深圳市凡众金融服务有限公司发展战略研究

发布时间：2018-03-02 05:26

本文关键词： 深圳凡众公司发展战略 SWOT分析　出处：《吉林大学》2017年硕士论文　论文类型：学位论文

【摘要】：普惠金融(financial inclusion,亦译为包容性金融),这一概念最早被联合国用于“2005国际小额信贷年”的宣传中,后被联合国和世界银行等大力推行。普惠金融的概念引入我国后,一直受到高度的重视。2013年11月,中国共产党第十八届三中全会通过《中共中央关于全面深化改革若干重大问题的决定》,正式提出“发展普惠金融,鼓励金融创新,丰富金融市场层次和产品”。推动我国普惠金融的发展,首先要解决发展的出发点和落脚点,即准确把握我国普惠金融服务的对象以及发展处于什么阶段的问题。目前,我国有四类群体的金融服务需要得到加强,最大的困难群体是农户,特别是贫困地区农户的基础金融服务不足(存取款难、汇款难、贷款难等)问题突出;第二类群体是低薪工人,特别是农民工;第三类群体是小微企业;第四类群体是失业人员。后三类群体普遍存在“融资难、融资贵”的问题。为响应政府的号召及满足巨大的市场需求。为解决“小微企业融资难、融资贵”等问题。深圳市凡众金融服务有限公司(简称:深圳凡众公司)与2012年10月正式注册成立。公司成立之初仅仅只有员工3人,经过第一代员工的付出和努力,同时赶上了金融居间服务高速发展的风口,深圳凡众公司从单一的金融贷款居间服务公司慢慢成长,发展成为以金融贷款居间服务为基础。拥有三大业务板块的投融资结合在一起的具有完整产业链的金融服务公司。但是进入2016年后,公司的发展遇到了瓶颈,未来的发展方向和战略目标急需进行调整和部署。本文根据笔者所在的深圳凡众公司的实际情况,介绍了我国为解决普惠金融“融资难,融资贵”这一问题所做的努力。并简单介绍通过市场竞争机制和创新发展等原因出现的帮助解决普惠金融关于融资问题的几类公司,和这些公司的发展方向以及发展历程。随后,结合所学知识和中外文献资料,对深圳凡众公司2017-2027年的发展战略方向进行研究。在查询并学习国内外战略管理理论和现状后,通过分析深圳凡众公司发展所面对的外部环境和内部条件。研究国家政策和经济发展走向;深度发掘公司自身优势,观察竞争对手的战略方向;确定不利于公司发展的各项因素。明确深圳凡众公司的发展战略方向,设置战略目标,并提出以优化组织架构;加速科技创新;加强人力资源管理;塑造良好企业文化;实现信息化管理作为保证公司战略达成的措施。希望以此文,让国民对普惠金融和金融居间服务公司有一定的了解并认可,能够为行业健康发展贡献一点力量。
[Abstract]:Inclusive finance is the concept that was first used by the United Nations to promote the International year of Microcredit, 2005, and was vigorously promoted by the United Nations and the World Bank after the concept of inclusive finance was introduced into China. In November 2013, the third Plenary session of the 18th Central Committee of the Communist Party of China adopted the decision of the CPC Central Committee on several important issues of comprehensively deepening reform, formally proposing "developing inclusive finance and encouraging financial innovation." To enrich the levels and products of financial markets, "... to promote the development of inclusive finance in China, we must first solve the starting point and foothold of development, that is, to accurately grasp the object of inclusive financial services in China and the stage at which they are developing." at present, In China, there are four groups of financial services need to be strengthened, the biggest difficult group is farmers, especially in poor areas of rural households lack of basic financial services (difficult to deposit and withdraw, remittances difficult, difficult to loan) problems; The second group is low-paid workers, especially migrant workers; the third category is small and micro enterprises; and the 4th groups are unemployed. In response to the call of the government and to meet the huge market demand. In order to solve the "financing difficulties of small and micro enterprises," Shenzhen Fangzhong Financial Services Co., Ltd (abbreviated as Shenzhen Fanzhong Company) was formally registered in October 2012. At the beginning of the company's establishment, only three employees were employed. After the efforts of the first generation of employees, At the same time, caught up with the tuyere of the rapid development of financial intermediation services, Shenzhen Fanzhong Company has grown slowly from a single financial loan intermediary service company. It has developed into a financial services company with a complete industrial chain, which is based on financial lending intermediary services. With the combination of investment and financing of the three major business sectors, however, since 2016, the development of the company has encountered a bottleneck. The future development direction and strategic goal need to be adjusted and deployed urgently. According to the actual situation of Shenzhen Fanzhong Company, this paper introduces the difficulty of financing in order to solve the problem of inclusive Finance in China. What efforts have been made to solve the problem of "expensive financing", and briefly describe the types of companies that have emerged through market competition mechanisms and innovative development to help solve the financing problems of inclusive Finance, And the development direction and history of these companies. Then, combining with the knowledge learned and Chinese and foreign literature, this paper studies the development strategy of Shenzhen Fanzhong Company in 2017-2027. After consulting and studying the theory and current situation of strategic management at home and abroad, Through the analysis of the external environment and internal conditions facing the development of Shenzhen Fanzhong Company, the author studies the national policy and the trend of economic development, deeply excavates the company's own advantages, and observes the strategic direction of the competitors. To determine the factors that are not conducive to the development of the company, to make clear the development strategy direction of Shenzhen Fanzhong Company, to set strategic objectives, and to propose to optimize the organizational structure, speed up scientific and technological innovation, strengthen human resource management, and shape a good corporate culture; It is hoped that with this article, the citizens will have a certain understanding and recognition of inclusive finance and financial intermediation service companies, and can contribute a little strength to the healthy development of the industry.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.39

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