The Study, Based On Economic Value Added Management Of The Value Of The Commercial Banks

In recent years, China's commercial banks had a tremendous and profound changes, the initial completion of the institutional system reform and the expansion of assets. However, commercial banks have not fully completed management system and development of fundamental changes in the way, has not been achieved in terms of size, speed, quality and efficiency based on a unified, coordinated and healthy development of this goal. Commercial banks and Bank of the developed countries compared to all aspects of China's commercial banks, there are many shortcomings, still have inefficient management, high proportion of non-performing assets, and many other issues. In order to better cope with the international advanced commercial banks to the challenges of the banking industry, the effective control of operational risks and to optimize the quality of assets, based on the basis of the bigger and stronger and strive to truly become the world's advanced management system and the international competitiveness of the commercial banks, establish a scientific and effective management mechanism is the strength of our commercial banks to improve their own first step.It is in this economic environment, EVA value management tools are introduced to the modern commercial bank management in the past. In improving corporate governance structure and regulate the operation mechanism should also be actively learn from the foreign commercial banks advanced EVA evaluation theory and methods, and continuously improve their management efficiency and value creation. Therefore, a proper understanding and use of EVA management indicators will become a natural system of commercial bank management as a required course. EVA calculation of the largest commercial banks is that the introduction of the different cost of capital concept. EVA prompted company executives when the focus in the planning of the company's cost of capital, its implementation does not only make the company more than net profits in the calculation of a cost, in the EVA management framework of the integrated financial management system can guide each company decision-making. EVA is a very important key to employee motivation system of measurement, the first real interests of managers and shareholders to the interests of unity.The main purpose of this study is through the value of Commercial Bank Management System of EVA to EVA management system that our current problems. The impact of various factors and to study the problem exists, as a basis for the proposal for the following suggestions provide the basis and theoretical basis. For commercial banks to improve the management system to provide some feasible suggestions are the ultimate goal of this article. For the problems described in the paper for commercial banks to provide a theoretical basis for improving the management and direction of guidance. Through qualitative analysis and quantitative analysis approach to discourse. Through the concept of EVA and its related problems described, with case studies of China Merchants Bank, in order to achieve the purpose of solving the problem. Finally, this paper can be obtained from the Commercial Bank of China attaches great importance to the management of EVA valuation system, making the EVA can fully play its role. In addition, China's commercial banks in order to have a greater improvement on the EVA must pay attention to capital management, rational distribution of resources, to play the principles of utility maximization. This article will mainly discuss the following points to start: First, the cost of capital on the important role of EVA management system that is now applied problems, and puts forward the corresponding sound improvement. Second, China Merchants Bank as the sample, using the latest data from case studies. In the process of calculating the formula in the use of the original, based on a number of related projects and have been adjusted to better reflect the real situation of EVA. EVA in improving the management system of commercial banks, measures and suggestions to highlight the importance of economic capital, as well as what aspects can be improved.