Matching Items (4)
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- All Subjects: Banking
- All Subjects: Market share
- Language: Chinese
- Creators: Chang, Chun
Description
This study investigates three issues that are relevant for the development of multinational investment banks in China. The first is about the domestic market conditions that are necessary for a country to develop multinational investment banks. The second issue is about the degree to which China has met these conditions. The last issue focuses on the potential strategies Chinese investment banks can undertake to become multinational corporations.
To address the first issue, I draw an important distinction between international investment banks and multinational investment banks. For an international investment bank to be regarded as a multinational, I propose that it must have a strong presence (i.e., holding at least one percent of the market share) in at least two of the seven major capital markets in the world. Using this criterion, I identify 25 multinational investment banks. I then analyze their home countries’ domestic market conditions and propose that the following six factors are important to the development of multinational investment banks: the size of the home country’s gross domestic product (GDP), the total capitalization of its domestic security market, the number of its Global 500 firms, the volume of its foreign direct investment (FDI), the internationalization of its currency, and the openness of its capital market to foreign investors.
By comparisons, I find that China’s domestic market conditions are comparable to the home countries of multinational investment banks with respect to the size of GDP, total market capitalization, the number of Global 500 firms, and the volume of FDI. What China lags behind are the internationalization of currency and the openness of capital market to foreign investors. Given the current trends of development, it is very likely that China will be able to catch up on the latter within ten years, thus meeting all the conditions necessary for the development of multinational investment banks.
Based on the above findings, I suggest that Chinese investment banks seize this historical opportunity, speed up the internationalization of their businesses, and learn from the experiences of global industry leaders to become truly multinational corporations.
To address the first issue, I draw an important distinction between international investment banks and multinational investment banks. For an international investment bank to be regarded as a multinational, I propose that it must have a strong presence (i.e., holding at least one percent of the market share) in at least two of the seven major capital markets in the world. Using this criterion, I identify 25 multinational investment banks. I then analyze their home countries’ domestic market conditions and propose that the following six factors are important to the development of multinational investment banks: the size of the home country’s gross domestic product (GDP), the total capitalization of its domestic security market, the number of its Global 500 firms, the volume of its foreign direct investment (FDI), the internationalization of its currency, and the openness of its capital market to foreign investors.
By comparisons, I find that China’s domestic market conditions are comparable to the home countries of multinational investment banks with respect to the size of GDP, total market capitalization, the number of Global 500 firms, and the volume of FDI. What China lags behind are the internationalization of currency and the openness of capital market to foreign investors. Given the current trends of development, it is very likely that China will be able to catch up on the latter within ten years, thus meeting all the conditions necessary for the development of multinational investment banks.
Based on the above findings, I suggest that Chinese investment banks seize this historical opportunity, speed up the internationalization of their businesses, and learn from the experiences of global industry leaders to become truly multinational corporations.
ContributorsLiu, Xin (Author) / Chang, Chun (Thesis advisor) / Shen, Wei (Thesis advisor) / Chen, Hong (Committee member) / Arizona State University (Publisher)
Created2015
Description
Since the 2008 financial crisis, the total assets managed by U.S. mutual funds have frequently hit new highs and the industry has become increasingly concentrated. In the meantime, two strategies have emerged in the American mutual fund industry: active and passive management. What factors affect the market shares of firms that adopted these two different strategies?
Building on strategic management theories, I suggest that mutual fund families that adopted active and passive management strategies tend to compete in different dimensions. Active management fund families tend to implement the product differentiation strategy, competing on “product quality” through excess-returns, innovative and differentiated fund products; passively managed fund families focus more on "price competition" by conducting an overall cost leadership strategy.
This research examines the driven factors of fund families’ market share. The results show that: the market share of actively managed fund families is more sensitive to positive impact of fund performance, while passive management firms are more sensitive to negative effect of management fees and total loads; 12b-1 expense improves the competitiveness of active fund families and thus enhance their market shares but it has negative impact on passive fund families. In addition, high turnover decreases the market share of all fund families, especially for passively managed families. The outcome reveals the latest US mutual industry orientation: products differentiation, turnover, management fee have greater impact on market share while the competition of fund performance is diminishing. The Matthew effect in US mutual fund industry is outstanding. Industrial competition dimension expands from performance and products to cost cutting.
Empirical analysis on Chinese mutual fund families is also conducted. Different from the US, there is only small number of mutual fund families targeting passive management products. The results show that the distribution channel has the largest impact on Chinese mutual fund family market share and investors are more willing to chase performance than to consider cost-efficient fund families. This study then analyses reasons behind the difference of Chinese and American mutual fund industries.
Building on strategic management theories, I suggest that mutual fund families that adopted active and passive management strategies tend to compete in different dimensions. Active management fund families tend to implement the product differentiation strategy, competing on “product quality” through excess-returns, innovative and differentiated fund products; passively managed fund families focus more on "price competition" by conducting an overall cost leadership strategy.
This research examines the driven factors of fund families’ market share. The results show that: the market share of actively managed fund families is more sensitive to positive impact of fund performance, while passive management firms are more sensitive to negative effect of management fees and total loads; 12b-1 expense improves the competitiveness of active fund families and thus enhance their market shares but it has negative impact on passive fund families. In addition, high turnover decreases the market share of all fund families, especially for passively managed families. The outcome reveals the latest US mutual industry orientation: products differentiation, turnover, management fee have greater impact on market share while the competition of fund performance is diminishing. The Matthew effect in US mutual fund industry is outstanding. Industrial competition dimension expands from performance and products to cost cutting.
Empirical analysis on Chinese mutual fund families is also conducted. Different from the US, there is only small number of mutual fund families targeting passive management products. The results show that the distribution channel has the largest impact on Chinese mutual fund family market share and investors are more willing to chase performance than to consider cost-efficient fund families. This study then analyses reasons behind the difference of Chinese and American mutual fund industries.
ContributorsLiu, Jianping (Author) / Zhu, Hongquan (Thesis advisor) / Chang, Chun (Thesis advisor) / Yan, Hong (Committee member) / Arizona State University (Publisher)
Created2018
Description
The key chanllenge for Small and Micro Enterprises (SMEs) to get credit or loans is the fact that traditional financing business model in commercial banks cannot meet SMEs’ financial needs. Through extensive theoretical research, market analysis especially on SMEs’ behavioral characteristics and demands, serveral case studies on market-leading banks such as Wells Fargo and KASIKORN BANK, and the actual implementation experiences in China Minsheng Bank and Pingan Bank, this article proposes a new business model for servicing SMEs for commercial banks in China, which includes the principle and rationale of the business model, the technical foundation, business process and organizational structure, as well as the future transition of the model.
ContributorsZhao, Jichen (Author) / Chen, Hong (Thesis advisor) / Pei, Ker-Wei (Thesis advisor) / Chang, Chun (Committee member) / Arizona State University (Publisher)
Created2015
Description
Ever since the registration of private banks was deregulated in Taiwan in 1991, the sector has suffered significant decline in profitability. Facing such a dynamic sector yet vital to domestic economy, what should the banks do to successfully improve their competiveness? As external changes are often unpredictable, the exploration and buildup of internal resources is a critical approach. This article focuses on how to effectively manage internal competition so as to upgrade business performance and accomplish organizational goals.
This article discusses the effects of the compensation system and employee incentives on business performance in banking in two areas. First of all, based on the statistics on the banking sector in Taiwan, it explores the regulating effects of different compensation systems on two conflicts in the industry. It also reviews the literature on Conflict Theory. Research shows that when people trust each other, they tend to accept a value statement different from theirs. And our research also shows that trust can minimize task conflict and relationship conflict between team members. Moreover, after identifying the role of compensation structure to trust and task conflict, this article further categorizes the structure into team performance reward and individual performance reward. Analysis points out that when the organization bases compensation payment on team performance reward, the relationship between trust and task conflict is higher than that on individual performance reward. That is, team performance reward better helps to reinforce such correlation compared to individual performance reward.
Second, the research studies different forms of employee incentives in Taiwan’s banking sector as well as resulting performance. During the studied period, the majority of the financial institutions preferred cash bonus. In addition, financial institutions also take other incentives. Cash bonus covered the highest percentage, followed by share bonus, treasury repo and transfer, and options in order. We study the ROEs under different incentives and conclude it is higher and more stable in the institutions offering multiple employee shares instead of single method. Whether the incentives are implemented also influence the level of net ROE.
This article discusses the effects of the compensation system and employee incentives on business performance in banking in two areas. First of all, based on the statistics on the banking sector in Taiwan, it explores the regulating effects of different compensation systems on two conflicts in the industry. It also reviews the literature on Conflict Theory. Research shows that when people trust each other, they tend to accept a value statement different from theirs. And our research also shows that trust can minimize task conflict and relationship conflict between team members. Moreover, after identifying the role of compensation structure to trust and task conflict, this article further categorizes the structure into team performance reward and individual performance reward. Analysis points out that when the organization bases compensation payment on team performance reward, the relationship between trust and task conflict is higher than that on individual performance reward. That is, team performance reward better helps to reinforce such correlation compared to individual performance reward.
Second, the research studies different forms of employee incentives in Taiwan’s banking sector as well as resulting performance. During the studied period, the majority of the financial institutions preferred cash bonus. In addition, financial institutions also take other incentives. Cash bonus covered the highest percentage, followed by share bonus, treasury repo and transfer, and options in order. We study the ROEs under different incentives and conclude it is higher and more stable in the institutions offering multiple employee shares instead of single method. Whether the incentives are implemented also influence the level of net ROE.
ContributorsMing, Cheng (Author) / Lee, Peggy (Thesis advisor) / Chen, Hong (Thesis advisor) / Chang, Chun (Committee member) / Arizona State University (Publisher)
Created2016