Research On The Development Strategy Of Bank 's Private Bank Business

Private banking is a kind of exotic, is also a development of modern high-endpersonal banking business, its purpose is to point to the customer for wealthmanagement, wealth management as the core, has the characteristic of highprofessional services, financial regulation through high-level professional personnelplan, professional research analysis method, a series of personal financial services,the ultimate realization of client assets value.. With China’s rapid economic development，a high income，high net worthgroups are constantly mature and grown up，whose strong demand of their personalassets management privacy，professionalism and high profitability is increasing sofast，which has prompted the sophisticated conditions and time that the developmentof the private banking business needs.Although China’s commercial banks have been fully aware the strategicimportance of private banking business for bank development. But due to variousconditions, such as environment, policy, theory, and imprisoned by the practicalcondition of each bank, the domestic commercial bank private business developmentis poor. Based on the study of domestic and foreign private banking related literature,the concept of private bank is discussed in this paper. Though the analysis of theadvanced experience of foreign private banking business and the problems in privatebanking business development of domestic commercial banks, which has providedtheoretical and practical basis for the analysis of S commercial bank private banking.In2011December28，the domestic bank “S” established its Private Bankbusiness，Head office is located in Shanghai as a national joint-stick commercialbank，“S” bank combined the basic characteristics of Shanghai culture and theessence of private bank together，committed to “value sustainable” to create privatebanking brand of “excellence， prospective, win and compatible”. As all thecommercial banks have been involved in private banking business, which is increasing homogenization of competition.“S” bank has some problems with itsprivate banking business, such as the customer base is weak, backward managementis lack of innovation, the product is single, service linkage mechanism is not perfect.“S” bank should reassess its own private banking location and seek for differentdevelopment strategy. This paper argues that the bottleneck problem of “S” bankprivate bank encountered in the current development can be solved by specificmeasures: strengthen the sense of competition, solid customer base, consolidatefoundation management, speed up the cultivation of talents, constantly improveproduct and service quality and other etc..