本文選題：資產(chǎn)管理公司 + 商業(yè)化轉(zhuǎn)型�。� 參考：《遼寧大學(xué)》2015年碩士論文

【摘要】：上世紀(jì)九十年代,亞洲爆發(fā)了大范圍災(zāi)難性的金融危機(jī),由于金融危機(jī)本身所具有的感染性,很快對(duì)我國(guó)經(jīng)濟(jì)產(chǎn)生了不良的影響,當(dāng)時(shí)我國(guó)不太成熟的市場(chǎng)經(jīng)濟(jì)下的金融體系發(fā)展還不是很完善,四大國(guó)有商業(yè)銀行經(jīng)過(guò)多年的發(fā)展累積了大量不良資產(chǎn)。在內(nèi)憂(yōu)外患、隨時(shí)可能爆發(fā)金融危機(jī)的情況下為維護(hù)我國(guó)市場(chǎng)經(jīng)濟(jì)的穩(wěn)定發(fā)展,我國(guó)政府于1999年成立信達(dá)、華融、東方、長(zhǎng)城四家國(guó)有獨(dú)資的金融資產(chǎn)管理公司(Asset Management Corporation下文簡(jiǎn)稱(chēng)為AMC)以最大限度保全和回收國(guó)有資產(chǎn)為目的來(lái)處置相對(duì)應(yīng)的四大國(guó)有商業(yè)銀行的不良資產(chǎn),這些公司被賦予必要的政策和法律手段,可以很有效的幫助加快對(duì)不良資產(chǎn)的處置,這一舉措對(duì)于國(guó)有企業(yè)改革、國(guó)有商銀行的改制以及防范和化解金融風(fēng)險(xiǎn)都發(fā)揮了極其重要作用。中國(guó)信達(dá)資產(chǎn)管理股份有限公司(China Cinda Asset Management Co.,Ltd.,下文簡(jiǎn)稱(chēng)為CCAMC)的經(jīng)營(yíng)業(yè)績(jī)一直處于四家金融資產(chǎn)管理公司之首,經(jīng)過(guò)數(shù)十年的經(jīng)營(yíng)發(fā)展,CCAMC已圓滿(mǎn)完成對(duì)政策性不良資產(chǎn)處置的任務(wù),并經(jīng)過(guò)仔細(xì)研究走上了商業(yè)化轉(zhuǎn)型的道路,于2013年12月在香港成功上市,這是國(guó)內(nèi)首家成功上市的資產(chǎn)管理公司,這在某種程度上意味著國(guó)有資產(chǎn)管理公司商業(yè)化轉(zhuǎn)型的成功。當(dāng)前其他三家資產(chǎn)管理公司也已走上了商業(yè)化轉(zhuǎn)型的道路,同時(shí)還有一些地方性的資產(chǎn)管理公司在商業(yè)化轉(zhuǎn)型的道路上不斷的摸索,CCAMC的成功商業(yè)化轉(zhuǎn)型可以為國(guó)內(nèi)其他AMC樹(shù)立典范。本文以中國(guó)信達(dá)資產(chǎn)管理股份有限公司商業(yè)化轉(zhuǎn)型為案例,首先,對(duì)國(guó)內(nèi)外有關(guān)資產(chǎn)管理公司的研究現(xiàn)狀進(jìn)行介紹,并指出本論文的結(jié)構(gòu)框架、研究方法、創(chuàng)新及不足之處;其次,介紹了企業(yè)轉(zhuǎn)型的一般理論和我國(guó)AMC特有的研究問(wèn)題,并簡(jiǎn)單的介紹了CCAMC發(fā)展過(guò)程中的幾個(gè)階段;再次,進(jìn)行CCAMC商業(yè)化成效的分析,重點(diǎn)就其經(jīng)營(yíng)模式和競(jìng)爭(zhēng)力進(jìn)行了分析;最后,針對(duì)我國(guó)AMC所面臨的問(wèn)題,根據(jù)CCAMC的成功的商業(yè)化轉(zhuǎn)型提出合理的意見(jiàn)和建議。以案例分析為背景,重點(diǎn)剖析該資產(chǎn)管理公司商業(yè)化轉(zhuǎn)型的過(guò)程中所采取的業(yè)務(wù)模式,同時(shí)綜合分析其所具備的競(jìng)爭(zhēng)力,并對(duì)該公司取得成效進(jìn)行分析比對(duì),并指出其成功轉(zhuǎn)型的原因,這為我國(guó)其他的AMC公司商業(yè)化轉(zhuǎn)型道路提供了良好的借鑒模式,也是對(duì)CCAMC自身的剖析和反思。
[Abstract]:In the 1990s, a large-scale and disastrous financial crisis broke out in Asia. Due to the contagion of the financial crisis itself, it soon had a negative impact on our economy. At that time, the development of financial system under the immature market economy in China was not very perfect, and the four state-owned commercial banks accumulated a large number of non-performing assets after years of development. In order to maintain the stable development of China's market economy, the Chinese government set up Cinda, Huarong and the East in 1999 in the face of internal and external troubles and the possibility of a financial crisis at any time. The Asset Management Corporation (Asset), which is the sole proprietorship of the Great Wall, aims to maximize the preservation and recovery of state-owned assets to dispose of the non-performing assets of the four major state-owned commercial banks. These companies have been given the necessary policy and legal means to help speed up the disposal of non-performing assets, a move to reform state-owned enterprises. The reform of state-owned commercial banks and the prevention and resolution of financial risks have played an extremely important role. China Cinda Asset Management Co., Ltd. (hereinafter referred to as CCAMC) has been at the top of four financial asset management companies. After decades of business development, CCAMC has successfully completed the task of disposing of policy-related non-performing assets. After careful study, the company successfully listed in Hong Kong in December 2013, which is the first successful asset management company in China, which to some extent means the success of the commercial transformation of state-owned asset management companies. At present, the other three asset management companies have also embarked on the path of commercial transformation. At the same time, there are some local asset management companies in the commercial transformation of the road to explore the successful commercial transformation of CCAMC can set an example for other domestic AMC. In this paper, the commercial transformation of China Cinda Asset Management Co., Ltd. as a case, first of all, the domestic and foreign research on asset management companies are introduced, and pointed out the structure of this paper, research methods, innovations and deficiencies; Secondly, it introduces the general theory of enterprise transformation and the specific research problems of AMC in China, and briefly introduces several stages in the development of CCAMC. Thirdly, the commercial effect of CCAMC is analyzed. Finally, aiming at the problems faced by AMC in China, the paper puts forward some reasonable suggestions and suggestions according to the successful commercialization transformation of CCAMC. Taking the case analysis as the background, the paper analyzes the business model adopted by the asset management company in the process of commercialization transformation, and analyzes the competitiveness of the asset management company comprehensively, and analyzes and compares the results achieved by the asset management company. It also points out the reasons for its successful transformation, which provides a good reference mode for other AMC companies in our country. It is also an analysis and reflection on CCAMC itself.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F832.39

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