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Abstract 
Analysis Report on Merging and Restructuring Decision-Making in China’s Banking Industry from 2006 to 2007
1． Summary of China’s banking industry 
In recent years, in the transiting period of WTO, China’s banking industry is in the fast developing period. Profitability of banks is stably increasing which provide wide developing space for bank’s profitability with the development of financial business, e-finance and mixed business; and because of increasing in deposit reserve rate, strengthening in supervision, perfecting in laws and so on, bad loans is decreasing; currently in China’s banking industry, banks is carrying out reforms and listing, optimizing capital market, and enhancing macro-control to provide wide developing space for banks. 
By the end of every season in2005, total assets of banking financial institutions 

Key seasonal indexes of state-owned commercial banks (unit: 100million)
2005	1st season	2nd season	3rd season	4th season
Total assets	177227.2	183513.7	191532.2	196579.7
Growth rate in the same period	11.5	14	17.5	16.1
Proportion in financial institutions	53.9	53.1	53.3	52.5
Total debt	170059.1	175604.2	183695.2	187728.6
Growth rate in the same period	13.7	13.7	17.4	15.8
Proportion in financial institutions	53.9	53	53.3	52.4
Note: State-owned commercial banks include CCB, CAB, CB and CCB.

In 2005, banking financial institutions have made steady development. Banking financial institution’s total assets in 2005 reached 37.5 trillion yuan, an increase of 18.6%. , The debt-to-asset ratio reached 95.6%, the total assets of state-owned commercial banks reached 19.66 trillion. year-on-year increase of 16.1%, the total assets of joint-stock commercial banks to 5.8 trillion yuan, a year-on-year increase of 23.7%; urban commercial banks total assets of 2 trillion, a year-on-year increase of 19.4%. Non-performing loan ratio dropped by nearly four percentage points over the beginning of the year, from the beginning of the end of the 8.61% to 12.4%. The quality of assets of commercial banks has been increasing. 

In 2005, the China Banking reform, innovation, international three-pronged strategy to further improve the corporate governance structure of the banking industry. further enhance the level of opening up the banking sector, state-owned commercial banks are listed several operational phase. China Construction Bank successfully listed in Hong Kong in November. The other Chinese banks and other international financial institutions to provide a reference. 
2． Purposes of merging and restructuring in China’s banking industry 
Since the 1990s the international banking industry in the 20th century at an unprecedented scale and speed the formation of cross-border mergers and acquisitions. Dance bank towards promoting business development and globalization of services, such a merger like Citibank, Chase Manhattan Bank and Bank of Tokyo-Mitsubishi, the Super banks. Currently, China’s banking industry will also be open to foreign investment is accelerating and to actively introduce foreign strategic investors; would also attract private sector investment. 
China actively introduce foreign capital is the motive force for the introduction of foreign capital by domestic financial institutions can improve the corporate governance structure, improve the management and operation of financial institutions to control and reduce non-performing assets. 
In financial globalization, liberalization and economic and financial trends, as well as financial Mixed, M & A emerging financial world level. According to analysis of Heading-Century, due to historical reasons, as well as being affected by the planned economy, the slow process of the Chinese banking market, thus affecting the development of China’s economy. Through bank mergers and acquisitions can transform the existing Banking and enhancing its competitive edge, China’s banking market environment and enhance ability to resist risks, promoting industrial restructuring, to improve the overall efficiency of the national economy.
According to the banking industry, industry characteristics, Heading-Century analyzes that it is driven by the interests of the bank and driven by the external economic environment and competitive environment. Chinese-funded banks seek restructuring cause. Under constant search for financial liberalization in the financial management system changes for the following purposes: first, to reduce financial risks. Participants business by addressing the problems that exist, and re-allocation of resources to reach the market and increase efficiency, reduce non-performing assets make full use of markets and resources, complementary advantages, to achieve a buffer decentralized and efficient amplification to avoid increasing the risk factors that purpose. Second, improve the core competitiveness. Core competitiveness from the integration and optimization of the core capital, achieve economies of scale and increase industry concentration. Trading on the expansion of the former capital, this depends on the integration of capital. Thirdly, to improve internal control and management, internal management control and management of the efficacy of optimization mainly rely on incentive systems, reform of the property rights system. Banks, particularly the state-owned banks must address a single bank ownership, unclear, owned, realization of a scientific definition of property rights, the separation of ownership and management, and improve various constraints and incentive mechanisms, Optimization of internal control and management to pursue the maximization of profits. 
Partial merging and restructuring cases table in banking industry
Case    Time     Brief analysis on case
ICBC Asia purchased Fortis Bank     2003    In 31 Nov 2003, ICBC Asia purchased Fortis Bank 100% stock, which not only optimized ICBC’s incoming structure, also is the important step for ICBC to expand to overseas. 
CITI Bank purchased KorAm Bank      2004    KorAm Bank has established in Sep. 1981, is a joint-stock commercial bank, its total assets was 5.58billion USD, and is the seventh bank in Korea. Currently, CityBabk has 12 branches in Korea, plus 237 branches of KorAm, which means CityBank network covers all over the Korea, and start to compete with Korean Commercial Bank. 
CIB purchased Fuoshan Commerce Bank     2005    CIB purchased Fuoshan Commerce Bank with 0.5 billion RMB, which is the first totally marketized case to merge home capital bank, also first case joint-stock commercial bank merged city commercial bank. 
CCB purchased Banc of America Securities  Asia      2006    CCB purchased Banc of America Securities Asia with 9.71 billion HK Yuan, which can satisfy demand,of China mainland HK and Macao.
CITI Bank purchased GDB    2006    CITI Bank purchased GDB 85% stock with 24.267billion RMB. CityBank is the first American Bank who opened branch in China, which will be good for GDB’s management level. 

3． Analysis on merging and restructuring trend in China’s banking industry 
Along with the deepening polarization of China’s banking sector, international financial industry competition intensifies. Strength of the weak banks will be unable to face the increasingly fierce competition, which means that the time is ripe for mergers and acquisitions among banks. For this and joint-stock commercial banks and city commercial banks, will be particularly conspicuous.
As long Chinese banks and state-owned bank have high poor quality and high rate of non-performing assets. Corporate governance structure is not in place. China is currently lower overall profitability of the banking industry, the average profit margin of 2.2% in big banks. But with the rapid economic development in recent years, China’s banking sector is gradually improving profit margins. However, foreign banks are still relatively weak, Along with the bad assets of financial institutions, the Bank of China and solving the problem of inadequate reserves. Banking capital strength will be further consolidated. As good momentum of economic growth in recent years, the banking industry has improved the financial situation in 2005. Meanwhile, due to opening in 2006 when China’s financial industry, the last year for the big international banks and financial institutions. China continued to seize the market, in order to accelerate the international track speed up the pace of internationalization, and the big international banks. According to analysis of Heading-Century, the merger and reorganization of the future of China’s banking sector will enter a stage of rapid development, or because of lack of business characteristics of small and medium-sized banks do not have clear competitive advantages in competition with larger financial institutions. could be re-annexation. Meanwhile, HEADING-CENTURY analysis in the major cities through the introduction of foreign capital and technology for small financial institutions may for competition with the major financial institutions. Meanwhile, some of the weak banking sector continued to encourage the integration of the Chinese government. 
According to analysis of Heading-Century, amalgamation of international banks in the world economy has the enormous and far-reaching impact. International banking merger the international competitiveness of China’s commercial banks lowered committed to the development of China is having a very adverse impact. Therefore, the development trend of China’s banking sector in line with the international banking sector to formulate a long-term development strategy. The merger and reorganization of China’s banking sector to promote and enhance international competitiveness. 
Catalogue 
Analysis Report on Merging and Restructuring Decision-Making in China’s Banking Industry from 2006 to 2007
Chapter One   Research Summary 
Section One   Background 
Section Two   Content
Section Three  Method 
Section Four   Team 
Section Five   Conclusion 
Chapter Two   Current Development of Global Banking Industry from 2006 to 2007 
Section Six    Developing features 
Section Seven Demand structure 
Section Eight  Competition structure 
Chapter Three   Actualities of China’s Banking Industry 
Section Nine   Features 
Section Ten   Current investment 
1、Investment and features 
2、Investment return period 
3、Scale composition 
Section Eleven   Competition structure 
1、Distribution of market share 
2、Four top commercial banks are in the monopoly position. 
3、Growth speed of joint-stock commercial banks are faster than that of state-owned banks and city commercial banks. 
4、Scale and benefit of city bank are increasing 
Section Twelve   Analysis on foreign capital banks 
1、Features and regional distribution of foreign banks entering into China 
2、Main modes 
3、Developing strategy 
Chapter Four   Analysis on Subdivided Market in China’s Banking Industry 
Section Thirteen   State-owned commercial bank 
1、Survey and features 
2、Market orientation and developing strategy 
3、Investment and risk 
Section Fourteen   Joint-stock commercial bank 
1、Survey and features
2、Market orientation and developing strategy
3、Investment and risk
Section Fifteen   Policy bank 
1、Survey and features
2、Market orientation and developing strategy
3、Investment and risk
Chapter Five   Analysis on Investing Political Environment in China’s Banking Industry 
Section Sixteen    Effect of policy 
Section Seventeen Effect of macroeconomic policy 
Section Eighteen   Effect of industrial policy 
Chapter Six  Strategic Factors Affecting Banking Development 
Section Nineteen   Competition risk 
1、Policy 
2、Investing management 
3、Investing channel 
4、Credit management 
5、Mechanism 
Section Twenty   Problems in development of China’s banking industry 
Chapter Seven   Analysis on Current Merging and Restructuring in China’s Banking Industry 
Section Twenty-one   Background 
Section Twenty-two   Actualities 
Section Twenty-three  Cases 
Section Twenty-four   Trend 
Chapter Eight   Analysis on Obstacles in Merging and Restructuring in China’s Banking Industry 
Section Twenty-five   Policy 
Section Twenty-six    Capital 
Section Twenty-seven Region 
Chapter Nine   Analysis on Merging and Restructuring Cases in Foreign Banking Industry 
Section Twenty-eight   City Bank purchased KorAm Bank 
1、Purpose and value 
2、Process 
3、Plans and experience 
4、Integrating strategy 
Section Twenty-nine   French Trust Bank incorporated with Saving Bank 
1、Purpose and value 
2、Process 
3、Plans and experience 
4、Integrating strategy 
Section Thirty   Allianz purchased Dresdner Bank AG
1、Purpose and value 
2、Process 
3、Plans and experience 
4、Integrating strategy 
Section Thirty-one   Halifax Bank incorporated with Scotland Bank 
1、Purpose and value 
2、Process 
3、Plans and experience 
4、Integrating strategy 
Section Thirty-two   CityBank purchased Guangdong Development Bank 
1、Purpose and value 
2、Process 
3、Plans and experience 
4、Integrating strategy 
Section Thirty-three   Deutsche Bank purchased Huaxia Bank’s stock 
1、Purpose and value 
2、Process 
3、Plans and experience 
4、Integrating strategy 
Section Thirty-four   UniCredit Group purchased HVB
1、Purpose and value 
2、Process 
3、Plans and experience 
4、Integrating strategy 
Chapter Ten   Analysis on Banks who will Enter into China 
Section Thirty-five   Banque Crédit-Agricole
1、Operation 
2、Core competitivity 
3、Background and purpose 
4、Investing trend and feasibility 
Section Thirty-six   Bradesco Bank 
1、Operation 
2、Core competitivity 
3、Background and purpose 
4、Investing trend and feasibility 
Section Thirty-seven   Standard Bank 
1、Operation 
2、Core competitivity 
3、Background and purpose 
4、Investing trend and feasibility 
Section Thirty-eight   Sberbank
1、Operation 
2、Core competitivity 
3、Background and purpose 
4、Investing trend and feasibility 
Section Thirty-nine   Hapoalim Bank 
1、Operation 
2、Core competitivity 
3、Background and purpose 
4、Investing trend and feasibility 
Chapter Eleven Analysis on Merging and Restructuring Trend of Foreign Banks in China 
Section Forty   Analysis on development of foreign banks in China 
1、Trend 
2、Region 
3、Features 
4、Product structure 
5、Market performance 
Section Forty-one   CityBank 
1、Current investment 
2、Core competitivity
3、Investing and merging and restructuring trend 
Section Forty-two   UniCredit Bank 
1、Current investment 
2、Core competitivity
3、Investing and merging and restructuring trend 
Section Forty-three   Bank of Tokyo-Mitsubishi
1、Current investment 
2、Core competitivity
3、Investing and merging and restructuring trend 
Section Forty-four   Paris Bank 
1、Current investment 
2、Core competitivity
3、Investing and merging and restructuring trend 
Section Forty-five   JP Morgan 
1、Current investment 
2、Core competitivity
3、Investing and merging and restructuring trend 
Section Forty-six   Standard Chartered Bank 
1、Current investment 
2、Core competitivity
3、Investing and merging and restructuring trend 
Section Forty-seven   HSBC 
1、Current investment 
2、Core competitivity
3、Investing and merging and restructuring trend 
Section Forty-eight   Bank of East Asia 
1、Current investment 
2、Core competitivity
3、Investing and merging and restructuring trend 
Section Forty-nine   Deutsche Bank 
1、Current investment 
2、Core competitivity
3、Investing and merging and restructuring trend 
Chapter Twelve   Analysis on Merging and Restructuring Cases in China 
Section Fifty   CCB purchases Banc of America Securities Asia 
1、Purpose and value 
2、Process 
3、Plans and experience 
4、Integrating strategy 
Section Fifty-one   ICBC purchased Fortis Bank
1、Purpose and value 
2、Process 
3、Plans and experience 
4、Integrating strategy 
Section Fifty-two   CIB purchased Fuoshan Commerce Bank
1、Purpose and value 
2、Process 
3、Plans and experience 
4、Integrating strategy 
Section Fifty-three   Jinzhou Commercial Bank purchase 12 urban credit cooperatives 
1、Purpose and value 
2、Process 
3、Plans and experience 
4、Integrating strategy 
Chapter Thirteen  Analysis on Main Competitivities of Merging and Restructuring in China’s Banking Industry 
Section Fifty-four   State-owned commercial bank 
1、China Bank 
1.1Capital operation 
1.2Competitivity of service 
1.3Key clients group 
1.4Competitivity of business network 
1.5Competitivity of informationization establishment 
1.6Developing strategy 
1.7Merging and restructuring trend and feasibility 
2、ICBC 
1.8Capital operation 
1.9Competitivity of service 
1.10Key clients group 
1.11Competitivity of business network 
1.12Competitivity of informationization establishment 
1.13Developing strategy 
1.14Merging and restructuring trend and feasibility 
3、CCB 
1.15Capital operation 
1.16Competitivity of service 
1.17Key clients group 
1.18Competitivity of business network 
1.19Competitivity of informationization establishment 
1.20Developing strategy 
1.21Merging and restructuring trend and feasibility 
4、Agricultural Bank of China 
1.22Capital operation 
1.23Competitivity of service 
1.24Key clients group 
1.25Competitivity of business network 
1.26Competitivity of informationization establishment 
1.27Developing strategy 
1.28Merging and restructuring trend and feasibility 
Section Fifty-five   Joint-stock bank 
1、Merchants Bank 
1.29Capital operation 
1.30Competitivity of service 
1.31Key clients group 
1.32Competitivity of business network 
1.33Competitivity of informationization establishment 
1.34Developing strategy 
1.35Merging and restructuring trend and feasibility 
2、China Eeverbright Bank 
1.36Capital operation 
1.37Competitivity of service 
1.38Key clients group 
1.39Competitivity of business network 
1.40Competitivity of informationization establishment 
1.41Developing strategy 
1.42Merging and restructuring trend and feasibility 
3、China Minsheng Banking Group 
1.43Capital operation 
1.44Competitivity of service 
1.45Key clients group 
1.46Competitivity of business network 
1.47Competitivity of informationization establishment 
1.48Developing strategy 
1.49Merging and restructuring trend and feasibility 
4、Shanghai Pudong Development Bank 
1.50Capital operation 
1.51Competitivity of service 
1.52Key clients group 
1.53Competitivity of business network 
1.54Competitivity of informationization establishment 
1.55Developing strategy 
1.56Merging and restructuring trend and feasibility 
5、China Citic Bank 
1.57Capital operation 
1.58Competitivity of service 
1.59Key clients group 
1.60Competitivity of business network 
1.61Competitivity of informationization establishment 
1.62Developing strategy 
1.63Merging and restructuring trend and feasibility 
6、Shenzhen Development Bank 
1.64Capital operation 
1.65Competitivity of service 
1.66Key clients group 
1.67Competitivity of business network 
1.68Competitivity of informationization establishment 
1.69Developing strategy 
1.70Merging and restructuring trend and feasibility 
7、Guangdong Development Bank 
1.71Capital operation 
1.72Competitivity of service 
1.73Key clients group 
1.74Competitivity of business network 
1.75Competitivity of informationization establishment 
1.76Developing strategy 
1.77Merging and restructuring trend and feasibility 
8、Huaxia Bank 
1.78Capital operation 
1.79Competitivity of service 
1.80Key clients group 
1.81Competitivity of business network 
1.82Competitivity of informationization establishment 
1.83Developing strategy 
1.84Merging and restructuring trend and feasibility 
9、Industrial Bank 
1.85Capital operation 
1.86Competitivity of service 
1.87Key clients group 
1.88Competitivity of business network 
1.89Competitivity of informationization establishment 
1.90Developing strategy 
1.91Merging and restructuring trend and feasibility 
Section Fifty-six   Policy bank 
1、China Development Bank  
1.92 Capital operation 
1.93 Competitivity of service 
1.94 Key clients group 
1.95 Competitivity of business network 
1.96 Competitivity of informationization establishment 
1.97 Developing strategy 
1.98 Merging and restructuring trend and feasibility 
2、 The Export-Import Bank of China 
1.99 Capital operation 
1.100 Competitivity of service 
1.101 Key clients group 
1.102 Competitivity of business network 
1.103 Competitivity of informationization establishment 
1.104 Developing strategy 
1.105 Merging and restructuring trend and feasibility 
3、 Agriculture Development Bank of China 
1.106 Capital operation 
1.107 Competitivity of service 
1.108 Key clients group 
1.109 Competitivity of business network 
1.110 Competitivity of informationization establishment 
1.111 Developing strategy 
1.112 Merging and restructuring trend and feasibility 
Chapter Fourteen   Analysis on Regional Merging and Restructuring Opportunities in China’s Banking Industry 
Section Fifty-seven   Bohai Economic Zone 
1、Developing features and competitivity 
2、Merging and restructuring feasibility and trend 
Section Fifty-eight   Changjiang Delta Economic Zone 
1、Developing features and competitivity 
2、Merging and restructuring feasibility and trend 
Section Fifty-nine   Zhujiang Economic Zone 
1、Developing features and competitivity 
2、Merging and restructuring feasibility and trend 
Section Sixty   Northeast 
1、Developing features and competitivity 
2、Merging and restructuring feasibility and trend 
Section Sixty-one   Central area 
1、Developing features and competitivity 
2、Merging and restructuring feasibility and trend 
Section Sixty-two   Southwest 
1、Developing features and competitivity 
2、Merging and restructuring feasibility and trend 
Section Sixty-three   Northwest 
1、Developing features and competitivity 
2、Merging and restructuring feasibility and trend 
Chapter Fifteen   Analysis on Being Merged and Restructured Opportunities of Urban Commercial Bank 
Section Sixty-four   Beijing Bank 
1、Feasibility 
2、Value 
Section Sixty-five   Shenzhen Commercial Bank 
1、Feasibility 
2、Value 
Section Sixty-six   Xiamen International Bank 
1、    Feasibility 
2、    Value
Section Sixty-seven   Ningbo Commercial Bank 
1、    Feasibility 
2、    Value
Section Sixty-eight   Tianjin Commercial Bank 
1、Feasibility 
2、Value
Section Sixty-nine   Hangzhou Commercial Bank 
1、Feasibility 
2、Value
Section Seventy   Dalian Commercial Bank 
1、Feasibility 
2、Value
Section Seventy-one   Xi’an Commercial Bank 
1、Feasibility 
2、Value
Section Seventy-two   Huishang Bank 
1、Feasibility 
2、Value
Section Seventy-three   Shanghai Bank 
1、Feasibility 
2、Value
Chapter Sixteen   Analysis on Merging and Restructuring Risk in China’s Banking Industry 
Section Seventy-four   Assets restructuring 
Section Seventy-five   Enterprise management 
Section Seventy-six    Enterprise culture 
Section Seventy-seven Enterprise strategy 
Chapter Seventeen   Suggestion on Merging and Restructuring in China’s Banking Industry