中国农业银行江苏分行信贷营销战略研究

发布时间：2018-04-05 21:19

本文选题：信贷业务　切入点：商业银行　出处：《南京大学》2013年硕士论文

【摘要】：信贷业务是商业银行主体业务、利润的主要来源。近年来,我国商业银行信贷业务的内外部环境发生了翻天覆地的变化,出现了“三千年未有之变局”：利率市场化和金融脱媒进程加速,外部监管导致资本约束机制强化,同业竞争加剧,商业模式创新和产品创新层出不穷,信贷业务面临盈利空间、市场空间、主体地位的多重挑战。如何结合自身的资源和能力,制定信贷营销战略,前瞻性地把握经济、社会现代化转型机遇,打造持续竞争优势,成为当地信贷市场公认的领导者,是中国农业银行江苏分行的重要课题。基于以上情况,本文在经济学、金融学和管理学等多个学科的理论和方法指导下,以提高中国农业银行江苏分行信贷业务的可持续发展能力,建立市场领导者地位为目标,开展了较为深入的研究。首先整理和综述营销、战略等相关研究文献资料,提出信贷营销战略的环境分析框架、战略选择和战略实施的方法、流程和内容。接着分析江苏信贷市场,把市场主要参与者分为四大战略群体,找出与中国农业银行江苏分行处于同一战略群体的竞争对手,分析中国农业银行江苏分行的相对竞争优劣势及其原因。其次通过竞争分析和战略市场定位,制定中国农业银行江苏分行的信贷战略,明确战略目标,细化营销策略：发挥存贷比最低的优势,在战略上采取“稳定加成长”的模式,一是要毫不动摇地稳住中国农业银行“三农”传统信贷市场,兑现中国农业银行股改承诺,抓住城镇化契机,做好县域企业转型升级的信贷服务。二是对城市业务要采取成长战略,在大、中型城市采取更加激进的信贷政策,在市场动态扩张过程中,获得更大的份额。三是对个人业务采取成长战略,抓住城乡居民消费升级的机会,快速扩大个人业务规模。在信贷营销策略上,一是优化信贷产品策略,突出重点信贷产品发展优先级；二是加强营销渠道建设,抓好线上、线下一体化渠道,增加和发挥网点的对公业务功能,通过营销战略联盟快速扩张渠道；三是优化信贷产品定价策略,加快提升贷款定价能力,应对利率市场化改革的不断深化；四是切实加强信贷风险管控,灵活运用信贷限额、担保方式、主动退出、期限控制及产品创新等管理手段,降低信贷风险。最后还对战略实施过程中可能出现的问题,提出了对策。
[Abstract]:Credit business is the main business of commercial banks and the main source of profits.In recent years, the internal and external environment of China's commercial banks' credit business has changed dramatically, with the emergence of "three thousand years' unprecedented changes": the acceleration of interest rate marketization and financial disintermediation, and the strengthening of capital restraint mechanism caused by external supervision.The interbank competition intensifies, the business model innovation and the product innovation emerge in endlessly, the credit business faces the multiple challenges of the profit space, the market space, the main body position.How to combine their own resources and ability, formulate credit marketing strategy, grasp the opportunity of economic and social modernization transformation, build sustainable competitive advantage, and become the recognized leader of local credit market,Agricultural Bank of China Jiangsu Branch is an important subject.Based on the above situation, under the guidance of the theories and methods of economics, finance and management, this paper aims to improve the ability of sustainable development of credit business in Jiangsu Branch of Agricultural Bank of China, and to establish market leader position.More in-depth research was carried out.Firstly, this paper summarizes and summarizes the relevant research documents, such as marketing and strategy, and puts forward the environmental analysis framework of credit marketing strategy, the method, process and content of strategy selection and strategy implementation.Then it analyzes the credit market in Jiangsu Province, divides the main market participants into four strategic groups, and finds out the competitors who are in the same strategic group as the Agricultural Bank of China Jiangsu Branch.This paper analyzes the relative competitive advantages and disadvantages of Jiangsu Branch of Agricultural Bank of China and its reasons.Secondly, by means of competitive analysis and strategic market positioning, this paper formulates the credit strategy of Agricultural Bank of China Jiangsu Branch, clarifies the strategic objectives, refines the marketing strategy, exerts the advantages of the lowest deposit-loan ratio, and adopts the mode of "steady and growing" strategically.First, it is necessary to unswervingly stabilize the traditional credit market of Agricultural Bank of China, fulfill the promise of the reform of the shares of the Agricultural Bank of China, seize the opportunity of urbanization, and do a good job in providing credit services for the transformation and upgrading of county-level enterprises.Second, we should adopt the growth strategy to the urban business, adopt more radical credit policy in the large and medium-sized cities, and gain a bigger share in the process of the dynamic expansion of the market.Third, we should adopt the growth strategy for personal business, seize the opportunity of consumption upgrading of urban and rural residents, and rapidly expand the scale of personal business.In terms of credit marketing strategy, one is to optimize the credit product strategy, and the other is to highlight the priority of the development of key credit products; second, to strengthen the construction of marketing channels, to do a good job in the integration of online and offline channels, and to increase and give full play to the functions of the network in relation to public business.The third is to optimize the pricing strategy of credit products, to accelerate the improvement of loan pricing ability, to cope with the deepening of market-oriented interest rate reform; fourth, to effectively strengthen credit risk control, flexible use of credit quotas,Guarantee mode, active exit, term control and product innovation to reduce credit risk.Finally, the possible problems in the implementation of the strategy are put forward.
【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】：F832.4;F274

【共引文献】