What we are sharing today is the [Small and Medium-sized Banks Fintech Development Research Report 2023] Report Producer: Small and Medium-sized Banks Alliance.
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The 2023 ** Financial Work Conference clearly proposes to accelerate the construction of a financial power and guide finance to provide high-quality services for economic and social development. Under the overall requirements of building a modern financial institution and financial market system, we will further optimize the layout of large, medium and small financial institutions, strictly control the market access and supervision of small and medium-sized financial institutions, and encourage small and medium-sized financial institutions to carry out characteristic operations based on local areas. In this context, small and medium-sized banks urgently need to think about and solve the following problems:
First, how can small and medium-sized banks better adapt to the main tone of supervision of the first financial work conference。In recent years, the reform of small and medium-sized banks has become one of the key tasks in the financial sector. The first financial work conference put forward strict requirements for market access and supervision, risk management and risk disposal of small and medium-sized banks, and subsequent supporting policies will be launched one after another. Therefore, how should small and medium-sized banks quickly improve their compliance and risk management capabilities?
Second, how can small and medium-sized banks better cope with the challenge of large commercial banks becoming better and stronger? In recent years, the services of large commercial banks have been declining, resulting in increased competitive pressure on small and medium-sized banks. The first financial work conference supports large state-owned financial institutions to become better and stronger, and large commercial banks will further play the role of the main force in serving the real economy and maintaining the ballast role of financial stability. Therefore, how should small and medium-sized banks improve their financial service capabilities as an important starting point for strengthening the competitiveness of their peers?
Third, how can small and medium-sized banks find an effective way to carry out characteristic operations based on the local area. In the context of the strict restriction and regulation of cross-regional business activities of small and medium-sized banks and the continuous sinking of the business of large commercial banks, how should small and medium-sized banks clarify their characteristic business positioning and key customer groups from the strategic level?How to build the core business advantages of "Characteristic Lixing" based on the characteristics of regional development and the financing needs of small, medium and micro enterprises?
Fourth, how can small and medium-sized banks do a good job in the "five big articles" with high-quality financial services. Based on the origin of serving the real economy, small and medium-sized banks should promote business innovation in the five directions of science and technology finance, green finance, inclusive finance, pension finance and digital finance. However, from a practical point of view, limited by factors such as asset scale, capital cost, staffing, and innovation ability, how should small and medium-sized banks quickly improve their ability to serve these five areas?
First, from the perspective of the external environment and macro background of small and medium-sized banks, under the overall layout of Chinese-style modernization and the goal of building a financial power, the basic institutional support for the development of financial technology of small and medium-sized banks has been continuously improved. Specifically, the policy system for the development of financial technology has been gradually established and improved, and the policy implementation and superposition effects are emergingThe direction of reform of financial regulators has been established, and the modern financial regulatory system has been further improvedThe "four beams and eight pillars" of the data infrastructure system are gradually complete, providing more solid power support for the digital transformation and upgrading of small and medium-sized banks.
Second, with the development of external conditions such as the macro environment, financial policies, intra-bank competition, and technological changes, as well as the deepening of the digital transformation of small and medium-sized banks, the pressure and objective impact faced by small and medium-sized banks have also taken on new characteristics. On the one hand, it is the innovation and empowerment of financial technology and the differentiation of cutting-edge technology applications. In the past year or two, important changes have taken place in the fintech field, especially the emergence of generative artificial intelligence (AIGC) represented by ChatGPT, which requires further reflection on the opportunities and challenges it brings to small and medium-sized banks, as well as the coping strategies of small and medium-sized banks. On the other hand, business performance is under double pressure, and there is a long way to go for transformation and development. The continuous decline of large banking business has put competitive pressure on small and medium-sized banks in terms of scale and structure, and at the same time, small and medium-sized banks are also facing the impact of declining earnings and net profits. For small and medium-sized banks, it is even more necessary to reduce costs and increase efficiency through all-round digital operations, organically combine policy dividends with business potential, and create new opportunities for the optimization of asset-liability structure.
Third, the quantitative overall evaluation based on the "hive model" shows that compared with 2022, the scores of small and medium-sized banks in the five dimensions of strategy, organization, technology, data, and ecology have increased in 2023. Compared with 2022, urban commercial banks have significantly improved in the four dimensions of strategy, organization, technology and ecology, and are higher than rural commercial banks and private banks. In terms of data and application, private banks scored higher than urban commercial banks and rural commercial banks, and continued to maintain their lead.
Further from the perspective of empirical achievements, in the six dimensions summarized by the "hive model", the development of fintech in small and medium-sized banks in 2023 will be steadily advanced, and the results will be highlighted. Based on questionnaire surveys and comparative analysis, inStrategic levelSmall and medium-sized banks continue to strengthen the co-ordination, guidance and execution of fintech strategies, continue to promote technology-enabled business strategies, and actively serve major national development strategies. , inOrganizational levelSmall and medium-sized banks continued to deepen the transformation of fintech organizations, focused on optimizing the layout of technology lines, and implemented a package of fintech talent management measures. , inTechnicalSmall and medium-sized banks have steadily increased their investment in science and technology, highlighted precise management, strengthened the research and development of key technologies, and emphasized technology transformation and security and controllability. , inApplication levelSmall and medium-sized banks continue to promote the digital and intelligent development of credit business, make digital operations more mature, and focus on risk prevention and control. , inData layerSmall and medium-sized banks continue to optimize their data governance systems, deepen data applications, and strengthen security management and privacy protection. , inEcological dimensionSmall and medium-sized banks have made great efforts to promote data sharing, strengthen cooperation between online and offline scenarios, and achieve remarkable results in collaborative innovation.
At the same time, the fintech development of small and medium-sized banks still faces some persistent and structural problems. The top ten pain points summarized include: First:While the strategic top-level planning is generally perfect, the internal differentiation pattern of the industry is more obvious, and the ability to guarantee the implementation of the strategy needs to be improvedThe second isWhile the layout of science and technology lines is optimized, the problem of rigidity of innovation organization mechanism still exists, which makes it difficult for science and technology lines and business lines to collaborate efficientlyThe third isWhile the scale of pure technology talents is expanding, there is a large gap between high-end compound talents and data talents, and there is a lack of supporting assessment incentivesFour areWhile the investment in financial technology has increased steadily, the scale of investment has been further differentiated, and the pressure on input and output has increasedFifth, yesWhile increasing technology research and development, there is a high threshold for cutting-edge technology, and independent research and development or external cooperation models need to overcome difficultiesSix isWhile technology empowers business development, the comprehensive risk management system of fintech has not yet been established and improved, and the progress of digital audit is slowSeven isWhile the digitalization of the whole process is steadily advancing, the digitalization of front-end marketing customer acquisition is relatively lagging behind, and it is difficult for traditional marketing methods to effectively reach customer groupsEight yesWhile the construction of the data governance system is accelerating, the data sharing mechanism is not smooth enough, and the application of data assets is in a state of explorationNine isAt the same time, while increasing the ecological construction of the scene, the ecological construction of the consumer side is homogeneous, and the ecological construction of the industrial side is more difficultTen isHowever, the pressure on the disposal of non-performing assets is greater, and the digital transformation of non-performing assets is in the early stage of layout.
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