中小银行竞争力分析中英文对照外文翻译文献

题目：家族式中小企业融资存在的问题及对策第一部分外文翻译原文Family SME financing problems and countermeasures1、The status of family SMEsFamily-owned SMEs in the development of our country experienced a small to large, from weak to strong in the process, along with the family business in China today the deepening of economic reform and development and growth, has gone through four stages: the first stage, From 1978 to 1987, after the December 1978 Third Plenary Session of the Party, the private sector began to sprout exploration; the second stage, from 1988 to 1991, in 1988 the state promulgated the "Provisional Regulations on private Enterprises", the private sector has been Legislative protection; the third stage, from 1992 to 1996, the spring of 1992, Comrade Deng Xiaoping's southern tour speech, encourage private sector development; the fourth stage, the 15th Party Congress in 1997 affirmed the non-public economy is an important component of the socialist market economy private enterprises to enter the stage of stable development.At present, China's family-owned SMEs in general to take the family system management mode, although this management model, although in favor of corporate governance, reducing the commission Enterprises - the agency costs, but this also increases the external transactions arising from the establishment of corporate identity costs. On the one hand our economy is in a transition period, various policies and regulations are not perfect, the community has not formed a unified identity for the family of SMEs, which makes family-owned SMEs in the market development, customer acquisition financing and other aspects in particular more difficult. On the other hand due to the absolute control of the family by the family-owned small and medium enterprises, the decision arbitrary and authoritarian strong, the error rate is large, resulting in enterprise development to a certain stage on the lack of power, it is difficult to continue to develop.2、The main problem of family exist in the process of SME financing2.1 Family ownership structure and governance structure of SMEs unreasonableOur family ownership structure of SMEs in general showing unity, closed characteristics. According to statistics, the founder of the family business enterprise investment accounted for 75% of total share capital, its holding ratio as high as 70%, while the proportion of shares held by the founder's family also accounted for 10% ofthe company's total share capital, both in the family business of Holdings the proportion of 80%, the enterprise has absolute control. This single ownership structure and the closure of many family-owned SMEs generally do not pay attention to external financing, business development and capital accumulation is still relying on its own within the family obtain financing, which limits the expansion of enterprises.2.2 The family behind SME management modeCurrently, many executives are from family-owned small and medium enterprises within the family, but also because of the family's absolute control of the enterprise, many business owners arbitrariness in decision-making, so that companies will bring tremendous business risk to the enterprise zone to instability, which will undoubtedly increase the risk of funding provided. Meanwhile, in the internal distribution ofprofits, there is no established concept of sustainable development can play, often only taking into account the short-term interests, net of corporate profits spectroscopic eat, rarely from the perspective of enterprise development, consider using retained funds to supplement operating funds, and their accumulation of weak sense.2.3 The family-owned SME financial system is not perfectAs noted in the survey, more than 50 percent of family-owned SMEs in the financial system is not perfect, and many family-owned small and medium business managers lack professional financial management knowledge, lack of major financial decision analysis to develop a reasonable and legitimate, and even prepare several sets of accounts to check payable regulatory authorities. Because most investors to corporate lending main consideration is return on investment, and ROI analysis depends mainly on the view the company's financial statements, due to the corporate financial system defects, it is difficult to provide accurate accounting information, investors are unable to find out the enterprise the true face, nature does not give business loans.3、The Solution of family financing of SMEs3.1 Family fade colors, introducing diversification of investorsFirst of all to clarify property rights, according to the contribution principle, the principle of efficiency, fairness rationalize the relationship between members of the family property, clear the nature of the enterprise, the definition of enterprise property rights, reform of property rights. Forward to the public on the basis of clear property rights on the inside, diversify their ownership by absorbing social capital, the equity isfully owned by the family into a controlling stake, the investor capital, human capital and social capital is allocated in equal shares, to increase transparency and social trust.3.2 Change management model to promote institutional innovationMany of our family-owned small and medium enterprises in the employment context nepotism, meritocratic closer. This management model is not conducive to family-owned small and medium enterprises to introduce outstanding management personnel, resulting in a lack of family-owned small and medium business decision rationality, increasing the risk offamily-owned small and medium business, reducing the level of family credit for SMEs, resulting in banks and investors unwilling to its loans and investments. In view of this, family-owned SMEs should abandon the family management, the introduction of professional managerial system, the implementation of corporate restructuring in accordance with the requirements of modern enterprise system, the introduction of outstanding management talent, improve operational efficiency and reduce operational risks. So as to raise the level of credit to enhance financing capacity. At present, the rapid development of China's many family businesses employ people outside the family as a decision-making executives, such as the United States and other countries.3.3 Cegulate corporate financial system, improve financial managementAccording to the relevant regulations of the state, the establishment of financial and accounting system sound enterprises, not cooking the books, establish and improve financial reporting system to improve the credibility and transparency of the financial situation of the financial statements. These include: 1, raise funds, and the effectiveuse of funds, supervision and funding normal operation, maintenance, financial security, boost profits. 2, establish a sound financial management system, financial revenues and expenditures do a good job planning, control, accounting, analysis and assessment work. 3, to strengthen the management of financial accounting, in order to improve the timeliness and accuracy of accounting information.In short, to be truly effective in solving the difficult problem of family SME financing, companies need to go through joint efforts of financial institutions, to create a family-owned diversified financing channels for SMEs, social credit sound socio-economic environment for the family-owned SMEs the development provides a relaxed environment for raising capital.第二部位论文译文题目：家族式中小企业融资存在的问题及对策一、家族式中小企业的现状家族式中小企业在我国的发展经历了一个由小到大、由弱变强的过程，当今中国的家族企业随着经济体制改革的不断深化而发展壮大，经历了四个阶段:第一阶段，1978～1987年，1978年12月党的十一届三中全会以后，私营企业开始萌芽探索;第二阶段，1988～1991年，1988年国家颁布了《私营企业暂行条例》，私营企业得到了立法保护;第三阶段，1992～1996年，1992年春邓小平同志南巡讲话，鼓励私营企业发展;第四阶段，1997年党的十五大肯定了非公经济是社会主义市场经济的重要组成部分，私营企业进入稳步发展阶段。

社区银行经营绩效中英文对照外文翻译文献(文档含英文原文和中文翻译)原文:Efficiency Ratios and Community Bank PerformanceFred H. HaysUniversity of Missouri—Kansas CityStephen A. De LurgioUniversity of Missouri—Kansas CityArthur H. Gilbert, Jr.University of West FloridaAbstractThis study develops a multivariate discriminate model to differentiate between low efficiency and high efficiency community banks (less than $1 billion in total assets) based upon the efficiency ratio, a commonly used financial performance measure that relates non-interest expenses to total operating income. The model includes proxies for the banking regulatory CAMELS rating variables including: the equity capital to total asset ratio, net charge-offs to loans, salaries to average assets, return on average assets, the liquidity ratio and the one year GAP ratio. The discriminate model is tested using data for 2006, 2007 and 2008. This includes periods of high performance as well as deteriorating industry conditions associated with the current financial c risis. The model’s classification accuracy ranges from approximately 88% to 96% for both original and cross-validation datasets.Keywords Efficiency ratio, community bank, CAMELS; discriminate analysis; financial crisisIntroductionThe global economic and financial crisis initially affected large financial institutions like Citibank, Bank of America and Wachovia. As the effects spread throughout the U.S. economy, especially during the latter part of 2008, smaller institutions, including about7,000 community banks (with under $1 billion in assets measured at the individual bank level rather than the bank holding company level) have been affected as well. Community banks are characterized by not only their relatively small size but also their focus on local banking markets rather than regional, national or global markets.While sub prime lending is frequently cited as a catalyst for current banking problems, community banks have been adversely affected by a decrease in liquidity in the overall financial system as well as deterioration in traditional residential real estate loans, commercial and industrial loans and consumer loans including credit cards and student loans. Overall profitability in the banking industry has plunged from near record highs in 2006 to an industry loss of $32.1 billion in the fourth quarter of 2008, a -0.94% quarterly return on average assets. (FDIC Quarterly Banking Report, Fourth Quarter 2008). For all of 2008 total industry profits were a mere $10.2 billion, a year-to-year reduction of almost 90%. Net interest margins for community banks fell to the lowest levels in 20 years.Even before the recent financial crisis, the number of banks in the US declined by about half since 1980. Most of these were community banks. Predictions of their total demise have not materialized. Changes in technology, fierce competition and changing population demographics have not eliminated their presence. These forces do raise questions, however, about the ability of the least efficient to continue to operate.This study looks at factors that differentiate efficient from inefficient community banks using the efficiency ratio, a popular tool used by bank financial analysts. The efficiency ratio measures the level of non-interest expense needed to support one dollar of operating revenue, consisting of both interest income and non-interest or fee income. The value of the efficiency ratio can be influenced by changes in salaries and benefits, labor productivity, technology, utilization of physical facilities especially branch offices along with many other factors including economies or diseconomies of scale.The analytical framework in this study is based on the CAMELS rating system, a device created by federal banking regulators to assess the overall performance of commercial banks (Rose, 2010). The CAMELS acronym stands for Capital adequacy, Asset quality, Management, Earnings and Liquidity. Regulators created an additional measure, Sensitivity, to evaluate market risk associated with changing interest rates and other factors. This study uses proxy variables to represent each of these dimensions of bank performance.This study also employs multiple discriminate analysis to investigate the differences between high efficiency and low efficiency banks based upon the level of the efficiencyratio. A model is developed that demonstrates substantial differences between high and low efficiency banks. The model is tested using year-end data for 2006, 2007 and 2008. This incorporates periods of high profitability as well as the negative effects of the financial crisis on recent periods including year-end 2008 when the brunt of the current crisis hit. This is the most recent data currently available.Bank profitability as measured by return on average assets (ROAA) in Chart 1 was at near record levels from the late 1990’s until the end of 2006. Beginning in 2007 ROAA began to deteriorate rapidly. The decline in asset quality in 2008 forced banks to increase their provisions for loan losses which further reduced profits.Chart 2 depicts both the increase in non-current loans (loans 90 days or more past due) and net charge-offs (loans that have been deemed to be uncollectible). While non-current loan rates were considerably higher in the early 1990’s during the Savings and Loan and Banking Crises compared with the levels at year-end 2008, the level of actual charge-offs in 2008 exceeded the highest level in the early 1990’s.The efficiency ratio is calculated by dividing overhead expenses by the sum of net interest income and non-interest or fee income. It is a measure of how effective a bank is in using overhead expenses including salaries and benefit costs and occupancy expenses as well as other operating expenses in generating revenues. Other things being equal, a decrease in the efficiency ratio is viewed as a positive while a rising efficiency ratio is generally undesirable. The efficiency ratio can rise temporarily when a bank expands facilities. For example, opening a new branch immediately adds to overhead costs including staffing. New loans may not be immediately forthcoming. Fee income may be slow developing as well. As a result there can be a short-term spike in the efficiency ratio.Chart 3 shows the differences between the efficiency ratios for community banks with assets less than $1 billion and larger regional and national banks. The efficiency ratio for community banks has risen by almost 10% since the late 1990’s. The increase has been particularly notable since 2005. By contrast, efficiency ratios for banks in excess of $1 billion in assets are actually lower at year-end 2008 than in 1998. Among other things, this may reflect the growing consolidation of large banking organizations during this period as organizations such as Nations Bank and Bank of America merged. It may also include the effects of merging banks with non-bank financial institutions including insurance companies (such as Traveler’s merging with Citicorp) that became possible after passage of the Gramm Leach Bliley Act in late 1999.The economies of scope and scale may reduce average costs and result in lower efficiency ratios.Efficiency ratios are subject to controls of overhead expenses as implemented by senior management and the board of directors. Economic theory assumes that managers will seek to reduce overhead expenses in an attempt to maximize profits. Edwards (1977) offers an opposing view that bank management may choose to maximize utility rather than profitability. This expense preference theory has been developed in bank management literature. Williamson (1963) notes that management may increase “staff expenditures, managerial emoluments and discretionary profits” rather than focus strictly on maximizing profits. If management prefers larger staffs or more locations, this is normally reflected in the short term in higher efficiency ratios. Such decisions may or may not contribute to long-run profitability.Review of LiteratureLiterature on community bank performance, especially related to efficiency and bank strategy continues to expand. The following discussion summarizes some research in this area over the past decade. Wall (1985) examined small and medium sized banks from the early 1970’s until deregulation occurred in the early 1980’s. He found that profitable banks had lower interest and non interest expense than less profitable banks. In addition, the more profitable banks had lower cost of funds, greater use of transactions deposits, more marketable securities and higher capital levels.Gup and Walter (1989) found that consistently profitable small banks stressed basic banking with low cost funds and high quality investments. The study examined banks from 1982 to 1987 during the early stages of bank deregulation. During this period there were considerable differences between regions due to declining energy, real estate and commodity prices. High performance banks during this period made higher quality loans, held proportionately more capital, invested more in securities (especially long-term) and relied on lower cost funding sources compared with the average small bank.Zimmerman (1996) examined community bank performance in California during the early 1990’s, a period of slow recovery for these institutions. Excessive reliance on real estate lending caused deterioration in asset quality which reduced overall profitability. Lack of geographic diversification further compounded community bank performance.Two different studies by Bassett and Brady (2001; 2002) examined recent performance of community banks. The 2001 study found that many small banks from 1985-2000 vanished through mergers and acquisitions. Increased competition with stock, bond and mutual fund investments may have weakened the competitive position of small banks. These community banks, nevertheless, were able to compete effectively againstlarger banks due in part to superior knowledge of local loan markets combined with a reluctance of customers to bank with out-of area institutions. Bassett and Brady’s (2002) study found that small banks grew more rapidly than large banks from 1985-2001 with profitability remained at a high level. While interest costs increased, this was more than offset by higher returns on earning assets.Gilbert and Sierra (2003) used the Federal Reserve System for Estimating Examination Ratings (SEER) surveillance system to estimate the probability of failure for community banks (which they define as less than $1 billion in assets) versus large banks (with assets greater than $1 billion). The failure probability declined for both groups during the 1990’s. The risk of failure since about 1997 rose slightly for community banks and as of 2003 were about 4 basis points higher than for large banks.Myers and Spong (2003) examined community bank growth in the 10th Federal Reserve District (Kansas City) with an emphasis on economic conditions in slower growing markets. These slower growing markets presented problems in loan quality as well as staffing including senior management and directors. Community banks in low growth markets experienced higher overhead costs relative to income than banks in higher growth markets.DeYoung, Hunter and Udell (2003) provided an extensive investigation of community bank performance commencing in the early 1970’s. They concluded that while many community banks have left the industry in the past three decades, many more inefficient banks must still exit in order for those remaining to be competitive with their larger bank counterparts.Critchfield, Davis, Davison, Gratton, Hanc and Samolyk (2005) in a study of past, present and future community bank performance conducted for the FDIC concluded that community banks continue to be of interest because 1) they still constitute over 90% of all banks,2) they are economically important to small business and agricultural lending and 3) they represent a disproportionately large percentage of FDIC failure costs.MethodologyThis study examines the performance of low efficiency vs. high efficiency community banks using data from year-end 2006-2008. High vs. low efficiency is defined in terms of the efficiency ratio, a commonly used measure of bank performance. The efficiency ratio (ER) is non-interest expenses divided by the sum of interest income and non-interest income (fee income). A higher ratio value indicates relative inefficiency while a lower value indicates greater efficiency. Inefficiency can be the result of overstaffing, excessivesalaries and benefits, investments in new branches that have yet to become profitable along with other reasons. In this study we use a “polar extremes approach” that defines high and low efficiency banks while eliminating the middle group. For additional discussion of this approach to discriminate analysis see Hair et.al. (1998).Efficient banks are defined as those with efficiency ratios (ER) less than 51 while inefficient banks are those with efficiency ratios greater than 81. This corresponds to one standard deviation below and above the mean ER of 66.Community banks are defined in this study as banks with total assets less than or equal to one billion dollars. This cutoff value is consistent with many current studies of community bank performance. To assure that special purpose banks such as credit card banks are excluded from the study, only banks with loan to deposit ratios greater than 25% and less than 125% are included. To eliminate problems associated with de novo (newly chartered) banks, an additional constraint that banks be chartered prior to December 31, 2002 was applied.After applying the previous screening parameters, the result is 739 low efficiency banks and 674 high efficiency banks, the universe of U.S. banks that meet the screening criteria described above. Data are obtained from a relational database available by subscription from SNL Financial. The data are based on quarterly reports by commercial banks and bank holding companies filed with the Federal Deposit Insurance Corporation and published in the FDIC Reports of Condition and Income.The Model and ResultsThe CAMELS rating system was developed by federal banking regulators as a composite measure of overall commercial bank performance. Bank management and the board of directors receive an aggregate performance score on a scale of 1-5 where 1 is the highest rating and 5 is the lowest. Banks rated 4 or 5 are considered “problem banks” and are severely limited in their operations by their respective regulators. These ratings may require obtaining additional capital, limitations on interest rates paid on deposit liabilities, limitations on dividend distributions, etc. Under the prompt corrective action requirements of the FDIC Improvement Act of 1991, banks in the problem bank categories must respond quickly or face closure (Rose, 2010).Banks are also evaluated by federal or state regulators on individual performance elements including capital adequacy, asset quality, management, earnings, liquidity and sensitivity to market fluctuations (especially interest rate risk exposure). Deficiencies are reported to management and the board of directors for corrective action. These ratings arenot, however, reported to the public because of concern that such knowledge might precipitate excessive withdrawals of bank deposits creating a “run” on a troubled bank and perhaps impairing public confidence in the overall banking system (Lopez, 1999).The CAMELS variables can be easily approximated. Such proxies are common in commercial banking literature. Of the six CAMELS variables, the measurement of “management” is the most subjective since it is normally evaluated and assigned a score by the bank examination staff. In our study we use the ratio of salaries and benefits to average assets as a proxy for management since salaries and benefits are generally the largest non-interest expense element of bank overhead and are also controllable by management.The final linear discriminate model contains the following six CAMELS variables: Z= α +β 1 E2TA +β2 NCO2L +β 3 SalAA + β4 ROAA + β5 LiqR + β6 1yrGAP (1) Where:α = ConstantE2TA= Equity Capital to Total Assets (Capital)NCO2L= Net Loan Charge-offs to Loans (Asset quality)SalAA= Salaries and benefits to Avg. Assets (Management)ROAA= Return on Average Assets (Earnings)LiqR= Liquidity ratio (Liquidity)1yrGAP= GAP ratio, 1 year (Sensitivity to market changes)These variables are listed in order of relative importance based on the structure matrix presented in Table 4 with Return on Average Assets (ROAA) representing the most important. The first four variables retain the same relative ranking in all three years; The liquidity ratio (LiqR) is ranked fifth in 2006 but is ranked last in 2007 and 2008. Based on banking theory and empirical studies these variables appear reasonable discriminators between low efficiency and high efficiency banks. For example, one would intuitively expect that a low efficiency bank would have by definition higher average overhead costs associated with overstaffing, low worker productivity, high investments in bricks and mortar facilities, older technology, etc. This cost disadvantage would be expected to lower profits as measured by return on average assets compared with high efficiency banks. Indeed, the mean ROAA for low efficiency banks ranges between -.286% to .3245 while the ROAA for high efficiency banks ranges from 1.0% to 1.726%. (Table 1) An important factor affecting profitability is the ratio of salaries and benefits to average assets (SalAA). Low efficiency banks have an average SalAA ratio as high as of 2.361% in 2007 which is substantially higher than the 1.291% for high efficiency banks in2006. (Table 1)Asset quality is an important issue for most banks. While it is seldom profitable (or even desirable) to totally eliminate credit risk, it is important that this risk be properly managed and controlled within reasonable limits. A proxy for asset quality is the loan charge-off to loan ratio. Charge-offs occurs when management deems a loan to be uncollectible. Sometimes regulators pressure banks to write down loans when credit conditions deteriorate. As rule of thumb, a typical charge-off ratio based on historical averages is at or less than one percent. Both groups are substantially below that benchmark target. Low efficiency banks have a value of about 65% while high efficiency banks are even lower at 23%. (Table 1)Banking regulators monitor the capital positions of banks quite closely. Since banks, by their nature, are highly leveraged institutions, a decrease in the ratio of equity capital to total assets would also reduce the cushion that banks have to absorb credit or market related losses.When the capital ratio declines, the risk that the deposit insurance fund might be required to pay insured depositors rises. This creates a built-in tension between the desire of shareholders to use leverage to magnify returns on equity vs. the desire of regulators to insure the safety and soundness of the banking system. During the period from 2006-2008 low efficiency banks on average held smaller percentages of capital than did higher efficiency banks.Liquidity is the ability of a bank to provide cash in the face of unanticipated withdrawals of deposits or for other reasons. Banks earn nothing on assets held as cash. Other assets such as reserves held at the Federal Reserve have historically not earned a return (although recent changes allow the Fed to pay a small positive return on reserve balances). Banks hold secondary reserves in the form of highly marketable securities, in particularly U.S. Treasury bills, notes and bonds.Banks are subject to the vagaries of interest rate changes. Since bank deregulation commenced in 1980 with passage of the Depository Institutions Deregulation and Monetary Control Act (DIDMCA), banks have moved toward asset/liability management systems. These generally identify and track rate sensitive assets and liabilities. These are assets and liabilities that either mature or reprice within a given time period. If a bank has more rate sensitive assets than liabilities and interest rates rise, a bank’s net interest margin would improve; if rates fall, the bank’s net interest margin would shrink. GAP management techniques that manage the relationship between rate sensitive assets and rate sensitive liabilities are utilized to manage the bank’s interest rate risk. While some banks use ashorter time interval such as one quarter, because of data constraints a one year GAP ratio is incorporated in the model.Classification AccuracyUltimately any discriminate model is judged by its ability to correctly classify observations into their correct groups. The model discussed above correctly classifies 92.7% in 2006, 96.2% in 2007 and 88.1% in 2008 [Table 2]. The 2008 results appear to be affected by overall deteriorating economic and financial conditions as both high efficiency and low efficiency banks suffered declining asset quality.This study uses the “hold-one out” cross validation procedure contained within SPSS 16.0 which sequentially withholds an observation and repeatedly refits the model. The classificatory accuracy of the cross-validation approach is virtually the same as with the original dataset. [Table 2]Two observations should be made about the classification results. First, while the group sizes are not precisely the same (n low=739 and n high= 674) they are approximately the same percentages (52.3% vs. 47.7%). Second, the overall classification accuracy is so high (from about 88% to over 96%) that traditional measures such as proportional chance criterion and Press’s Q overwhelmingly confirm the discriminatory power of the model.The critical Z value or optimal cutting score for the discriminate function represents the dividing line separating the two groups. A Z score can be calculated for every bank in the study based on information on its values for all six discriminate variables. This individual score can then be compared to the critical Z value to determine into which group the bank belongs. The formula for the critical Z score for unequal group sizes is Zcu = (n A Z B+n B Z A)/(n A+ n B) which Z A and Z B are the group cancroids’ and n A and n B are the number of banks in each group.1 The critical Z score for our model is 0000478. [(-.831*674 + .757*739)/1413] The separation between groups can be seen in Exhibit 1 using 2006 data which displays a plot of group cancroids’.Additional Analysis of ResultsTable 3 contains results of tests of equality of group means for variables related to high vs. low efficiency banks for 2006-2008. The top three ranked variables are respectively 1) Return on Average Assets (ROAA), 2) Salary and Benefit Expense to Average Assets (SalAA) and 3) Equity to Average Assets (E2TA) as indicated by the structure matrix in Table 4.The one year GAP measure was not statistically significant in any of the periods.Moreover, the GAP ratio was ranked fifth or sixth in each period based on the structure matrix data in Table 4. The equity to asset ratio (E2A) shows a statistically significant difference between low and high efficiency banks for 2006 and 2007. For 2008, however, the differences are not significant. The liquidity ratio (LR) is statistically different in 2006 but not in 2007 or 2008.Wilks’ Lambda and 2 test statistics contained in Table 5 indicate the overall model is highly significant at the =.000 level in all three periods from 2006-2008.ConclusionThis study uses a commonly used measure of bank performance, the efficiency ratio, as a basis for identifying low versus high efficiency banks. It utilizes a linear multivariate discriminate model to identify variables that differentiate between these two groups. In addition to profitability as measured by return on average assets, other important variables include salaries to average assets, the liquidity ratio, the equity capital to asset ratio, loan charge-offs to loans and a one year GAP measure.Community banks that desire to survive and thrive should pay attention to these variables. Most of these are strategic variables over which management and the board of directors have considerable control. Staffing issues, decisions about deposit mix, credit standards, and quality and branching decisions are within the scope of managerial decision-making. While the liquidity ratio is partly determined by exogenous factors such as market loan demand, competition and the stage of the business cycle, it is controllable within limits. The future for community banks favors those that are sufficiently adept at understanding operating efficiency. The ability to compete with larger institutions with greater resources depends on it. As the banking industry recovers from the current economic and financial crisis, attention must be paid to efficiency as a potential strategic advantage.Journal of Finance and Accountancy译文:效率比率与社区银行的经营绩效摘要本研究利用多元化的判别模型来区分的低效率和高效率的社区银行（总资产不到10亿美元）根据效率比率，以及非利息支出，营业总收入等常用测量财务业绩的方法。

商业银行竞争力研究国内外文献综述1.1国内研究文献综述在关于构建商业银行竞争力评价体系方面，我国学者做了如下研究。

对上市商业银行进行评价的时候，黄建康和吴玉娟选择资产利润率、银行的资本量、不良贷款率、中间业务收入占比等指标构建了银行竞争力评价指标体系，将16家上市时间长的商业银行作为研究样本，对目前的竞争力水平做出分析。

方先明、苏晓珺、孙利从银行的盈利性、流动性、安全性出发，兼顾市场占有能力和未来成长性，对我国16家上市商业银行进行竞争力分析，构建了商业银行竞争力的动态评价指标体系，得出了大型国有商业银行竞争力相对较强的结论，同时指出目前我国银行业存在整体发展不均衡的问题。

顾海峰和李丹通过上市直接融资能力、贷款管理能力和表外业务运营能力三个方面，对上市商业银行进行竞争力分析。

在对我国国有银行进行评价时，曲国华、张星虎、李选才等从规模、质量、业务结构、效率、成长性这五个方面进行银行竞争力评价。

在对我国城市商业银行进行评价的时候，陈一洪从风控能力、盈利能力、持续成长能力三个方面对我国61家城市商业银行进行竞争力评价，采用资本充足率、不良贷款率、拨备覆盖率等9个指标构建了竞争力评价体系，选用2009-2016年时间轴来分析城市商业银行竞争力变化趋势。

在对农村商业银行进行竞争力评价时，朱南和吴中超从盈利性、安全性、流动性、效率竞争力、地理位置等八个角度对农村商业银行进行评价。

在对中外资银行进行分析时，张搏选择60家中外资银行作为样本银行，对其在华经营数据进行研究，从基础指标、盈利能力、业务指标、风险指标和流动性指标这五个维度出发构建了竞争力评价指标体系，得出银行业的竞争力的主要影响因素是业务规模和盈利能力。

赵建武和郑国忠在研究中通过介绍投贷联动的涵义，梳理了近年来我国商业银行投贷联动相关政策以及分析近年来国内银行投贷联动的实践及主要模式。

在文中他们认为注册制等资本市场改革大背景下，股权投资及投贷联动业务迎来可期发展机遇，建议银行积极关注。

中小企业激励机制英文文献及翻译我国中小企业激励机制的问题及对策摘要文章主要分析了中小企业激励机制存在的问题及产生的原因，并从物质激励、精神激励和员工发展激励等方面探讨中小企业健全激励机制的对策。

关键词：中小型企业；激励机制；问题；对策1 我国中小企业激励机制存在的问题本文来自所谓企业激励机制，是指企业通过物质和精神的手段来创造、激发、满足并维持员工工作积极性、主动性、创造性的基本条件，从而保证企业实现预期目标的功能。

目前，中小企业激励机制主要存在以下问题。

1.1缺乏完善和制度性的激励机制激励制度是引导、规范员工行为导向共同目标的各种措施的总和。

员工是企业的生命和宝贵财富，一个产品从设计到开发、生产、销售，都离不开员工的辛勤劳动，因此企业应当具有完备的激励制度，这是员工做好本职工作的环境要求，也是保证企业目标顺利实现的制度保证。

但是在部分中小企业中普遍缺乏奖惩制度，缺乏正确奖励员工的方法，缺乏一个明确的标准，奖惩存在很大的随意性，管理者仅凭个人的好恶和伦理道德对员工进行奖惩，“奖得轻，罚得重，承诺兑现少”等现象时有发生；另外，部分中小企业薪酬设计不公平、外在竞争力不强以及财务管理制度混乱，这些状况的存在，使得许多员工工作积极性、主动性、创造性被扼杀，造成中小企业问恶意竞争加剧，企业成长率不高等诸多问题，究其原因就是激励方法的不当和激励手段、制度的落后所致。

1.2激励机制缺乏资金支持由于中小企业大多处于资金积累的成长期，资金实力相对薄弱，面对大企业年薪数十万元，甚至上百万元招募人才的大手笔就是显得无能为力了。

1.3重视物质激励而忽视精神激励目前我国的中小企业基本上采取单一的物质激励，企业管理者忽视对激励方式的研究，激励手段过于单一，忽视了物质激励与精神激励的有机结合。

还有些企业没有对员工的需要进行分析，“一刀切”地对所有的人采用同样的激励手段，没有认识到激励的有效性在于不同需要。

激励方式上只注重物质激励，强调奖金和红利的重要性，而不注重对员工的非物质性激励，对基层员工不予购买社会保险、工伤保险，员工缺乏安全感；只重视金钱激励，而忽视对员工的关心，在观念上只把员工作为企业的“雇员”在“利用”，而不是将员工视为企业的“成员”真正去关心和爱护他们。

银行营销策略中英文对照外文翻译文献银行营销策略中英文对照外文翻译文献(文档含英文原文和中文翻译)银行营销策略中英文对照外文翻译文献原文：MARKETING OF BANK PRODUCTS – EMERGINGCHALLENGES &NEW STRATEGIESDr. R.K. UppalDirector, UGC Sponsored Major Research ProjectD.A.V. College, Malout (Punjab)Abstract:The present paper acknowledges with same limitation that Indian private sector banks and foreign bank‟s marketing strategies are quite better than our public sector banks.The paper also suggests some strategies for the enhancement of bank marketing. Only those banks will survive in the future which will adopt effective and realistic strategy to win the trust of the customer.Keywords: Bank Marketing, Customer, Challenges and StrategiesIntroductionBanks Marketing is defined as a aggregate of function directed at providing service to satisfy customer‟s financial needs and wants, more effectively than the competition keeping in view the organizational objective of the bank. The bank marketing has become a very complex yet interesting subject as it requires the knowledge of economics, sociology, psychology, banking and also core marketing concept (Sasanee, M.K. p. 5). In marketing, it is the customer who has the upper hand. The mantra of effective marketing bank products lies in the systematic and professional approach towards satisfying customers needs (Ojha, V.K. p. 19). Thus, banks have to set up “Research and Market Intelligence” wings so as to ensure customer satisfaction and to keep abreast of market development (Ananthakrishnan, G. p. 9).Product and ServiceA product is defined as “Anyt hing that has the capacity to provide the satisfaction use or perhaps, the profit desired by the customer”. Product and service are the words used interchangeably in banking parlance. The bank products are deposit, borrowing or other product like credit card or foreign exchange transaction which are tangible and measurable whereas service can be such products plus the way/manner in which they are offered that can be expressed but cannot be measured i.e. intangibles. Better银行营销策略中英文对照外文翻译文献service is more important than just a good product in the marketing of banking service, so the focus should be on the want and need of satisfying that product or service.Marketing Approach to Banking Services·Identifying the customer‟s financial needs and wants.· Develop appropriate banking products and services to meet customer‟s needs.· Determine the prices for the products/services developed.·Advertise and promote the product to existing and potential customer of financial services.· Set up suitable distribution channels and bank branches.· Forecasting and research of future market needs.Scheme of the paperThe paper has been divided into six sections. After the brief introduction, second section reviews some studies related to the present theme. Third section highlights objectives and research methodology. Fourth section discusses results. Section five reflects strategies and last section concludes the paper.Review of related studyDwivedi, R. (2007) explained that finance functions are important but not as important as the marketing functions. Friction between the marketing and finance functions would be detrimental to the smooth development and functioning of any business organization. Finance objectives like value maximization to shareholders are integral parts of any new strategy adopted by the organization. But this objective seems to have been lost amidst the flurry of marketing activities focusing on market share. Conscious efforts must be taken to avoid the missing core objective and for sales growth. Dixit, V.C. (2004) concludes that for successful marketing and to make it more effective, identify the customer needs by way of designing new products to suit the customers. The staff should be wellequipped with adequate knowledge to fulfill the customer‟s needs. We should a dopt long-term strategies to convert the entire organization into a customer-oriented one. Gupta, O. (1997) described the emergence of services sector and banks experience in service marketing. He emphasized customer satisfaction as the key to success and suggested a few measures to meet the needs and expectations of the customers. Gurumurthy, N. (2004) asserts银行营销策略中英文对照外文翻译文献that technology today is claimed to be a …leveler‟ and not a…differentiator‟. After the …wow‟ feelings die down, technology would become a must for most clients.Banking products can be easily copied and replicated by competitors unlike manufactured products. It is also not a viable model for marketers to compete on price. The solution, therefore, would lie in effective application of marketing strategies.Jain, A. (2007) described that marketer has to know that each and every country is having various marketing environment. Comparatively, it has to be very clear that the international marketer is bound to hold on the reorganization that every marketing environment differs from place to place as well as nation to nation than that of the same country state. It is also evident from the study that the global business transactions have to be sound planned and objectives oriented in nature. Sreedhar (1991) have dealt with marketing in commercial banks. They have emphasized motivation research, marketing research and promotional aspects in marketing of services and suggested to improve the marketing strategies to cope with the changing environment.Objectives· To study and analyze the marketing developments regarding products and services in various bank groups.· To suggest some strategies for the enhancement of bank marketing.Research DesignMarketing has suddenly become a buzzword in the banking sector. Customer has suddenly moved to the centre-stage and he has now a choice. How do banks then attract a customer to use their product and services? One has to reckon the fact that the old loyalty can no longer be taken for granted. Banks have to make efforts to retain the existing customers and also use strategies to attract new customers to their fold.Sample DesignThe Indian banking industry has been divided into three major bank groups.· Public Sector Bank Group – G-I (28)· Private Sector Bank Group – G-II (28)· Foreign Bank Group – G-III (29)Now all the work is done by technological tools. Many e-delivery channels like ATM,银行营销策略中英文对照外文翻译文献credit card, Mbanking, Tele-banking, I-banking have come into existence. Now banks take profit into consideration rather than price. Customer was slave to the bank before 1993 but now he has become the king of the bank. Customer can get feedback as per his own wish.All the parameters have shown the remarkable performance after the banking reforms. But public sector banks lags behind the private sector and foreign banks. Private sector banks and foreign banks are growing fast than the public sector banks. Thus the table implies that private sector and foreign banks are more efficient in the marketing of their products and services.Challenges of bank marketing·TechnologyMarketing by private sector banks and foreign banks is more effective than public sector banks because these banks are IT oriented. Private sector banks and foreign banks are attracting more customers by providing e-services. Thus, technology has become a challenge before the public sector banks.·Untrained StaffOften it happens that when a prospective customer approaches the branch, the employees seem to have very little knowledge about the scheme. This reflects an ugly picture of our bank‟s image. Banks are not losing one prospective customer but 10 more customers who would be touch of this man. Attitude of the employees towards customers is also not very well. Thus, it is a need of time to reorient the staff.·Rural MarketingThis is a big challenge before the Indian banks to enhance rural marketing to increase their customers. Banks should open their branches not only in the urban and semi-urban areas but also in the rural areas.·Trust of CustomersMarketing can be enhanced only by increasing the customers. Customers can be increased or attracted only by winning the trust of the customers.·Customer AwarenessCustomer awareness is also a challenge before the banks. Bank can market their银行营销策略中英文对照外文翻译文献products and services by giving the proper knowledge about the product to customer or by awarding the customer about the products. Bank should literate the customers.Strategies for the enhancement of bank marketingIn the fierce competitive market, needs of customer keep changing. Hence, our marketing strategy must be dynamic and flexible to meet the changing scenario. Here are steps that form successful and effective marketing strategy for bank products.·Form a Saleable Product SchemeBank should form a scheme that meets the needs of customers. A bunch of such schemes can also form a product. A bank product may include deposit scheme, an account offering more flexibilities, technically sound banking, tele/mobile/net banking, an innovative scheme targeted to special group of customers like children, females, old aged persons, businessman etc. In short, a bank product may consist of anything that you offer to customers.·Effective BrandingMan is a bundle of sentiments and emotions. This can effectively be helpful in branding our products. Considering the features of products and target group of customers, the product can be effectively branded so as to sound it catchy and appealing.·Products for WomenThe national perspective plan for women states that 94 pc of women workers are engaged in the unorganized sector and 83 pc of these in agriculture and allied activities like dairy, animal husbandry, sericulture, handloom, handcrafts and forestry. Banks should do something to improve their access to credit which they require.·AdvertisementAdvertisement is an eminent part of marketing of bank products. Advertisement should be such that appeals to people. It should not follow the orthodox pattern of narrating a product. For effective advertisement, bank should understand people‟s tastes and choices.·Selling Products in Rural AreasFor enhancing the marketing of their product, bank should sell their products in rural银行营销策略中英文对照外文翻译文献areas. For it, there is a need to open branches in the rural areas.·Informing Customers About ProductsThe bank should embark upon aggressive marketing of its products, particularly at the time of launching a new product, which will inform the perspective customers regarding product and at the same time relieve staff at branch level from explaining the product to all customers.·Re-orient StaffSincerity of efforts in implementation of the measures is lacking among the bank staff. It is a fact that its employees are not able to rise up to the expectations of its customers. They lack in their behaviour, attitude and efficiency. The phenomenon is glaring at urban centers. Therefore, it calls for an immediate attention which is missing link in the entire process of marketing, and the bank should undertake all such steps to motivate and reorient its staff.·Sale of Products and Services through E-delivery ChannelsAfter the Information Technology Act, many new e-delivery products have been introduced. These edelivery channels are very helpful in enhancing the marketing of various products and services. Thus Indian banks should sale the products and services through e-delivery channels.·Sale of Products and Services through Web-sitesInternet is a network of network which connects the world. Thus, banks should sale their products through web-site. This will enhance the marketing of the products not only at the national but also at the international level.ImplicationThus the study implies that for a successful and effective banking marketing of bank products is a necessary condition. This condition can only be fulfilling only by attracting the more and more customers. Thus, bank should make only policies which are helpful in fulfilling the needs of customers.ConclusionBanking sector reforms have changed the traditional way of doing banking business. Mainly technology is the outcome of banking reforms. Customer is now the king and银行营销策略中英文对照外文翻译文献customer focus or satisfaction of customer is the main aim of the banks. With the introduction of new products and services competition has grown up among the banks. Only those banks will survive who face the competition with the effective ways of marketing.References1.Ananthakrishnan, G. (2004), “Marketing of Bank Products”, IBA Bulletin,(April)p92.Dwivedi,R. (2007), “Managing Marketing-Finance Interface”, Journal of Commerce and Trade, Vol.2, No. 2 (Oct.), p. 323.Dixit, V.C. (2004), “Marketing Bank Products”, IBA Bulletin, (April), p.154.Gupta, O, “Emerging Issues in Service Marketing-Banks Experience”, SBI Monthly Review, (Dec.),p. 6275.Gurumurthy, N. (2004), “Marketing Bank Products”, IBA B ulletin, (April), p.236.Jain, A. (2007), “Managerial Role in International Marketing Strategies”, Journal of Commerce and Trade, Vol. 2, No. 2 (Oct.), p. 297.Malik, S.C. (1996), “Building Human Capital for Banking”, Vichaar, Vol. 16, Issue 4, (Oct.)8.Oj ha, V.K. (2004), “Mantra of Effectively Marketing Bank Products”, IBA Bulletin, (April), p.199.Patnaik, U. and Chhatoi, B. (2006), “Bank Marketing” edited book by Sonali Publications, New Delhi.10.Sreedhar, G., “Marketing-Style of Indian Banks”, The Bank er, New Delhi, (Feb.)11.Sasanee, M.K. (2004), “Marketing Bank Products”, IBA Bulletin, (April), p. 5原文与译文译文：银行产品营销 - 新挑战和新策略Dr. R.K. UppalDirector, UGC Sponsored Major Research ProjectD.A.V. College, Malout (Punjab)摘要：本文有一定的局限性，印度的私人银行和外资银行的营销策略相比公共部门银行来说要更好一些。

银行管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)译文：平衡计分卡在农业银行成功应用的若干要件“不能衡量，就无法管理”，这是罗伯特·卡普兰教授《平衡计分卡：一种革命性的评估和管理系统》一书的开篇第一句话。

“你想得到什么，就得衡量什么”，这是众多管理大师的谆谆忠言。

随着农业银行规模不断扩大、业务日益复杂、市场竞争日益激烈，以及组织架构的改革变化，如何将全行的整体战略有效地传导到各业务条线，传导到各分行、支行和每个员工，成为一项极为重要而又相当艰巨的工作。

面对这一挑战,近年来，农业银行纷纷引入平衡计分卡这一管理工具。

平衡计分卡的原理并不复杂，它从财务、客户、内部流程、学习与成长四个维度进行业绩评价，突破了传统业绩评价重财务方面轻非财务方面、重短期业绩轻长期业绩、重结果评价轻过程评价的缺陷，并通过业绩评价手段构筑起一个企业战略分解、传导、管理机制，从而实现战略和战术、财务和非财务、过程和结果、内部和外部、短期和长期的平衡，是一个有力的业绩评价和战略管理工具。

然而，平衡计分卡并非包治百病的良药，其成功运用也绝非易事，平衡计分卡在西方国家创设和运用的近二十年时间里，既有成功案例，也有失败的案例。

在农业银行引入平衡计分卡管理方式的热潮中，不仅要追求“形似”，更要追求“神似”；在对平衡计分卡的一片追捧声中，有必要对它的运用进行清醒的思考。

本文试图通过一个平衡计分卡的失败案例，并结合我国实际，总结平衡计分卡在我国农业银行成功运用的若干基础要件，以期使平衡计分卡在我国农业银行的运用做到“形神兼备”，真正发挥理想的业绩评价和战略管理的功效。

1.美国环球金融服务公司平衡计分卡应用的失败案例美国环球金融服务公司（the US Global Financial Services）是北美金融领域的佼佼者。

在20世纪90年代以前，公司的业绩评价都是以财务为导向的，公司一直致力于利润最大化的财务目标。

90年代初，经历了财务业绩的大幅下滑后，环球金融服务公司的高层主管开始重新规划公司的发展战略。

近年来，随着中小企业的飞速发展，中小企业融资问题，已经成为一些中小企业进一步发展所面临的“瓶颈”。

在我国经济体制转型和经济结构调整的特殊历史时期,中小企业融资问题不仅表现得较为突出,也更为复杂。

下面是搜索整理的中小企业融资问题英文参考文献，欢迎借鉴参考。

中小企业融资问题英文参考文献一：[1]XUE-FENG JI. Analysis on Financing Problems of SME in Internet Finance Mode[P]. 2nd International Conference on Advanced Education and Management Engineering (AEME 2017),2017.[2]Xiao-juan GUO. Difficulties and Countermeasures on the Financing of SMEs[P]. 4th International Conference on Economics and Management (ICEM 2017),2017.[3]Jing Zhang,J. Ke. The Financing Efficiency of Enterprises Listed on SMEs Board[P]. 3rd International Conference on Society Science and Economics Development (ICSSED 2018),2018.[4]Wan-rong ZHANG. A Study on Financing Difficulties of SMEs in China[P]. 4th International Conference on Economics and Management (ICEM 2017),2017.[5]Zhao-Hui CHEN,Zhi-Juan ZHOU. Problems and Suggestions on the Mode of Intellectual Property Financing of Small and Medium-sized Technological Enterprises[P]. 4th International Conference on Social Science (ICSS 2017),2017.[6]YU SHI. Research on Problems and Countermeasures of Small and Medium Sized Enterprises Financing[P]. 2nd International Conference on Advanced Education and Management Engineering (AEME 2017),2017.[7]Yuping Wei. Empirical Analysis on Financing Constraints of SMEs of China — Proofs from Pre-IPO three Years’ Panel Data of China’s Listed Companies Listed in 2015[P]. DEStech Transactions on Materials Science and Engineering,2016.[8]Ru-Xin WANG. Financing Management of SMEs Under Internet[P]. DEStech Transactions on Economics, Business and Management,2018.[9]Yi-ning SUN. The Impact of Supply Chain Finance on SME Financing[P]. DEStech Transactions on Social Science, Education and Human Science,2018.[10]Wen-bo MA,Meng-wei TANG. Financing SMEs and Innovation[P]. DEStech Transactions on Social Science, Education and Human Science,2018.[11]A-Tai ZHENG. Influence of Internet Finance on SME Financing — A Case Study of P2P Model[P]. DEStech Transactions on Social Science, Education and HumanScience,2018.[12]ZHEN-HONG XIAO,MEI-GUI TAN. Research on SMEs’ Credit Risk Evaluation of Supply Chain Finance Based on the Third-party B2B Platform[P]. DEStech Transactions on Social Science, Education and Human Science,2018.[13]Shu-yuan XIAO,Mei-gui TAN. The Evaluation of SMEs Credit Risk Supply Chain Finance Based on the Third-party B2B E-commerce Platform[P]. DEStech Transactions on Social Science, Education and Human Science,2018.[14]Zheng-cheng WU. On SME Financing in China from Perspective of Supply Chain Finance[P]. DEStech Transactions on Social Science, Education and Human Science,2018.[15]Nittamachi Naoto. Problems of Small Business Finance : from the White Paper on Small and Medium Enterprises in Japan[J]. Journal of Household Economics,2014,39(0).[16]Annalisa Ferrando,Alexander Popov,Gregory F. Udell. Sovereign stress and SMEs’ access to finance: Evidence from the ECB's SAFE survey[J]. Journal of Banking and Finance,2017,81.[17]Peter Quartey,Ebo Turkson,Joshua Y. Abor,Abdul Malik Iddrisu. Financing the growth of SMEs in Africa: What are the contraints to SME financing within ECOWAS?[J]. Review of Development Finance,2017,7(1).[18]Qaiser Munir,Sook Ching Kok,Tamara Teplova,Tongxia Li. Powerful CEOs, debt financing, and leasing in Chinese SMEs: Evidence from threshold model[J]. North American Journal of Economics and Finance,2017,42.[19]Iftekhar Hasan,Krzysztof Jackowicz,Oskar Kowalewski,?ukasz Koz?owski. Do local banking market structures matter for SME financing and performance? New evidence from an emerging economy[J]. Journal of Banking and Finance,2017.[20]Renate Kersten,Job Harms,Kellie Liket,Karen Maas. Small Firms, large Impact?A systematic review of the SME Finance Literature[J]. World Development,2017,97.[21]Anahí Briozzo,Diana Albanese,Diego Santolíquido. Corporate governance, financing and gender: A study of SMEs from Argentinean Securities Markets[J]. Contaduría y Administración,2017.[22]Ayodotun Stephen Ibidunni,Oladele Joseph Kehinde,Oyebisi Mary Ibidunni,Maxwell Ayodele Olokundun,Falola Hezekiah Olubusayo,Odunayo Paul Salau,Taiye Tairat Borishade,Peter Fred. Data on the relationships between financingstrategies, entrepreneurial competencies and business growth of technology-based SMEs in Nigeria[J]. Data in Brief,2018,18.[23]Franziska Bremus,Katja Neugebauer. Reduced cross-border lending and financing costs of SMEs[J]. Journal of International Money and Finance,2018,80.[24]Jairaj Gupta,Andros Gregoriou. Impact of market-based finance on SMEs failure[J]. Economic Modelling,2018,69.[25]Arnab Bhattacharya. Innovations in new venture financing: Evidence from Indian SME IPOs[J]. Global Finance Journal,2017,34.[26]H. Kent Baker,Satish Kumar,Purnima Rao. Financing preferences and practices of Indian SMEs[J]. Global Finance Journal,2017.[27]David Diwei Lv,Ping Zeng,Hailin Lan. 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银行个人理财战略中英文对照外文翻译文献(文档含英文原文和中文翻译)原文:The Development Status and Strategy Research of Commercial Banks’Personal Financial ManagementBusiness in ChinaAbstract: The personal financial management business in our country is in the initial stage，compared to the developed one in western，there’s still a long way to go，Therefore，the commercial banks in china need to review and study to estimate market direction；build excellence brand image and special services；Increase of innovation；change the products from single to comprehensive；Establish and perfect financial management business’management system in order to promote the development of personal financial business in our management country．Keywords：Commercial banks，Personal financial management，Strategy1 IntroductionThe commercial banks are facing the new situation：the increasing danger in traditional business．the margin of the interest rate’s turning increasingly narrowed and foreign bank’s competition．These banks should think deeply to find why that business develop so slowly and then put forward a feasible plan．The personal financial management business is not only an important carrier for commercial banks to advance Comprehensive management strategy but also a major way of improving Intermediary business income．That business in our country is in the initial stage．compared to the developed one in western，there’s still a long way to go．Therefore．the commercial banks in china need to review and study to estimate market direction；build excellence brand image and special services；Increase of innovation；change the products from single to comprehensive；Establish and perfect financial management business’management system in order to promote the development of personal financial management business in our country．Meanwhile．the commercial banks are facing the new situation：the increasing danger in traditional business．the margin of the interest rate’s turningincreasingly narrowed and foreign bank’s competition．These banks should think deeply to fend why that bus；mess develop so slowly and then put forward a feasible plan．Among all the businesses in commercial banks．personal financial management business has the advantages of huge market capacity，low risk，wide range of business，and stable income．For those advantages the personal financial management business becomes commercial banks’main business and vital profits source．In western developed country，this kind of business almost gets into every family．Its business income has been account for ba nk’s 30％．Compared to the developed one in western．there’s still a long way to go but it has a bright market expectation．However，our country’s personal financial management business is limited by some factors，for instance，the financial legal system，financial supervision system and the development of financial market．As a result．it brings some problems that need to be done while developing rapidly．2 The Development Situation，Trait and Existing Problem of Individual Manage Matters Operation in Commercial Bank of China2.1 The development situation of individual money matters operation in commercial bank of ChinaManage money matters operation refers to commercial bank uses professional advantages like various kinds of financial knowledge，professional technique and wide fund credibility and according to clients’financial position and investment requirement，provide clients with professional service activities，such as financial analysis．financial planning，investment counselor and assets management．Recently，as the fast developing economy of china and the accumulating property of citizens，the need of manage money matters operation becomes stronger and stronger．There are several reasons：first of all，when people’s properties accumulate to some degree，they concern more about how to effectively keep and increase the value of their properties．Second，as the pushing on housing，education and medical treatment marketing revolution proceeding，families need the help of financial mechanism service to create a complete risk safeguard mechanism．On the other hand，we have already been in aging stage，thus it has become many people’s real need to accumulate part of their pension through manage money matters．Under thecircumstances．individual money matters operation of commercial bank develops quickly．But according to individual money matters operation situation of every commercial bank．there are still many problems that make it hard to develop individual money matters operation．2.2 The trait of individual money matters operation in commercial bank of ChinaAs the individual money matters operation of commercial bank has just started，financial mechanism and laws and regulations systems are special，so compared to western developed countries，we have our own traits．Fiduciary loan product becomes the 1eader of manage money matters market Recently，invest people pay more attention to the risk situation of product when they choose manage money matters product．At the same time，because the CBRC(china banking regulatory commission) adds its strength to manage money matters operation in commercial bank，the breed structure of manage money matters product changed a lot in general．Since 2009，fiduciary loan product increased largely and become the leader in all kinds of banking manage money matters product for its clear investment, simple structure，various deadline，stable income．Public beneficial and creative product is the value of manage money matters product afoot. During the wenchuan earthquake in 2008，some banks give quickly reflect to the calamity and push out public beneficial and creative manage money matters product．This kind of manage money matters product was themed as benevolent and cares，which greatly widen the developing thought of banking manage money matters operation and validly promote brand value and social image of the bank．3 The Reasons Why We Have Problems in Personal Financial Business in Our National Commercial BanksThe reason why we have so many problems in personal financial business in our national commercial banks is not just because of one single element，but because of many aspects．The reason that we still take separate operation in practice .The policies and regulations．idea of supervision and measures in China still not keep pace with the development of era；we still rely on separate operation and separate management to keep watching to the financial risk．But this kind of operation mode increases thecost of processing personal financial business in commercial banks．and it is hard to make good results．The reason why all the products have the same quality.As it is limited by the idea，the analysis of personal finance business from our commercial banks are not totally correct，there still exists some deficiencies to the research of clients，as a result．nearly all the financial products are the same．The reason why we have a shortage of high—quality financial manager The capability of training finance managers in our country is still undeveloped and the mentality relatively falls behind with developing countries，so most of excellent managers choose to enter foreign banks, and it will be reasonable that the managers couldn’t reach the requirements in national commercial banks．The reason why we are lack of the consciousness of financial management .As we are developing our economy in recent years, it results in a lack of financial culture and financial consciousness．Firstly, people just have some egg money；they can hardly adjust to the life style which adds the finance management into it．Secondly, the influence of traditional concept and shortage of understanding the personal financial business in banks result in the lack of financial consciousness and the deficiency of sense of identity and safety．The reason why we are lake of cultivation Our national commercial banks are limited by system, thinking, technique and objective environment and some influences so that our national commercial banks’s cultivation stagnates, in some high—profited area，we couldn’t keep the pace．And if we don’t solve the problem of lack of cultivation，it is hard for us to complete with foreign banks．4 The Questions Exit in Individual Managing Financial Services in Commercial Bank of ChinaA good financial planner should know everything about a product and have a good knowledge of security, bank，insurance。

本科生毕业论文中小企业融资难问题分析一、中小企业融资难现状改革开放30 年来，我国的中小企业得到了迅速的发展，占企业总数99％的中小企业对我们国家GDP 贡献超过了60％，税收超过了50％，提供了70％的进出口贸易和80％的城镇就业岗位。

中小企业同样是我们国家自主创新的一个重要力量，66％的发明专利，82％的新产品开发都来自于中小企业，中小企业已经成为繁荣经济、扩大就业、调整结构、推动创新和形成新的产业的重要的力量。

自0 8 年国际金融危机爆发以来, 我国实施了积极的财政政策和宽松的货币政策, 但广大中小企业至今没有从积极的财政政策和适度宽松的货币政策当中直接受益,例如08 年全国新增小企业贷款只有225 亿，比去年只增长了1.4％，可是全国的贷款增加了14.9％，09 年头三个月全国的信贷规模总量增加了4 .8 万亿，其中给中小企业贷款增加的额度只占不到5％。

目前融资难、贷款难已经成为制约中小企业发展的瓶颈, 中小企业生产经营面临着严峻困难，据国家统计局和工信部统计到08 年底，全国中小企业中歇业停产或者倒闭的大约占7 .5％，城镇就业更加困难，这个状况不仅影响我国经济的复苏，而且直接影响保增长、保民生、保稳定的发展目标。

从这个意义上说，国际金融危机冲击下的我国经济能否真正的走出低谷，关键是广大中小企业的活力能否得到完全恢复。

中小企业融资难、贷款难应该说也是一个世界性的难题，从我国看，既有体制机制问题，也有中小企业自身的问题，主要有三个方面的原因：第一个，中小企业自身的问题, 中小企业一般规模小，实力弱，它的信誉不是太高。

中小企业普遍诚信意识薄弱，类似的一家企业几套报表的现象屡见不鲜，可能在税务这边报表难看一些, 少交点税，在银行这边可能表好看一些，多贷点款，这样信息是否真实可靠就成了问题。

而这种做法对企业反而是很不利的，对中小企业的发展是不健康的，我们试想一下，如果几个部门把这些表全拿在一起，那首先这个企业是不诚信的，他就没有立足之地了。

客户盈利能力分析外文文献翻译(含：英文原文及中文译文)文献出处：Raaij E M V, Vernooij M J A, Triest S V. The implementation of customer profitability analysis: A case study[J]. Industrial Marketing Management, 2003, 32(7):573-583.英文原文The implementation of customer profitability analysis: A case studyRaaij E M V, Vernooij M J A, Triest S VAbstractBy using customer profitability analysis (CPA), firms can determine the profit contribution of customer segments and/or individual customers. This article presents an approach for the implementation of CPA. The implementation process is illustrated using a case study of a firm producing and selling professional cleaning products. The case study highlights specific issues related to CPA in an industrial setting,and the results provide examples of the possible benefits of implementing a process of regular CPA.D 2003 Elsevier Science Inc. All rights reserved. Keywords: Customer profitability; Customer relationship management (CRM); Implementation; Case study1. IntroductionWithin any given customer base, there will be differences in the revenues customers generate for the firm and in the costs the firm has toincur to secure those revenues. While most firms will know the customer revenues, many firms are unaware of all costs associated with customer relationships. In general, product costs will be known for each customer, but sales and marketing, service, and support costs are mostly treated as overhead. Customer profitability analysis (CPA) refers to the allocation of revenues and costs to customer segments or individual customers, such that the profitability of those segments and/or individual customers can be calculated.The impetus for the increasing attention for CPA is twofold. First, the rise of activity-based costing (ABC) in the 1990s led to an increased understanding of the varying extent to which the manufacturing of different products used a firm’s resources (Cooper & Kaplan, 1991; Foster &Gupta, 1994). When using ABC, firms first identify cost pools: categories of activities performed within the organization(e.g., procurement).Second, information technology makes it possible to record and analyze more customer data— both in type and in amount. As data such as number of orders, number of sales visits, number of service calls, etc. are stored at the level of the individual customer, it becomes possible to actually calculate customer profitability.It is considered good industrial marketing practice to build and nurture profitable relationships with customers. To be able to do this, afirm should know how current customer relationships differ in profitability, as well as what customer segments offer higher potential for future profitable customer relationships.2. The potential benefits of CPAThe direct benefits of CPA lie in the insight it provides in the uneven distribution of costs and revenues over customers. The information on the spread of costs among customers will be valuable in particular, as the distribution of revenues will generally be known to the firm. This insight in the extent to which specific customers consume the firm’s resources generates new opportunities for the firm in three areas: cost management, revenue management, and strategic marketing management.First, CPA uncovers opportunities for targeted cost management and profit improvement programs. Published figures show examples where 20% of customers generate 225% of profits (Cooper & Kaplan, 1991), where more than half of the customers is unprofitable (Storbacka, 1997)or where the loss on a customer can be as high as 2.5 times sales revenue (Niraj, Gupta, & Narasimhan, 2001). CPA, as a specific application of ABC, reveals the links between activities and resource consumption, and it therefore points directly to profit opportunities (Cooper & Kaplan, 1991). Second, CPA provides a basis for well-informed pricing decisions, bonus plans, and discounts to customers. It shows why filling some orders cost more than others and enables firms to have their prices reflectthose differences (Shapiro et al., 1987).The analysis outcomes may also help in revising existing discounting structures to improve profitability (cf. Kalafatis & Denton, 2000).Third, CPA opens up possibilities for segmentation and targeting strategies based on cost and profitability profiles. Some companies have segmented their customer base in platinum, gold, iron, and lead customers, based on their contributions to profits.These potential benefits of CPA are frequently cited in the literature. Yet the issues arising in actually implementing CPA are seldom discussed. In the next section, an overall approach for the implementation of CPA is presented.3. An overall approach for implementing CPAThe actual calculation of customer profitability amounts to an extensive ABC exercise. To make CPA really useful, the implementation should go further than drawing up a customer profitability model and plugging data into it, as the value of the analysis is in the actions based on better informed decision-making. Therefore, a six-step approach to implementing CPA is suggested. This approach, outlined in Fig. 1, provides a directive for a team consisting of at least a marketer and a management accountant. Depending on the characteristics of the firm and its information systems, the team can also include operations managers and information specialists.The sixth and final step deals with establishing the necessary infrastructure for the continued use of CPA. Embedding CPA in the daily routines of sales and marketing and accounting may well necessitate changes in procedures(e.g., marketing planning), changes in responsibilities, and changes in systems (e.g., information systems). The next section presents the application of this six-step approach in a business-to-business setting.4. The implementation of CPA in an industrial cleaning firmThe case organization is one of the national sales offices of a multinational firm that engages in the development, production, sales, and marketing of professional cleaning products (chemicals, cleaning systems, and consumables).Among the f irm’s main markets are industrial laundry, office cleaning, hotel cleaning, kitchen hygiene, and personal hygiene. Its products are sold directly (to large end-users such as in-flight caterers and to service integrators such as professional cleaners), as well as through distributors. The firm has divided its market into market sectors based on the nature of the end-user (e.g., healthcare, lodging, or dairy).As with many industrial firms, this firm employs a considerable sales and service force. The sales force is responsible for the initiation, maintenance, and development of customer relationships. The service force is responsible for order processing, customer training, advice, product demonstrations, maintenance, and repair.Procedures are also part of the infrastructure. To improve the accuracy of future customer profitability figures, the sales managers and account managers were requested to start registering the duration of their customer visits. In the absence of such a registration in the first round of analysis, sales costs were allocated to customers as a percentage of revenues. The willingness of the sales force to record their time spent for customers was high, as they understood the importance of this information for accurate analyses of customer profitability.5. Learning from CPAThe exercise described above was this firm’s first experience with CPA. As Ward and Ryals (2001) suggest, the most effective approach for attaining accurate valuations of customer relationships is an iterative approach in which a customer profitability model is progressively implemented in the organization. This means that, with each cycle, the model is to be improved until the calculations are sufficiently accurate for marketing purposes. For this firm, the first improvement for the next iteration concerns the registration of sales force hours to allocate sales costs more accurately. It has further decided to repeat the CPA exercise every 6 months and implement improvements along the way. For the firm, the exercise has sparked learning on three different levels: On the first, and most basic level, the firm has learned what each customer’s last year contribution has been to the firm’s operating income and how thisinformation can be used for cost management, revenue management, and marketing management. Second, the firm is learning how revenues and costs are best allocated to individual customers. The first attempt described in this article is only the start of a continuous improvement of such allocation methods. And third, the firm is learning what the various factors are that determine the value of each individual customer (customer profitability being but one of those factors).6. DiscussionThere are a few things you should know about CPA users. First, CPA numbers are constructed from multiple data sources. The accuracy of these data sources limits the possible accuracy of customer profitability figures. In addition, the CPA model must be a good representation of actual processing.The CPA exercise reported here is a retrospective analysis, which is an example of an analysis of past revenues and costs incurred by customers in a particular cycle. Managers will also be interested in prospective customer profit analysis. The quasi-CPA calculates the net present value of the future expected costs and revenues associated with serving the customer throughout his future life. The Quasi-Accountant Office is also known as the customer lifetime value analysis.To be able to estimate future costs and benefits, and the analysis of customer profitability is a valuable, if not necessary, first step.7. ConclusionIn this case, a six-step approach to implementing CPA within the company. Costs and revenue should be allocated to the only active customer, which means that the customer who starts analysis and identification can consider the active customer's customer database. The second step involves the company's internal production to serve the customer's costs, analysis of all activities. For all activities, the cost driver has to be calculated in such a way that it can be calculated for each cost driver how many units are identified for each individual customer. The actual calculation step 3 performs subsequent interpretation of the results and weighs the customer's a priori expectations of profit distribution. Based on the discussion of (preliminary) outcomes, the related costs allocated to the customer's previous decisions may be modified to improve the accuracy and/or fairness of the distribution. Once the number of calculation methods agreed, marketing strategies, procedures and actions can taste new information. It may require very unprofitable accounts to act immediately, improvement programs can be installed to reduce unnecessary costs, and new strategies may be targeted at the development of a particular customer base. As a sixth process, it may be necessary to adjust the organization to establish an infrastructure Use CPA in your organization.Regarding the third issue, which is the CPA-based differentiatedmarketing strategy, industrial companies should consider adopting profitability-based market segmentation and have been applied to financial services and other non-major industries and market differentiation strategies. Once a customer’s profit figures are established within a customer pyramid rated by customers as platinum, gold, iron, lead or customers, customers can serve at their own level. Since profit base segmentation is a new industrial enterprise, the first effective implementation of this may be to gain a disproportionate share of returns.The CPA will bring a lot of new information to the company for the first time. Therefore, the CPA is its own value. At this point, there is little evidence of its widespread use, and the actual implementation of companies in industry. In an increasingly focused era of CRM, customer loyalty, CPA is likely to be in urgent need of such efforts.中文译文客户盈利能力分析的实施:案例研究Raaij E M V, Vernooij M J A, Triest S V摘要通过使用客户盈利能力分析(CPA ),企业可以决定客户群和/或个人客户的利润贡献。