本文選題：城商行　切入點：中小企業(yè)　出處：《河南大學(xué)》2014年碩士論文

【摘要】：隨著我國經(jīng)濟(jì)的高速發(fā)展，中小型企業(yè)作為經(jīng)濟(jì)增長的主要驅(qū)動力，在社會經(jīng)濟(jì)中的地位日益凸顯，為我國的經(jīng)濟(jì)、稅收、就業(yè)、GDP等都做出了很大的貢獻(xiàn)，對優(yōu)化經(jīng)濟(jì)結(jié)構(gòu)起了重要作用。第二次經(jīng)濟(jì)普查數(shù)據(jù)顯示，中小企業(yè)在全國企業(yè)總數(shù)中占比99%；提供約80%的就業(yè)崗位；創(chuàng)造了60%的GDP和60%的進(jìn)出口。我國的中小企業(yè)雖然數(shù)量占比較大，但是由于其規(guī)模小、資金短缺、抗風(fēng)險能力差，使得中小企業(yè)在銀行信貸業(yè)務(wù)中一直處于劣勢地位，中小企業(yè)融資難問題一直是困繞我國金融業(yè)的一項重大難題，也是各商業(yè)銀行中業(yè)務(wù)開展中最薄弱的一個環(huán)節(jié)，如何提高中小企業(yè)在銀行業(yè)金融機(jī)構(gòu)中的授信額度也是銀行業(yè)一直需要緊迫解決的問題。 城市商業(yè)銀行在成立最初的定位就是“服務(wù)城市居民，服務(wù)中小企業(yè)，服務(wù)地方經(jīng)濟(jì)”，由于規(guī)模小、管理機(jī)制不完善、抗風(fēng)險能力不強(qiáng)，不能與大型國有商業(yè)銀行、股份制商業(yè)銀行及外資銀行相抗衡，但是由于其具有更好的人緣地緣優(yōu)勢，能夠與中小企業(yè)保持良好的溝通，更好的為中小企業(yè)提供金融服務(wù)，且有業(yè)務(wù)流程高效、決策機(jī)制靈活、熟悉客戶經(jīng)營現(xiàn)狀等特點，在中小企業(yè)融資方面優(yōu)勢明顯。城市商業(yè)銀行應(yīng)該利用自身優(yōu)勢，將業(yè)務(wù)重點由大企業(yè)向中小型企業(yè)客戶逐漸轉(zhuǎn)移，使中小型企業(yè)成為其信貸業(yè)務(wù)的主要對象，并利用這種策略形成自身的核心競爭力。研究城市商業(yè)銀行如何對中小企業(yè)提供信貸融資服務(wù)，不只是為緩解中小企業(yè)融資困難問題打開了一條通道，而且也有利于城市商業(yè)銀行自身業(yè)務(wù)的擴(kuò)大和實力的提升。 本文首先對城市商業(yè)銀行以及中小企業(yè)的相關(guān)理論問題分別進(jìn)行了闡述，對城市商業(yè)銀行開展中小企業(yè)信貸融資的必要性和可行性進(jìn)行分析，以ZK銀行為例，研究ZK銀行中小企業(yè)信貸融資業(yè)務(wù)開展現(xiàn)狀，對其內(nèi)外部環(huán)境運(yùn)用SWOT分析法進(jìn)行分析，發(fā)現(xiàn)ZK銀行在開展中小企業(yè)信貸業(yè)務(wù)中具有明顯的優(yōu)勢，且市場潛力大、機(jī)遇多，ZK銀行應(yīng)該把開展中小企業(yè)信貸融資業(yè)務(wù)作為經(jīng)營策略的突破口，使ZK銀行得到更大的發(fā)展。其次，通過4PS和STP分析法，分別對ZK銀行的市場定位策略與營銷組合策略進(jìn)行分析，結(jié)合ZK地區(qū)的實際情況，得到ZK銀行在市場定位時，應(yīng)突出“小、靈、快”和“貼近三農(nóng)”的特點，，在產(chǎn)品創(chuàng)新時應(yīng)以中小企業(yè)的信貸需求為中心，開展特色化的金融服務(wù)。最后，為保證ZK銀行服務(wù)中小企業(yè)的經(jīng)營策略有效實施，提出了堅持服務(wù)中小企業(yè)的市場定位、目標(biāo)市場多元化、創(chuàng)新金融產(chǎn)品與服務(wù)、建立相關(guān)業(yè)務(wù)模式與流程、加強(qiáng)風(fēng)險管理和人才隊伍建設(shè)等針對性的建議。
[Abstract]:With the rapid economic development of our country, as the main driving force of economic growth, small and medium-sized enterprises (SMEs) play an increasingly prominent role in the social economy, and have made great contributions to our economy, taxation, employment and GDP. The data from the second Economic Census show that small and medium-sized enterprises account for 99% of the total number of enterprises in the country and provide about 80% of the jobs. It has created 60% GDP and 60% import and export. Although the number of small and medium-sized enterprises in China is relatively large, but because of its small scale, capital shortage and poor ability to resist risks, SMEs have always been in a disadvantaged position in the banking and credit business. The financing difficulty of small and medium-sized enterprises has always been a major problem in the financial industry of our country, and it is also the weakest link in the business development of commercial banks. How to improve the credit line of small and medium-sized enterprises in banking financial institutions is also an urgent problem for the banking industry. The initial orientation of city commercial banks was to "serve urban residents, serve small and medium-sized enterprises, and serve the local economy." because of their small scale, imperfect management mechanism and weak ability to resist risks, they could not compete with large state-owned commercial banks. Joint-stock commercial banks and foreign banks compete, but because of their better geographical advantages, they can maintain good communication with SMEs, provide better financial services for SMEs, and have efficient business processes. Flexible decision-making mechanism, familiar with the characteristics of customer management status quo, in the SME financing advantages. Urban commercial banks should take advantage of their own advantages, gradually shift the business focus from large to small and medium-sized enterprise customers, Make small and medium-sized enterprises become the main target of their credit business, and use this strategy to form their own core competitiveness. Not only to ease the financing difficulties of SMEs opened a channel, but also conducive to the expansion of urban commercial banks and the strength of the expansion of their own business. In this paper, the relevant theoretical problems of urban commercial banks and small and medium-sized enterprises are expounded respectively, and the necessity and feasibility of developing credit financing for small and medium-sized enterprises in urban commercial banks are analyzed. Taking ZK Bank as an example, This paper studies the present situation of the credit financing business of small and medium-sized enterprises in ZK Bank, analyzes its internal and external environment by using SWOT analysis method, and finds that ZK Bank has obvious advantages in carrying out the credit business of small and medium-sized enterprises, and the market potential is great. ZK Bank should take the credit financing business of small and medium-sized enterprises as a breakthrough in its business strategy, so that ZK Bank can develop more. Secondly, through 4PS and STP analysis, This paper analyzes the market positioning strategy and marketing combination strategy of ZK Bank, and according to the actual situation in ZK area, obtains that ZK Bank should highlight the characteristics of "small, spiritual, fast" and "close to agriculture, countryside and farmers" in market positioning. In product innovation, the credit demand of small and medium-sized enterprises should be the center, and special financial services should be carried out. Finally, in order to ensure the effective implementation of the management strategy of ZK bank for small and medium-sized enterprises, this paper puts forward the market orientation of service to small and medium-sized enterprises. Diversification of target market, innovation of financial products and services, establishment of related business models and processes, strengthening of risk management and construction of talent team.
【學(xué)位授予單位】：河南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F276.3;F832.4

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