Management Optimization Of Interbank Business:A Case Study Of China Minsheng Bank,Guangzhou Branch

Since 2007,with the rapid development of China's banking industry,bank assets and liabilities have grown rapidly,and inter-bank competition has also become fierce.Due to the policy of the national macro-policy to adopt a cautious restriction on the real estate industry and local government financing,the commercial interbank business with light capital and “avoiding supervision” has begun to rise among commercial banks.In 2014,with the macroeconomic downturn and various inter-bank business cases occurring frequently,especially for small and medium-sized banks' bill business and non-standard business,inter-bank business has become a high-risk business area.In the face of unfavorable economic environment and market environment,commercial banks must not only solve problems through the inter-bank innovation business,but also to effectively control the risks through the financing of light capital,which is still difficult to solve.This paper first explains the development of domestic commercial banks' inter-bank business and clarifies the basic ideas and directions for domestic commercial banks to develop inter-bank business.Then,based on the behavior of Minsheng Bank Guangzhou,the management of the interbank business of the bank was analyzed from different angles.In order to find out the problems existing in Minsheng Bank Guangzhou Branch,and in-depth study and analysis of the real causes of the problems,combined with the analysis,research and summary of the domestic commercial banks' inter-bank business,the optimization plan for the interbank business management of Minsheng Bank Guangzhou Branch was put forward.In order to provide practical suggestions for the development of interbank business of Minsheng Bank Guangzhou Branch,and to draw lessons from other commercial banks to develop inter-bank business.This paper optimizes the inter-bank business of Minsheng Bank Guangzhou Branch and proposes corresponding implementation safeguard measures.The final part proposes the establishment of a cross-border business center and the launch of the Bank's account manager to set up an "elite club",differentiate product innovation,strengthen risk prevention and control and marketing team building.