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论文编号：	15703
作者编号：	2320233958
上传时间：	2025/12/9 14:16:04
中文题目：	D城商行天津分行普惠金融业务发展策略研究
英文题目：	Research on the Development Strategy of Inclusive Finance Business of D City Commercial Bank, Tianjin Branch
指导老师：	王曼舒
中文关键字：	D城商行天津分行；普惠金融；发展策略
英文关键字：	D City Commercial Bank,Tianjin Branch；Inclusive financial；Development strategy
中文摘要：	在普惠金融被列为国家金融服务 “五篇大文章”、成为金融战略核心组成部分的背景下，本文以D城商行天津分行普惠金融业务为研究对象，依托金融排斥理论、信息不对称理论、企业生命周期理论、长尾理论及金融创新理论，系统剖析其业务发展现状与核心问题。研究表明，该行普惠金融业务虽实现规模增长,但仍面临显著困境：一是市场份额极低；二是产品结构单一；三是营销渠道失衡；四是风险控制体系不健全，本地化风控模型缺位，非财务数据覆盖不足；五是普惠条线人员专业度不足，存在岗位兼岗现象，跨部门协同低效。 针对上述问题，本文从四维度构建优化策略：其一，建立多元化产品体系，开发科创企业知识产权质押贷、制造业供应链线上保理、涉农海洋养殖贷等行业定制化产品，拓展 “信贷+结算+理财+增值服务” 的综合服务包，并依据企业生命周期设计差异化产品；其二，建设线上线下融合渠道，线上嵌入电商平台与地方政务数据平台，线下深耕天津重点商圈与产业链，设立普惠金融服务站；其三，搭建科技赋能全流程风控体系，整合 “行内+外部+区域特色” 三维数据池，开发分场景风控模型，构建 “线上初评+线下复核”的全流程机制；其四，建立普惠金融专职团队，设立一级部门 “普惠金融管理部”，配置支行专职客户经理、普惠授信审批小组及贷后管理专员，完善跨部门联动体系。同时，通过明确细分市场、加强人力专业培训、深化金融科技赋能保障策略落地。 本研究不仅为D城商行天津分行普惠金融业务高质量发展提供路径，更为同类城商行异地分行提供多维度参考借鉴：一是产品开发需立足异地区域产业特色，避免 “总行标准化产品直接套用”，破解地域需求适配难题；二是渠道建设需联动地方政务平台、行业协会及核心企业，通过 “线上生态合作+线下场景渗透” 降低异地获客成本，提升市场覆盖度；三是风控体系需嵌入异地区域数据，构建本地化模型，缓解异地客群信息不对称；四是组织架构需设立专职普惠中台部门，推动人员专职化与跨部门协同，解决异地分行资源约束与执行效率问题；五是需在依托总行科技与资源支持的同时，争取本地化创新权限，平衡战略统一性与地域灵活性，实现普惠业务商业可持续与服务实体经济的双重目标。
英文摘要：	Against the backdrop where inclusive finance has been listed as one of the "five key areas of financial services" in China and has become a core component of the national financial strategy, this study takes the inclusive finance business of Tianjin Branch of D City Commercial Bank as the research object. Relying on the Financial Exclusion Theory, Information Asymmetry Theory, Enterprise Life Cycle Theory, Long Tail Theory, and Financial Innovation Theory, it systematically analyzes the current development status and core issues of the bank’s inclusive finance business. The research shows that although the bank’s inclusive finance business has achieved scale growth, it still faces significant difficulties: first, its market share is extremely low; second, its product structure is homogeneous; third, its marketing channels are unbalanced; fourth, its risk control system is inadequate, with a lack of localized risk control models and insufficient coverage of non-financial data; fifth, the professionalism of personnel in the inclusive finance sector is insufficient, featuring part-time positions and inefficient cross-departmental collaboration. To address the above issues, this study constructs optimization strategies from four dimensions: first, establishing a diversified product system, which involves developing industry-specific customized products such as intellectual property pledge loans for sci-tech innovation enterprises, online factoring for manufacturing supply chains, and marine aquaculture loans for agricultural-related entities; expanding comprehensive service packages integrating "credit + settlement + wealth management + value-added services"; and designing differentiated products based on the enterprise life cycle. Second, building integrated online-offline channels: embedding (inclusive finance products) into e-commerce platforms and local government data platforms online; deeply cultivating key business districts and industrial chains in Tianjin and setting up inclusive finance service stations offline. Third, constructing a technology-enabled full-process risk control system: integrating a three-dimensional data pool of "in-bank data + external data + regional characteristic data", developing scenario-specific risk control models, and establishing a full-process mechanism of "online preliminary evaluation + offline review". Fourth, establishing a dedicated team for inclusive finance: setting up a first-level department named "Inclusive Finance Management Department", allocating dedicated inclusive finance account managers at sub-branches, an inclusive finance credit approval team, and post-loan management specialists, and improving the cross-departmental linkage system. Meanwhile, the implementation of the strategies is ensured by clarifying segmented markets, strengthening professional training for personnel, and deepening financial technology empowerment. This study not only provides a path for the high-quality development of the inclusive finance business of Tianjin Branch of D City Commercial Bank but also offers multi-dimensional references for cross-regional branches of similar city commercial banks: first, in product development, it is necessary to base on the industrial characteristics of the host region (where the cross-regional branch is located), avoid the "direct application of standardized products from the head office", and solve the problem of adapting to regional needs; second, in channel construction, it is necessary to link up with local government service platforms, industry associations, and core enterprises, and reduce customer acquisition costs in the host region through "online ecological cooperation + offline scenario penetration" to improve market coverage; third, in the risk control system, it is necessary to embed regional data of the host region, build localized models, and alleviate information asymmetry among customers in the host region; fourth, in organizational structure, it is necessary to set up a dedicated inclusive finance middle-office department to promote the specialization of personnel and cross-departmental collaboration, thereby solving the problems of resource constraints and low execution efficiency of cross-regional branches; fifth, while relying on the technological and resource support from the head office, cross-regional branches should strive for localized innovation authority to balance strategic unity and regional flexibility, and achieve the dual goals of commercial sustainability of inclusive finance business and serving the real economy.
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