宜信销售创新中心销售管理人员储备问题研究

发布时间：2018-06-01 02:16

本文选题：小额信用贷款 + 普惠金融业务　；参考：《南京大学》2013年硕士论文

【摘要】：当今世界变化迅速,全球化趋势和信息技术突飞猛进。与先进国家相比,中国的金融制度相对不成熟,直接或间接参与金融业的人员规模较小。以民间金融为代表的创新金融,特别是以小额信贷服务中介行业为代表的民间创新金融,在商业理念、客户定位、经营模式等方面独具特色,逐步成为中国金融改革和金融创新的重要新兴力量和多层次金融体系的重要组成部分。过去几年,我国小额信用贷款发展迅速并经历了深刻的变革。中国已经有100多家小额信贷服务中介平台从事普惠金融业务,大部分机构的年增长率超过50%,甚至有部分机构的年增长率超过了300%。根据广发证券近期发布的报告,我国民间融资市场的规模己达到3万亿元至4万亿元。’ 宜信公司作为小额信贷服务中介的代表,在60多个城市和20多个农村地区建立起强大的全国协同服务网络,为客户提供全方位、个性化的普惠金融与财富管理服务。宜信普惠作为子品牌,主要开展的是普惠金融服务,公司发展4年的时间里,业务快速上升、抢占市场份额。但伴随着营业网点的不断开设、运营成本增加,战略计划的执行效果不佳。究其原因,这与销售管理团队的管理水平参差不齐、管理意愿不强烈、人才储备不足等因素有关。本文以宜信普惠销售创新中心的销售管理人员为研究对象,从战略人力资源管理的角度,结合人才的生命周期理论对销售管理人员的绩效考核、晋升制度、薪酬水平、储备情况进行分析,最终根据胜任素质模型和“人才加速储备库”理论,确定宜信普惠销售管理人员的储备策略和实施方案。
[Abstract]:The world is changing rapidly, globalization and information technology are advancing by leaps and bounds. Compared with the advanced countries, China's financial system is relatively immature, and the number of people directly or indirectly involved in the financial industry is relatively small. The innovative finance represented by private finance, especially the folk innovative finance represented by microfinance intermediary industry, is unique in the aspects of business concept, customer orientation, business model, etc. China has gradually become an important new force of financial reform and financial innovation and an important component of the multi-level financial system. In the past few years, microfinance loans in China have developed rapidly and experienced profound changes. China already has more than 100 microfinance intermediaries engaged in inclusive finance, with most institutions growing at an annual rate of more than 50 per cent, or even some institutions with annual growth rates of more than 300 per year. According to a report recently released by Guangfa Securities, the scale of the private financing market in China has reached 3 trillion yuan to 4 trillion yuan. In more than 60 cities and more than 20 rural areas to establish a strong national cooperative service network, to provide customers with comprehensive, personalized inclusive financial and wealth management services. As a sub-brand, the company mainly develops financial services. During the 4 years of development, the business has risen rapidly and occupied the market share. However, with the continuous opening of business outlets, operating costs increase, the implementation of the strategic plan is not good. The reason is that the management level of sales management team is uneven, the management will is not strong, the talent reserve is insufficient and so on. In this paper, the sales management staff of EPS sales Innovation Center are taken as the research object, from the perspective of strategic human resources management, the performance appraisal, promotion system, salary level of sales managers are analyzed in combination with the life cycle theory of talents. Finally, according to the competency model and the theory of "talent accelerated reserve bank", the reserve strategy and implementation plan of EPC sales manager are determined.
【学位授予单位】：南京大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F832.39

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