从当前整个行业形势来看,包商银行呼和浩特分行急需寻找一项业务,作为带动
全行走出困境的突破口。而现阶段,国家对于广大农村地区的经济建设给予了很
大的关注。所以,大力开展农业类贷款业务,对于该行下一步的发展有着重大的
意义。结合该分行的本土情况展开深入调查,最终制定出一套符合该分行农业类
贷款业务长远发展的战略管理模式,通过多样化的手段实现外部环境的改变和内
部机制的健全,努力提升在当地的农业类贷款市场占有份额
本论文以包商银行呼和浩特分行为研究对象,结合包商银行呼和浩特分行农
业贷款当前各项产品和服务的开展情况,并且以一种全局的眼光对于当前的微观
和宏观环境进行具体分析,对于后期该分行农业贷款业务的运行模式、管理制度、
核心竞争体系构建等方面的内容进行全面化的思考,最终形成对于呼和浩特分行
农业贷款业务发展的举措建议
在本篇文章之中主要是对于该行后期如何在激烈的农业贷款市场竞争中占据
有利地位方面的内容进行针对性的分析,采用的主要方法包括加强人才资源建设、
健全内部系统、根据客户的需求开拓多样化的农业贷款产品和服务、实现资源的
优化配置以及加强员工农业贷款专业素养和个人能力提升等方面的内容
关键词:包商银行;呼和浩特分行;农业贷款业务;发展战略
I I
Abstract
Hohhot Branch is a subordinate municipal subordinate branch of the baoshang
bank. Since its opening in January 2010, the business has shown rapid development
momentum. At the end of 2016, the total assets of the branch was 9 billion 271 million
yuan; the balance of deposits was 8 billion 532 million yuan; the balance of loans was
3 billion 961 million yuan,an increase of 611 million yuan over the same period of last
year, an increase of 15.43%. The balance of corporate loans 1 billion 816 million yuan,
accounting for 49.62%; Small and micro businesses loans 1 billion 193 million yuan,
accounting for 31.22% ; personal loans 757 million yuans accounting for 19.16% of the
total taxes paid 65 million 48 thousand yuan. Realize each income 1 billion 244 million
yuan, each expenditure 1 billion 17 million yuan, the net profit 227 million yuan, the
assets profit margin 2.15%, the cost income ratio is 28.14%.Due to the development of
deposits and intermediary business, profit continued to grow, performance in the
jurisdiction of the jurisdiction of the frontier,but due to the past two years more intense
competition with the industry, coupled with insufficient loan project reserves. From the
current situation of the whole industry, the Hohhot branch of the Baoshang bank is in
urgent need to find a business as a breakthrough to drive the whole line out of the
dilemma. At the present stage, the state has paid great attention to the economic
construction of the vast rural areas. Therefore, it is of great significance for the next
development of the bank to carry out the agricultural loan business. Combined with the
local situation of the branch to carry out in-depth investigation,finally developed a set
of strategic management mode accords with the long-term development of the branch of
the agricxiltural loan business, realize the change of the external environment and the
internal mechanism of sound throu^i a variety of means, to improve the agricultural
loans in &e local market share.
The Baoshang bank Hohhot branch as the research object, combined with the
Baoshang bank Hohhot branch of the agricultural loans of the current products and
services to carry out the situation, and in a global vision for the micro and macro
environment for specific analysis, for the latter part of the branch of the agricultural
II loan business operation mode, management system, core &39;competitive system
construction and other aspects of the comprehensive considmtion, the final form for
the development of agricultural loan business of Hohhot branch of suggestions.
This article is mainly for the latter to occupy a favorable position in the fierce
competition in the market of agricultural loans aspects of tiie specific analysis, the main
methods include the optimization of strengthening the construction of human resoxirce,
improve internal system, explore diversified agricultural loan products and services,
according to the demand of customer resources and to strengtiien the staff of
agricultural loans professionalism and enhance personal capacity etc..
Key words :baoshang bank,Hohhot branchagricultural loan business5development
strategy
ill 目录
第一章绪论 1
1.1研究背景及意义1.1.1研宄背景L1.2研究意义1.2研究内容及方法1.2.1研究内容1.2.2研究方法1.3研究思路第二章研宄的理论基础与工具2.1研宄的理论基础2.1.1战略管理理论2.1.2竞争战略理论2.1.3农村金融理论2.2战略分析工具2.2.1 PEST 分析模型2.2.2五力分析模型2.2.3 SWOT分析模型第三章呼和浩特分行农业贷款业务发展的外部环境分析3.1基于PEST的宏观环境分析
:3.1.1政策环境3.1.2经济环境3丄3社会环境3.1.4技术环境IV 3.2基于五力模型的竞争环境分析
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3.2.1现有竞争者之间的竞争3.2.2新进入者的威胁3.2.3替代品的威胁3.2.4供应商议价能力3.2.5购买者议价能力第四章呼和浩特分行农业贷款业务发展的内部条件分析4.1内部资源分析4.1.1组织管理体制4.1.2人力资源4.1.3产品资源
,4.1.4无形资源4.2内部能力分析
21
4.2.1较强的基础管理能力
21
4.2.2市场营销能力
22
4.2.3客户服务能力
.货…….……22
4.2.4产品创新能力
23
第五章呼和浩特分行农业贷款业务竞争战略选择与实施
24
5.1呼和浩特分行的SWOT分析
24
5.1.1呼和浩特分行面临的机会
24
5.1.2呼和浩特分行面临的威胁
25
5.1.3呼和浩特分行的优势
25
5.1.4呼和浩特分行的劣势
26
5.2呼和浩特分行农业贷款业务竞争战略的选择
28
5.2.1选择差异化竞争战略的必然性
29
V 5.2.2差异化竞争战略实施的基础
\
30
5.3差异化竞争战略实施的手段
30
5.3.1将支农补贴政策与农户贷款相结合进行产品创新
30
5.3.2通过直补担保贷款调整贷款结构、扩大市场份额
31
5.3.3发挥包商银行微小企业贷款技术优势
32
5.3.4发挥电子化渠道在农村金融市场中的优势
33
第六章呼和浩特分行农业贷款业务竞争战略的实施保障
37
6.1加强对农业直补担保贷款业务学习
37
6.2建设农村金融市场电子化渠道
38
6.3县域支行“三农”专业队伍建设
38
40
参考文献 41
44
VI 第一章绪论
第一章绪论
1.1研究背景及意义
t
1.1.1研究背景
包商银行呼和浩特分行作为包商银行的分支机构之一,坚持以服务中小企业、
服务广大市民、服务地方经济为市场定位。2016年末,分行资产总额92. 71亿元;
各项存款余额85. 32亿元;各项贷款余额39. 61亿元,较上年同期增加6.11亿元,
增幅为15. 43%。现阶段由于内部结构的调整和相关业务的进一步完善,导致在一
段时间该分行的效益呈现直线上升的趋势。虽然说在发展的过程中取得了一定的
成绩,但是由于当前市场竞争白热化,后备资金并不是非常充足,所以导致该行
发展进程相对缓慢。结合这种宏观背景,在本文之中将结合该行的实际情况进行
具体的分析,以农业贷款为突破口,针对实现农村经济发展、提升农民收入方面
存在的现实问题进行综合性的思考,并针对其中存在的现实问题一一分析,最后
提出一套科学的农业贷款业务竞争模式
结合该分行的实际情况来看,为了保证农业贷款业务的顺利拓展的首要前提
就是对于后期运营过程中存在的显性风险和隐形风险问题一一分析,这才能从根
本上实现该行农贷业务竞争实力的提升。在本篇文章之中主要是结合该行早期和
现阶段在农业信贷服务方面的实际情况进行具体分析,并且结合西方资本主义国
家在农业贷款方面的实践探索内容进行学习,再结合该行的实际情况明白在发展
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