我國(guó)商業(yè)銀行個(gè)人理財(cái)業(yè)務(wù)發(fā)展和對(duì)策

摘要：改革開放40年經(jīng)濟(jì)的高速增長(zhǎng)給國(guó)民個(gè)人理財(cái)帶來(lái)了高速發(fā)展的契機(jī)。然而，現(xiàn)階段個(gè)人理財(cái)?shù)陌l(fā)展總是受限于各種因素：比如商業(yè)銀行理財(cái)經(jīng)營(yíng)模式的局限，經(jīng)驗(yàn)的欠缺以及商業(yè)銀行個(gè)人理財(cái)業(yè)務(wù)的市場(chǎng)定位模糊; 同時(shí)，銀行間競(jìng)爭(zhēng)激烈，產(chǎn)品同質(zhì)化現(xiàn)象嚴(yán)重;高素質(zhì)理財(cái)人員匱乏同時(shí)產(chǎn)品營(yíng)銷模式不夠科學(xué)。要解決這些問(wèn)題，商業(yè)銀行要實(shí)行混業(yè)經(jīng)營(yíng)的模式以消除目前這種模式對(duì)理財(cái)?shù)南拗疲�提高銀行客戶個(gè)人風(fēng)險(xiǎn)意識(shí)，培養(yǎng)高素質(zhì)理財(cái)人員并改變營(yíng)銷方式以推動(dòng)我國(guó)商業(yè)銀行個(gè)人理財(cái)業(yè)務(wù)的不斷發(fā)展。

關(guān)鍵詞：個(gè)人理財(cái)；商業(yè)銀行；發(fā)展中的問(wèn)題；解決方案

Abstract：The rapid economic growth in the 40 years of reform and opening up has brought about an opportunity for rapid development of national personal finance. However, the development of personal finance at this stage is always limited by various factors: such as the limitations of the commercial bank's wealth management model, the lack of experience and the vague market positioning of commercial banks' personal wealth management business; At the meantime, the competition between banks is fierce, the homogenization of products is serious; the lack of high-quality financial managers and the lack of scientific product marketing model. To solve these problems, commercial banks should adopt the mode of mixed operation to eliminate the restriction of separate operation on personal financial services, clarify the market position, enhance the innovative consciousness of personal financial services, train high-quality financial personnel and change marketing methods to promote the continuous development of personal financial services in this country.目  錄

一、引言1

二、商業(yè)銀行個(gè)人理財(cái)業(yè)務(wù)概述1

    （一）改革40年來(lái)個(gè)人理財(cái)史的發(fā)展. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

（二）商業(yè)銀行個(gè)人理財(cái)業(yè)務(wù)內(nèi)涵1

（三）我國(guó)個(gè)人理財(cái)市場(chǎng)的特點(diǎn)2

1.信托貸款類產(chǎn)品成為理財(cái)市場(chǎng)的主導(dǎo)2

2.產(chǎn)品預(yù)期年化收益率更趨規(guī)范合理2

3.理財(cái)業(yè)務(wù)分層服務(wù)體系逐步構(gòu)建3

三、我國(guó)商業(yè)銀行個(gè)人理財(cái)業(yè)務(wù)發(fā)展存在的主要問(wèn)題3

（一）信托理財(cái)集合資金用于貸款可能引發(fā)潛在風(fēng)險(xiǎn)及案例3

（二）“以客戶為中心”經(jīng)營(yíng)模式尚未明確3

（三）銀行理財(cái)思路倒置及案例6

（四）互聯(lián)網(wǎng)理財(cái)產(chǎn)品的強(qiáng)烈沖擊6

四、我國(guó)商業(yè)銀行個(gè)人理財(cái)業(yè)務(wù)發(fā)展的對(duì)策建議7

（一）大力改善宏觀外部條件7

1.發(fā)揮理財(cái)業(yè)務(wù)對(duì)銀行經(jīng)營(yíng)轉(zhuǎn)型的重要作用7

2.建立健全理財(cái)業(yè)務(wù)風(fēng)險(xiǎn)管理體系7

（二）商業(yè)銀行提高自身個(gè)人理財(cái)業(yè)務(wù)發(fā)展水平8

1.渠拓寬銷售渠道8

2.實(shí)施品牌策略8

3.加強(qiáng)科技信息系統(tǒng)支持9

參考文獻(xiàn)10