, follow the principle of "accurate classification of assets, full provision of reserves, sufficient capital, and solid profits" to establish and improve capital-centered constraints mechanism, establish and improve internal control systems, establish and improve risk management organizational systems, comprehensively improve risk management capabilities, and effectively prevent and resolve financial risks.
It is understood that the Postal Savings Bank is well prepared to transform into a commercial bank. The current businesses such as small mortgage loans, agency funds, and participation in syndicated loans are developing well and are expected to accelerate expansion.
In the future, when all conditions are mature, Postal Savings Bank of China will further expand its business and improve its competitiveness and efficiency. The liability business will include corporate deposit business and issuance of financial bonds. The asset business will steadily carry out credit business to realize the return of funds to rural areas through multiple channels. The intermediary business will develop fund custody, financial management services, agency foreign exchange trading, corporate settlement and other businesses.
The world of postal financial services for “agriculture, rural areas and farmers” is vast
What can the postal service do for “agriculture, rural areas and farmers”? How can the postal service seize opportunities and how can it provide services for “agriculture, rural areas and farmers” with the support of modern technology? Providing modern, all-round services and continuously expanding the rural market are issues faced by postal finance. For a long time, postal savings have been committed to serving "agriculture, rural areas and farmers". Provide farmers with basic financial services such as deposits and withdrawals, remittances, and collection of agricultural electricity bills, taxes, tobacco payments, rural grain direct subsidies, rural farmland returns to forests, family planning incentives and subsidies, rural teacher salaries and various financial subsidies. Serve.
After the establishment of the Postal Savings Bank, it set up a specialized rural financial services department, actively improved its network service functions, and carried out business for "agriculture, rural areas and farmers"; it will strengthen its comprehensive business development with policy banks and rural cooperative financial institutions. Cooperate to further increase postal savings funds to support agriculture and expand the coverage of rural financial services.
In the context of the "Eleventh Five-Year Plan" which focuses on strengthening the construction of a new socialist countryside, Postal Finance will actively improve its network service functions and, in accordance with the overall requirements of building a new socialist countryside, cater to "agriculture, rural areas and farmers" Carry out business and gradually improve the financial service environment in rural areas. At the same time, we will actively create conditions to launch micro-credit, micro-enterprise loans and other businesses for farmers, explore industrial fund investment models, provide comprehensive financial support to "agriculture, rural areas and farmers" and national infrastructure projects, and more effectively support socialism. New rural construction.
In the future, Postal Savings Bank will fully rely on and give full play to its network advantages, improve urban and rural financial service functions, focus on developing retail business and intermediary business, form complementary relationships with other commercial banks, and provide services to the general public, especially urban communities and the general public. Provide basic financial services in rural areas.
Compared with other commercial banks, Postal Savings Bank has four natural advantages:
First, asset advantage. The newly established Postal Savings Bank has no burden of non-performing assets, a clear organizational structure, and a clear property rights structure. There is still huge room for growth in funding sources, and the number of funding sources has obvious advantages.
The second is the credibility advantage. As a link connecting urban and rural areas, postal savings have long been rooted in urban and rural areas, and its high-quality and honest services have been deeply rooted in the hearts of the people.
The third is channel advantage. After years of construction and accumulation, postal savings business outlets are spread across urban and rural areas, with complete network functions and wide network coverage, which can provide customers with convenient and fast electronic financial services.
The fourth is the team advantage. There is a team of cadres and workers who are particularly capable of enduring hardship, fighting, and dedication.
Postal Savings Bank had a clear market positioning when it was founded: fully relying on and leveraging its network advantages to improve urban and rural financial service functions, focusing on retail and intermediary businesses, and serving urban communities and residents in rural areas. Provide basic financial services, form complementary relationships with other commercial banks, and support the construction of a new socialist countryside.
The advantages and market positioning of the Postal Savings Bank determine that the Postal Savings Bank must have a high starting point, on the basis of serving the people and fulfilling social responsibilities, with "security, liquidity, efficiency, and public welfare" Based on the operating principles, we establish a modern financial enterprise system that hires people based on their quality, employs them based on their abilities, and uses funds based on their efficiency, and builds a more dynamic and characteristic management system.
Characteristics are personality, uniqueness and difference. To build a characteristic bank is to build characteristics at all levels such as market positioning, business model, product structure, service brand, internal control mechanism, corporate culture, etc., to explore, cultivate, Improve and create distinctive advantages, create unique core competitiveness, and find a development path that suits its own characteristics and reflects its own advantages.
Postal Savings Bank’s distinctive positioning lies in community banks and retail banks. Combining Postal Savings Bank’s strategic positioning and current reform and development status, it should build three distinctive systems of business development, operation management, and service brand. As a breakthrough point, we gradually build the unique advantages of Postal Savings Bank.
Create a distinctive business development system:
Market demand determines product strategy. With the development of social economy and changes in economic structure, people's demand for financial services is growing and showing a diversified trend. Only by providing rich products and diversified services can the Postal Savings Bank better meet the needs of the market and customers. To this end, it must focus on pillar businesses and supplement them with other businesses to create a distinctive Postal Savings Bank business development system. .
First, strengthen the basic position of savings business. Savings business is the strength and foundation of banks. Therefore, it is necessary to establish the concept of deposit-based business, based on balance growth, led by structural adjustment, with service products as the starting point, and project marketing as the driving force, and spare no effort to expand the savings business.
The second is to focus on new business development. First, we must vigorously develop corporate business. For banks, corporate business is the main source of high-end customers, an important source of high profits for the bank, and an important customer resource for the bank's long-term development. In the composition of savings business, corporate business basically accounts for more than 50%, which has a positive role in changing and improving the existing customer structure. Therefore, we must attach great importance to the development and management of corporate business, intensify work efforts, focus on relying on a professional account manager team, strengthen marketing organization planning, and expand the space for the survival and development of the Postal Savings Bank. Secondly, we must vigorously develop credit business. For Postal Savings Bank of China, microfinance is a brand-new product and a key business for Postal Savings Bank of China to transform and increase profits. The development of credit business can not only give full play to the advantages of Postal Savings Bank's outlets, personnel and network, but also form differentiated and complementary business development with major commercial banks. The Postal Savings Bank of China must seize the current opportunity, adopt a preemptive strategy, find room for development, enhance expansion capabilities, and devote all its efforts to accelerating the development of credit business based on its actual capabilities and levels.
The third is to accelerate the development of intermediary business. The intermediary business of Postal Savings Bank includes wealth management, funds, insurance agency, etc., which is a landmark business that reflects the healthy development of the bank. Intermediary business can not only provide services to the society, but also attract high-end customers. Therefore, we must attach great importance to the development of intermediary business, so as to improve the capabilities and level of Postal Savings Bank, gradually expand revenue channels, form its own customer group, and create Distinctive brands to achieve healthy and rapid development.
Build a distinctive operation and management system:
The operation and management of commercial banks is the integration of commercial bank operating elements and the optimal allocation of resources by commercial bank operators in order to achieve operating goals. The process involves various aspects such as the organizational form, business innovation, risk control, financial arrangements, and marketing strategies of commercial banks. Improving the level of operation and management and creating a characteristic operation and management system are key links to improve the competitiveness of commercial banks and maximize profits. For the Postal Savings Bank, it is currently necessary to do a good job in the following three aspects:
First, strengthen the construction of the marketing system. The construction of a professional marketing system is not only a strategic requirement to enhance the core competitiveness of the enterprise, promote the transformation of the Postal Savings Bank's growth model, and realize the sustainable development of the enterprise, but also accelerate the transformation of the Postal Savings Bank, enhance the new image of the Postal Savings Bank as a full-featured commercial bank, and strengthen the Postal Savings Bank. Objective requirements for bank customer service capabilities. For a long time, the Postal Savings Bank has relied on all-employee marketing to promote business development. As the scale expands, the disadvantages of this marketing method have become increasingly apparent. After the establishment of Postal Savings Bank, new products have been continuously launched, and financial products have become increasingly complex and diversified. It is obvious that the all-employee marketing method cannot meet the needs of business development. Only by establishing a marketing system suitable for the development of Postal Savings Bank, forming a marketing team with banking professional qualities, implementing scientific marketing performance assessment, and innovating service methods and marketing methods can we accurately and comprehensively introduce products to customers and meet the needs of customers at different levels. need. Therefore, we must stand at a strategic height to support the development of each major, be market-oriented, customer-centered, use classified management as a means, and aim to increase efficiency, unified organization, hierarchical responsibility, combination of sectors, overall linkage, and strive to build An intensive marketing system with Postal Savings Bank characteristics.
The second is to strengthen internal control management. The banking industry is a high-risk industry, and risk management and internal control are eternal themes. We must unswervingly regard risk prevention and control and sound operations as the basis for sustainable development, address both the symptoms and root causes, and constantly explore and improve long-term mechanisms for internal control and risk prevention. To this end, it is necessary to strictly implement rules and regulations, constantly improve the case prevention and control mechanism, and carry out solid work such as upgrading fund security standards, employee violation points, and branch personnel management. At the same time, we must innovate risk control methods and make full use of electronic audit systems and accounting systems. The inspection and supervision function creates a good compliance culture atmosphere throughout the bank.
The third is to improve human resources management.
Human resources are the first resource of an enterprise, and human resource development should be coordinated with enterprise development. On the one hand, it is necessary to explore and establish a competitive recruitment and elimination mechanism for senior managers, professional staff, and operating staff, strive to implement a flat and centralized employment management model, and optimize the allocation of human resources. On the other hand, while deepening the reform of the salary system, we must accelerate the establishment of a performance appraisal incentive mechanism, highlight the principle of combining benefit development with incentives and constraints, fully consider the operating characteristics of Postal Savings Bank, and maximize benefits under the premise of risk control. , establish a comprehensive assessment system that is consistent with the actual business development.
The best entry point and main content of building a characteristic bank is to provide high-quality and characteristic services. From the perspective of strategic positioning, the Postal Savings Bank of China should aim at providing safe, high-quality and efficient services, focus on the needs of target customers, seek specialties and differences, provide adaptive services at the right time, in the right place and at the right time, form a service style with its own characteristics, and build a competitor. A service system that is difficult to imitate.
Service advantages and characteristics are an important basis for building a service brand and a necessary condition for reshaping the new service brand image of Postal Savings Bank. At present, the specialization and personalization of services are still the weak links of the Postal Savings Bank. It is necessary to establish a service brand system with Postal Savings Bank characteristics as soon as possible by strengthening the organic combination of product services, branch services and regional services.
The first is to build product and service brands. As a sub-brand of the corporate brand, product brand is an important part of corporate brand building. A good product brand is of great benefit to the establishment and improvement of the corporate brand image and its own marketing effect.
The second is to create an outlet (image) service brand. The branch service brand should be reflected in both soft and hard aspects: on the one hand, it should have the ability to provide customers with professional and personalized service solutions, and set up account managers based on products to provide customers with professional and personalized consultation and services. On the other hand, we must be able to provide customers with outlets that are fully functional, convenient and fast, and have a bright image. It is necessary to build a business location with a certain scale, superior geographical location, complete functions and complete facilities by setting up flagship stores, boutique outlets, etc., provide professional services, and establish the image of the Postal Savings Bank.
The third is to create a Postal Savings Bank service brand with regional characteristics. At present, the development of postal savings banks in various regions is different and each has its own characteristics. In terms of service brand building, the Postal Savings Bank should be flexible, combine geographical characteristics, and strive to develop service brands that are suitable for local economic development and customs.