【摘要】：連鎖經(jīng)營這一管理模式,因其具有提高企業(yè)協(xié)調(diào)運作能力、增強企業(yè)競爭力、實現(xiàn)企業(yè)規(guī)模效益的優(yōu)勢,被廣泛的運用到零售業(yè)、餐飲業(yè)和服務(wù)業(yè),并逐步向汽車、醫(yī)藥、煙草、家居建材、加油站等行業(yè)滲透,顯示出強大的生命力和發(fā)展?jié)摿�。然而我國金融業(yè)在市場化競爭日益激烈的今天也顯現(xiàn)出了管理成本加大、效率低下,規(guī)模效益難以形成的局面,雖然不少管理者已經(jīng)意識到提高企業(yè)管理效率的重要性,但是沒能引起足夠的重視,這是值得關(guān)注的嚴(yán)峻現(xiàn)狀。 包商銀行微小貸款業(yè)務(wù)自2005年開辦以來,經(jīng)過六年的探索和實踐,己成為國內(nèi)金融業(yè)服務(wù)小微企業(yè)客戶的特色品牌,擁有獨特的信貸技術(shù),80個信貸團隊和1100名信貸人員,服務(wù)了13萬戶小微企業(yè)、個體戶和農(nóng)戶。然而微貸作為包商銀行的品牌業(yè)務(wù),在經(jīng)營管理方面仍有很大的提升空間,同時也具有實施連鎖經(jīng)營管理的現(xiàn)實條件,這是本文分析包商微貸業(yè)務(wù)連鎖經(jīng)營管理的重要現(xiàn)實意義。 本文以包商銀行微小企業(yè)金融部為研究對象,提出微貸業(yè)務(wù)現(xiàn)階段發(fā)展中存在的問題,更多專注于經(jīng)營管理方面的不足,并深入挖掘其根源。同時在研究借鑒連鎖經(jīng)營管理理論優(yōu)勢和成功案例的基礎(chǔ)上,提出了通過加盟連鎖來提高包商微貸管理效率,實現(xiàn)規(guī)模效益的研究結(jié)論。論文對大量真實數(shù)據(jù)和實際情況進行了深入分析,認真研究了微貸業(yè)務(wù)引進連鎖經(jīng)營管理的現(xiàn)實條件,提出了微貸業(yè)務(wù)要實施連鎖經(jīng)營的具體步驟和保障體系。重新設(shè)計了包商銀行微貸組織管理架構(gòu),通過建立樣板經(jīng)營單位,吸納各分行加盟微貸業(yè)務(wù),并實施加盟的前期指導(dǎo)、后期監(jiān)督評價等措施增強包商微貸實行連鎖經(jīng)營的可能性,為微貸業(yè)務(wù)管理能力的提升提供了針對性極強的具體對策。
[Abstract]:This management mode of chain operation, because of its advantages of improving the coordination and operation ability of enterprises, enhancing the competitiveness of enterprises and realizing the efficiency of enterprise scale, has been widely used in retailing, catering and service industries, and has been gradually applied to automobile, medicine, and so on. Tobacco, home building materials, gas stations and other industries, showing strong vitality and development potential. However, at a time when the market competition is increasingly fierce, the financial industry of our country also shows the situation that the management cost is increased, the efficiency is low, and the scale benefit is difficult to form, although many managers have already realized the importance of improving the enterprise management efficiency. But did not attract enough attention, this is a serious situation worthy of attention. After six years of exploration and practice, the small loan business of the contractor bank has become a unique brand in the domestic financial industry to serve the customers of small and micro enterprises, with unique credit technology, 80 credit teams and 1100 credit personnel. Served 130000 small and micro enterprises, individual households and farmers. However, as the brand business of the contractor bank, there is still a lot of room for improvement in the management of micro-loan, and there are also practical conditions for the implementation of chain management. This is this article analyzes the contractor micro-loan business chain management important practical significance. This paper takes the micro enterprise finance department of the contractor bank as the research object, puts forward the problems existing in the development of the microloan business at the present stage, pays more attention to the shortage of the management, and deeply excavates its root cause. At the same time, on the basis of studying the advantages of chain management theory and successful cases, this paper puts forward the conclusion that the management efficiency and scale benefit can be improved by joining chain management. This paper deeply analyzes a large number of real data and actual conditions, studies the practical conditions of introducing chain management into micro-loan business, and puts forward the concrete steps and guarantee system of implementing chain operation in micro-loan business. This paper redesigns the management structure of the contractor bank's micro-loan organization, through the establishment of the model management unit, absorbs the branches to join in the micro-loan business, and implements the pre-alliance guidance. The measures such as supervision and evaluation in the later period enhance the possibility of implementing chain operation of micro-loan, and provide specific countermeasures for improving the management ability of micro-loan business.
【學(xué)位授予單位】：內(nèi)蒙古大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F832.33

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