致谢
行文此处，意味着自己的研究生生涯即将结束，不出什么意外的话，这将是
我学生生涯的终结。心中涌现的并不是即将毕业的欢欣，更多的是依依不舍的情
愫。在三年的学习时间里，因受疫情的影响，在校的时光是那样的美好与短暂。
相逢彷佛还在昨天，难说再见。或许人生就是有了缺憾，我们才会倍加珍惜。课
堂上老师的淳淳教诲，拓展活动上同学们的欢声笑语，撰写论文时的“挑灯夜战”，
这一幕幕场景让人难忘。母校“好学力行、求是创新、艰苦奋斗、自强不息”的
“矿大精神”永远勉励着我继续前行。
学高为师，身正示范。首先，衷心的感谢我的导师吉峰教授。您高超的学术
造诣让我深深折服，您平易近人、治学严谨的品格令人钦佩。从老师身上学习到
的点点滴滴，都成为我不断前行的动力和为人处事标杆。
志同道合，携手并肩。其次，我要感谢学生生涯中的每一位同学。从孩童时
期的“儿童乐园”到今天的中国矿业大学，我们携手并肩，有过太多欢笑和泪水，
二十年的求学之路塑造了今时今日的我。借用五月天的一句歌词，因为你，所以
我。感谢你们的一路陪伴与帮助，“人生路上的老师”，与我一起度过一生中最
难忘的时光。
父母恩勤，关怀备至。感谢我的父母，有一种付出不计回报，有一种牵挂却
相随一生，是你们的呵护，让我能够追寻心中热爱。我还要感谢我的老婆，是你
的出现让我更加懂得的付出责任。我还要感谢我的儿子“旺仔”，在他身上，我
依稀看到了年幼时候的自己，给予我力量，让我的生命更加完整。
最后的最后，我要感谢有些平凡的自己。虽然人生远远谈不上成功，或许还
比同龄人“慢半拍”，但永远保持着好奇心去探索这个广阔的世界。借用福楼拜
的一句话来勉励自己：“人生中最为辉煌的一天，并不是功成名就的那一天，，
而是从悲叹和绝望中产生对人生挑战的欲望并且勇敢的迈向这种挑战的那一天”。
故事的最后，我好像还是说了，珍重再见！
摘要
近年来，经济形势不景气。部分中小银行普遍存在资产质量较低、不良贷款
率较高、利润水平偏低的问题，同时也遭受互联网金融对传统式银行信贷业务的
冲击。除此之外，伴随着国民收入的不断增加与居民消费水平的不断提高，个人
贷款需求日益凸显，个贷业务逐渐变成银行业争夺的“蓝海”。在这种经济形势下，
中小银行如何在白热化的市场竞争中谋求发展，务必需要分析内外部环境及面临
的机遇与挑战，从而制定适合自身的个贷营销贷款策略，具有重要的现实意义。
结合数据的获取方便程度和调查的可操作性，本文选取辖区内的 DP农商行
做为研究对象，以 4P分析、PEST、SWOT为主要分析工具，确定了以文献分析
法、比较分析法、线上线下交叉验证法为主要研究方法。首先，介绍了 DP农商
行的基本状况和银行个贷业务营销策略的现况，进而阐述了当前 DP农商的4P
策略。紧接着，针对 DP农商行所处的宏观环境，运用 PEST分析工具进行深入
剖析。微观方面，则是通过波特五力模型对购买者、现有竞争者、潜在进入者、
替代品和供应商的影响因素逐一分析。在此基本上，开展 SWOT分析，理清企
业当前面临的威胁、机遇、内部优势和劣势。得出 DP农商行目前应采取 SO战
略，在积极发展自身优势的基础上，不断利用市场机会，提升 DP农商行在个贷
市场的竞争力。紧接着，对 DP农商行个贷营销中存在的问题进行实地调查，得
出数据加以分析，进而得出问题的根源所在，包括产品缺乏创新、客户管理混乱、
客户经理激励不足。最后，针对现环节 DP农商行个贷营销中存有的问题，提出
相应的优化措施。一是通过 STP策略优化，从市场细分、目标市场选择和市场
定位三方面来开展；二是通过传统的 4P策略优化，取长补短。同时，为了保障
优化策略高效的实施，提出了一系列保障措施，包括制度保障，人才保障及技术
保障。
关键词：DP农商行；个贷业务；营销策略
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Abstract
The economy has suffered in recent years. Some small and medium-sized banks
are faced with problems such as reduced asset quality, rising non-performing loan
ratio and reduced profitability, and the impact of Internet finance on traditional bank
credit business. With the continuous increase of national income and the continuous
improvement of residents' consumption level, individuals have a greater demand for
funds, and individual loan business has gradually become the "blue sea" for the
banking industry. Under this economic situation, how small and medium-sized banks
seek development in the fierce market competition must analyze the internal and
external environment and the opportunities and challenges they face, so as to
formulate their own personal loan marketing and loan strategies, which has important
practical significance.
Combined with the convenience of data acquisition and the operability of the
survey, this paper selects DP rural commercial banks in the jurisdiction as the research
object, uses 4P analysis, PEST, SWOT as the main analysis tools, and determines the
literature analysis method, comparative analysis method, line analysis method. Online
and offline cross-validation is the main research method. First of all, it introduces the
basic situation of DP rural commercial bank and the current situation of the marketing
strategy of the bank's personal loan business, and then expounds the current 4P
strategy of DP rural commercial bank. Then, according to the macro environment of
DP Rural Commercial Bank, use PEST analysis tool to conduct in-depth analysis. At
the micro level, the influence factors of buyers, existing competitors, potential
entrants, substitutes and suppliers are analyzed one by one through Porter's five forces
model. On this basis, conduct a SWOT analysis to sort out the threats, opportunities,
internal strengths and weaknesses that the company is currently facing. It is concluded
that DP Rural Commercial Bank should adopt SO strategy at present, and on the basis
of actively developing its own advantages, it will continue to take advantage of
market opportunities to enhance the competitiveness of DP Rural Commercial Bank
in the personal loan market. Immediately afterwards, it conducted an on-the-spot
investigation on the problems existing in the personal loan marketing of DP Rural
Commercial Bank, obtained data for analysis, and then found the root cause of the
problem, including lack of innovation in products, confusion in customer management,
and insufficient incentives for customer managers. Finally, in view of the existing
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