China's Small And Medium-sized Commercial Bank Retail Banking Development

With the constant development of the global economy, the retail business, one of the major businesses of the commercial banks, has upgraded value-creating ability rapidly. It plays a more and more important role in the commercial bank profits.As a trend which banks in China are confronted with, retail banking has been the most profitable operation, therefore, strategic transformation to retail banking is critical for banks in China, especially for small and medium banks(SMBs) which will be up. against more severe survival problem in the future. This, article will introduce the conception, sorts, characteristic by the numbers, and analyse the academic groundwork and status of retail banking. Further more, this article will discuss strategy of distribution, risk supervision and market competition.As the beginning of this article, it introduces the conception, sorts, characteristic by the numbers, and analyses the academic groundwork and status of retail banking. Retail banking has been proved to be a more and more important position in the commercial banking frame of banking. As an example of ChongQing Commercial Bank, it includes retailing the business of the assets, retailing the business in debt and retailing three major parts of intermediate business. To the banking of selling in batches, it has quantity such characteristics as huge, business dispersing, type diversification, etc..Secondly, this article analyses some problems in developing retail banking for small and medium banks, including the significance, status quo in china, and the present important opportunity for SMBs in China. We consider today to be a good occasion to develop retail banking in china, which is more important for SMBs, and influence future status of them. It is said that personal financing, credit cards and the electronic banking are three most important fulcrurns for SMBs.The below chapter stresses on the distribution of retail banking and figures that multi-channel and full-orientation distribution model is critical for developing retail banking. The work we should do right away is to establish a data-base of client information and to strengthen innovating ability.Thirdly, the author analyzed the configuration of retail market, and analyses the competition status of SMBs, including its opportunity and threat. They should choose proper strategy to compete with opponents. It is critical to choose a right strategy and bring it into effect. But before this, they should coordinate effectively resource of themselves, and this article advances some material measures.