Abstract

This report selects seven larger and more influential non-state-owned joint-stock commercial banks to give an analysis on the basis of their performance in 2006; the seven banks are respectively China Merchants Bank, China Minsheng Bank, CITIC Industrial Bank, China Everbright Bank, Shanghai Pudong Development Bank, Industrial Bank and Huaxia Bank.

Asset of Seven Commercial Banks by the end of 2006
(Unit: RMB Billion)

In recent years, non-state-owned joint-stock commercial banks show more and more advantages and, gradually, their core competitiveness gets to be enhanced. Along with the competition and development of bank market, creating professional advantages and enhancing competitiveness by features have become a common strategy for small-and medium-sized banks to make reforms. Minsheng Bank puts emphasis on trade finance services and sets an objective of building domestic first-class bank strong in trade financing; China Merchants Bank is focused on retail banking services, and has issued more than 10 million credit cards; China Everbright Bank has become the leader whether in market share or in brand influence for financing business through constant innovations and marketing; Industrial Bank has made great achievements in institutional banking services.

However, non-state-owned joint-stock commercial banks still lag behind overseas banks. Since China banking industry performed its words to WTO and fully opened to outside after 5 years of transition from Dec 11 2006 on, the competition has become increasingly fierce, as a result, Chinese non-state-owned commercial banks have to turn more powerful.

Table of content

2 Development of China Bank Industry, 2006
2.1 Ranking of China bank industry, 2006
2.2 Operations of China bank industry, 2006
2.2.1 Four largest banks occupy half of market shares
2.2.2 Non-performing loans reduced
2.3 M & A swept China bank industry
2.4 Development trends of retail banking business
2.5 Financial innovations of China bank industry, 2006
2.5.1 CBRC issued guide on financial innovation of commercial banks
2.5.2 Status quo of financial innovations of China Bank Industry
2.5.3 The commercial banks have to reach five standards before making innovations and 66 commercial banks are qualified for application
2.6 Competitive pattern after opening to outside
2.6.1 Overseas banks will focus on financing business and bank card business
2.6.2 Chinese and overseas banks will compete fiercely in the developed cities
2.6.3 Transfer from separated operation to diversified separation 

3 Major business developments of China non-state-owned joint-stock commercial banks
3.1 Overall operational performance in 2006
3.1.1 Capital scale grows steadily
3.1.2 Deposit increases at a steady pace
3.1.3 Short-term loan balance is higher than long-term loan balance
3.1.4 Profits rose largely
3.2 Loan concentration
3.3 Assets security
3.4 Market performance of listed banks, 2006-2007
3.4.1 Share H of China Merchants Bank has been issued
3.4.2 Share A of Industrial Bank went public
3.4.3 Share A+H of CITIC Industrial Bank went public
3.5 Development status of intermediate business
3.5.1 Electronic banking business
3.5.2 Financing business
3.5.3 Bank card business
3.5.4 Others
3.6 Retail banking services
3.6.1 Retail business of China Merchants Bank
3.6.2 Retail business of Minsheng Bank
3.6.3 Retail business of CITIC Industrial Bank
3.7 Forging professional advantages

4 Leading non-state-owned joint-stock commercial banks
4.1 China Merchants Bank
4.1.1 Overview
4.1.2 Overall operations in 2006
4.1.3 Operations of major business
4.2 China Minsheng Bank
4.2.1 Overview 
4.2.2 Operational results in 2006
4.3 Shanghai Pudong Development Bank
4.3.1 Overview
4.3.2 Operational results in 2006
4.4 CITIC Industrial Bank
4.4.1 Overview
4.4.2 Operational results in 2006
4.4.3 Share A+H went public
4.5 Huaxia Bank
4.5.1 Overview
4.5.2 Operations in 2006
4.6 China Everbright Bank
4.6.1 Overview
4.6.2 Operational results in 2006
4.7 Industrial Bank
4.7.1 Overview
4.7.2 Operational results in 2006

5 Development trends of China non-state-owned joint-stock commercial banks
5.1 Improving competitive environments
5.1.1 Improving social credit system
5.1.2 Establishing and improving strict banking regulation system
5.1.3 Greatly developing capital market
5.2 Optimizing operation conditions
5.2.1 Further promoting operation reform
5.2.2 Developing intermediate business
5.2.3 Services gradually transfer to small-and medium-sized enterprises
5.2.4 Pushing private finance business
5.2.5 Strengthening enterprise's cultural construction and improve service quality
5.2.6 Creating conditions for mixed operations
5.3 Diversified operation trends
5.3.1 Urgency and feasibility
5.3.2 Basic thoughts
5.3.3 Strategies and suggestions

Selected charts