人民币只有恢复人民性才能真正保障民生————读《邋遢道人：你说美国银行咋这么会投资呢？》有感并推荐《一位外籍银行家给温总理的建言》

只有恢复人民币的人民性才能真正保障民生　　

——读《邋遢道人：你说美国银行咋这么会投资呢？》有感　　

并推荐《一位外籍银行家给温总理的建言》　　

按语：读罢（邋遢道人：你说美国银行咋这么会投资呢？）　　

（http://www.wyzxsx.com/Article/view/201106/238797.html）跟帖几次，意犹未尽。道人是资本运作高手，在《金融界》粉丝者众，可能是当局者迷、只缘身在此山中的缘故，“不懂”。本农民虽没学过金融经济学，但有以前的马克思主义政治经济学垫底，尤其是到乡下后，从何新、卢麒元、吴辉、杨斌、钮文新、二两拨千金（中国革命埋葬了金本位、人民币须从东亚破局系列）、海啸后的希望（华尔街下一步攻击计划大揭秘）、蔡历（资本主义总危机即将爆发）等的文章中扫了盲。坚信，人民币只有恢复人民性，一切妖魔鬼怪、魑魅魍魉统统见光死、秒杀！美国等外资银行再会投资也会傻眼。正如《中国革命埋葬了金本位》中谈到：“人民币的创立”是一个划时代的创举，它宣告了犹太集团苦心建立并经营了一百多年的世界金本位霸权在东方被新中国破局，也意味着与犹太集团狼狈为奸的美国政府永远失去了对新中国收取黄金铸币税的权力。相比1949年黯然退出中国大陆的政治失败，这是资本帝国主义更加无法忍受的经济打击和霸权挑战。　　

何新《谁给你权力替中国人大借外债？——对外汇储备局的质疑》值得一读，在《央行主权归属与通货膨胀》中讲：犹太金融共济会最终要实行的全球统一银行和全球统一货币——全球新秩序（全球一体化）的主要内容，其实归根结底要的就是全球虚拟货币的发币权。对于多数中国银行界精英和经济学人士，关于发币权及货币权的归属这个问题，是如同醍醐灌顶的一种新问题。近年来，中国发生的严重通货膨胀的确在理论上与这个问题直接关联——通过无本位金属或实物担保的虚拟纸币信用无限膨胀而造成物价飞涨可以大规模转移和掠取国民财富。同时通过与外汇储备接轨流通的方式，中国的大量国民财富已经被美国及西方巧妙地转移掠取而去。　　　

基辛格在70年代就说：　　

“如果你控制了石油，你就控制了所有国家；　　

如果你控制了粮食，你就控制了所有的人；　　

如果你控制了货币，你就控制了整个世界。”　　

尼克松有句“至理名言”被后来的美国政府奉为神明，“抓住了一个人的睾丸，就抓住了一个人的思想”。　　

竖琴螺在点评5月3日参考消息《全球食品价格上涨引发“新型饥饿”》文中说：而只要民众不对主流舆论本身产生怀疑的话，那么民众也就没有跳出那个圈子的可能了，在大脑被催眠的情况下，民众连最起码的前后矛盾的问题也察觉不出来，几乎就是中邪了，最后，民众也就会在越来越困惑中被饿死。为什么孔子说：“朝闻道，夕死可矣”呢？可见圣人在当时就认识到绝大多数人都是糊涂死的。《圣经》里说“你们要进窄门。因为引导灭亡，那门是宽的，路是大的，进去的人也多。引到永生，那门是窄的，路是小的，找着的人也少。”可见，“真理掌握在极少数人手里”这个道理早就被圣人们给总结出来了，但是，绝大多数人依然迷信主流舆论，从来没有“怀疑一切”的精神。也正是因为民众的思想首先被控制了，所以才会导致他们的肉体被控制，同时，他们的劳动成果也就被掠夺走了。　　

只要真正高举毛泽东思想的伟大旗帜，清除被抓住了睾丸的大人、汉奸、买办、洋奴，就一了百了、一通百通。　　

中石油、中石化、中移动都是国企、央企，顾名思义，中国平安也是国企、央企，以前的改革总是说，国企人多，人浮于事没效率，要下岗分流、减员增效，而中国平安仅仅销售人员就有50万人！为何不改革？　　

自2005年来的5年间，平安集团旗下的银行资产规模仅仅从30亿元增长到1万多亿元，牛！跨越式发展的典型，大千世界，谁与争锋？古往今来，谁能比肩？谁说特色社会主义不行？毕竟是中国，有水快流，一万年太久只争朝夕！

推荐《国际人才交流》2011年第4期卷首文，请社员们品尝。　　

一位外籍银行家给温总理的建言　　

中国政府“友谊奖”获奖专家 深圳发展银行行长 查理德·杰克逊　　

5年前我来到中国，希望借此机会为中国银行业的发展贡献一些力量。此前大部分时间我就职于花旗银行，期间曾被派驻欧洲和亚洲的几个国家负责该地区的业务。加入平安使我有幸在中国度过了我职业生涯中最具挑战、也最有成就感的一个阶段。　　

自2005年以来，平安集团旗下的银行资产规模已从30亿元人民币增长到过万亿，目前我们正在着手进行深圳发展银行与平安银行的合并工作。借助平安集团5500万客户、50万人的销售队伍、世界级的IT与运营平台以及品牌和资本等方面的资源优势，我们将把平安银行打造成一个强大而独特的平台，充分践行综合金融理念，为客户提供优质的服务与便利。　　

中国银监会被公认为世界上最杰出的银行业监管机构之一。过去10年里，银行的资本收益率增长了，信贷组合得到了清理，公司治理水平有了提升，内控显著加强。然而，整个行业在很大程度上仍然沿袭传统的思维方式，高度依赖简单的存贷款业务。那么，银行业未来的发展应该有哪些突破呢?　　

首先，中小银行必须提升其战略规划能力，根据自身特定的优势和强项，走差异化发展道路。这意味着将银行服务扩展到那些尚未充分覆盖到的领域（特别是中小企业），监管可以出台更具差异化的政策，鼓励那些要在该领域谋求发展的银行。　　

其次，各银行需要提升风险及业务分析水平。要把风险及业务分析结论运用到现有的业务模式中，从而预测现在的何种业务将来会有长足发展，何种业务可能会困难重重，并且从现在就开始相应调整。在当前的监管环境下，银行在这方面的积极性不高，但是改变也确实需要勇气，因为只有利率管控方式发生变化时，这方面的投入才会产生市场效益。但是这种做法有助于改善信贷资源的分配效率，使资源得以分配到最具经济效益的领域中去，所以一旦改变，必将对整个社会产生深远影响。　　

第三，银行在组织架构和内部管理上要更多以客户为中心，更关注服务。这意味着要围绕客户需求设计业务流程，而不是仅仅考虑机构内部或监管要求。一个低收入的外来务工人员，在办理给远方家人汇款这样的简单业务时，为什么非要排上一两个小时的队，并且还要为此付费呢?如果机构拓展方面的规定能放开一些，将有助于改善这类情况。　　

第四，银行要研究互联网和移动技术对消费行为以及零售商业模式带来的变革，同时，我们需要思考如何调整制度来适应这种变化。过度依赖网点的经营模式可能很快就会落伍，就像现在的“唱片店”一样。如果方法得当，并且做好风险管理，那么互联网和移动技术将有助于降低成本并大幅提升零售服务质量——中国银行业也将因此成为一个真正的创新者。　　

第五，随着资本市场的发展，传统的依靠贷款盈利的经营模式必须改变。在目前的环境下，贷款盈利相对容易一些；而提供客户愿意付费的增值服务却需要更大的努力和投入。在中国，好一点的银行约有15%的收入来自此类收费，而西方领先的银行这一比例约为40%。这种模式的改变除了需要具备我们前面提到的业务分析能力和以客户为中心的意识之外，还需要通过调研与培训来提高银行自身能力，这两个方面的投入必须增加。　　

最后，未来的最大挑战或许在于，如何向中小企业和银行服务不足的其他社会群体提供更多的授信渠道。银行要以可盈利的方式来经营此类业务，并充分考虑到内含的高经营成本和潜在风险（信用风险和欺诈风险)。这里尤其需要监管对此类业务区别对待并给予更多容忍度和灵活性，这将有助于推动该业务的发展。（本文根据理查德·杰克逊先生2011年1月26日在温家宝总理与外国老专家和在华工作的优秀外国专家代表座谈时的发言整理而成，英文版见58页）《国际人才交流》2011年第4期卷首　　

China Banking:How to Make Breakthrough　　

I came to China five years ago for the opportunity to contribute to the development of China’s Banking sector. Before then most of my career was spent with Citibank including time as leader of its businesses in several other countries in Europe and Asia. Joining Ping An Group gives me the privilege to spend the most challenging but most satisfying time of my career in China.　　

Banking assets held by the Group have grown from RMB 3 Billion to over RMB 1 Trillion since 2005 and we are now in the process of merging Shenzhen Development Bank and Ping An Bank. By utilizing the PAGs resources of 55 million customers, 500,000 sales staff, world class IT and operational infrastructure, brand and capital we will build Ping An’s Banking business into a strong and unique franchise that provides great customer service and convenience by fully exploiting the concept of Integrated Finance.　　

The CBRC (The China Banking Regulatory Commission) is recognized and respected around the world as one of the leading Bank Regulators. The last ten years have seen capital margins increased, loan portfolios cleaned up, corporate governance improved and standards of control significantly enhanced. However, the industry is still largely traditional in thinking with a very heavy reliance on simple lending and deposit taking, so what breakthroughs should be made in future for our industry?　　

First, medium and small banks must improve their strategic planning capabilities and differentiate themselves more clearly based on their own particular advantages and strengths. This relates to the issue of serving less well covered parts of the community (especially SMEs) and can be encouraged to by further differentiated regulatory policies for those banks prepared to make such progress.　　

Second, Banks need to improve the level of risk and business analytics so that they can develop a sound basis for pricing in the future, as interest rates deregulate. We need to apply the conclusions of this to the current business model so that we may see which parts of our business can thrive in the future and which will come under pressure, and start making adjustments now. The current regulatory environment allows banks to be lazy in this respect but change will also require some courage, since the market will not reward such investment until there is a change of interest rate management. But this change will have significant benefits to society generally since it will improve the efficiency of credit resource allocation towards the most productive areas of the economy.　　

Thirdly, Banks need to adopt a more customer centric approach to the way they are organized and managed, to allow a much stronger emphasis on service. This means designing the business processes around customer needs, rather than just internal or regulatory requirements. Why should a low paid migrant worker have to queue for an hour or two, and then be charged a fee, for a simple payment to distant family members? Easier rules on institutional expansion would be helpful in this area.　　

Fourth, Banks need to learn from the way internet and mobile technology is changing consumer behavior and the face of retail commerce, and at the same time we need to consider how regulations can or should be adapted to recognize this change. The heavy reliance on Bank outlets may soon be as outdated as the existence of a “record store” already is today. If properly done, and paying attention to proper risk management, this can help drive down costs and increase consumer service dramatically - and establish China's banking sector as true innovators.　　

Fifth, the traditional lending based profit model for banks must change as the capital market develops. It is relatively easy in the current environment to make profits from lending; but it requires greater effort and investment to earn a profit by providing a customer with a valuable service for which they are prepared to pay. The better banks in China earn maybe 15% of their revenues from such services, for leading western banks the proportion is around 40%. Here is required the business analytics and customer centric thinking mentioned earlier, but also the development of capabilities through research and training and Banks must invest more in these two areas.　　

Lastly, probably the biggest challenge is to provide more access to credit for SMEs and other underserved segments of society. This must be done in a commercially viable way that reflects the increased costs of business management and potential risk (credit and fraud) that it entails. Banks must be certain that they will be able to achieve sustainable returns for making the investments required and that they will not be penalized for taking the greater risks associated with these areas. In particular the greater segregation of such activities with a higher degree of regulatory tolerance and flexibility for these segregated activities would be helpful.　　

For my part I feel privileged to be here and I am very optimistic about the future of the Banking Industry.　　

At Ping An Group we will build some meaningful experience for this development through the development of Integrated Finance, the deployment of the best talent (including foreigners), continued innovation in respect of customer service and the deepening of our existing strengths in respect of state of the art IT and back office management.(Extract of Richard Jackson’s speech when meeting Premier Wen Jiabao at the Great Hall of the People on January 26, 2011)