introduction
Under the new economic normal, with the continuous deepening of economic transformation, the vigorous development of Internet finance, the acceleration of interest rate marketization and the growing intensity of financial disintermediation, higher requirements have been put forward for the comprehensive service capacity of commercial banks. At the same time, commercial banks, as an important part of national economic development, are hard to reproduce the era of high profitability and high expansion. Their profitability and income sources are facing great challenges. The objective need to strengthen refined management is further enhanced. Important development decisions need to be supported by more accurate and forward-looking information. Commercial banks must improve their management mechanisms and methods, give full play to the joint efforts of relevant functional lines, and effectively mobilize the business vitality of each detailed business unit. Focusing on the establishment and improvement of the management accounting mechanism of commercial banks, this paper puts forward the construction idea of management information system, a customer-centered and benefit centered evaluation mechanism, to support commercial banks to achieve the strategic management goal of improving overall competitiveness.
1、 The significance of management accounting application to the operation and management of commercial banks
The main purpose of management accounting is to anticipate economic prospects, participate in economic decisions, plan business objectives, control economic processes, evaluate business performance, organically integrate financial and business activities, and actively serve the needs of internal management. By establishing a scientific management accounting mechanism, the business results can be subdivided into different dimensions according to the management needs, so as to guide the business departments of commercial banks to strengthen collaboration, focus on strategic priorities, and improve their comprehensive competitiveness.
（1） Application of management accounting is the internal demand for commercial banks to strengthen fine management
Under the background that the growth of economic benefits in the banking industry has generally slowed down and the completion of strategic objectives has been challenged unprecedentedly, commercial banks have taken measures to strengthen management and improve economic benefits by consolidating the balance sheet and profit statement of detailed business units, increasing revenue and reducing expenditure through multiple channels, and strengthening the dispatch frequency. However, they still find that contradictions in the management processes such as "block management", "department linkage" and "decoupling of assessment budget" have become increasingly prominent. For example, the assessment subject of budget benefit indicators is limited to branches, and it is still unable to accurately decompose and assess to lines and departments; Under the condition that the expense resources can only meet the demand for guaranteed opening, the financial departments at all levels have no reasonable basis and judgment criteria for the expense resource demand of large and small marketing projects proposed by the detailed business units, especially the business lines and departments at the same level; For strategic projects, such as the launch of self-service equipment, campus cards, park cards and other projects, because there is no accurate calculation basis for input and output, scientific investment decisions cannot be made, and marketing resources are not targeted; Unable to decompose business objectives to employees, especially unable to quickly and effectively transmit the transformation of the bank's operation and management mechanism to grass-roots managers and front-line marketing personnel; Unable to understand and analyze the market and customers in a targeted manner, so that the bank's strategic objectives are difficult to penetrate and implement in a comprehensive and timely manner.
The essence of the above contradiction is that the traditional management method has not adapted to the change of management mechanism, and the management technology has seriously not adapted to the strategic requirements of commercial banks. Scientific management accounting mechanism can provide data support for budget assessment, resource allocation, strategic decision-making and other specific work. Changing "partial assessment" to "comprehensive assessment" is an inevitable requirement for commercial banks to improve the level of refined management.
（2） Application of management accounting is an important support for commercial banks to strengthen precision marketing management
In the era of big data, commercial banks are facing new challenges such as product homogenization, decline in the number of hall customers, and online transactions. Customer transactions and product updates have also brought about a surge in the amount of data. The combination of big data and management accounting will significantly improve the marketing quality and efficiency of commercial banks. Through the effective processing and analysis of customer, product and other dimensional business and financial data, commercial banks can more comprehensively, accurately and timely measure and identify customers, continuously improve product pricing, deeply tap marketing opportunities, implement differentiated marketing, formulate personalized comprehensive service plans for different service objects, and provide efficient collaborative services across departments, regions and channels, Change "extensive marketing" to "precision marketing".
（3） Application of management accounting is an effective help for commercial banks to improve the level of value creation
The continuous deepening of financial reform has brought profound changes to the financial system, financial structure, financial market and financial participants. As a major participant, commercial banks will face more severe challenges in the future. The concept of value creation has reached a consensus many years ago. In the macro environment where the extensive profit growth with high capital and high consumption is difficult to sustain, commercial banks, in combination with their own reality, find a healthy, sustainable development model under the new normal that can ensure the steady improvement of value creation ability is the foundation of operation. The fine management and marketing precision brought about by the implementation of scientific management accounting mechanism can help commercial banks effectively identify business units, value customers and value products with more profit-making and value creation capabilities, and change "scale orientation" into "value orientation".
2、 Current application status and existing problems of management accounting mechanism
（1） Current status
Many domestic commercial banks have established management accounting related mechanisms and application systems, including big data analysis support system, supporting assessment and evaluation mechanism, resource allocation mechanism, etc. The following is an example of Bank of China:
The management accounting application system of Bank of China includes profit contribution analysis system, customer single view system, corporate customer comprehensive income pricing and calculation system, budget management system, performance measurement system and cost allocation system. It has realized the functions of product based revenue accounting / cost allocation, customer based profit contribution analysis, customer information query, loan income pre calculation, budget preparation and execution analysis, performance evaluation data query, etc, It is widely used in the construction of the linkage evaluation mechanism by customer and product. Among the Tier-1 institutions under its jurisdiction, many provincial branches have also developed characteristic management accounting applications or financial information systems to support the personalized needs of internal management. The application fields include the collection and processing of branches' characteristic reports and data, as well as capital management, pricing management, budget management, performance appraisal, data quality monitoring, etc.
（2） Existing problems
1. management accounting related system functions need to be further improved
First, the system platform is not completely unified and centralized. The service functions of the existing management accounting system of commercial banks are mostly scattered in different systems or modules. On the one hand, there is a lack of unified top-level design and planning, which makes it difficult to realize the coordination and complementarity between different functions, and the application convenience is not high; On the other hand, there are differences in data sources, processing rules and index standards, which further increases the difficulty of application.
Second, the rules and standards are not flexible. The multi-dimensional accounting rules in the existing management accounting system of commercial banks are mainly based on their own existing management mode and organizational structure, which are difficult to meet the needs of personalized management, and there are some obstacles in the application at the level of subordinate institutions. Third, the realized functions are relatively simple. The existing management accounting system functions of commercial banks mostly stay in the stage of data analysis and result display of fixed models, lack of dynamic model data analysis, trend prediction and other functions, and do not have high support for budget, assessment and other management work.
2. there are still weak links in the transmission and application of management accounting concepts
The implementation and application of management accounting is bound to have an impact on the traditional management model, which needs the high attention and active promotion of senior managers. However, from the implementation of the current commercial banks, the mode of "block management" + "scale assessment" is still the mainstream, and the application of the assessment of comprehensive service ability and value creation level is still very limited, especially reflected in the assessment system of grass-roots business units. On the one hand, the traditional view of performance is deeply rooted, and the function of the management accounting system has to serve the current management needs. On the other hand, it is also subject to the updating efficiency of the management accounting system. Under the condition of the continuous growth of the data scale, there is a lack of sufficient understanding and forward-looking preparation for fine processing analysis and model in-depth innovation. How to unify ideas, improve understanding, and truly transform from financial accounting to management accounting is the key to whether the management accounting system of commercial banks can play a role.
3. the talent team related to management accounting needs to be further enriched
The in-depth development of management accounting application in commercial banks is bound to be inseparable from the compound talent team with interdisciplinary disciplinary background and rich management experience across business lines. In current practice, management accounting related posts are generally part-time jobs held by financial department personnel. The focus of work is still limited to financial accounting, data statistics, etc., and the non-financial information is not fully mastered, and there is a lack of systematic theoretical learning and practical training. There is a certain gap between the quantity and quality of the team and the requirements of the Ministry of finance to comprehensively promote the management accounting system of "insisting on talent driven and overall promotion".
3、 Suggestions on improving the application of management accounting
The foundation for the establishment and improvement of the management accounting mechanism of commercial banks is a strong system support. The core is the in-depth transformation of the top-down management concept. The key to the implementation is an experienced professional team. Therefore, it is suggested that when implementing or improving the application of management accounting mechanism, commercial banks should take the existing system as the basis, develop a special integrated platform support system, establish a professional team, continuously deepen the application of management accounting, improve and improve the multi-dimensional comprehensive assessment and evaluation methods, and take multiple measures to improve the management quality and efficiency.
（1） Construction of management accounting system
1. basic principles of system construction
(1) Comprehensive and accurate basic data. There should be a unified data source and processing standard, the system logic should be centralized, and the degree of parameterization should be high. Ensure that the applied data and measurement standards meet the requirements of unified rules and consistent caliber. At the same time, there should be a complete underlying data base to ensure the integrity and accuracy of various business and financial data under multi-dimensional accounting.
(2) Flexible and applicable standard rules. On the basis of the integrated platform of commercial banks, on the one hand, subordinate institutions should be given certain authority to formulate standards and rules to meet the personalized management needs of branches and institutions below. On the other hand, it should better adapt to the adjustment of business management functions and changes in accounting.
(3) Complete and diverse system functions. A management system integrating data query, indicator display, profit analysis, budget management, performance appraisal, cost allocation and other functions should be built to meet the application needs of management accounting for multi-dimensional accounting. It is also necessary to comprehensively consider the functions of each part of the system and the future functional improvement needs, try to reuse data and processing, reduce development workload, and reduce the use difficulty and learning cost of users.
(4) Reliable and traceable data risk control. Pay attention to data quality control and improve system robustness. The unified platform involves many business systems, a wide range of data sources, and uneven data quality. In the process of system design, attention should be paid to the format, rationality and relevance of data, and abnormal data can be traced to increase the robustness, reliability, fault tolerance and ease of use of the system.
2. system construction concept
The construction of systems related to the management accounting mechanism of commercial banks should take "customers" as the center, take "products and businesses under customer by customer" as the accounting granularity, decompose from top to bottom, summarize from bottom to top, form a multi-dimensional network data model, decompose complex problems to the finest granularity, and support the flexible application of institutions at different levels in operation and management.
It is suggested to set up four modules of "basic data", "core indicators", "basic functions" and "support management", in which basic data is the support and the data summary layer of the system, integrating the data resources of each system; Indicator dimension is the key, the data analysis layer of the system, and defines the indicator rules of each dimension; The basic function is the core, the data application layer of the system, and promotes multi-objective process management; Support management is a supplement, a data management layer of the system, and supports personalized function settings. Of which:
The "basic data" module suggests that the "customer" should be taken as the center to record the basic information of the finest particles of each product of each customer. The data collection and processing should be carried out day by day or month by month to ensure that the data are complete, accurate and timely.
The "core indicators" module proposes to take standardization as the principle, accurately mark or process information such as customer and product lines / departments / employee ownership / business system sources, unify data standards, realize centralized summary of business data at the level of standardized indicators, and lay a foundation for flexible processing and display of deeper multi-dimensional data.
The "basic functions" module provides multi-dimensional business data query and display functions according to management needs. At the same time, it provides the data drilling function, which can drill down to the data of a single customer and a single product grass-roots organization.
The "support management" module is used to realize system maintenance related functions such as parameter setting, user management and manual data supplementary entry.
（2） Supporting evaluation mechanism and talent team guarantee
The application of management accounting in commercial banks should focus on the basic principle of "maximizing overall interests and optimizing customer experience" and the promotion idea of "idea first, step-by-step implementation and flexible mechanism", and establish and improve a scientific and comprehensive evaluation system.
The traditional "block by block" evaluation management mode of commercial banks has been relatively mature. In this regard, it is important to put forward suggestions on the application of "block by block" combination. In general, the business departments of commercial banks include corporate finance department, transaction banking department, financial institution department, financial market department, inclusive finance business department, administrative business department, investment banking and asset management department, personal finance department, wealth management and private banking department, personal credit department, bank card department, etc. The business department can be divided into customer relationship management department and product management department according to the division of department functions and business characteristics. Among them, the customer relationship management department can be divided into three categories: corporate finance, personal finance and financial institutions, and can be further subdivided according to the needs of the bank's hierarchical customer management, such as group customers, large corporate customers, small and medium-sized enterprise customers, administrative institution customers, financial institutions customers, wealth management customers, private banking customers and other personal customers; The product management department is mainly responsible for product development and promotion. Each business department undertakes the management function of subordinate business departments, namely "line management". The application of management accounting can better establish a linkage evaluation mechanism and give full play to the synergy of "combination of sections and blocks". The inter line linkage assessment and evaluation methods include quantitative evaluation and qualitative evaluation. It is suggested to give priority to quantitative evaluation, supplemented by qualitative evaluation. In terms of evaluation content, the quantitative evaluation focuses on the comprehensive income of customers for the customer relationship department and the comprehensive income of the products for which the product management department is responsible. For the linkage related business evaluation indicators, the bundling assessment method can be adopted. At the same time, combined with the budget and operation management practice, the evaluation of multiple dimensions, such as plan, progress, contribution and market competitiveness, as well as profit sharing Bilateral bookkeeping and other specific linkage modes. The implementation can be carried out in stages and steps. In combination with their own management practice and business development priorities, they can be promoted in an orderly manner in the way of "focus first, general" and "individual first, comprehensive". In the initial promotion stage, the linkage of key businesses and products with high income and great impact can be mainly assessed. After the gradual deepening, it can be further extended to the linkage of all customers and all product lines in combination with the organizational structure and implementation.
In particular, it should be noted that attention should be paid to the transmission effect of the "last mile" of the "section and block" combined evaluation mechanism, that is, how the most grass-roots units transmit the relevant mechanisms in place, especially to each employee, which has a substantial impact on the application effect of management accounting. Therefore, it is suggested that the assessment of "micro customer" and "micro product" should be an important part of the system. In terms of "Micro customers", it is suggested that in the employee evaluation system of the marketing sequence, the business volume of its marketing management customers, the income of the whole product line and other value contributions should be taken as the evaluation focus, and the marketing sequence employees should be encouraged to pay attention to the comprehensive income of customers, strengthen product portfolio marketing, and realize the common improvement of the personal values of customers and employees; In terms of "micro products", it is suggested that in the assessment of the product manager series employees, the business volume, product line revenue and other value contributions created by their products in the total number of customers should also be taken as the focus of the assessment, and the product manager series employees should be encouraged to carry out product development and promotion around customer needs, so as to improve the overall income of the product.
In addition, it is worth mentioning that the talent team is always the fundamental guarantee for the application of management accounting. After years of practice, the construction of management accounting mechanism of commercial banks has been basically mature. Under this trend, it is suggested that commercial banks attach great importance to the long-term mechanism for systematic training of management accounting professionals, establish sufficient talent reserves at different management levels according to actual needs, ensure the effective implementation of management accounting application, and lead the development direction of management accounting application.
epilogue
To sum up, with the deepening of the application of management accounting in the operation and management of commercial banks, some problems and weaknesses have been gradually exposed in the relevant mechanisms. At the same time, under the new economic normal, the application of management accounting is bound to play a more important role in the operation and management of commercial banks. Therefore, commercial banks should strengthen the application research of management accounting, improve and innovate the application fields of management accounting from the aspects of concept transmission, system construction, personnel training, etc., effectively make the management accounting mechanism serve the bank's business decision-making, and continuously improve the market competitiveness.