本文選題：中小企業(yè)　切入點：貸款　出處：《遼寧大學(xué)》2012年碩士論文

【摘要】：近年來,隨著中國監(jiān)管機構(gòu)對銀行業(yè)監(jiān)管的日趨嚴格,以及行業(yè)內(nèi)部競爭的加劇,銀行業(yè)的生存和發(fā)展遇到了前所未有的困難。特別是在2010年至2011年間,銀監(jiān)會對信貸投放調(diào)控的力度進一步加大,通過提升資本充足率要求、調(diào)整存貸款利率、提高準備金率、公開市場操作、動態(tài)撥備覆蓋等等一系列強有力的措施,嚴格控制信貸規(guī)模的過快增長,這讓以傳統(tǒng)存貸業(yè)務(wù)利差收入為主要收入來源的金融行業(yè)不得不審視自身業(yè)務(wù)結(jié)構(gòu),積極轉(zhuǎn)變,以應(yīng)對銀行業(yè)作為社會融資中介和支付中介地位所面臨的嚴峻挑戰(zhàn),也就是金融托媒日益深化帶來的挑戰(zhàn)。如何應(yīng)對挑戰(zhàn)是金融行業(yè)不得不思考的問題。而備受國際銀行業(yè)推崇的一種解決金融托媒問題的有效舉措——就是大力發(fā)展中小企業(yè)業(yè)務(wù)。 ZS銀行從2010年起提出“二次轉(zhuǎn)型”的工作思路�！岸无D(zhuǎn)型”的工作重點就是大力發(fā)展中小企業(yè)業(yè)務(wù)。為了促動該項業(yè)務(wù)的發(fā)展,ZS銀行將中小企業(yè)業(yè)務(wù)作為戰(zhàn)略性指標,對轄屬機構(gòu)進行考核。 北市支行是ZS銀行下轄的一家最基層的單位。作者運用營銷管理中的相關(guān)概念和理論,如評估價值、選擇價值、提供和傳遞價值等相關(guān)理論,依據(jù)中央以及銀監(jiān)會等有關(guān)單位下發(fā)的有關(guān)中小企業(yè)貸款政策和要求,結(jié)合ZS銀行內(nèi)部信貸政策指引,對北市支行中小企業(yè)業(yè)務(wù)發(fā)展現(xiàn)狀進行了剖析,幫助北市支行找出了其在中小企業(yè)業(yè)務(wù)營銷過程中所存在的主要問題：一是干部員工沒能及時轉(zhuǎn)變觀念跟上總分行的發(fā)展思路和發(fā)展步伐的問題(思想因素)；二是對客戶未實施差異化管理、目標市場選擇不準確的問題(客戶的維護與選擇因素)；三是在老產(chǎn)品應(yīng)用和新產(chǎn)品開發(fā)方面存在的問題(產(chǎn)品因素)；四是由于貸前、貸后操作過于繁瑣影響工作效率的問題(流程因素)；五是現(xiàn)有考核與中小企業(yè)業(yè)務(wù)發(fā)展關(guān)聯(lián)度不高、薪酬的激勵與杠桿作用沒有充分體現(xiàn)的問題(營銷團隊的薪酬因素)。同時,作者還詳細擬定了一整套針對北市支行中小企業(yè)業(yè)務(wù)發(fā)展的營銷策略,如：建議明確有關(guān)人員的職責(zé)和目標：建議細分客戶實施差異化管理以提高客戶忠誠度,以及通過內(nèi)部挖潛,提升獲客能力；建議針對中小企業(yè)客戶在產(chǎn)品創(chuàng)新方面進行積極的嘗試,打開營銷僵局；建議優(yōu)化流程提升中小企業(yè)貸前工作效率以及貸后檢查的可操作性；建議通過強化考核引導(dǎo)與激勵等措施引導(dǎo)員工關(guān)注中小企業(yè)業(yè)務(wù)的發(fā)展,進而全力投身到中小企業(yè)業(yè)務(wù)營銷工作中來,以便能夠充分發(fā)揮客戶經(jīng)理的作用和價值。 作者希望通過本次論文的撰寫和研究,能夠徹底解決ZS銀行北市支行在中小企業(yè)業(yè)務(wù)營銷方面存在的問題,全而提升北市支行的考核業(yè)績。
[Abstract]:In recent years, with the increasingly strict supervision of the banking sector by Chinese regulators, and the intensification of competition within the industry, the survival and development of the banking industry has encountered unprecedented difficulties.In particular, between 2010 and 2011, the CBRC has further intensified its efforts in regulating and controlling credit, by raising the requirements for capital adequacy, adjusting interest rates on deposits and loans, raising the required reserve ratio, and operating on the open market.Dynamic provision coverage and a series of powerful measures to strictly control the excessive growth of credit scale have forced the financial industry, whose main source of income is from traditional deposit and loan operations, to examine its own business structure and make positive changes.In order to deal with the banking industry as a social financing intermediary and payment intermediary status of the severe challenges, that is, the deepening of the financial intermediary challenges.How to deal with the challenge is a problem that the financial industry has to think about.An effective measure to solve the problem of financial support is to develop small and medium enterprises.ZS Bank from 2010 to put forward the "second transformation" of the work ideas.The focus of the second transformation is to vigorously develop small and medium-sized businesses.In order to promote the development of this business, ZS Bank regards small and medium-sized enterprises as a strategic index to assess subordinate institutions.North City Branch is under the jurisdiction of ZS Bank, one of the most basic units.The author applies the relevant concepts and theories in marketing management, such as evaluating value, selecting value, providing and transferring value, and so on, according to the relevant SME loan policies and requirements issued by the Central Committee and relevant units such as CBRC, etc.Combined with the internal credit policy guidance of ZS Bank, this paper analyzes the present situation of the development of the small and medium-sized enterprises in the North Branch.The main problems existed in the marketing process of small and medium-sized enterprises were found out by helping the North City Branch: first, the cadres and employees failed to change their ideas in time to keep up with the development ideas and the pace of development of the main branch (ideological factors; 2.Is to the customer does not implement the differentiation management,Inaccurate selection of target markets (customer maintenance and selection factors; third, problems in the application of old products and new product development (product factors); and fourth, prior to lending,The problem that the operation after loan is too complicated to affect the work efficiency (process factor is too; fifth, the existing examination and business development of small and medium-sized enterprises are not highly related, the incentive and leverage of salary are not fully reflected in the issue of salary of marketing team.At the same time, the author also draws up a set of marketing strategies for the development of the small and medium-sized enterprises of the North Branch Bank, such as: to make clear the duties and objectives of the relevant personnel; to recommend the implementation of differentiated management to improve the loyalty of the customers.And through the internal tapping potential to enhance the ability to gain customers, it is suggested that small and medium-sized enterprises customers in the product innovation to actively try to open up the marketing deadlock;It is suggested to optimize the process to improve the efficiency of pre-loan work and the operability of post-loan inspection, and to guide the staff to pay attention to the development of SME business through the strengthening of assessment guidance and incentives.In order to give full play to the role and value of customer manager.The author hopes that through the writing and research of this paper, it can solve the problems in the business marketing of small and medium-sized enterprises in the North Branch of ZS Bank, and improve the performance of the North Branch of the Bank.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F274;F832.33

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