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劳埃德银行具有相当悠久的历史，成立于1765年。成功收购了英国信托储蓄银行（TSB）之后，成为英国最大的五家商业银行(巴克莱银行、汇丰银行、劳埃德银行、HBOS和国民西敏寺银行)之一，目前拥有的客户数量最多，但劳埃德银行和劳埃德保险集团和船级社无关。

劳埃德银行(LIoydsBank)是英国四大银行之一，成立于1765年，是英国历史最悠久的银行之一，曾是英国银行业中最早进行国际业务的银行之一，20世纪70年代进行了大规模的全球扩张。80年代初，劳埃德银行在拉美和商业房地产贷款中遭到严重损失，其中对拉美国家的不良贷款在英国银行中排名第二。另外，其不良商业房地产贷款的比重也非常大。而其资产规模在英国四大商业银行是最小的，资本基础比其英国竞争对手弱。当时的劳埃德银行面临严峻的形势，继续发展的余地非常小。

1983年，劳埃德银行一改过去“大的是好的”战略，将重点放在增加股东利益上，制定了每三年将股东利益翻番的目标。劳埃德银行选择了促进经营良好业务、剥离或出售经营不好的业务来实施这一战略。通过一系列的战略转型，在内部建立了一个扁平化的组织结构，实行低成本管理，劳埃德银行已由一家小型的、表现平庸的银行变为一家重点突出的英国零售业务银行。到1998年1月13日，其资本市值达687亿美元，列全球首位，而其他英国银行都未能进入前8名。该行实现了银行经营战略的转型，并取得了巨大的成功。

同时，劳埃德银行利用银行转型机遇，建立了一个有利于其战略实施的企业文化。劳埃德银行的文化是一种“成果驱动，追求卓越，非常所罗门类型”的文化。这一文化强调成本效益、成本推动和跑赢大市。

因此，只要较低层的产品经理和主管能够达到赢利性目标，他们就能够从非常灵活的、没有官僚等级的、扁平的、分散的机制中获得一定的授权。管理人员的薪酬和奖金将与业绩和公司的效益、股本回报等挂钩。这一新型的银行文化对西方现代银行。

劳埃德代理系统建立于1811年，遵循劳埃德委员会内部制定的规则，授权代理系统按照需要的方式处理。同年8月28日，委员会决定：“客户们感兴趣的问题是最重要的，在国内外都需要建立规则而且广泛的服务系统，通过代理系统的中介服务满足客户的需要。”代理机构的基本任务是作为劳埃德集团为客户提供海洋保险信息的服务系统。这个基本任务在劳埃德集团的出版物上Lloyd'sList刊登出来，目前已经是一家独立经营的公司。

从1811年开始，成为劳埃德集团的代理机构的条件就没有发生变化，必须是当地的公司，经营业绩良好，在当地商业地位和信誉得到认可。
代理系统发展迅速，到了19世纪中期，拥有300多个网点的服务网络已经建立起来。20世纪开始的时候，这个数字已经扩大到了400多个，而下属代理机构达到了500多个。今天，劳埃德集团的代理服务部门已经遍及世界各地。

Lloyds Bank has a long history and was founded in 1765. After the successful acquisition of TSB, it has become one of the five largest commercial banks in the UK (Barclays Bank, HSBC, Lloyds Bank, HBOS and Westminster Bank), with the largest number of customers, but Lloyds Bank has nothing to do with Lloyd's Insurance Group and classification society. Lloyds Bank, founded in 1765, is one of the four largest banks in the UK. It is one of the oldest banks in the UK. Once it was one of the first banks in the UK banking industry to carry out international business. In the 1970s, it carried out a large-scale global expansion. In the early 1980s, Lloyd's bank suffered serious losses in Latin America and commercial real estate loans, among which the non-performing loans to Latin American countries ranked second among British banks. In addition, the proportion of non-performing commercial real estate loans is also very large. Its asset size is the smallest in the four major commercial banks in the UK, and its capital base is weaker than its British competitors. At that time, Lloyd's bank faced a severe situation, and there was little room for further development. In 1983, Lloyds Bank changed its "big is good" strategy, focused on increasing shareholders' interests, and set a goal of doubling shareholders' interests every three years. Lloyds has chosen to promote good business, spin off or sell bad business to implement this strategy. Through a series of strategic transformation, a flat organizational structure has been established and low-cost management has been implemented. Lloyd's Bank has changed from a small, mediocre bank to a focused British retail bank. As of January 13, 1998, its capital market value reached 68.7 billion US dollars, ranking the first in the world, while other British banks failed to enter the top eight. The bank has realized the transformation of its business strategy and achieved great success. At the same time, Lloyds Bank took advantage of the opportunity of bank transformation to establish a corporate culture conducive to the implementation of its strategy. Lloyds Bank's culture is a "results driven, excellence driven, very Solomon type" culture. This culture emphasizes cost-effectiveness, cost promotion and outperformance. Therefore, as long as the lower level product managers and supervisors can achieve the profitability goal, they can obtain certain authorization from a very flexible, bureaucratic, flat and decentralized mechanism. The remuneration and bonus of the managers will be linked with the performance and the company's benefit, return on equity, etc. This new type of banking culture is for modern western banks. Lloyd's agency system was established in 1811. It follows the rules established by the Lloyd's Committee and authorizes the agency system to deal with it as required. On August 28 of the same year, the committee decided that "the most important issue of interest to customers is to establish a regular and extensive service system at home and abroad to meet the needs of customers through the intermediary services of the agent system." The basic task of the agency is to serve as a service system for Lloyd's group to provide marine insurance information to customers. The basic task, published in Lloyd's list, is now an independent company. Since 1811, the conditions for becoming an agent of Lloyd's group have not changed. It must be a local company with good business performance and recognized local business status and reputation. The agent system developed rapidly. By the middle of the 19th century, the service network with more than 300 outlets had been established. By the beginning of the 20th century, the number had expanded to more than 400, while the number of subordinate agencies had reached more than 500. Today, Lloyd's group's agency services are located around the world.

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