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论文编号：	4955
作者编号：	2220081042
上传时间：	2013/2/25 9:08:04
中文题目：	基于风险管理条件下的中小企业融资业务营销模式——以天津滨海农村商业银行为例
英文题目：	Based on the Risk Management under the conditions of the Financing of Small and Medium-sized Enterprises Marketing Mode——to Tianjin Binhai Rural Commercial Bank as Example
指导老师：	吴晓云
中文关键字：	中小企业融资 风险管理 营销管理
英文关键字：	Small and Medium-sized Enterprises Finance Risk Management Marketing Management
中文摘要：	随着中国改革开放的不断深化，市场经济发展的日趋成熟，中小企业已经在我国国民经济中占据越来越重要的位置，已经成为中国产业结构中最具活力的企业形态，是拉动国民经济增长国内的重要力量。但是，一直以来，资金不足已经成为制约中小企业发展的关键因素。在政府的大力支持下，近年来，我国银行业金融机构不断改革创新中小企业的金融服务，但仍然没有根本解决中小企业的融资困境。为此，如何在风险可控的前提下，抓住庞大的中小企业市场，既为解决中小企业融资难问题做出贡献，又能在目前存贷利差不断缩水的情况下创造新的利润增长点，已经成为各类金融机构，特别是与中小企业规模需求相匹配的中小股份制商业银行面临的迫切任务。本文深入探悉了中小企业融资市场的特征，指出它们特殊的融资需求：额度小的资金需求，频率高、周期短的信贷需求，精简高效的贷款手续，对融资价格敏感度低、市场化程度较高，对信贷产品需求多样化。同时，由于中小企业具有抗风险能力较差、经营管理不规范、信息透明度低、产权不明晰等特点，其进行融资行为时较其他经营企业将会产生更多的风险点。滨海银行作为首家总行注册在滨海新区的股份制银行，依托滨海新区金融改革创新先行先试的契机，积极响应国家号召，2009年4月率先在天津筹建小企业贷款服务中心，小贷中心秉承着“为优质中小企业提供更加优质、高效、便捷的金融服务，支持中小企业发展”的宗旨，采取独立核算的事业部制运营模式，成为银行成立的中小企业专营金融机构的先行者。笔者将滨海银行小贷中心作为案例的研究对象，对其中小企业融资业务的营销管理现实情况进行了剖析，提出了现实模式下的几点突出问题，包括目标客户定位不清，融资产品单一、支持性服务缺乏，缺乏真正适用于中小企业的信贷审批流程，重贷前审查轻贷后检查、风险预警机制不完善，服务于中小企业金融产品的IT系统尚不完善。并围绕着上述五点突出问题，立足于滨海银行自身经营特点及中小企业融资市场特征，从客户细分及目标客户定位、定制化的产品创新、流程优化、全面风险管理以及综合性金融服务五个方面重新构建一个新的适合中小企业融资需要的营销管理模式。同时，为了使新的营销管理模式能够真正有效的运作起来，本文还从加强基础管理、建立正向激励的用人机制及专业化IT系统三个方面建立辅助性管理机制，以支持新营销模式更有效的运作。本文运用金融学的中小企业融资理论、风险管理理论和管理学的市场细分、目标市场以及定位理论，在理论分析的基础上，将定性分析与案例分析结合起来，抓住我国中小企业银行融资特点，结合滨海银行中小企业融资业务发展现状及存在的现实问题，提出了一个更为完善有效的新营销管理模式。具有如下两点实践指导意义：第一，对于中小商业银行发展中小企业融资市场，拓展适合自身服务的贷款对象，在激烈的市场竞争中不断提升经营业绩，有着一定的现实意义。随着我国金融业发展步伐的进一步加快，银行内控管理机制不断完善，风险管理意识不断增强，银行在经营中越来越把资金的安全性放在重中之重的位置上，“惜贷”成为了银行经营的普遍现象。而中小企业信用基础薄弱，对银行来讲信贷风险普遍偏高，这就使其难以成为银行的主要贷款对象，在一定程度上限制了银行扩大业务领域和丰富利润来源。因此，本文站在风险可控的角度，提出了有利于发展中小企业融资业务的营销管理模式，为广大商业银行，特别是中小商业银行，提供了具有启发性和可借鉴的有效模式。第二，本文把滨海银行作为主要研究对象，在充分分析了其现实情况的前提下，提出从客户细分及目标客户定位、定制化的产品创新、流程优化、全面风险管理以及综合性金融服务五个方面重新构建一个新的适合中小企业融资需要的营销管理模式，对于滨海银行小企业贷款服务中心不断提升对中小企业的服务水平，促推中小企业迅速成为滨海银行重要的客户群和信贷业务新的增长点，最终提高中心的盈利能力实现专业化运营，更具有可操作性的现实指导意义。本文的主要创新点主要体现在以下三个方面：第一，本文将管理学理论和金融学理论有机的结合在一起，用管理学的理论指导分析市场，用金融学理论指导建立满足中小企业融资需求的银行运作机制；第二，本文理论结合实际，将理论与滨海银行的实际情况紧密地结合在一起，有效地用理论指导了现实问题的解决，搭建起具有较强操作性和参考价值的中小企业融资业务营销管理模式；第三，将风险管理理念和意识贯穿始终，本文研究提出的营销管理模式是基于风险可控的前提下，是在全面风险管理的框架内搭建的管理模式，不是片面、盲目、激进的发展策略。
英文摘要：	With the development of deepening the Chinese reform, market economy is growing more developed. Small and medium-sized enterprises (SMEs for short) which are more and more important in national economy of China are becoming the most energetic in the industrial structure and the most important power of economic growth. However, shortage of funds is always the key factor of limiting their growth. In the support of the government, the Chinese banks are reforming and innovating financial services for SMEs during these years. The financial distress hasn’t be solved. In order to solve the financial distress and also to create new revenue growth in the case of reducing interest rate spreads, how to seize the huge SMEs’ financial market has been the problem which must faced by all kinds of banks, especially the small and medium-sized banks. SMEs’ financial market has a lot of characteristics, including small fund need, high-frequency and short-period loan need, convenient loaning procedure, low sensitive price, varied financial product. Binhai Bank head office registered in Binhai New Area. In the opportunity of financial reform and innovation, Binhai Bank built SMEs loan service center in April 2009, which is the first institution specializing in SMEs financial services. For this reason, SMEs loan service center of Binhai Bank is the research object. On the basis of finding out the characteristics of SMEs’ financial market, this paper analyses the current situation of financial services for SMEs in Binhai Bank and tries to find out some problems of the actual mode, including unclear target customer orientation, simple financial product, deficient supporting service, loaning procedure unsuitable for SME’s, early-warning mechanism of risk is unperfected, IT systems are not good enough. With the five points, this paper reconstructs a new marketing management mode which is suitable for SMEs finance from five aspects including customer segmentation and target customer positioning, customized product innovation, process optimization, total risk management and comprehensive financial services. This paper uses the theories of finance and management. Based on theoretical analysis, the author uses qualitative method and case analysis, combines with development status and actual problems of SMEs finance in Binhai Bank to build a more perfect and effective marketing management mode. There are two guides for practice as follows: firstly, it can help small and medium-sized bank to develop the SME’s financial market and improve the performance. From risk could be controlled perspective, it built a marketing management mode for all business banks, especially small and medium-sized bank, in favor of developing SME’s financing operations. Secondly, this paper takes Binhai Bank as the main research objective. By the analysis of its actual situation, the paper reconstructs a new marketing management mode which is suitable for SMEs finance from five aspects including customer segmentation and target customer positioning, customized product innovation, process optimization, total risk management and comprehensive financial services. It will supply some operable suggestions and strategies for SMEs finance in Binhai Bank. The main innovative points of this paper include three aspects: First of all, it combines finance theory with management theory. It analyses market with management theory and builds bank operation mechanism satisfying SMEs needs with finance theory. Secondly, putting theories into reality, with the support of the theories this paper figures out the actual problems and builds an operable and valuable marketing management mode of SMEs finance. Finally, risk management is throughout this paper. The marketing management mode is built up based on risks which can be controlled. It is in the frame of TRM and not one-sided aimless and radical development strategy.
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