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×÷Õߣºmaisie ÎÄÕÂÀ´Ô´£º±¾Õ¾Ô´´ µã»÷Êý£º ¸üÐÂʱ¼ä£º2010-8-4 |
[ÎÄÕ°æÈ¨ ½ûÖ¹×ªÔØ:¿¼ÊÔÓëÆÀ¼Û }:Y1_1@7;o)59,rvCL|AFroG]
È«ÊÀ½ç×îºÃµÄÒøÐÐ---³õÑ¡Ãûµ¥[ÎÄÕÂÀ´×Ô:¿¼ÊÔÓëÆÀ¼Û /I?J;(6F=_zY*d`DnS] The world's best banks£º A short list[ÎÄÕ°æÈ¨ ½ûÖ¹×ªÔØ:¿¼ÊÔÓëÆÀ¼Û G,0B-7j MXl*pFroG]
[ÎÄÕ°æÈ¨ ½ûÖ¹×ªÔØ:¿¼ÊÔÓëÆÀ¼Û \Gy!.RzXs\nf+/!pJFroG] As the dust starts to settle, which banks deserve the most plaudits?
[ÎÄÕ°æÈ¨ ½ûÖ¹×ªÔØ:¿¼ÊÔÓëÆÀ¼Û 9llX)p5&^1|)qDzySxFroG] µ±³¾°£¿ªÊ¼Â䶨£¬ÄĸöÒøÐн«Ó®µÃ×î¶àºÈ²Ê£¿
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zSPtYF'=FroG] Trying to work out which banks are the world¡¯s best is a bit like awarding the prize for prettiest war-torn village. It is a title that carries little kudos. It is also likely to prompt further shelling. Winners of industry awards in the past three years include Ken Lewis, the chief executive of Bank of America, for banker of the year (2008); Soci¨¦t¨¦ G¨¦n¨¦rale for its risk management; and Angelo Mozilo of Countrywide, a failed mortgage lender, for a ¡°lifetime of achievement¡±.
[ÎÄÕ°æÈ¨ ½ûÖ¹×ªÔØ:¿¼ÊÔÓëÆÀ¼Û 0qdJw)ERYv M} FroG] ÏëÒªÆÀ³öÄļÒÒøÐÐÊÇÊÀ½çÉÏ×îºÃµÄ£¬ÓеãÏñ´Ó±¥ÊÜÕ½ÕùõåõïµÄ´åׯÖÐÆÀÑ¡³ö×îÃÀµÄ´åׯ£¬ÕâÊÇÒ»¸ö²¢²»¹â²ÊµÄÍ·ÏΣ¬Ò²¿ÉÄÜÒý·¢¶ÔÆóÒµµÄÅÙ¸ùÎʵס£ÔÚ¹ýÈ¥ÈýÄê¼ä£¬½ðÈÚÐÐÒµµÄÓÅʤÕß°üÀ¨ÃÀ¹úÒøÐеÄÊ×ϯִÐйٿϡ¤ÁõÒ×˹£¬»ñÆÀΪ¡°2008ÄêÒøÐмҡ±, Soci¨¦t¨¦ G¨¦n¨¦raleÒòÆä·çÏÕ¹ÜÀí»ñ½±£¬ÒÔ¼°Ê§°ÜÁËµÄÆÆ²úµÖѺÈË£¬ÃÀ¹ú¹ú¼Ò½ðÈÚ·þÎñ¹«Ë¾µÄ°²¼ªÂÞ•ÄªÆæÂÞ£¬Òò¡°ÖÕÉí³É¾Í¡±¶ø»ñ½±¡£
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WFroG] Still, the question is becoming more pertinent. After months of indiscriminate fear, widespread losses and government hand-holding, the banking industry is gradually stabilising. Money markets are steadily calming. American banks that got a clean bill of health in this month¡¯s stress tests are queuing up to repay government money. A first wave of escapees is likely to include Goldman Sachs, Morgan Stanley and JPMorgan Chase. Those banks that emerge from this crisis with reputations and franchises strengthened will find it increasingly easy to raise funds, win clients, attract employees and buy assets.
[ÎÄÕ°æÈ¨ ½ûÖ¹×ªÔØ:¿¼ÊÔÓëÆÀ¼Û &W8 _v/2u?I.E&-QFroG] È»¶ø£¬ÎÊÌâ±äµÃÔ½À´Ô½¼¯ÖС£¾¹ý¼¸¸öÔµÄÎÞËù²»ÔڵĿ־壬¹ã·ºµÄËðʧÒÔ¼°Õþ¸®µ÷¿Øºó£¬ÒøÐÐÒµÕýÔÚÖð²½ÆóÎÈ¡£½ðÈÚÊг¡ÕýÖð½¥»Ö¸´Æ½¾²¡£ÃÀ¹úµÄÒ»Ð©ÒøÐо¹ýÁËÕâ¸öÔµÄѹÁ¦²âÊÔ£¬±íÃ÷Æä²ÆÎñ×´¿öÁ¼ºÃ£¬ÕýÔÚÅŶӵȺò³¥»¹Õþ¸®µÄ´û¿î¡£µÚÒ»²¨µÄÐÒ´æÕß¿ÉÄܰüÀ¨°üÀ¨¸ßÊ¢£¬Ä¦¸ù˹̹ÀûºÍĦ¸ù´óͨ¹«Ë¾¡£ÔÚΣ»úÖÐÍÑÓ±¶ø³öµÄÕâЩ¹«Ë¾£¬ÉùÍûºÍÕþ¸®µÄÌØÊâÕչ˶¼ÓÐËù¼ÓÇ¿£¬ÕâЩ¹«Ë¾³ï¼¯×ʽð£¬Ó®µÃ¿Í»§£¬ÎüÄÉÈ˲ÅÒÔ¼°¹ºÂò×ʲú»á±ÈÒÔǰÈÝÒס£
[ÎÄÕ°æÈ¨ ½ûÖ¹×ªÔØ:¿¼ÊÔÓëÆÀ¼Û ?UD$3M%IsNsY~FroG] However the pack is shuffled, a few names keep resurfacing¡ªin America, Goldman Sachs and JPMorgan Chase; and in Europe, Credit Suisse, Deutsche, BNP, Barclays and Santander. They can be whittled down further. In Europe, concerns over what lies on the balance-sheets of Deutsche and Barclays are ebbing but are not gone. The British bank¡¯s willingness to consider a sale of BGI, its asset-management arm, suggests worries over capital. Both banks still have lots of legacy assets, many of them tucked in the banking book.
[ÎÄÕ°æÈ¨ ½ûÖ¹×ªÔØ:¿¼ÊÔÓëÆÀ¼Û "`B[pw=v(i=2XLY0FroG] ÒøÐÐÒµÕýÔÚÏ´ÅÆ£¬,һЩ¹«Ë¾½«¼ÌÐøÆäÈÙÒ«----ÃÀ¹úµÄ¸ßÊ¢ºÍĦ¸ù´óͨ¹«Ë¾£¬Å·ÖÞµÄÈðÊ¿ÐÅ´û¼¯ÍÅ, µÂ¹úµÂÒâÖ¾ÒøÐÐ, ·¨¹ú°ÍÀèÒøÐÐ, Ó¢¹ú°Í¿ËÀ³ÒøÐÐÒÔ¼°Î÷°àÑÀɣ̹µÂÒøÐС£ÕâЩÃû×ÖδÀ´¿ÉÄÜ»á¼õÉÙ¡£ÔÚÅ·ÖÞ£¬ÈËÃǶԵ¹úµÂÒâÖ¾ÒøÐкÍÓ¢¹ú°Í¿ËÀ³ÒøÐÐ×ʲú¸ºÕ®±íµÄµ£ÓÇÕýÔÚ¼õÉÙ£¬µ«È´Ã»ÓÐÏûʧ¡£Ó¢¹úÒøÐÐÕý¿¼ÂÇÂôµôBGI£¬Æä×ʲú¹ÜÀíµÄ×ó°òÓÒ±Û£¬Ò²±íÃ÷¶Ô×ʲúÇé¿ö·Ç³£½¹ÂÇ¡£ÕâÁ½¸öÒøÐж¼ÓкܶàÒŲú×ʲú£¬ÕâЩ×ʲúÀ´×Ô¿ª»§È˵ĴæÕÛ¡£
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&u^\U-?FroG] In America, Goldman still has legions of admirers. It has posted losses of less than $8 billion to date, a performance not nearly as bad as those of its direct peers. Its focus on risk management is a template for others to follow. But its renewed swagger should not conceal the fact that it needed to convert into a bank-holding company in order to survive the market storm¡ªnor the questions that hang over its future earnings in a re-regulated industry.
[ÎÄÕ°æÈ¨ ½ûÖ¹×ªÔØ:¿¼ÊÔÓëÆÀ¼Û X)!OL|BbRnL32qrNYFroG] ÔÚÃÀ¹ú£¬¸ßÊ¢¹«Ë¾ÈÔÈ»±¸ÊÜÇãĽ¡£µ½Ä¿Ç°ÎªÖ¹£¬¸ßÊ¢¹«Ë¾¹«²¼ÁËÖ»Óв»µ½80ÒÚÃÀÔªµÄËðʧ£¬±íÏÖ±ÈÆäËüͬÐÐÒªºÃЩ¡£¸ßʢרעÓë·çÏÕ¹ÜÀíµÄÀíÄîÊÇÆäËûÒøÐÐѧϰµÄÑù°å¡£È»¶øÕâЩ³É¼¨²»ÄÜÑÚ¸ÇÕâÑùµÄÊÂʵ£ºËüÐèÒª³ÉÎªÒøÐгֹɹ«Ë¾£¬ÒÔ±ã¶ã¹ýÊг¡·ç±©¡ªÒøÐÐÒµµÄÔٹ淶ҲΪÆäδÀ´Ó¯Àû´øÀ´ÁËÖØÖØÒÉÎÊ¡£
[ÎÄÕ°æÈ¨ ½ûÖ¹×ªÔØ:¿¼ÊÔÓëÆÀ¼Û 5"rr|6{hDZ` :lkFroG] That leaves Credit Suisse and JPMorgan Chase to take the grand prizes. Credit Suisse has had its share of mishaps during the crisis but it was quick to scale down its balance-sheet, has plotted a credible strategy for its investment bank and pulled well ahead of UBS, its main rival in wealth management. As for JPMorgan Chase, it has kept a tight rein on risk, managed capital well and acquired sensibly. None of this is much comfort for weary Swiss and American taxpayers, of course. Well-run or not, both banks present the problem of being far too important to fail.
[ÎÄÕ°æÈ¨ ½ûÖ¹×ªÔØ:¿¼ÊÔÓëÆÀ¼Û LQ^7'#?+V|.e,&FroG] ÈðÊ¿ÐÅ´ûÒøÐкÍĦ¸ù´óͨ°ÎµÃÍ·³ï¡£ÈðÊ¿ÐÅ´ûÒøÐÐÔÚÕⳡΣ»úÖÐËäÈ»ÓÐЩËðʧ£¬µ«ËüѸËÙ¶Ô×ʲú½øÐмõÖµ×¼±¸£¬ÎªÍ¶×ÊÒøÐбêÃ÷ÐÅÓöԲߣ¬²¢Ò£Ò£ÁìÏÈÓÚÆä×ʲú¹ÜÀí·½ÃæµÄÖ÷Òª¶ÔÊÖÈðÊ¿ÁªºÏÒøÐС£ÖÁÓÚĦ¸ù´óͨ¹«Ë¾£¬ËüÑϸñ¿ØÖÆ·çÏÕ£¬¶Ô×ʱ¾¹ÜÀíµÃµ±£¬ÇÒͶ×ÊÀíÐÔ¡£ÕâÁ½¼ÒÒøÐжÔήÃÒµÄÃÀ¹úºÍÈðÊ¿ÄÉ˰ÈËÐĴ澯Ìè¡£²»ÂÛ¾ÓªÇé¿öÈçºÎ£¬Á½¼ÒÒøÐеÄÎÊÌâÊǶ¼Ì«ÖØÒª¶ø²»Äܵ¹±Õ¡£
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