在竞争如此激烈的社会环境下，发展中间业务获取新的收入增长点成为黑
龙江省建行转变发展方式的重要战略手段之一。本文以提升黑龙江省建行中间
业务发展水平为主线，通过对省建行中间业务发展现状、及近两年中间业务结
算收入情况进行分析，结合建行与同业银行竞争对比情况进行研究，总结出中
间业务发展中存在的问题及影响因素。同时结合宏观环境对发展省建行中间业
务收入的影响，有针对性地提出省建行中间业务风险管理政策建议，及如何完
善中间业务管理工作，为黑龙江省建行未来中间业务的发展提供切合实际的理
论指导。
关键词：建设银行；中间业务；发展策略哈尔滨工业大学工商管理硕士学位论文
- II -
Abstract
China Construction Bank founded in October 1st, 1954, is a joint-stock
commercial bank. It is one of the biggest five state-owned commercial banks. The
main business areas include corporate banking, personal banking and financial
services. China Construction Bank Heilongjiang branch is a first level subsidiary of
CCB, it is business has been around 12 center cities of Heilongjiang. It is
intermediary business mainly concentrated in company department, business
department, capital settlement department, international business department,
electronic banking department, credit card business and housing finance and
personal credit. The intermediary business is rapidly developed which is
accompanied by the network economy, the growing competition in the market, the
market environment changed and developed, in the system of banking business in
our commercial, it has evolved into an important business development strategy,
and become the main force to improve the core competitiveness of modern
commercial banks.
In such a competitive society, the development of intermediary business to
obtain new income growth has become one of the most important strategic means to
transform the development mode of China Construction Bank Heilongjiang Branch.
In this paper, we take enhancing the intermediary business income of CCB
Heilongjiang Branch as the main line and through analyzing the present status of the
intermediary business with CCB Heilongjiang Branch and its income balance
situation over the past two years ，Combined with the contrast with the same bank
trade competitor，we can sum up the questions and influence factors in the
intermediary business development. Meanwhile，united with the macro environment
influence on its intermediary business income, we put forward its risk management
policy recommendations, how to perfect the intermediary business management,
and provide some realistic theoretic guidance for the intermediary business
development in the future.
Keywords: construction bank, intermediary business, development strategy
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