融泰达资产管理公司发展战略研究

发布时间：2018-01-19 23:25

本文关键词： 经济振兴资产管理公司发展战略多元化战略　出处：《吉林大学》2017年硕士论文　论文类型：学位论文

【摘要】：国务院2016年11月发布了《国务院关于深入推进实施新一轮东北振兴战略加快推动东北地区经济企稳向好若干重要举措的意见》,中央经济工作会议又特别强调要把推动东北经济振兴纳入重要日程。吉林省将开足马力推动新一轮经济振兴,其经济金融形势将发生新变化。融泰达资产管理公司积极利用自身优势,服务于全省经济发展,也将为地方经济的发展做出自己的贡献。本文从四个方面论述了融泰达资产管理公司发展战略研究。首先,主要揭示了融泰达资产管理公司是从母体银行分离出来的国有非银行独资金融企业,成立初衷是单一收购、管理、处置银行剥离的政策性不良资产,以至发展到今天到走向商业化发展过程,并且提出了研究方法和研究内容。其次,主要阐述了公司的机构设置、人员结构、资产存量、营运规模、市场存在性、市场影响力以及市场认可和发展前景。同时还对融泰达资产管理公司发展状况进行了评价以及融泰达资产管理公司在发展上还存在一些问题,主要是员工队伍不适合新业务发展需要、业务开展不平衡以及缺少优良的客户群体。进一步分析了这些问题产生的原因,主要是人员结构先天不足、地方经济处在调整重要时期以及新业务竞争不占优势。第三,利用PEST分析法对融泰达资产管理公司外部环境进行分析,主要从政治、经济、社会、技术等四个方面进行阐述:在政治因素方面主要是政府加大促进创业投资力度、新型城镇化建设逐步深入;在经济因素方面主要是政府将出台促进经济发展的政策,安排基础设施建设,实施新型产业行动计划等;在社会方面上市公司少,地方成立资产管理公司;在技术方面要增加新业务品种等。同时利用SWOT分析法对公司的优势、劣势、机会和威胁两两进行匹配,建立SWOT矩阵,分析每个区域不同的含义,最终得出合理有效的战略选择。最后,设定了未来5年规模效益、结构建设、业务结构调整、风险控制、同业竞争发展、企业文化建设等六大战略发展规划目标,选择了以不良资产为主的多元化发展战略,构建了以不良资产经营为核心的“大资管”、以并购重组为主的“大投行”、以多元金融服务为支撑的“大协同”的经营格局,全面实施了坚持以不良资产业务为主业、调整业务结构、深化金融服务、强化管理、实行激励机制、注重人才培养、完善制度建设、塑造企业精神、加强企业文化建设等措施。同时提出了人力资源保障、激励机制保障、财务制度保障、风险防控保障和企业文化保障等五大保障措施。由此得出资产管理公司的发展必须顺应市场经济,优先发展战略,适时调整结构,加强员工队伍和管理机制的建设,在支持地方经济发展的同时,不断发展壮大自己。
[Abstract]:On November 2016, the State Council issued the "State Council's views on deepening the implementation of a new round of northeast revitalization strategy to accelerate the promotion of economic stability in the Northeast several important measures." The Central Economic work Conference also stressed the need to put the promotion of economic revitalization in the Northeast into the important agenda, and Jilin Province will push forward a new round of economic revitalization at full capacity. New changes will take place in its economic and financial situation. Rongtai Asset Management Company actively uses its own advantages to serve the economic development of the whole province. Also will make its own contribution to the development of local economy. This paper discusses the development strategy of Rongtai Asset Management Company from four aspects. First of all. It mainly reveals that Rongtai Asset Management Company is a state-owned non-bank solely owned financial enterprise separated from the parent bank, and its original intention is to purchase, manage and dispose of the non-policy non-performing assets stripped by the bank. Even to the development of today to the process of commercial development, and put forward research methods and research content. Secondly, mainly elaborated the company's institutional setup, personnel structure, asset stock, operating scale, market existence. Market influence, market recognition and development prospects. At the same time, the development status of Rongtai Asset Management Company has been evaluated and there are still some problems in the development of Rongtai Asset Management Company. The main reason is that the staff team is not suitable for the new business development needs, the business development is unbalanced and the lack of excellent customer group. The local economy is in an important period of adjustment and the new business competition is not dominant. Third, the use of PEST analysis of the external environment of Rongtai Asset Management Company, mainly from the political, economic, social. Technology and other four aspects of the elaboration: in the political factor mainly is the government to increase the promotion of venture capital, the construction of new urbanization gradually in-depth; In terms of economic factors, the government will issue policies to promote economic development, arrange infrastructure construction, implement new industrial action plans, etc. In the social aspect, there are few listed companies, and local asset management companies are set up; At the same time, we use SWOT analysis method to match the company's strengths, weaknesses, opportunities and threats, and establish the SWOT matrix to analyze the different meanings of each region. Finally, a reasonable and effective strategic choice. Finally, set the next five years of scale efficiency, structural construction, business structure adjustment, risk control, competition development in the same industry. Six major strategic development planning objectives, such as the construction of enterprise culture, have chosen the diversified development strategy with non-performing assets as the main body, and have constructed the "large capital management" with the management of non-performing assets as the core. The "big investment bank", which is based on mergers and acquisitions and reorganization, and the "great synergy", which is supported by diversified financial services, has comprehensively implemented the principle of adhering to the non-performing assets business, readjusting the business structure, and deepening financial services. Strengthen management, implement incentive mechanism, pay attention to talent training, perfect system construction, mold enterprise spirit, strengthen enterprise culture construction and other measures. At the same time, put forward human resources guarantee and incentive mechanism guarantee. It is concluded that the development of asset management companies must conform to the market economy, give priority to the development strategy, and adjust the structure at the right time. Strengthen the construction of staff and management mechanism, while supporting the development of local economy, constantly develop and strengthen themselves.
【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;F272

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