本文選題：銀行 + 對(duì)公授信��； 參考：《吉林大學(xué)》2017年碩士論文

【摘要】：隨著我國(guó)經(jīng)濟(jì)發(fā)展步入新常態(tài),經(jīng)濟(jì)的增長(zhǎng)速度明顯放緩,經(jīng)濟(jì)發(fā)展的驅(qū)動(dòng)因素也正在發(fā)生深刻的變革,全面深化供給側(cè)改革,依靠機(jī)制體制改革和科技創(chuàng)新成了未來中國(guó)經(jīng)濟(jì)、社會(huì)發(fā)展的驅(qū)動(dòng)力。商業(yè)銀行作為社會(huì)主義市場(chǎng)經(jīng)濟(jì)的重要組成部分也結(jié)束了高速發(fā)展的黃金時(shí)代,進(jìn)入了減速換擋時(shí)期,如何走出一條“提質(zhì)增效的內(nèi)涵式發(fā)展道路”是擺在每個(gè)銀行面前不可回避的問題。中行營(yíng)口分行作為中國(guó)銀行境內(nèi)一家二級(jí)分行,近年來伴隨著規(guī)模紅利、政策紅利的逐漸消退,經(jīng)營(yíng)發(fā)展?jié)u入瓶頸,尤其是收入主要來源的對(duì)公授信業(yè)務(wù)遭遇了客戶流失、規(guī)模下降、收益下滑、不良頻現(xiàn)的不利局面。筆者作為營(yíng)口分行對(duì)公授信業(yè)務(wù)的從業(yè)人員,越發(fā)感覺到壓力的沉重和責(zé)任的重大,但是面對(duì)日益激烈的同業(yè)競(jìng)爭(zhēng),分行無論在對(duì)公客戶經(jīng)理的自身素質(zhì)、崗位設(shè)置、考核辦法、管理機(jī)制以及業(yè)務(wù)敘作的繁雜程度方面均無明顯的比較優(yōu)勢(shì),有的甚至處于落后狀態(tài),導(dǎo)致了客戶經(jīng)理疲于應(yīng)付繁重的案頭工作和拖沓的業(yè)務(wù)流程,對(duì)公授信業(yè)務(wù)的市場(chǎng)競(jìng)爭(zhēng)力嚴(yán)重下降。怎樣提高中行營(yíng)口分行的對(duì)公授信業(yè)務(wù)核心競(jìng)爭(zhēng)力和風(fēng)險(xiǎn)控制水平,筆者認(rèn)為關(guān)鍵在“流程”,流程是企業(yè)經(jīng)營(yíng)管理的核心和生產(chǎn)力,流程的質(zhì)效決定了業(yè)務(wù)的市場(chǎng)競(jìng)爭(zhēng)力。本文研究的核心就是中行營(yíng)口分行對(duì)公授信業(yè)務(wù)流程優(yōu)化,立足二級(jí)分行視角,注重實(shí)效和可操作性。本文分為四個(gè)部分,第一部分為理論研究,本文的理論基礎(chǔ)源于亞當(dāng)·斯密的分工原理以及現(xiàn)代管理學(xué)的核心概念“業(yè)務(wù)流程再造和流程管理”理論,實(shí)踐的經(jīng)驗(yàn)來自國(guó)內(nèi)外商業(yè)銀行在流程改造方面的案例;第二部分分析問題,本文通過一組組數(shù)據(jù)揭示了營(yíng)口分行目前面臨的競(jìng)爭(zhēng)壓力,利用流程的識(shí)別技術(shù)詳細(xì)描述了分行當(dāng)前對(duì)公授信業(yè)務(wù)的敘作流程、配套機(jī)制和工作情況,并通過滿意度調(diào)查、時(shí)間價(jià)值分析和因果圖等定量、定性方法,對(duì)公司授信業(yè)務(wù)流程現(xiàn)狀進(jìn)行了詳細(xì)的分析,指出了在營(yíng)銷策劃、時(shí)效控制、崗位分工、考核機(jī)制、貸后管理等方面存在的不足;第三部分為改進(jìn)措施,按照“以客戶為中心”的原則,在風(fēng)險(xiǎn)可控的前提下對(duì)貸前、貸中和貸后環(huán)節(jié)實(shí)施優(yōu)化設(shè)計(jì),方案涵蓋崗位的梳理、專業(yè)團(tuán)隊(duì)建設(shè)、資源整合、標(biāo)準(zhǔn)化管理、業(yè)務(wù)外包、職能轉(zhuǎn)變等等方面,以確保時(shí)效縮短、滿意度提升、風(fēng)險(xiǎn)下降的目的;第四部分為保障措施,本文為提高方案的實(shí)用性,還制定了方案的實(shí)施進(jìn)度控制表和配套保障措施。
[Abstract]:With China's economic development stepping into the new normal, the growth rate of the economy has slowed obviously, and the driving factors of economic development are undergoing profound changes, comprehensively deepening supply-side reforms.Relying on institutional reform and scientific and technological innovation has become the driving force of China's economic and social development in the future.As an important part of the socialist market economy, commercial banks have also put an end to the golden age of rapid development and entered a period of deceleration and shift.How to get out of a way of "improving quality and increasing efficiency" is an unavoidable problem in front of every bank.As a secondary branch of the Bank of China, Bank of China Yingkou Branch has suffered from the loss of customers in recent years, with the dividend of scale and the policy dividend gradually fading, and the development of its operations has gradually entered a bottleneck. In particular, the main source of revenue for the public credit business has encountered a loss of customers.The scale drops, the income drops, the bad frequency appears unfavorable situation.As an employee of Yingkou Branch, I feel the pressure is heavy and the responsibility is heavy. However, in the face of increasingly fierce competition among the same industry, no matter the branch is in the public account manager's own quality, the post is set up.There are no obvious comparative advantages in terms of assessment methods, management mechanisms and the complexity of business description, and some are even in a backward state, resulting in account managers struggling to cope with heavy desk work and protracted business processes.The market competitiveness of public credit business has been seriously reduced.How to improve the core competence and risk control level of Bank of China Yingkou Branch, the author thinks the key lies in "process", the process is the core and productivity of enterprise management, and the quality and efficiency of the process determines the market competitiveness of business.The core of this study is Bank of China Yingkou Branch to the public credit business process optimization, based on the secondary branch perspective, pay attention to practical results and maneuverability.This paper is divided into four parts. The first part is the theoretical research. The theoretical basis of this paper is from Adam Smith's division of labor principle and the core concept of modern management "business process reengineering and process management" theory.The practical experience comes from the domestic and foreign commercial banks in the process of transformation cases. The second part of the analysis of the problem, this paper through a group of data to reveal the Yingkou Branch is currently facing the competitive pressure.Using the technology of process identification, this paper describes in detail the description process, supporting mechanism and work situation of the current credit business of the branch, and through the satisfaction survey, time value analysis and causality diagram, etc., quantitative and qualitative methods.This paper analyzes the current situation of the business process of company credit in detail, and points out the shortcomings in marketing planning, time-limited control, post division of labor, examination mechanism, post-loan management, etc. The third part is the improvement measures.According to the principle of "customer-centered", under the premise of controllable risk, optimize the design of pre-loan, post-loan and post-loan links, including job combing, professional team building, resource integration, standardization management, business outsourcing,In order to ensure the purpose of shortening the limitation, improving the satisfaction degree and decreasing the risk, the fourth part is the safeguard measure. In order to improve the practicability of the scheme, the paper also formulates the schedule control table and the supporting safeguard measures.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F832.33

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