本文選題：商業(yè)銀行 + 經(jīng)營(yíng)管理��； 參考：《昆明理工大學(xué)》2014年碩士論文

【摘要】：隨著金融改革的深入,同業(yè)競(jìng)爭(zhēng)的加劇,外部監(jiān)管工作的強(qiáng)化,以及外部宏觀新形勢(shì)的變化和銀行內(nèi)部績(jī)效要求的提高,傳統(tǒng)的不良貸款經(jīng)營(yíng)管理模式已遠(yuǎn)不能適應(yīng)形勢(shì)的發(fā)展。AB銀行因應(yīng)內(nèi)外部環(huán)境變化,結(jié)合近年來(lái)戰(zhàn)略目標(biāo)定位,積極探索不良貸款經(jīng)營(yíng)管理新模式創(chuàng)新,以“價(jià)值創(chuàng)造、價(jià)值管理為核心”,以“軟實(shí)力,核心競(jìng)爭(zhēng)力,可持續(xù)發(fā)展能力”提升為導(dǎo)向。通過(guò)不良貸款經(jīng)營(yíng)管理模式創(chuàng)新轉(zhuǎn)型研究與探索,來(lái)尋求提升不良資產(chǎn)經(jīng)營(yíng)管理效能的有效途徑。 作者作為AB銀行的一名員工,針對(duì)AB銀行目前的不良貸款經(jīng)營(yíng)管理現(xiàn)狀和面臨的困境,分析存在不足與原因,借鑒先進(jìn)銀行相關(guān)經(jīng)驗(yàn),運(yùn)用SWOT框架來(lái)分析AB銀行實(shí)現(xiàn)經(jīng)營(yíng)管理轉(zhuǎn)型創(chuàng)新的各項(xiàng)利弊因素,并結(jié)合相關(guān)經(jīng)營(yíng)管理基礎(chǔ)理論和實(shí)踐案例進(jìn)行科學(xué)論證,目的是通過(guò)這種特定的、整體性的研究,充分論證研究不良貸款經(jīng)營(yíng)管理效能提升的有效途徑,給AB銀行系統(tǒng)相關(guān)業(yè)務(wù)條線同事提供更多參考方案。最終,作者針對(duì)AB銀行當(dāng)前面臨的不良貸款經(jīng)營(yíng)管理難題和問(wèn)題癥結(jié),提出了“統(tǒng)一管理、集中經(jīng)營(yíng)、專業(yè)處置”這一創(chuàng)新管理模式觀點(diǎn),并針對(duì)性的提出一系列創(chuàng)新管理具體措施和建議,通過(guò)列舉銀行同業(yè)先進(jìn)做法和相關(guān)成功清收案例,論證了這些建設(shè)性的方案與建議的有效性,有助于AB銀行持續(xù)優(yōu)化改進(jìn)不良貸款經(jīng)營(yíng)管理模式,實(shí)現(xiàn)更大經(jīng)濟(jì)效益。
[Abstract]:With the deepening of financial reform, the intensification of interbank competition, the strengthening of external supervision, the changes of external macro situation and the improvement of internal performance requirements of banks, The traditional non-performing loan management mode has been far from adapting to the development of the situation. AB Bank, in response to the changes in internal and external environment, has actively explored the innovation of the new mode of non-performing loan management in response to the changes in internal and external environment and combined with the orientation of strategic objectives in recent years, in order to create value. Value management as the core, "soft power, core competitiveness, sustainable development ability" as the guide. Through the research and exploration of the innovation and transformation of non-performing loan management mode, the effective way to improve the management efficiency of non-performing assets is sought. As an employee of AB Bank, aiming at the present situation and difficulties of non-performing loan management in AB Bank, the author analyzes the shortcomings and causes, and draws lessons from the relevant experiences of advanced banks. The SWOT framework is used to analyze the advantages and disadvantages of AB bank in realizing the innovation of operation and management, and the scientific demonstration is carried out by combining the basic theories and practical cases of relevant management and management. The purpose of this paper is to study this kind of specific, holistic research. The paper fully demonstrates the effective way to improve the efficiency of non-performing loan management, and provides more reference schemes for AB banking system related business line colleagues. Finally, the author puts forward the idea of "unified management, centralized management and professional disposal" in view of the difficult problems and problems in the management of non-performing loans faced by AB Bank at present. And put forward a series of concrete measures and suggestions of innovation management, and demonstrate the effectiveness of these constructive schemes and suggestions by enumerating the advanced practices of banks and relevant successful liquidation cases. It is helpful for AB Bank to continuously optimize and improve the management mode of non-performing loans and realize greater economic benefits.
【學(xué)位授予單位】：昆明理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.4

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