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论文编号：	7180
作者编号：	2220130975
上传时间：	2015/5/29 12:17:40
中文题目：	中信安贞支行小微企业开发渠道研究
英文题目：	Study on Small and Micro Businesses Channel Development of CITIC Bank Anzhen Branch
指导老师：	王迎军
中文关键字：	安贞支行;小微企业;开发渠道
英文关键字：	Small and Micro Businesses; Channel Development; Anzhen Branch
中文摘要：	摘　要 中信银行自1987年以来，直到2010年前后，一直以国有大中型企业客户为服务目标，这一直是我们引以为豪的骄傲。但随着宏观经济的变化，利率市场化、企业金融脱媒、直接发债融资能力加强、对银行议价能力提高、财务成本控制趋严、多家银行竞争等多因素影响，使得中信银行在原有国有大中型企业客户方面获得的综合收益越来越小，有些甚至综合收益为负数，这使得中信银行不得不从结构上开始被迫转型，从原有重点服务于国有大中型企业，调整为在做好原有大中型客户的基础上，大力发展小微公司客户的战略调整。目的显而易见，一方面小微企业对银行议价能力不强，多以银行定价为主，是商业银行新的获利增长点;另一方面，小微客户数量众多，相对于大客户结算性存款虽然单户存款量小，但如果批量开发成功，对银行而言，其存款成本相对很低且较国有大中型企业存款稳定，同时在银行授信方面议价能力较弱，银行获利能力好于大型企业。第三，虽然有一定量的小微客户存在授信需求，但还有相当一部分小微客户只是看重于银行的服务效率与服务水平如何，其诉求并不高。因此如何通过合理渠道批量获取公司小微公司有效客户，以调整目前中信银行的存款客户结构，是本篇论文的基本诉求。本文采取理论与实际相结合的方式，对中信银行北京安贞支行公司小微存款有效客户的开发现状进行分析，并在结果的基础上发现并解决问题。　　　本文首先主要介绍了论文的研究背景、意义和主要研究方法，同时对国内外与本论题相关的研究成果进行了归纳和总结。在研究背景方面，由于小微企业在经济社会发展中具有规模以上企业无法替代的特殊战略地位，其已经成为我国国民经济的重要组成部分。2012年我国注册登记的小微企业为1158万个，占全部注册企业数的97.3%；小微企业的工业总产值占全国总量的60%，实现利税占总税收的40%左右，提供了75%左右的城镇就业和再就业机会。由此可见，小微企业已然成为经济增长、财政增收、吸纳就业、推动技术创新和维护社会经济稳定的中坚力量，也是在当前经济环境下，商业银行有待积极开发获取的低成本存款客户，对于改变商业银行存款客户结构、提升存款稳定度、增加利润增长能起到重要作用的客户群体。在上述背景下，各商业银行随之纷纷加大对小微企业客户的开发力度。并从银行内部考核指标中，将小微有效客户的开户增量，结算存款增量等指标纳入了对银行业绩考核的重点指标，并与银行员工个人业绩挂钩。该考核从实施以来，总体看，小微企业在银行的开户增量、存款增量比例在逐步提高，但是其占银行公司存款结构的比例仍旧相对较低，仍有大量小微客户亟待开发。但传统的陌生拜访、“扫楼”营销等单一营销方式并不能批量的给银行带来新增小微企业群体，如何通过各种渠道批量的获取优质的小微客户群体，如何完善内部管理,将成为商业银行获取小微客户的研究方向之一。　　　基于以上逻辑本文的对研究对象问题进行了界定，包括主体公司小微客户做了概念上的界定和经济重要性的分析，及目前小微企业渠道开发的几种基本模式、宏观环境下小微企业渠道开发管理的问题展开的问题分析。如何破解各国小微面临的融资约束的同时拓展银行发展空间是普遍的世界难题，即关系到小微企业的生存环境，有决定了自身生存发展的重大问题。从目前国内外文献资料来看，商业银行小微金融业务渠道开发的研究也还属于比较新的领域。本文通过研究小微企业融资文献和银行战略转型的相关研究试图梳理出相关问题。本部分首先界定小微企业，然后利用统计数据分析了其发展现状，之后总结了面临融资约束条件下的典型特征。针对其特征，最后分析了银行面对小微渠道开发业务的现状。分析认为目前银行小微企业渠道建设主要依靠有以下几个渠道： “扫楼”式渠道；存量户、存量大、中型企业上下游渠道；银行融资产品带动渠道；代理中介公司渠道.；全员营销渠道。然而，.以上渠道开发管理中主要存在着外部经济发展和政策环境的客观问题、渠道管理问题、内部考核体系问题、资源利用共共四个问题。　　　然而，商业银行面临的金融市场中，客户需求多种多样，任何一家银行都不可能为所有市场和所有消费者服务，所以为了有效地满足消费者的需求，银行必须确定自己的目标客户群体，只有在特定的目标群体、特定的细分市场，并通过有效的竞争策略才能最终成为市场中的胜利者。小微企业本身所具有的特点给商业银行批量渠道获取有效小微企业带来了实际困难。针对这种情况，商业银行必须在保证业务发展的同时重点做好小微企业渠道批量开发获取工作。本文将以安贞行为研究客体，对商业银行的渠道批量开发管理问题展开探讨。分析认为目前安贞支行在传统小微开发渠道模式外，主要开发了以下几个渠道：个人住房按揭客户渠道；个人汽车贷款客户渠道；个人经营贷款客户渠道；个人高端理财客户渠道；ATM机客户渠道；代理融资中介公司渠道。　　　安贞支行小微企业渠道开发管理方面的问题主要体现在组织观念、渠道开发管理、渠道激励机制和渠道体系建设等方面。在渠道开发过程中，商业银行的需要具备现代意识，即的商业银行经营的实质不是资金，而是客户。商业银行必须把优良客户群体的培育、拓展、管理作为重点来抓，真正树立以客户为中心的理念。强化金融机构服务客户服务能力，必须从组织制度、组织理念、激励机制、管理方式、人员培养、产品和服务创新、互动机制等方面提供支持。安贞支行在组织观念、渠道开发管理、渠道激励机制和渠道体系建设方面都存在问题。　　　针对安贞支行小微企业渠道开发中存在的以上问题，本文认为应该在总部层面和支行层面进行差异化改进建议。首先，总部层面。应该建立统一小微企业渠道开发平台、政策支持、公平、公正考核奖罚机制、合理核定公司客户开发、维护工作量标准。其次，支行层面。应该利用支行自身公司、零售资源，多渠道拓宽小微客户开发开发；部门副职、业务经理协同营销，引入支行内部考核、完善激励机制；通过严格的选拔考核机制、定期进行专业培训和工作交流来提高业务经理水平。　　　本文最后通过分析后认为，小微企业渠道的有效开发对于商业银行的长远稳定发展有着战略性的意义，而商业银行的小微企业有效客户开发只有从内部完善管理和外部多渠道开发两个方面同时改进，才能达到较好的效果，以实现真正意义上的存款客户结构的转型与优化。
英文摘要：	Abstract 　　　　　　Since 1987, CITIC bank customer service goals has been state-owned large and medium-sized enterprise, until around 2010, this has been the pride of the company. But as the change of macro economy, interest rate marketlization, enterprise financial disintermediation, direct debt financing ability strengthen, the bargaining power of the banks improve, tighter financial cost control, and market competition increasing makes the CITIC bank get comprehensive income is on the decrease, even negative in some states, this makes the CITIC bank had been forced to strategic transformation, from the original focus on serving the state-owned large and medium-sized enterprises, adjust for the small company. Clearly, on the one hand, small micro enterprise bargaining power of the banks is not strong, given priority to with bank pricing, is a new profit growth point of commercial bank; on the other hand, many small micro enterprise, compare with the big customer, prefer to settle sex deposits while single-family quantity is small, but if the batch successful changed in from few species, large batches to more species, variable batches, relatively low cost of deposits and the state-owned large and medium-sized enterprises deposit stability, at the same time bargaining power is weak in bank credit, bank profitability is better than in terms of large enterprises. Third, although there is a certain amount of small customer credit demand, but there are quite a number of small customers just value in bank service efficiency and service level, its appeal is not high. Therefore how to reasonable batch by effective customer for small companies, in order to adjust the structure of the CITIC bank deposit customers, is the basic task of this paper. 　　　At first, this paper mainly introduced the thesis research background, significance and main research methods, at the same time both at home and abroad and the research achievements of this thesis has carried on the induction and summary. In terms of the research background, because the small micro enterprise in the economic and social development has scale above enterprise irreplaceable special strategic position, it has become an important part of the national economy. In 2012 the registration of small enterprises in our country in 11.58 million, accounting for 97.3% of all registered companies; Small micro enterprises, gross industrial output value accounted for 60% of the country's total taxes accounted for about 40% of the total tax revenue, provides 75% of urban employment and again obtain employment opportunities. Thus, small micro enterprises has become the economic growth, financial income, employment, promoting technological innovation and the main force of maintaining social and economic stability, is also in the current economic environment, commercial Banks need to be positive development for low cost savings, to change the business bank deposits customer structure, stability, increase profit growth can play an important role in the customer group. In the above background, the commercial Banks with the stepping up efforts for the development of small micro enterprise customers. And internal evaluation indexes from the bank, will increment of small effective customer account, settlement account indicators such as included in the key performance indicators for the Banks, and linked to the bank employee personal performance. The assessment since the implementation of the overall look, small micro enterprise incremental opening an account, and deposit in the bank incremental proportion in gradually increase, but the proportion of its share of bank deposit structure is still relatively low, there is still a large number of small customers need to be developed. But the traditional cold calling, "sweep floor" marketing single marketing cannot batch brings to the bank of new small micro enterprise group, and how to batch through various channels for the small group of customers high quality, how to improve the internal management, commercial bank will become one of research directions for small customers. 　　　Based on the above logic defined the problems of the research object of this article, including the main body small clients to do the conceptual definition and the importance of economic analysis, and the small micro enterprise channel development several basic pattern, the macro environment of small micro enterprise channel development and management about the problem of analysis of the problem. How to decipher the small face of financing constraints and expand the bank's development space is a common problem in the world, which is related to the survival of small micro enterprise environment, have made their own survival and development of major issues. From the point of literature at home and abroad, small micro financial business of commercial bank also belongs to the relatively new field of channel development. In this paper, through literature research small micro enterprise financing and bank strategy transformation research attempted to tease out related problems. This part firstly define small micro enterprise, then using the statistical data analyses the current situation of the development, after summarized the characteristics of the face of financing constraints. For its characteristics, and finally analyzes the Banks face the status quo of small micro channel development business. Analysts say the bank small micro enterprise channel construction mainly rely on the following channels: "sweep floor" type channel; Stock inventory, large and medium-sized enterprises of upstream and downstream channel; Bank financing products drive the channels; Agent intermediary company channels. Overall marketing channel.. However, mainly exists in channel development and management and policy environment for the economic development of external objective problem, channel management, internal examination system, the resource utilization were a total of four problems. 　　　However, in the way of financial markets, customer needs are diverse, any bank for all markets and all customer service, so in order to effectively meet the needs of the consumers, Banks must determine their own target customer group, only in specific target groups, specific market segments, and through effective competition strategy to become the winner in the market. Small micro enterprise itself has the characteristics of the batch to commercial bank access to effective small micro enterprise brings practical difficulties. In this case, the commercial Banks must ensure business development while the key to do a good job of small micro enterprise channel batch open access. This article will take the Anzhen behavior research object, the channels of commercial Banks in bulk development management issues to explore. Analysis that the current Anzhen-subbranch in the traditional small micro channels of development patterns, mainly developed the following channels: personal housing mortgage customers channels; Personal auto loan customer channels; Personal business loan customer channels; Individual high-end financial channel; ATM customer channels; Agent for the financing channels of intermediary companies. 　　　Anzhen branch channels of small micro enterprise development problems mainly embodied in the concept of organization management, channel development and management, incentive mechanism of the channel and channel system construction, etc. In the process of channel development, commercial Banks need to have the modern consciousness, namely the essence of the commercial Banks is not money, but the customer. Commercial Banks must keep good customer group cultivation, development and management as the key to grasp, really build up the idea of take the customer as the center. Strengthening service ability of customer service, financial institutions must be from the organization system, organization, idea, incentive mechanism, management mode, personnel training, product and service innovation, support interactive mechanism, etc. Anzhen-subbranch in organization concept, channel development and management, incentive mechanism of the channel and channel system construction of all the problems. 　　　Aiming at Anzhen branch existed in the development of small micro enterprise channels, the above problems, this paper argues that should be differentiated at the headquarters and branch level improvement Suggestions. First of all, the headquarters level. Should establish a unified small micro enterprise channel development platform, policy support, fair and just assessment rewards and punishment mechanism, reasonable verification company customer development and maintenance standards. Second, the branch level. Should take advantage of branch company, retail resources itself, multi-channel broaden the development of small micro customer development; Department deputy synergy marketing, business manager, introduce branch internal assessment, improve the incentive mechanism; Through strict selection assessment mechanism, the professional training on a regular basis and communication to work to improve the level of business managers. 　　　After the end of this article through the analysis thinks, small micro enterprise channels for effective development of strategic significance to the long-term and stable development of commercial Banks, the commercial Banks of small micro enterprise effective customer development only from perfecting internal management and external multi-channel development two aspects of improvement at the same time, in order to achieve good results, in order to realize the real deposit customer transformation and optimization of the structure.
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