广州农商银行品牌怎么样 申请店铺

我要投票 广州农商银行在银行行业中的票数:44 更新时间:2024-12-23
广州农商银行是哪个国家的品牌?「广州农商银行」是 广州农村商业银行股份有限公司 旗下著名品牌。该品牌发源于广东省广州市,由创始人王继康在2006-10-27期间创立,经过多年的不懈努力和高速发展,现已成为行业的标杆品牌。
广州农商银行怎么样

●总行办公大楼位于广州珠江新城区域

●2017年6月20日,银行正式在香港联交所挂牌上市

●截至2017年12月31日,银行共下设626个营业网点

●截至2017年12月31日,银行员工7778名

●注册资本金9,808,268,539元

市场定位

1. 立足广州,辐射全国,区位优势显着

2. 多元化盈利模式转型成效显着,中间业务迅速发展

3. 植根本土,独具特色的三农金融服务

4. 小微金融服务

5. 创新立行,互联网金融迅速发展

6. 审慎的风险管理体系,优良的资产质量

7. 稳定的股东支持、经验丰富的管理团队及市场化的绩效管理体系

发展战略

1. 打造综合金融服务提供商。银行专注于发展成为以银行业务为核心,集融资租赁、基金、保险、券商、期货、信托和资产管理等业务为一体的门类齐全、功能完善、具有显着影响力和竞争力的综合金融控股集团。

2. 零售银行业务:银行秉承「大零售」发展战略,专注于以基础客户建设为核心,深耕「社区金融」、「消费金融」和「财富管理」等业务领域,以产品创新和改善客户体验为手段,进一步提升零售银行业务规模、优化业务及客户结构。

3. 公司银行业务:打造「轻型公司金融」。银行的公司银行业务专注于以投行思维升级业务模式及风险控制措施,推动传统信贷与投行业务联动,构建轻资产业务体系,实施「大投行」战略,打造「轻型公司金融」。

4. 金融市场业务:打造富有特色和影响力的同业金融服务平台。银行将加快金融市场业务的产品结构调整和创新,延伸金融市场的广度与深度,提高市场分析能力、投资交易能力和风险管理能力,打造富有特色和影响力的同业金融服务平台。

5. 推动风险管理体系建设,建立风险管控机制。银行坚持风险管理与业务拓展同步发展,专注于建设符合外部监管要求和本行发展要求的风险管理体系,建立风险管控机制。

6. 深入推进互联网金融战略,提升综合服务能力。银行将以网络化、智能化、服务化、协同化为主线布局互联网金融战略,构建适合自身的互联网服务平台,以提升综合服务能力。

7. 深化绩效管理改革,深入落实人才立行战略。银行将继续优化绩效管理改革,同时着眼于多元化、专业化的人才发展战略,逐步实现战略导向型的人力资源管理,多方面优化人才结构、构建一支专业化的人才队伍。


● the head office building is located in Zhujiang New Town, Guangzhou ● on June 20, 2017, the bank was officially listed on the Hong Kong Stock Exchange ● as of December 31, 2017, the bank had 626 business outlets ● as of December 31, 2017, the bank had 7778 employees ● registered capital of 9808268, 539 yuan market positioning 1. Based in Guangzhou, radiating across the country, with significant location advantages 2. Remarkable transformation effect of diversified profit model, rapid development of intermediate business 3. Rooted in local, unique financial services for agriculture, rural areas and farmers 4. Small and micro financial services 5. Innovative bank, rapid development of Internet Finance 6. Prudent risk management system, excellent asset quality 7. Stable shareholder support, experienced management Management team and market-oriented performance management system development strategy 1. To build a comprehensive financial service provider. The bank focuses on developing into a comprehensive financial holding group with banking business as the core, which integrates financial leasing, fund, insurance, securities, futures, trust, asset management and other businesses, with complete categories, perfect functions, significant influence and competitiveness. 2. Retail banking: the bank adheres to the development strategy of "big retail", focuses on the construction of basic customers, deeply cultivates the business areas such as "community finance", "consumer finance" and "wealth management", and further improves the scale of retail banking business, business and customer structure by means of product innovation and customer experience improvement. 3. Corporate banking: build "light corporate finance". The corporate banking business of the bank focuses on upgrading the business model and risk control measures with investment banking thinking, promoting the linkage between traditional credit and investment banking business, building a light asset business system, implementing the strategy of "big investment bank" and building "light corporate finance". 4. Financial market business: build a unique and influential interbank financial service platform. The bank will speed up the product structure adjustment and innovation of financial market business, extend the breadth and depth of financial market, improve the market analysis ability, investment and transaction ability and risk management ability, and build a unique and influential interbank financial service platform. 5. Promote the construction of risk management system and establish risk control mechanism. The bank adheres to the synchronous development of risk management and business development, focuses on building a risk management system that meets the external regulatory requirements and the bank's development requirements, and establishes a risk control mechanism. 6. Further promote the Internet finance strategy and improve the comprehensive service capacity. The bank will take the network, intelligence, service and coordination as the main line to lay out the Internet financial strategy, and build an Internet service platform suitable for itself to improve the comprehensive service ability. 7. Deepen the reform of performance management and thoroughly implement the strategy of talent development. The bank will continue to optimize the performance management reform, at the same time focus on the diversified and specialized talent development strategy, gradually realize the strategic oriented human resource management, optimize the talent structure in many ways, and build a professional talent team.

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