本文選題：小額信用貸款 + 普惠金融業(yè)務(wù)��； 參考：《南京大學(xué)》2013年碩士論文

【摘要】：當(dāng)今世界變化迅速,全球化趨勢和信息技術(shù)突飛猛進(jìn)。與先進(jìn)國家相比,中國的金融制度相對不成熟,直接或間接參與金融業(yè)的人員規(guī)模較小。以民間金融為代表的創(chuàng)新金融,特別是以小額信貸服務(wù)中介行業(yè)為代表的民間創(chuàng)新金融,在商業(yè)理念、客戶定位、經(jīng)營模式等方面獨具特色,逐步成為中國金融改革和金融創(chuàng)新的重要新興力量和多層次金融體系的重要組成部分。 過去幾年,我國小額信用貸款發(fā)展迅速并經(jīng)歷了深刻的變革。中國已經(jīng)有100多家小額信貸服務(wù)中介平臺從事普惠金融業(yè)務(wù),大部分機(jī)構(gòu)的年增長率超過50%,甚至有部分機(jī)構(gòu)的年增長率超過了300%。根據(jù)廣發(fā)證券近期發(fā)布的報告,我國民間融資市場的規(guī)模己達(dá)到3萬億元至4萬億元。’ 宜信公司作為小額信貸服務(wù)中介的代表,在60多個城市和20多個農(nóng)村地區(qū)建立起強(qiáng)大的全國協(xié)同服務(wù)網(wǎng)絡(luò),為客戶提供全方位、個性化的普惠金融與財富管理服務(wù)。宜信普惠作為子品牌,主要開展的是普惠金融服務(wù),公司發(fā)展4年的時間里,業(yè)務(wù)快速上升、搶占市場份額。但伴隨著營業(yè)網(wǎng)點的不斷開設(shè)、運營成本增加,戰(zhàn)略計劃的執(zhí)行效果不佳。 究其原因,這與銷售管理團(tuán)隊的管理水平參差不齊、管理意愿不強(qiáng)烈、人才儲備不足等因素有關(guān)。本文以宜信普惠銷售創(chuàng)新中心的銷售管理人員為研究對象,從戰(zhàn)略人力資源管理的角度,結(jié)合人才的生命周期理論對銷售管理人員的績效考核、晉升制度、薪酬水平、儲備情況進(jìn)行分析,最終根據(jù)勝任素質(zhì)模型和“人才加速儲備庫”理論,確定宜信普惠銷售管理人員的儲備策略和實施方案。
[Abstract]:The world is changing rapidly, globalization and information technology are advancing by leaps and bounds. Compared with the advanced countries, China's financial system is relatively immature, and the number of people directly or indirectly involved in the financial industry is relatively small. The innovative finance represented by private finance, especially the folk innovative finance represented by microfinance intermediary industry, is unique in the aspects of business concept, customer orientation, business model, etc. China has gradually become an important new force of financial reform and financial innovation and an important component of the multi-level financial system. In the past few years, microfinance loans in China have developed rapidly and experienced profound changes. China already has more than 100 microfinance intermediaries engaged in inclusive finance, with most institutions growing at an annual rate of more than 50 per cent, or even some institutions with annual growth rates of more than 300 per year. According to a report recently released by Guangfa Securities, the scale of the private financing market in China has reached 3 trillion yuan to 4 trillion yuan. In more than 60 cities and more than 20 rural areas to establish a strong national cooperative service network, to provide customers with comprehensive, personalized inclusive financial and wealth management services. As a sub-brand, the company mainly develops financial services. During the 4 years of development, the business has risen rapidly and occupied the market share. However, with the continuous opening of business outlets, operating costs increase, the implementation of the strategic plan is not good. The reason is that the management level of sales management team is uneven, the management will is not strong, the talent reserve is insufficient and so on. In this paper, the sales management staff of EPS sales Innovation Center are taken as the research object, from the perspective of strategic human resources management, the performance appraisal, promotion system, salary level of sales managers are analyzed in combination with the life cycle theory of talents. Finally, according to the competency model and the theory of "talent accelerated reserve bank", the reserve strategy and implementation plan of EPC sales manager are determined.
【學(xué)位授予單位】：南京大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F832.39

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本文編號：1962474