Challenges and options to china’s banking industry

The banking industry in China gets the platform for future growth opportunities but often include strategic issues. ACMR-IBISWorld forecasts that in the five years through 2021, total resources of the Industrial Banking sector in China increase at the average rate of 11.9% per year, to $48.2 trillion by the end of 2021.1 Industry revenue is forecast to develop at an average rate of 5.4% annually to $818.5 billion in 2021.1 China has become the target of many foreign banks and financial institutions because of this of its huge industry size. Other causes include continuous deregulation, WTO commitments and the bettering market conditions with good fundamentals. However, there are also several main challenges that obstruct the industry’s growth.


  • Opening Requirement: According to the China Banking Regulatory Committee, foreign banks accounted for barely 2.3% of total commercial lender assets towards the end of the third one fourth of 2012.1 However, in order for China to meet up its World Trade Group (WTO) accession commitments, they are required to further open up its banking sector to international banking institutions. The easing of limitations offer an opportunistic window for international banks to grow or type in the market.
  • Deregulation: From 2003, China has begun to permit qualified foreign banks to provide RMB banking offerings to Chinese enterprises. In addition, some constraints on geographic distribution and foreign exchange services offered by foreign banks have been lifted. Banking services have already been opened to overseas banks in 13 cities, up from only 2, Beijing and Shanghai, before China’s WTO entry.1
  • Innovation: In 2006, China officially opened its banking sector making it possible for foreign banks to conduct RMB business, removing geographical and consumer restrictions.1 In 2009 2009, new development opportunities for commercial banks opened up which resulted in many changes in terms of competition, technologies, item diversification and sector profitability. Subsequently, domestic banks face increasing pressure to upgrade procedures management, internal handles and product and service innovation. Banks with a technological edge or method driven technology can get started creating a strategic opportunity to gain the competitive advantages and market show in China.


  • Governmental Barrier to Access: The banking market in China is known to have high degrees of regulation and insurance policy. For companies looking to enter the China market, the requirements for obtaining a license to be able to operate as a commercial lender in China are set up through the Financial License Management Rules and accepted by the China Banking Regulatory Commission (CBRC).1 Furthermore, Commercial banks in China are at the mercy of the guidance of, and frequent inspections by, the CBRC. Generally, the application for planning the establishment of a fresh branch by a policy lender, a wholly state-owned professional lender or a joint-stock industrial bank will be filed with and reviewed by the CBRC provincial business office in the province where in fact the proposed branch is to be established, and will be subject to the final approval by the CBRC headquarters.
  • Competition: Given the rigid government handles and the advanced of intervention in the industry, prices are very regulated and product advancement and diversity aren’t the primary basis for competition. Generally, the acceptance requirements for new products are very strict. They are generally the main topic of complicated approval functions and lengthy approval times, and therefore aren’t main competitive factors. China’s banking industry brings large competition as commercial banking institutions generally offer similar items at similar rates providing difficult to get a competitive advantage.

Relationships: In China, the largest competition has focused on client relationships with large customers, a significant part of the business environment.1 Relationships are often found using "guanxi" that is a combination of developing personal connections with consumers in addition to a network of close contacts.2 Given the reduced level of product diversification and similarity in companies and prices, banking institutions compete for specific and frequently the same customers hoping of developing long-term human relationships.