Thr Research On Operating-management Reform Of Bank Of Ningxia With Interest Rate Liberalization

China’s city commercial banks which are regarded as “the third echelon” in China’s banking system have made outstanding contributions both to the healthy development of China’s banking system and to the promotion of local economic construction since they were founded in 1995.China Banking Regulatory Commission lowered the threshold of market accession to cross-regional operating for city commercial banks in 2009, which created a stir of small and medium banks’ cross-regional operating. Compared with state-owned banks and shareholding commercial banks, however, city commercial banks have a long way to go in terms of capital scale, assets quality, corporate governance and human resources respectively, which lead to the survival and the development of city commercial banks limited by state-owned banks and shareholding commercial banks. Along with the market-oriented reform, especially after The People’s Bank of China would not limit the lower bound of loan rate for financial institutions on July 20 th 2013, the small banks had faced severe challenge, which forced city commercial banks to seek diversity development.Commercial banks’ operation focuses both on value created for shareholders and on services supplied for customers on the premise of operating safety and risk prevention. There has been no sufficient attention paid by city commercial banks on the construction of operating management system due to operation scale, cost control and customer response. With the interest rate liberalization, the operating management capability is the key to banks’ development; therefore it’s significant to research about the construction of operating management system in the context of the interest rate liberalization.Based on the point mentioned before, this thesis takes Bank of Ningxia as the object of study, through the analysis of Bank of Ningxia, to find the problem of operating management and the causes. It put forward a proposal to accelerate the centralization of operating management to optimize operation resources along with the interest rate liberalization. And it is suggested to construct the operating flow focusing both on customer experience and on efficiency enhancement and it seeks the way to promote the cross-departments cooperation. This thesis, to a certain extent, is useful to the reform of operating management and the development of city commercial banks.