2018年12月28日，国家发改委印发《海南省建设国际旅游消费中心的实施方案》， 提出“支持旅游特色银行、旅游消费信贷、旅游保险等旅游金融服务机构在海南省设立 分支机构，提供旅游金融产品与服务”。这是在国家正式文件中第一次提及“旅游特色 银行、旅游特色金融服务”等字句，表明旅游金融已经获得国家相关部门的关注和支持, 为金融板块围绕国家战略，突破发展瓶颈，找到新的业务增长点提供了有力支撑。我国 城市商业银行经过多年发展，不仅为地方金融提供了有力支持，还为其他金融活动提供 各种服务，成为我国银行业竞争格局中不容小觑的力量。但城商行自身局限性也十分明 显，如规模较小、优质资源不足、资产结构不合理等，对其发展及盈利能力都有一定局 限性。Z银行自中国旅游集团入股以来，提出旅游银行发展战略，经过数年发展虽小有 成绩，但仍面临着旅游金融发展规模受限、政策支持不到位、部门设置不合理等问题。 有鉴于此，本论文以Z银行为研究对象，在收集整理大量有关文献资料的前提下进 行分析研究。首先从发展历程、发展定位、组织架构等方面对Z银行进行介绍，分析其 竞争环境及发展旅游金融的动因；其次对Z银行旅游金融发展过程中的问题进行剖析， 得到Z银行存在部门设置不合理、考核机制不健全、产品研发创新力不足、渠道布局薄 弱等问题；最后从旅游金融发展模式和实施路径两方面提出对策。一方面得出Z银行可 采取差异化、品牌化、专业化思路，进一步创新旅游金融模式，包括旅游文化项目开发， 开展复合经营；构建旅游银行的供应链金融，创新旅游银行的消费金融。另一方面分别 从强化政府旅游金融支持力度、推进旅游金融产品及服务升级、培育旅游金融业务增长 点、完善旅游金融结合机制四方面提出旅游金融深度结合的实施路径。 本论文以Z银行为案例分析对象，一方面对Z银行提出旅游银行路线后，具体模式 如何构建，通过哪些路径能使旅游金融业务得到更好的发展具有积极意义，另一方面在 城商行同质化竞争严重的环境下，为城商行寻找新的发展模式具有启示作用和指导意 义。 关键词：旅游金融；产融结合；模式创新 II Abstract On December 28, 2018, the national development and reform commission issued the implementation plan for Hainan province to build an international tourism consumption center, proposing to "support tourism financial service institutions such as tourism characteristic Banks, tourism consumer credit and tourism insurance to set up branches in Hainan province to provide tourism financial products and services". This is the first time that the words "tourism characteristic bank, tourism characteristic financial service" are mentioned in the official document of the state, indicating that tourism finance has won the attention and support of relevant departments of the state, providing a strong support for the financial sector to break through the development bottleneck and find new business growth points around the national strategy. After years of development, China's urban commercial Banks have not only provided strong support for local finance, but also provided various services for other financial activities, becoming a force that cannot be underestimated in the competitive pattern of China's banking industry. However, the city's own limitations are also very obvious, such as small scale, insufficient quality resources, unreasonable asset structure, etc., have certain limitations on its development and profitability. Since Z bank became a shareholder of China tourism group, it has put forward the development strategy of tourism bank. Although it has made some achievements in several years of development, it still faces problems such as limited development scale of tourism finance, insufficient policy support and unreasonable department setting. In view of this, this paper takes Z bank as the research object and conducts analysis and research on the premise of collecting and sorting out a large number of relevant literature. Firstly, Z bank is introduced from the development process, development orientation, organizational structure and other aspects to analyze its competitive environment and the motivation for developing tourism finance. Secondly, it analyzes the problems in the development process of tourism finance of Z bank, and finds that the existing departments of Z bank are unreasonable, the assessment mechanism is not sound, the innovation of product research and development is insufficient, and the distribution of channels is weak. Finally, countermeasures are put forward from two aspects of tourism finance development mode and implementation path. On the one hand, it is concluded that Z bank can adopt differentiation, branding and specialization to further innovate the tourism finance model, including the development of tourism cultural projects and the development of compound management. Construct the supply chain finance of travel bank and innovate the consumer finance of travel bank. On the other hand, the author puts forward the implementation path of in-depth integration of tourism finance from four aspects: strengthening the support of government tourism finance, promoting the upgrading of tourism finance products and services, cultivating the growth point of tourism finance business, and improving the integration mechanism of tourism finance. To Z bank as the object of case study, this paper on the one hand to Z bank after bank of travel route, how to build a concrete model, through which path can make tourism has a positive significance for the development of better financial business, on the other hand, III serious homogeneity in the city of firm competition environment, looking for new development model for local commercial bank have enlightenment function. Key words: tourism finance; Combination of industry and finance; Mode innovation IV 目 录 第一章 绪论 ............... 1 1.1 研究背景和意义 .............................. 1 1.1.1 研究背景 .... 1 1.1.2 研究意义 .... 3 1.2 文献综述 ........... 4 1.2.1 国外文献综述 ........................... 4 1.2.2国内文献综述 ............................ 7 1.2.3 文献评述 .. 10 1.3 研究内容与方法 ............................ 11 1.3.1主要研究内容 .......................... 11 1.3.2 主要研究方法 ......................... 12 第二章 城商行旅游金融结合发展动因及优劣势分析 ....... 13 2.1 城商行旅游金融结合发展动因 .... 13 2.1.1 城商行竞争环境日趋严峻 ..... 13 2.1.2 旅游产业需要金融支持 ......... 14 2.1.3 城商行自身业务拓展的需要 . 14 2.2 城商行优劣势分析 ........................ 15 2.2.1 城商行优势 ............................. 15 2.2.2 城商行劣势 ............................. 17 第三章 Z银行旅游金融发展现状及问题 ........................... 19 3.1 Z银行简介 ...... 19 3.1.1 Z银行基本情况 ...................... 19 3.1.2 Z银行发展定位 ...................... 23 3.2 Z银行旅游金融发展现状 ............. 24 3.2.1 旅游金融业务组织结构 ......... 24 3.2.2 旅游金融人才队伍建设 ......... 24 3.2.3 旅游金融业务发展规模 ......... 25 3.3 Z银行旅游金融发展中的问题及原因 ......................... 28 3.3.1 政策支持不足 ......................... 28 3.3.2 业务规模发展受限 ................. 28 3.3.3 旅游银行部定位不合理 ......... 30 3.3.4 后台支持不足 ......................... 31 第四章 Z银行旅游金融结合的模式创新 ........................... 33 4.1 旅游金融指导思想与总体目标 .... 33 4.2 旅游金融发展思路 ........................ 34 4.2.1 差异化思路 ............................. 34 V 4.2.2 品牌化思路 ............................. 35 4.2.3 专业化思路 ............................. 35 4.3建立企业旅游银行模式 ................. 36 4.3.1 旅游文化项目开发，开展复合运营 .................... 36 4.3.2 提供企业相关旅游项目贷款 . 36 4.4 构建旅游银行的供应链金融 ........ 37 4.4.1 线上全流程操作和管理服务 . 37 4.4.2 经销商为主体的旅游B2B商城 ........................... 37 4.4.3 旅游经销商+旅游产品结合 ... 38 4.5 创新旅游银行的消费金融 ............ 38 4.5.1 积极开展旅游消费贷款 ......... 38 4.5.2 在“旅游+”最大限度融合银行与旅游 .............. 39 4.5.3 发展旅游电商APP................. 39 第五章 旅游金融深度结合的实施路径 40 5.1 强化政府旅游金融支持力度 ........ 40 5.1.1 构建完善中介服务体系 ......... 40 5.1.2 打造旅游产权交易平台 ......... 41 5.1.3 打造“政企银”平台 ............. 41 5.2 推进旅游金融产品和服务的升级 41 5.2.1 创新信贷方式 ......................... 41 5.2.2 加快个人金融业务的升级 ..... 42 5.2.3 加强“i旅游卡”品