本文選題：農(nóng)村信用社 + 增長型戰(zhàn)略��； 參考：《四川師范大學(xué)》2012年碩士論文

【摘要】：摘要：四川省農(nóng)村信用社是構(gòu)成四川省農(nóng)村金融體系的基礎(chǔ)力量,是四川省農(nóng)村金融的主力軍。目前,四川省農(nóng)村信用社既面臨多重戰(zhàn)略機(jī)遇,也面臨著眾多競爭對(duì)手的強(qiáng)勢競爭以及合規(guī)監(jiān)管、風(fēng)險(xiǎn)監(jiān)管更加嚴(yán)格的新局面。但是,四川省農(nóng)村信用社內(nèi)部還存在著體制機(jī)制滯后、風(fēng)險(xiǎn)狀況突出、員工隊(duì)伍整體質(zhì)量不高和創(chuàng)新能力弱等深層次問題,制約著其的發(fā)展和壯大。因此,系統(tǒng)分析四川省農(nóng)村信用社的現(xiàn)狀、存在的問題和面臨的環(huán)境,制定適應(yīng)環(huán)境變化和市場需求的發(fā)展戰(zhàn)略,積極實(shí)施戰(zhàn)略轉(zhuǎn)型,才能積極應(yīng)對(duì)市場競爭,并適應(yīng)新監(jiān)管規(guī)則的現(xiàn)實(shí)要求,以實(shí)現(xiàn)四川省農(nóng)村信用社的發(fā)展壯大。 本文應(yīng)用企業(yè)戰(zhàn)略管理理論和戰(zhàn)略分析工具,在全面分析四川省農(nóng)村信用社外部機(jī)遇和威脅、內(nèi)部優(yōu)勢和劣勢的基礎(chǔ)上,提出了四川省農(nóng)村信用社發(fā)展的總體戰(zhàn)略、競爭戰(zhàn)略和職能戰(zhàn)略,以及戰(zhàn)略實(shí)施的保障措施,力求為四川省農(nóng)村信用社的持續(xù)快速健康發(fā)展提供經(jīng)驗(yàn)借鑒和理論支持。本文得出了以下研究結(jié)論： 1.通過對(duì)四川省農(nóng)村信用社的現(xiàn)狀分析,發(fā)現(xiàn)四川省農(nóng)村信用社存在著發(fā)展不平衡、不協(xié)調(diào)和核心競爭力缺乏的問題,極大制約了其的持續(xù)快速健康發(fā)展。 2.通過對(duì)四川省農(nóng)村信用社的PSET分析和SWOT分析,得出四川省農(nóng)村信用社發(fā)展的經(jīng)濟(jì)、政治、社會(huì)和技術(shù)環(huán)境良好,面臨著多重戰(zhàn)略機(jī)遇疊加的發(fā)展機(jī)會(huì)和市場競爭加劇的發(fā)展威脅并存的局面,自身具有市場資源、網(wǎng)點(diǎn)資源、客戶資源、品牌資源豐富的優(yōu)勢,也存在著體制機(jī)制落后、歷史包袱沉重、風(fēng)險(xiǎn)管理能力較弱、員工隊(duì)伍整體質(zhì)量不高等劣勢。 3.通過對(duì)四川省農(nóng)村信用社的PSET分析和SWOT分析,得出四川省農(nóng)村信用社應(yīng)采用增長型戰(zhàn)略為總體發(fā)展戰(zhàn)略,采用集中化戰(zhàn)略為競爭戰(zhàn)略,以發(fā)展和壯大四川省農(nóng)村信用社的整體實(shí)力為根本目標(biāo),堅(jiān)持“服務(wù)‘三農(nóng)’、中小企業(yè)、縣域經(jīng)濟(jì)”的市場定位,將四川農(nóng)村信用社建設(shè)成為產(chǎn)權(quán)清晰、治理完善、資本充足、內(nèi)控嚴(yán)密、管理先進(jìn)、效益良好,“服務(wù)優(yōu)質(zhì)化、經(jīng)營專業(yè)化、業(yè)務(wù)流程化、管理精細(xì)化、公司治理現(xiàn)代化”五化一體,“三農(nóng)”業(yè)務(wù)與城鄉(xiāng)市場并重、外延規(guī)模擴(kuò)張與內(nèi)涵效益提升并舉,省內(nèi)規(guī)模最大、服務(wù)最廣、經(jīng)營效益和社會(huì)責(zé)任俱佳、“三農(nóng)”最滿意的現(xiàn)代金融企業(yè)。
[Abstract]:Abstract: Sichuan Rural Credit Cooperative is the basic force of Sichuan rural financial system and the main force of Sichuan rural finance. At present, Sichuan Rural Credit Cooperatives are faced with many strategic opportunities, as well as a new situation of strong competition and compliance supervision from many competitors, and more stringent risk supervision. However, there are still some deep problems in Sichuan Rural Credit Cooperatives, such as lagging system and mechanism, outstanding risk situation, low overall quality of staff and weak innovation ability, which restrict its development and growth. Therefore, only by systematically analyzing the present situation, existing problems and environment of Sichuan Rural Credit Cooperatives, formulating development strategies adapted to environmental changes and market demands, and actively implementing strategic transformation, can we actively respond to market competition. In order to realize the development and growth of Sichuan Rural Credit Cooperatives, this paper applies the enterprise strategic management theory and strategic analysis tools to analyze the external opportunities and threats of Sichuan Rural Credit Cooperatives. On the basis of internal advantages and disadvantages, the paper puts forward the overall strategy, competitive strategy and function strategy of Sichuan Rural Credit Cooperative, and the safeguard measures of its implementation. To provide experience and theoretical support for the sustained, rapid and healthy development of Sichuan Rural Credit Cooperative. This paper draws the following conclusions: 1. By analyzing the present situation of rural credit cooperatives in Sichuan province, it is found that the problems of unbalanced development, uncoordinated development and lack of core competitiveness of rural credit cooperatives in Sichuan province have greatly restricted their sustained, rapid and healthy development. 2. Through the PSET analysis and SWOT analysis of Sichuan Rural Credit Cooperative, it is concluded that the economic, political, social and technical environment of Sichuan Rural Credit Cooperative is good. Facing the situation of multiple strategic opportunities stacking development opportunities and increasing market competition, they have the advantages of abundant market resources, network resources, customer resources and brand resources, and also have the backward system and mechanism. Heavy historical burden, weak risk management ability, low overall quality of staff, etc. 3. 3. Through the PSET analysis and SWOT analysis of Sichuan Rural Credit Cooperatives, it is concluded that Sichuan Rural Credit Cooperatives should adopt the growth strategy as the overall development strategy and the centralization strategy as the competition strategy. In order to develop and strengthen the overall strength of rural credit cooperatives in Sichuan Province as the fundamental goal, adhere to the market orientation of "serving the three rural areas, small and medium-sized enterprises, and county economy", and make the construction of Sichuan rural credit cooperatives clear in property rights and perfect in governance. Adequate capital, strict internal control, advanced management, good efficiency, "service quality, specialization, business process, fine management, modernization of corporate governance", "three rural" business and urban and rural markets, The extension scale expansion and the connotation benefit promotion simultaneously, the province scale is biggest, the service is most extensive, the management benefit and the social responsibility are both good, "three agriculture" the most satisfied modern financial enterprise.
【學(xué)位授予單位】：四川師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F832.35

【引證文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前1條

1 吳暢;湖南省農(nóng)村信用社經(jīng)營模式研究[D];中南林業(yè)科技大學(xué);2013年

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本文編號(hào)：1992295