社区银行运营模式外文文献翻译盈利模式中文字数3000字

文献出处：David L. Needed: A New Community Bank Model [J], Bank Accounting & Finance, 2015, 12(5):21-31.

原文

Needed: A New Community Bank Model

David L.

Having been involved with community banks for the past 20 years, I believe that many of the smallest banks are using largely the same business model today that they were 10 or 20 years ago; but today’s new competitive, legislative and operating environment is radically different from the 1980s and early 1990s. By one CEO’s description, many community banks are generating expense in multiple business models and generating revenue in only one, and an old one at that.

■What happened during the decade?

■Why did smaller banks lose ground?

■What’s the outlook for small banks?

In this article, I’ll try to answer all three questions. The views expressed here are based on personal observation and numerous contacts with community bankers. The evidence, therefore, is anecdotal, but industry operating results support these observations.

Community Bank Profitability in Decline

Community banking profitability suffered in the past decade. Exhibits 1 and 2 show the changed picture: In 1996, all of the asset size groups had a return on average assets (ROAA) above 1.00 percent, and there was no apparent correlation between size and profitability. By 2006, the smallest banks’ ROAA had dropped below 1.00 percent and only the largest banks gained ground during the decade. Moreover, the ascending bars in the right-hand graph suggest a strong positive correlation between size and profit- ability that wasn’t apparent earlier.

The smallest banks lost profitability not only in absolute terms, but also in relation to the larger asset size groups. Exhibit 3 shows both the 10-year change in profitability for each asset size group and each group’s change relative to the next-larger size group, in other words, the growth in the gap. In 1996, the smallest banks, those with assets under $500 million, earned 1.13 percent on assets; the larger banks—all four size groups—earned slightly more. By 2006, the smallest banks had lost 21 basis points (bps) in profitability, the next three groups lost slightly less, and the largest banks actually improved their operating profitability by 18 bps. I’ve used 2006

numbers because 2007 results for all five groups reflect the beginnings of the current credit crisis and tend to exaggerate or obscure the underlying operating trends.

For All Banks, Net-Interest Margin Under Pressure

The profitability gap developed against the backdrop of a persistent decline in net-interest margin. The ta ble in Exhibit 4 shows the deterioration in net-interest margin for all banks from 1996 through 2006. The drop in net-interest margin was uneven across the five asset size groups, with the smallest and largest banks losing the most. Exhibit 4 shows that the small- est banks lost not only 83 bps in net-interest margin but also most of their margin advantage vis-à-vis the larger banks. In 1996, their net-interest margin of 5.02 percent was 23 bps better than the 4.79-percent mar- gin for banks in the next-larger size group. By 2006, that 23 bps advantage had shrunk to seven bps.

Banks’ main defense against the falling net-interest margin was improved efficiency and, as shown in Exhibit 5, banks in all five groups improved their operating efficiency as measured by net operating expense (NOE) as a percentage of average assets. 3 But, as foreshadowed in the ROAA graphs in Exhibits 1 and 2, only the largest banks were able to improve efficiency enough to significantly offset their loss in net-interest margin.

It’s easy to conclud e that the decline in net-interest margin was responsible for all of the damage and that the future of the banking industry is tied to the destiny of that measure. We can hope that the outlook is better than that, because few observers expect net-interest margins to return to 1990s levels. Moreover, net-interest margin is considerably more important to banks in the four smaller asset size groups since they rely more heavily on net-interest income than the largest banks.

A Transformed Competitive Environment

The smallest banks not only lost most of their net-interest-margin advantage in the last decade they had only a modest improvement in efficiency. Legislation, industry consolidation, new competi- tion, new technology and delivery channels and more intense regulation and supervision have squeezed margins and added expense for all banks, but these forces seemed to hit the smallest banks hardest.

Community Banks Merged at a Slower Pace Than Larger Banks

While the biggest banks were becoming much bigger and more efficient through the wave of

very large mergers described above, community banks were not merging at nearly the same rate. Exhibit 8 plots all of the bank and thrift mergers in the United States from 1998 through 2007 by the buyer’s asset size (vertical axis) and seller’s asset size (horizontal axis). Using $1 billion in assets as the dividing line between larger and smaller banks, there were 8,776 smaller banks and thrifts on January 1, 1998, and 367 larger institutions. During the next 10 years, those 8,776 smaller banks were involved in 2,313 mergers, meaning that most of them weren’t involved in a merger, or statistically, they were involved in, on average, 0.26 mergers each. During the same 10 years, the 367 larger banks were involved in 1,367 mergers, meaning that each of the larger banks was involved in an average of 3.7 transactions. In other words, the larger banks were more than 10 times as likely to be involved in a merger during the decade. That phenomenon completely changed the profile of U.S. banking, with the assets controlled by small banks (under $1 billion) remaining at about the same level over the 10-year period and the assets controlled by larger banks doubling. That process undoubtedly contributed to the widening efficiency gap between larger and smaller banks shown in Exhibit 5.

Why were smaller banks less apt to merge than larger banks? For a long list of familiar reasons, but mostly because they didn’t want to—and until now they haven’t had to. But the mandate for greater efficiency, especially when added to the realities of the current crisis, may change that reluctance to merge. Small banks’ attitude toward efficiency and profitability may be best illustrated by the size of their branches. Branch productivity is a key factor in any bank’s profit- ability, and a bank operations consultant would say that the main factor in branch productivity is the simplest: size measured by resident deposits. Smaller banks operate smaller branches. Using Pennsylvania as an example, it’s clear that large and small banks have very different ideas about acceptable branch size. On June 30, 2008, there were 252 banks and thrifts maintaining 4,829 branches in Pennsylvania. Their total deposits were $264 billion, indicating an average branch size of about $54 million. But the 12 largest banks in the state, each with more than $5 billion in deposits in the state, had aggregate deposits of $181 billion in 2,607 branches for an average branch size of $69 million. On the same date, there were 117 banks in Pennsylvania with indi- vidual deposits between $100 million and $500 million, with aggregate deposits of $30 billion in 840 branches for an average branch size of about $35 million, about half the size of the largest banks’ branches.

A New Community Bank Model

Will community banks be able to recover from the current credit crisis and their long term decline in profitability? The analysis above suggests that the smallest community banks—even if they are not capital market dependent—will need to improve their profitability simply to remain viable. More- over, many community bankers know that they are or will become capital market dependent and that they must achieve better profitability and earnings growth either to achieve an acceptable return that will allow them to remain independent or to attract an acceptable price if they choose to sell. How will they get there?

As this analysis has shown, the old model doesn’t work anymore and community banks need a new one. What will it look like?

Describing the new model is easy. In an industry with 8,000 players, all of them described in detail in publicly available financial reports and easily accessible databases, it’s not difficult to identify the elements of good performance. They turn out to be uncomplicated. Again, I used Pennsylvania for the analysis. With more than 150 commercial banks in the state within the community bank definition—banks with assets under $1 billion—the state provides an ample database. We divided Pennsylvania’s community banks into three subgroups: banks with assets below $250 mil- lion, banks with assets between $250 million and $500 million, and banks above $500 million. The elements associated with top performance—profit- ability and earnings growth—were the same in all three groups. In each group the leading performers ranked better than their peer group medians in all or most of these measures:

■Asset growth in the previous five years

■Asset quality

■Loans as a percentage of total assets

■Net-interest margin

■Productivity measured by net operating expense (NOE) as a percentage of average assets.

There were no surprises except for the size of the variation in NOE, both within each peer group and among the groups. The clear correlation between size and productivity apparent in the national averages in Exhibit 5 was equally evident in the one-state analysis. The fact that the community banks had to be divided into size groups to get usable results makes the point: Size matters, and for a performance-oriented (read capital-market- dependent) community bank,

minimum viable asset size in this decade is higher than it was a decade ago. Considering that the ROAA achieved by Pennsylvania banks in the smallest asset size group was only 0.62 percent in 2006, and has moved lower since, minimum viable size is prob- ably above $250 million.

The revelation here is not that all the characteristics that mattered in the past still matter. What’s new is that they matter even more than they used to and, given the level of the smaller banks’ profitability and the current asset-quality crisis (that isn’t reflecte d in the 2006 numbers), there’s a greater urgency for improvement now.

How would the new community bank model compare with the old one?

■It probably has more lenders making more loans at better rates, and collecting more of them. (Nothing to it!)

■It’s found a way to grow either organically, if its market permits, or through mergers if its market doesn’t.

■It’s gotten very serious about productivity and has shed or fixed the least productive aspects of its delivery channels.

■It’s bigger.

We’ve seen a bove that community banks, in re- lation to their population, tend not to merge with larger banks or with each other for that matter. The new pressure on community banks’ profitability, which seems unlikely to abate, may change that reluctance to merge. (It should come as no surprise that an investment banker would suggest mergers as a solution)

译文

社区银行需要一个新的模式

David L.

在过去的20年里，很多小型银行包括社区银行当前使用的商业模式基本是相同的，这模式是10年或20年前的老的商业模式，但是，当今时代，银行正面临着新的竞争力、立法和操作环境，这些都完全不同于80年代末和90年代初的商业环境。根据一个首席执行官的阐述，许多社区银行的商业模式都需要产生费用，而产生收入的却只有一个，并且是老的商业模式。

在这十年发生了什么事?

为什么小银行的发展受到限制?

小银行的前景是什么?

在本文中，我将尝试回答这三个问题。本文观点是基于作者的个人观察，以及与社区银行家们的大量接触。实际的研究结果也支持本文的观点。

社区银行的盈利能力下降

社区银行的盈利能力在过去的十年，发生了很大的变化。资料显示，1996年，所有的有一定规模的社区银行组织的平均总资产回报率(ROAA)都在1.00%以上，并且银行的规模和盈利能力之间也没有明显的相关性。到2006年，一些小型的社区银行的ROAA已跌破1.00%，只有一些大银行才取得了一些增长。

小型银行盈利能力逐步降低，这并不是绝对的，但是大致情况是这样的。根据相关数据的显示，10年来的小型社区银行的盈利能力不断变化，各银行之间的差距也越来越大。在1996年，小型社区银行，即那些拥有5亿美元左右资产的小型银行，获得了1.13%的资产回报率，而四家更大的银行，其资产回报率则稍微高点。到2006年，小型社区银行的盈利能力又下降了21个基点(bps)，而其他银行降低的幅度则稍微小点。而大型银行的运营利润则实际上提高了18个基点。

银行的净利息差

由于净利息利润率的持续下降，导致银行间的盈利能力差距也越来越大。根据相关资料显示，从1996年到2006年，所有银行的净利息都出现很大的下降，情况逐渐恶化。各个银行的净利息的下降幅度，也有很大的差别，不论是大型银行组织，还是像小型社区银行这样的小型银行组织，其净利息都有大幅度的下降。小型银行下降了83个基点。在1996年，他们的净利息为5.02%，比其他的大型银行组织要好些，要高23个基点，而这些大型银行净利息为4.79%。不过到了2006年，23个基点的优势也降低到了7个基点。

银行应对净利息下降的主要防御办法，就是想方设法的提高银行的效率，我们调查的几家银行组织都提高了运营效率，都在努力改变盈利下降的现状，但是根据实际的调查情况显示，只有一些大型银行才能够显著地提高其效率，足以抵消净利息的损失，而其他银行组织的成效则较低。

因此，我们很容易得出结论，净利息收入水平的下降是导致银行利润下降的主要原因，银行的净利息收入对银行来说，是至关重要的，关系到银行业的未来与命运。我们希望，银行业的未来前景会越来越好，因为一些观察人士已经预计到，银行的净利息收入水平将会回到90年代的水平，会得到逐步的上升。此外，对于小型银行，特别是社区银行，相比于大型银行来说，净利息指标是更重要的，因为小型银行比大银行更依赖于净利息收入。

竞争环境的变化（完整译文请到百度文库）

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