本文選題：信托業(yè)務(wù)　切入點(diǎn)：金谷信托　出處：《蘭州理工大學(xué)》2013年碩士論文

【摘要】：信托業(yè)其本質(zhì)是一種受人之托代人理財(cái)?shù)呢?cái)產(chǎn)管理制度。雖然,信托業(yè)在我國(guó)從改革開放后開始發(fā)展,但目前,銀行、證券、信托以及保險(xiǎn)被譽(yù)為現(xiàn)代金融業(yè)的四大支柱。 自2007年,信托業(yè)管理的資產(chǎn)規(guī)模開始急劇增長(zhǎng)。2007年底信托業(yè)管理的資產(chǎn)規(guī)模為3600多億元,而到2012年底,信托規(guī)模已達(dá)7.74萬(wàn)億,規(guī)模上超過(guò)保險(xiǎn)業(yè),僅次于銀行業(yè)。 我國(guó)的信托業(yè)從區(qū)區(qū)的3600億到7.74萬(wàn)億只用了5年時(shí)間。但是高速發(fā)展的信托業(yè)還存在以下兩個(gè)問(wèn)題：一是沒(méi)有核心業(yè)務(wù),沒(méi)有核心競(jìng)爭(zhēng)力,以貸款型的信托產(chǎn)品為主,更多的是銀行的一個(gè)補(bǔ)充；二是相比較銀行星羅密布的網(wǎng)點(diǎn)、保險(xiǎn)公司為數(shù)眾多的銷售團(tuán)隊(duì),信托公司缺乏自己的銷售渠道。 金谷信托作為信達(dá)資產(chǎn)的子公司,在資源獲取方面以及不良資產(chǎn)處置方面具有一定的優(yōu)勢(shì)。但是,金谷信托公司目前的業(yè)務(wù)主要是資金信托業(yè)務(wù)、財(cái)產(chǎn)信托業(yè)務(wù)等。金谷信托的進(jìn)一步發(fā)展,不能單單依靠貸款類的信托作為核心義務(wù),必須要進(jìn)行戰(zhàn)略上的調(diào)整,需要進(jìn)行金融創(chuàng)新,走出屬于自己的發(fā)展道路。 本文通過(guò)SWOT分析法對(duì)金谷信托發(fā)展的內(nèi)外部環(huán)境進(jìn)行分析和總結(jié),就金谷信托在加強(qiáng)產(chǎn)品結(jié)構(gòu)性的創(chuàng)新、加快自身渠道的建立、專業(yè)化服務(wù)等發(fā)展方向做出了一系列的探索,在此基礎(chǔ)上提出了金谷信托的發(fā)展戰(zhàn)略、競(jìng)爭(zhēng)戰(zhàn)略,并提出了加快自身渠道的建立、信托公司專業(yè)化、加強(qiáng)與金融同業(yè)的合作關(guān)系、加強(qiáng)內(nèi)部控制等實(shí)施手段。
[Abstract]:The nature of trust industry is a kind of property management system.Although the trust industry began to develop after the reform and opening up in China, at present, banks, securities, trusts and insurance are regarded as the four pillars of the modern financial industry.Since 2007, the size of assets managed by the trust industry has increased sharply. At the end of 2007, the trust industry had assets of more than 360 billion yuan. By the end of 2012, trust size had reached 7.74 trillion, surpassing that of the insurance industry, second only to the banking industry.Our trust industry took only five years from 360 billion to 7.74 trillion.However, there are still two problems in the rapidly developing trust industry: one is that there is no core business, there is no core competitiveness, most of which are based on loan-based trust products, and the other is more of a supplement to the bank; the other is the comparison of the bank's dense network.Insurance companies a large number of sales teams, trust companies lack their own sales channels.As a subsidiary of Cinda assets, Jingu Trust has some advantages in resource acquisition and disposal of non-performing assets.However, Golden Valley Trust Company's current business is mainly funds trust business, property trust business and so on.The further development of Jingu Trust can not only depend on the trust of loan as the core obligation, but also must carry on the strategic adjustment, need to carry on the financial innovation, and walk out its own development path.This paper analyzes and summarizes the internal and external environment of the development of Jingu Trust through SWOT analysis, and makes a series of explorations on the development direction of Jingu Trust in strengthening the innovation of product structure, speeding up the establishment of its own channels, and specialized service, etc.On this basis, this paper puts forward the development strategy and competition strategy of Jingu Trust, and puts forward some implementing measures such as speeding up the establishment of its own channels, professionalizing the trust company, strengthening the cooperative relationship with the financial industry and strengthening the internal control.
【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】：2013
【分類號(hào)】：F832.49

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