银行用英语写毕业论文

银行英语口语英语专业毕业论文范文商务英语毕业论文范文银行信用风险的成因及防范

Interest rate marketability and our country State-owned Commercial bank countermeasureInterest rate marketability connotationThe so-called interest rate marketability, is refers to the money market fund supply and demand both sides independent determination interest rate level interest rate decision mechanism vicissitude process 。Says specifically, the interest rate marketability is refers to the Central Bank to need to regulate the datum interest rate according to the monetary policy, various commercial bank saves the loan interest rate according to the fund market supply and demand change independent adjustment, Finally forms take Central Bank datum interest rate as the guidance, multi-level, can manifest fund supply and demand condition and the reflection Central Bank monetary policy intention interest rate operational mechanism fully。The interest rate marketability emphasis interest rate really reflected the fund cost and the supply-demand relation, effectively display its economical leverage nimbly。一. Our country interest rate marketability reform existence questionIs opposite says in the Chinese economic reform and the opening to the outside world overall step, the interest rate marketability reform progresses slowly. Looked on the present situation that, our country not yet completely realizes the interest rate marketability, the interest rate control creates the interest rate this important price release lever to receive the serious restraint in the resources disposition aspect function, the interest rate structure distortion. Our country interest rate system marketability degree quite is also low, mainly displays in following several aspects:1. The interest rate control degree is high, the interest rate level and the structure are incompatible, and the bank independency is restricted. The current our country interest rate policy movement environment controls the interest rate primarily, the interest rate level decision, the difference interest rate policy making and so on the related interest rate each aspect policy all by the government strict control, displays the high planning and . The interest rate level determination has certain subjective blindness; the rate adjustment flexibility is insufficient. At present our country interest rate level decision is makes by the monetary policy committee, the interest rate decision-making power high degree of concentration in the central authorities, the interest rate formulation and the adjustment has the serious time lag . Lacks the effective market datum interest rate. On November 1, 2003, the NAP Standing Committee Cheng Sewer, vice chairman of the Forum, said: "The market-oriented interest rates, the key is to set the benchmark interest rate. The benchmark interest rate is determined, in order to determine the interest rate structure, risk structure. No established the benchmark rate, the interest rate market is a empty sentences. "Benchmark rate in the entire interest rate system has played a core role and prevents other interest rates, in a sense, the benchmark interest rate options and determine the interest rate market is the core of the reform steps.二．Implements the interest rate marketability state-owned commercial bank significanceFirst, is advantageous to the expansion state-owned commercial bank right of autonomous management, the enhancement competitive power. After the interest rate lets loose, the bank had the independent fixed price power, may use this kind of right to independence and its flexible full display fully. The various countries' reform experience indicated that, after the interest rate marketability, the deposit real interest rate all has the different scope raise. The real interest rate rise will have the positive influence to the deposit, the attraction fund from bank systems and so on the stock market, black market accepts the human bank system, the enhancement commercial bank's competitive power. Next, is advantageous in raises the state-owned commercial bank management level. The interest rate marketability causes the fund price to let loose truly. Price competition between the banks presents the new ball game from this. But the price competition must rise take the low cost fund as the backing. In order to gain the low cost capital source, various bank in the financial product, the marketing strategy, service method general unfolds manager respectively, this will intensify inevitably the competition intense degree, will urge the bank change management way, who will grasp is initiative who to be able to obtain market (In the new situation, the commercial bank guild cared about the interest rate market change situation and the international interest rate undulation tendency, and according to own situation, determines the cost scientifically, formulates the price reasonably, the enhancement economic accounting, strengthens its profit ability. It can be said that, the interest rate marketability reform, the interest rate production mechanism transformation, is to a commercial bank management and operation from inside to outside comprehensive forging. Is once more advantageous in creates a relatively fair competition environment. The interest rate marketability and the money market consummation is a process which complements one another. The developed money market is the interest rate marketability reliable guarantee. Because in the developed consummation money market, the financial tool type is rich, financial main body multi-dimensional, the financing way is diverse, the competition is full, the interest rate can reflect fully the fund price, can guide the resources reasonable disposition, enhances the resources use efficiency. Otherwise, the interest rate marketability can promote the money market development consummation; The money market is the interest rate marketability advancement beginning, also will be carries on the risk management to the interest rate the place, the interest rate system change promotes the money market development. Finally, is advantageous in speeds up the microscopic main body the property right reform, interest rate marketability important condition is the state-owned enterprise and the state-owned commercial bank's property right must be clear. The property right is not clear, is not strong to the interest intrinsic budget restraint, exceeds the time limit the risk responsibility to attenuate, and cannot be keen to the interest rate reflection. At present, our country State-owned Commercial bank and very big part of state-owned enterprise's property right slurred, the interest rate market changed into its reform to provide the power, on objective impelled their property right reform.三．The interest rate marketability causes the state-owned commercial bank faced with to challenge sternlyThe interest rate marketability, is the historical stage which our country Commercial bank must pass through, can impel our country State-owned Commercial bank enormously the reform. But after the interest rate marketability, the interest rate level change does not decide, Our country Commercial bank which survives under the control possibly can develop the new financial tool for a long time to dodge the interest rate risk without enough time, will certainly to face the stern challenge, this displays in:1．Has enlarged the bank rate risk. After the interest rate marketability, the interest rate level ascension and the irregular undulation enlarge, intensified the bank vulnerability, ha have enlarged the bank rate risk. After the interest rate marketability, the interest rate level ascension and the irregular undulation enlarge, intensified the bank vulnerability, have the possibility to cause the bank crisis extremely the occurrence. As a result of our country long-term interest rate control, the interest rate by artificial force down, after the interest rate is let loose, the interest rate level can elevate inevitably. The analysis indicated that, in the credit activity, along with the real interest rate enhancement, the risk borrower more will become the bank by chance the customer, But loathes the risk originally the enterprise borrowers also favor in change oneself project the nature, enable it to have a higher risk and the income level. The cause property average horizontal drop in quality, the credit risk , from looked for a long time that, the interest rate change the fund supply and demand real-time influence, can undulate frequently, but the interest rate undulation namely meant risk existence. How forecast accurately the interest rate change tendency, the reasonable determination has the competitive advantage price water; how assigns scientifically saves, the loan deadline layout, maintains the best advantage bad level;How forecast accurately the interest rate change tendency, the reasonable determination has the competitive advantage price water � How assigns scientifically saves, the loan deadline layout, maintains the best advantage bad level; How adjusts the property debt structure nimbly,Enhances prepares pays the level, the active control interest rate forms fluid wind �? How will supervise perfectly restricts the mechanism, prevented has human sentiment interest rate risk and so on, these will all cause the commercial bank faced with the stern ．Leads the service to the commercial bank to have the huge impact. Along with the interest rate marketability, various bank launches the intense contention superiority customer to save the loan war inevitably, the keen competition will cause to save the loan advantage difference large scale deflation. At the same time, the interest rate marketability impetus money market development, the massive enterprise temporary fund no longer rises in value through the deposit form, but is in the capital market, the money market puts in obtains the short-term to receive；Whether there is does the inhabitant also no longer excessively regard as important only contains the risk value deposit interest rate, pays attention contains the risk value the money market to receive �? The bank leadership service will be under the huge can be said, after interest rate marketability, bank true competition magic weapon instead outside interest rate method. Because the monetary fund is highly the homogeneity commodity, the grade of service is more important, highly effective, the low cost manages finances the service enable the customer to have a higher income, has the attraction to the ．Proposed the challenge to the bank management and interest rate control system, regardless of is the interest rate level or counts the rest method all to have the country to decide, regardless of how the country does adjust saves the loan interest rate, all fully considered commercial bank actual situation, maintains the reasonable advantage bad level throughout. Commercial bank's interest rate management is extremely simple, so long as gives according to the People's Bank the fluctuation scope carries out the national interest rate level then, the interest rate change is limited, the interest rate risk is controllable. In such situation, the bank management is inevitably passive. But in under the interest rate marketability condition, the intense market competition forces the bank either to use the price method, through raises the deposit interest rate, reduces the loan interest rate to attract the customer; Either depends upon the high quality service, through the function innovation, the product innovation, the technological innovation satisfies the customer. But this request commercial bank changes present the management, the method and the organization ．Proposed the challenge to the commercial bank staff quality. Along with interest rate marketability reform advancement quickening, the interest rate risk enlarge, will strengthen to the future interest rate trend analyzes and forecast oneself will be very urgent. The state-owned commercial bank seeks the financial professional who needs one batch of this aspect high quality, not only these people must have the deep theory foundation of basic skills, but also must have the rich commercial bank practice experience, Both must thoroughly understand the domestic interest rate change the undulation condition, and must be skilled in the forecast interest rate change tendency. But the present state-owned bank lacks generally can promptly effectively the control and the circumvention interest rate risk tool and the interest rate risk management professional, to the interest rate trend development forecast, the risk recognition and control is weak.四．The state-owned commercial bank should to strategyAlong with the interest rate marketability advancement, the interest rate is more and more big to the state-owned commercial bank's influence, in this situation, the state-owned commercial bank should seek positively should to the ．Establishment finance product fixed price system. In the interest rate marketability situation, whether does the commercial bank draw up a science reasonable fixed price system, has the nimble effective quoted price ability, the realization risk �? Between 20 income balances,Is key which whether it does develop continually. In this process, must establish the effective comprehensive income reckoning system, the overall evaluation customer comprehensive income which brings to the commercial bank，The customer credit risk size, the loan deadline length is the interest rate risk size, as well as commercial bank's collection fund cost and the operation cost share and so on the aspect questions。2．Increases the middle service product development ability, the adjustment profit structure. After the interest rate marketability, the bank saves, the loan favorable difference reduces, the profit level reduces, and this request state-owned commercial bank must develop the middle service vigorously. The bank may while develop positively receives on another's behalf, pays on another's behalf and so on service, uses the commercial bank market main body qualifications fully, positively provides the proxy for other financial organ to distribute the bond, the silver card account transfer, the proxy insures, the fund trust, the broker manages finances, The property management, financial consultant, the investment consultation and so on, enhances the middle service to buy a girl child, on own initiative develops the low risk, the high income middle service new variety positively, promotes the bank large scale by this profit ability, promotes the bank sustainable ．Establishes nimbly, the highly effective interest rate management organization, trains the interest rate managerial talent vigorously. According to the Bethel bank supervising and managing committee about the bank effective supervising and managing core principle request, under the interest rate marketability environment, various commercial bank must set up the specialized interest rate risk management department, manages and instructs the entire good interest rate work, Coordinates and coordinates inside and outside the bank to be connected the work. The interest rate control section's most important task is carries on the comprehensive interest rate sensitive tube on the bank asset debt level ; Exterior determination, internal advantage � The definite general headquarters to branch office's interest rate authorization, are responsible for staff interest rate risk management training and so on. In addition, but also should establish the high interest rate information communication channel, after the interest rate marketability, the commercial bank interior enhances greatly about the interest rate information transmission effectiveness, guarantees can transmit promptly general headquarters formulation each interest rate to commercial bank's any business mesh point, guarantees the commercial bank interest rate policy the ．Speeds up the state-owned commercial bank the property right reform. Stipulated according to "Law of corporation" that, the commercial bank belongs to the competitive profession, does not need to adopt the state-owned sole ownership property right, and does not have the legal barrier to its joint stock system transformation. To the state-owned commercial bank's property right reform, its concrete transformation form establishes the joint stock system commercial bank. The reality in China, in accordance with international practice, and gradually achieve solely by the state to transform the state-owned holding company, and ultimately joint-stock limited companies, and establish corporate system of corporate governance institutions, the establishment of the right to operate, ownership and the right to supervise the separation of the framework, China's commercial banks to become real significance of commercial banks, do business operations.字太多，发布下，你再见个问题吧，我回答。率市场化与我国国有商业银行对策利率市场化的内涵所谓利率市场化，是指金融市场资金供求双方自主确定利率水平的利率决定机制的变迁过程。具体讲，利率市场化是指中央银行根据货币政策的需要调控基准利率，各商业银行根据资金市场的供求变化自主调节存贷款利率，最终形成以中央银行基准利率为引导，多层次、能够充分体现资金供求状况和反映中央银行货币政策意图的利率运行机制。利率市场化强调利率真实地反映资金成本与供求关系，灵活有效地发挥其经济杠杆作用.

商业银行中间业务发展现状及对策CurrentStatus&FutureStrategiesforInter(Inner)-BusinessDevelopmentofCommercialBanksinner-business,或inter-business都可以用来描述你说的中间业务,具体要看是哪一类.又或者可以用特指某种业务(比如:拆借)的英文对应单词.参考文献：个人翻译

Too-big-to-fail: Bank failure and banking policy in Jamaica J. Daleya, , , K. Matthewsb and K. Whitfieldb aDepartment of Management Studies, University of the West Indies, Mona, Kingston 7, Jamaica bCardiff Business School, Cardiff University, Colum Drive, Cardiff, CF10 3EU Wales, UK Received 7 October 2005; accepted 16 December 2006. Available online 22 December 2006. Abstract Research on the causes of bank failure has focused on developed countries, particularly the United States of America. Relatively little empirical work has examined developing countries. We examine the total population of banks in Jamaica between 1992 and 1998 and find that real GDP growth, size, and managerial efficiency were the most significant factors contributing to the failure of banks. Bank failure is defined to include bailout and regulator-induced or supervised merger. Our results suggest that there were implicit ‘too-big-to-fail’ policies during this period. Keywords: Bank failures; Too-big-to-fail; Developing economies; Jamaica JEL classification codes: G21; G28 Article Outline 1. Introduction 2. Bank failure in Jamaica 3. Bank failure literature 4. Data and methodology 5. The likelihood of failure 6. Failure and bail-out 7. Conclusion Acknowledgements Appendix A. Pool of variables References 1. Introduction The last decade of the 20th century was unprecedented in Jamaica's financial history. Of a population of 37 banks, 21 were classified as failed, with 14 being so classified in 1 year—1998. However, few outright closures occurred. Most problem banks were merged with other banks, or continued to operate through financial support from the government. More than a half of domestic banks received some kind of financial support from the government, initiated voluntary bankruptcy proceedings or surrendered their licences. Explanations for such banking problems vary. Empirical research on bank failures separates the causal factors into bank-specific, industry-specific, macroeconomic and other. However, much of the debate on developing countries has neglected banks at the individual level, and has focused on the problems faced at the sector or industry level. Moreover, the (often conflicting) results of existing studies do not offer inferences about the factors that are particularly significant in developing countries, or to those that are significant to the failure of individual banks, or to the fate of problem banks. This paper addresses the following questions: what factors were significant in the banking crisis in Jamaica? What factors influenced how the crisis was handled and was there an implicit too-big-to-fail (TBtF) policy? What are the lessons for bank regulators in developing economies that can assist in better preparedness for the future? To address these questions, the within-sample performance of a panel of Jamaican banks is examined. Some of the factors identified as contributing to failure include deterioration in the macroeconomic environment, rapid expansion and weakness in a range of bank-specific factors: capital, management, and liquidity. The size results are particularly significant and point to the operation of implicit ‘TBtF’ policies. Larger banks are more likely to fail, but are also more likely to be bailed out rather than closed. The next section discusses the banking crisis in Jamaica. Section 3 reviews the literature on bank failures. Section 4 discusses data and methodology. Sections Sections 5 and 6 present the results, and Section 7 concludes. 2. Bank failure in Jamaica The term ‘bank failure’ has been interpreted varyingly. The more precise definitions have focused on accounting factors (for example, [Martin, 1977] and [Benston and Kaufman, 1995]), economic factors ([Bell et al., 1990] and [González-Hermosillo et al., 1997]), or legal factors (Meyer and Pifer, 1970). Conversely, more general definitions have attempted to be all-inclusive and have applied a ‘catch-all’ combination of specific definitions (for example, Thomson, 1992). Using a general definition of ‘bank failure’ embracing closure, bankruptcy, supervised merger, or direct government assistance, we assess the population of banks in Jamaica over the period 1992– Table 1 shows a comparative profile of the Jamaican banking sector before and after the crisis. Table 1. Banking system profile: pre- and post-banking crisis Jamaican banking sector

这里有无数的银行营销类的文章

附件二：毕业论文英文资料翻译英文资料一作者：Richard Podpiera题目：Progress in China’s Banking Sector Reform中国银行业改革的进步出处：IMF Working Paper Series 2006国际货币基金工作报告93号2006年3月英文资料二作者：Doug Pearce题目：Reform of China's Banks, Burdened by Bad Loans, is Priority for Government改革中国银行不良贷款带来的负担,是政府的要事出处：State Banks in Allocating Credit to Chinese State-Owned Enterprises Vol. 71, pp. 533–59June 2005中国股份制企业银行信用7卷，53-59页2005年6月I IntroductionThis Working Paper should not be reported as representing the views of the IMF. The views expressed in this Working Paper are those of the author(s) and do not necessarily represent those of the IMF or IMF policy. Working Papers describe research in progress by the author(s) and are published to elicit comments and to further debate. Substantial effort has been devoted to reforming China’s banking system in recent years. The authorities recapitalized three large state-owned banks, introduced new governancestructures, and brought in foreign strategic investors. However, it remains unclear the extent to which currently reported data reflect the true credit risk in loan portfolios and whether lending decisions have started to be taken on a commercial basis. We examine lending growth, credit pricing, and regional patterns in lending from 1997 through 2004 to look for evidence of changing behavior of the large state-owned commercial banks (SCBs). We find that the SCBs have slowed down credit expansion, but that the pricing of credit risk remains undifferentiated and banks do not appear to take enterprise profitability into account when making lending decisions. Controlling for several factors, we find that large SCBs have continued to lose market share to other financial institutions in provinces with more profitable enterprises. The full impact of the most recent reforms will become clear only in several years, however, and these issues should be revisited in future reforms are at the core of China’s strategy to improve the intermediation of its large private sector savings. Reforms in the banking sector have been implemented over the last two decades in China, replacing the monobank system with a multilayered system that separates commercial lending and central banking functions. However, lending by stateowned commercial banks (SCBs) has been inefficient and focused on state-owned enterprises, has brought a large burden of nonperforming loans, and has triggered several attempts to recapitalize and reform the banks. One important restructuring action came in 1999, when the government transferred a substantial amount of nonperforming loans to companies at book The most recent major initiative to improve the functioning of the banking sector started in late 2003, when the government decided to recapitalize two of the four major SCBs and introduce changes in legal structure, corporate governance, and risk management, with the goal of bringing in strategic investors and eventually listing the banks. This effort has been partly motivated by the prospects of facing increased competition when, at the end of 2006 under the World Trade Organization agreement, the sector will be opened to foreign paper focuses on reforms in the four SCBs, which continue to be the major part of the banking system in China. At end-2004, the four SCBs—the Industrial and Commercial Bank of China (ICBC), the Bank of China (BOC), the China Construction Bank (CCB), and the Agricultural Bank of China (ABC)—accounted for almost 60 percent of banking system We reviewed the progress in reform implementation and examined lending growth, credit pricing, and regional patterns in lending to look for evidence of changing behavior of the SCBs. While the full impact of the most recent reforms will become clear only in several years’ time, we believe it is useful to explore any changes in the behavior of SCBs—in response to the long-term reform effort and as an initial reaction to the most recent previous studies describe the reform effort and the inefficiency of the Chinese stateowned IMF (2004 and 2005) provides an overview of the most recent reforms and Barnett (2004) reviews the structure and recent developments in the banking sector. For a review of previous banking system reforms, since the mid-1990s, see Karacadag (2003).Duenwald and Aziz (2003) explored the growth-financial-development nexus in China and concluded that, contrary to most cross-country studies, financial development (proxied by total bank lending) has not significantly boosted growth among China’s provinces. Boyreau-Debray and Wei (2005) found that the correlation between investment and savings at the provincial level is strong and increased in the 1990s when SCBs were given more autonomy in allocating regional credit. This suggests the existence of large barriers to capital mobility, possibly in the form of noncommercially motivated interference in bank lending has been made on reforming the SCBs, but more needs to be done to make banks more efficient. The two pilot reform banks, the BOC and the CCB, have likely met the 2005 quantitative targets set in their restructuring plans. They have completed their financial restructuring, introduced new governance structures, and started improving risk management and internal controls. The approval in 2005 of a reform plan for the largest bank in the system, the ICBC, was an important step. Furthermore, all three banks have recently introduced minority strategic investors. However, the last state commercial bank—the ABC—still lacks a restructuring plan. Remaking and modernizing the operations of these banks, increasing their commercial orientation, and establishing a strong credit culture are major undertakings that will inevitably take time to implement and to yield substantial next two sections describe the progress in reforms of two large SCBs that were chosen as a pilot for reforms (the BOC and the CCB) as well as reforms in other banks. Section IV then explores any impact the reforms have had on bank lending decisions, level of credit risk, and credit risk pricing. Section III concludes and outlines key areas for further REFORMS IN TWO PILOT BANKSThe BOC and the CCB were selected as pilot banks for the latest reform effort, whichcommenced in late 2003. In December 2003, the authorities announced the decision torecapitalize these two banks with $45 billion from foreign exchange reserves and to develop a broader reform plan. These plans involved strengthening their corporate governance and risk management, resolving non-performing loans (NPLs), using reputable external auditors to assess the true financial position of the banks, as well as enhancing external oversight of the banks’ operations. The authorities also set the goal of bringing in strategic investors and listing the banks’ , good progress has been made in implementing the reform plans in the two pilot banks. Financial restructuring of the BOC and the CCB has been completed. Both banks have likely met the 2005 quantitative targets, were incorporated as joint stock companies, introduced new corporate governance structures, have worked on changing risk management and internal organization, brought strategic investors, and either were listed (CCB) or appear on track to do so in 2006 (BOC). However, it will likely take time before the ongoing changes become fully BOC and the CCB basically met two 2004 quantitative targets and likely met the firstfull set of quantitative targets for 2005 (Table 1). There were only two quantitative targets set for 2004, the ratio of NPLs to total loans and capital adequacy. The completed financial restructuring, including the $45 billion capital injection and NPL write-offs and sales, helped the two banks meet these , 2004 performance and preliminary information for 2005 suggest that the banks were on track to meeting the first full set of quantitative performance benchmarks at steps have been taken in corporate governance, internal organization, and riskmanagement reforms. Both banks have been transformed into joint-stock companies—the Bank of China Limited and China Construction Bank Corporation—and have put into place a new corporate governance structure with a shareholders’ meeting, board of directors, board of supervisors, and top management operating according to newly adopted rules. The BOC board of directors, for instance, now consist of 13 directors, of which 7 are non-executive directors, 3 are executive directors, and the remaining 3 are international senior financial experts serving as independent Both banks prepared, adopted, and started to implement development plans that deal with a number of operational areas, including internal organization and control, strategic development, and risk management. However, important concerns about governance and internal controls remain. Several scandals, including high-level corruption at the CCB and embezzlement at the BOC, have been uncovered during the implementation of recent reforms. While these were related to events that occurred prior to the reforms, they highlight the need to implement improvements in internal control systems and governance. Furthermore, while the formal corporate governance structure has changed substantially, the way business is done may not have changed much just yet. For instance, recent reports argued that, in the CCB, the board was the nominal final decision maker, but board members were not routinely involved in important Separately, the implementation of reforms in risk management only started, and it will certainly take some time before they are fully implemented throughout the relatively large banks have introduced strategic investors with a minority ownership Byoffering an ownership stake, the banks generally expect to diversify the ownership structure, enhance their capital strength, take advantage of the partner’s management and technology expertise, and launch joint operations in selected areas