【摘要】：金融控股集團(tuán)作為金融業(yè)實(shí)現(xiàn)綜合經(jīng)營的一種組織形式,自出現(xiàn)以來,一直受到廣泛的青睞。近年來,我國一些地方政府也紛紛立足于本經(jīng)濟(jì)區(qū)域,對(duì)財(cái)政資源進(jìn)行整合,由具有顯著優(yōu)勢(shì)的國有或民營企業(yè)控股、投資多家金融機(jī)構(gòu)、組建地方性金融控股集團(tuán)。2012年7月,在推進(jìn)溫州金融綜合改革試驗(yàn)區(qū)建設(shè)的背景下,溫州市政府將溫州市國資投資集團(tuán)有限公司更名,成立溫州市金融投資集團(tuán)有限公司(簡(jiǎn)稱“溫州金投”),具體承接溫州金融改革任務(wù)。但是,溫州金投自身存在諸多問題,如組建初期,制造業(yè)、建筑業(yè)和金融業(yè)這三大板塊業(yè)務(wù)有效融合難度較大。同時(shí),公司在主業(yè)布局和功能定位上不清晰,難以建立新的盈利模式,既無法實(shí)現(xiàn)自身的發(fā)展,也不能成為金融改革項(xiàng)目的落實(shí)平臺(tái)。因此,對(duì)溫州金投發(fā)展戰(zhàn)略進(jìn)行研究,既能解決溫州金投自身發(fā)展的問題,也有助于溫州金融綜合改革試驗(yàn)成果的落地和推廣。本文運(yùn)用企業(yè)戰(zhàn)略管理、金融企業(yè)經(jīng)營管理等相關(guān)理論,搭建了研究的理論依據(jù)。然后,結(jié)合金融綜合改革的要求、溫州金投的現(xiàn)狀,用SWOT分析法,對(duì)企業(yè)的內(nèi)外部環(huán)境和面臨的機(jī)會(huì)和威脅進(jìn)行了充分分析。最后,對(duì)溫州金投的發(fā)展戰(zhàn)略制定和實(shí)施進(jìn)行了細(xì)致研究,對(duì)集團(tuán)未來的戰(zhàn)略提出了思考。經(jīng)過分析,本文明確了溫州金投的戰(zhàn)略目標(biāo)——將溫州金投打造成一家具有綜合競(jìng)爭(zhēng)優(yōu)勢(shì)、金融服務(wù)平臺(tái)較為齊全、擁有較為完整金融產(chǎn)業(yè)鏈的地方金融控股集團(tuán),進(jìn)一步明晰了戰(zhàn)略定位、路徑選擇等,并從金融要素整合優(yōu)化、突出金融主業(yè)投資方向、實(shí)業(yè)的轉(zhuǎn)型升級(jí)與退出等三個(gè)方面提出戰(zhàn)略實(shí)施的具體方案,最后從堅(jiān)持穩(wěn)健經(jīng)營策略、建立有效風(fēng)險(xiǎn)監(jiān)控機(jī)制、建設(shè)完善的客戶信息系統(tǒng)和構(gòu)建現(xiàn)代人才資源戰(zhàn)略等4個(gè)方面提出了溫州金投發(fā)展戰(zhàn)略實(shí)施的保障措施。
[Abstract]:Financial holding group, as an organizational form of financial industry to realize comprehensive management, has been widely favored since its appearance. In recent years, some local governments in our country have also established themselves in their own economic regions to integrate financial resources, which are controlled by state-owned or private enterprises with significant advantages, invest in many financial institutions and set up local financial holding groups. In the context of promoting the construction of a comprehensive financial reform pilot area in Wenzhou, the Wenzhou Municipal Government changed the name of Wenzhou State Investment Group Co., Ltd. Wenzhou Financial Investment Group Co., Ltd was established to undertake Wenzhou financial reform. However, there are a lot of problems in Wenzhou Gold Investment itself, such as the establishment of the initial, manufacturing, construction and financial sector of the three major sectors of the business integration is more difficult. At the same time, the company's main business layout and function positioning is not clear, it is difficult to establish a new profit model, can not achieve its own development, nor can it become a financial reform project implementation platform. Therefore, the research on the development strategy of Wenzhou gold investment can not only solve the problem of Wenzhou gold investment's own development, but also contribute to the landing and promotion of Wenzhou financial comprehensive reform test results. Based on the theories of enterprise strategic management and financial enterprise management, this paper sets up the theoretical basis of the research. Then, combined with the requirements of comprehensive financial reform and the status quo of Wenzhou gold investment, SWOT analysis is used to fully analyze the internal and external environment, opportunities and threats faced by enterprises. At last, the author makes a detailed study on the development strategy of Wenzhou Gold Investment, and puts forward some thoughts on the future strategy of the Group. After analysis, this paper defines the strategic goal of Wenzhou Jinchou, which is to build Wenzhou Jinzhen into a local financial holding group with comprehensive competitive advantage, a complete financial service platform and a relatively complete financial industry chain. It further clarifies the strategic positioning, path selection and so on, and puts forward the specific plan of strategic implementation from three aspects of financial elements integration and optimization, highlighting the direction of investment in the main financial industry, upgrading and withdrawing from the industrial transformation and so on. Finally, the paper puts forward the guarantee measures of Wenzhou gold investment development strategy from four aspects: sticking to steady management strategy, establishing effective risk monitoring mechanism, constructing perfect customer information system and constructing modern talent resource strategy.
【學(xué)位授予單位】：蘭州理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F832.39

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 馬金成;;探究以金融控股模式整合地方金融資源的幾點(diǎn)思考[J];財(cái)經(jīng)界(學(xué)術(shù)版);2015年14期

2 高丹桂;;地方國有金控集團(tuán)投融資平臺(tái)商業(yè)模式和盈利模式的創(chuàng)新研究——以渝富集團(tuán)為例[J];統(tǒng)計(jì)與管理;2014年11期

3 高丹桂;王吉娜;;演化經(jīng)濟(jì)學(xué)視角下地方國有金控集團(tuán)發(fā)展動(dòng)因[J];合作經(jīng)濟(jì)與科技;2014年12期

4 譚凱麗;;淺析企業(yè)戰(zhàn)略的選擇對(duì)企業(yè)發(fā)展的影響[J];商場(chǎng)現(xiàn)代化;2014年05期

5 邵靖;杜彥坤;;地方金融控股集團(tuán)發(fā)展模式[J];中國金融;2014年04期

6 李娟娟;;地方政府融資平臺(tái)的運(yùn)作、問題及對(duì)策——以河南省某市為例[J];華北水利水電學(xué)院學(xué)報(bào)(社科版);2012年02期

7 劉兆云;鐘毅;;地方政府投融資平臺(tái)風(fēng)險(xiǎn)及其防范措施——基于地方政府投融資公司視角[J];企業(yè)經(jīng)濟(jì);2011年06期

8 闞景陽;;后危機(jī)時(shí)代我國地方金融控股公司發(fā)展研究[J];金融理論與教學(xué);2011年01期

9 祝志勇;高揚(yáng)志;;財(cái)政壓力與官員政績(jī)的牽扯:細(xì)究地方政府投融資平臺(tái)[J];改革;2010年12期

10 李勇;;我國地方政府融資平臺(tái)的規(guī)范與思考[J];行政管理改革;2010年11期

相關(guān)碩士學(xué)位論文 前5條

1 阮曉國;溫州民間金融問題研究[D];浙江大學(xué);2015年

2 陳軍平;中型建筑企業(yè)戰(zhàn)略選擇與發(fā)展規(guī)劃[D];武漢工程大學(xué);2014年

3 呂慧;我國金融控股公司經(jīng)營績(jī)效研究[D];山東師范大學(xué);2014年

4 周曉明;溫州金融改革對(duì)未來中國民間金融融資的影響[D];華東理工大學(xué);2013年

5 邱揚(yáng);打造一流金融控股公司[D];復(fù)旦大學(xué);2011年

，

本文編號(hào)：2246263