1. As far as expansion is concerned, in terms of overall strategy, we pursue "12", that is, "understanding, concepts, systems, talents, strategies and methods", that is, "deepening understanding and updating concepts; Build a system and make good use of talents; Strategy is the first and the method is flexible. "
Xindongshan Sub-branch was established on February 1 2002, and it has been one and a half years since then. The balance of various deposits increased from 3.9 billion yuan to 7 1 billion yuan, the balance of loans increased from 6.5 billion yuan to 9 billion yuan, and the proportion of non-performing loans decreased from 33% to 8.4%. The profit is from-to 66 1.2 million yuan. Successfully expanded outstanding customers such as Guangzhou Ocean Shipping Company, China Southern Airlines Group and Provincial Highway Bureau, and issued loans of 4.5 billion yuan. Activate loan enterprises 10, with an amount of 380 million yuan, and collect loan principal and interest of 220 million yuan. It is true that any achievement is not achieved overnight, but a combination of many factors, including the strong support and intellectual guidance of the superior bank, as well as the sincere unity and close cooperation of the employees. From the perspective of expansion strategy and policy, it is also the result of the application and implementation of "12" in practice to some extent.
1, deepen understanding and update ideas.
Talking about knowledge and ideas is really the same old tune. Because it is an "old tune", we often ignore or ignore its true meaning and formalize it into superficial and slogan-like things. But in fact, ideas are always the forerunner of action. Without a correct understanding and brand-new ideas, there may be deviations in grasping and judging the market and in implementing and thinking about the current system. So what do we need to know? One is to know yourself. Know your own advantages and disadvantages and give yourself a correct position. After the establishment of Dongshan Sub-branch, one of the disadvantages it faces is the heavy historical burden and weak asset business, which needs to reorganize manpower, financial resources and material resources. The market needs to be re-divided and positioned, and things are complicated, which can be said to be a waste of time; One of the advantages is that it can be used to break the old and establish the new. The second is to understand the importance of asset business. Asset business is not only the traditional business of banks, but also the mainstream business. Under the macro situation that the intermediary business of the whole financial industry in China has not yet become a climate, the profits of banks must depend on the deposit-loan spread to a considerable extent, which means that credit is the main profit growth point and plays a decisive role now and in the future. Emphasizing the importance of asset business is mainly to stimulate the enthusiasm and attention of employees and promote the marketing of the whole bank. To this end, we specially held an asset business development meeting, and distributed the spirit of the meeting to all outlets for learning, calling on employees of the whole bank to support and participate in asset business development. The third is to understand the market. The cruelty of market competition is self-evident, and the homogenization of bank products makes us not have much competitive advantage. For asset business, although the overall market is infinite, the market space is limited in a certain period, in a certain field and within a certain scope, such as municipal engineering, universities and so on. It is argued that the purpose of understanding the market is to truly stand on the market, and both the mechanism and the expansion strategy must be adjusted to meet the needs of the market. The so-called concept renewal is to establish the concept of expansion and competition first, then abandon the concept of zero risk and establish effective risk awareness and innovation awareness. Sometimes, market expansion and credit risk are often contradictory. Paying too much attention to risks may lead to the loss of the market, and paying too much attention to the market may lead to the soaring of non-performing assets. To effectively choose between the two contradictions, we must break the concept of zero risk. Everything implies certain risks. If we insist on zero-risk management, we will lose the market. If we lose the market, we will not be able to expect our income. Therefore, in practice, we must grasp such a scale: benefits and risks are allowed to coexist, but benefits must be greater than risks, and risks must be controllable or preventable. I often emphasize that the significance of a financial talent lies in being able to make correct value judgments according to the market, and being good at and daring to break through stereotypes. If you only follow the formula and conform to the rules, why do you need senior talents? All middle school students are capable.
Therefore, deepening their understanding and renewing their ideas is not immediate, but subtle. Through publicity and study, employees' achievements in this area have gradually become prominent. For example, in the course of work, we have made some feasible expansion plans and put forward some high-quality service suggestions, which have achieved positive results. The good performance of other working methods and work efficiency is also the result of this improvement of understanding and concept to some extent.
2. Build a system and make good use of talents.
First, build a perfect marketing system. Focusing on customer service, our sub-branch has initially established a four-level marketing system consisting of account manager, financial manager, product manager and sub-branch back-office support system. All levels undertake corresponding marketing responsibilities and market our financial products in their respective positions around the business philosophy of "market-oriented, customer-centered and benefit-oriented". This marketing system is mainly embodied in: 1, and the account manager is stationed. The management of account managers is mainly based on company departments, supplemented by hanging offices. The office director is responsible for the daily attendance and business supervision and management of the account manager. Company departments and offices * * * conduct behavior assessment on account managers, and summarize the assessment scores according to the proportion of 50% each. Through this dual management, the office director actively participates in the management and assessment of account managers, forming a unified whole; It can also give full play to the subjective initiative of the account manager and cooperate with the director to carry out the expansion work tacitly, and change the situation that the office director and the account manager lacked communication and joint efforts before, thus weakening the overall expansion ability. 2. Implement the financial manager system. In order to better lay the foundation for our personal business development, comprehensively expand the personal assets and liabilities market, improve the service function of outlets, and truly establish the business philosophy of all-staff marketing, we have a wealth management manager at each outlet. The financial manager is the main operator of our VIP customer service process, providing personal service to VIP customers throughout the process. For financial managers and third-level supervisors, banks implement a competitive recruitment system. 3. Initially establish the product manager system. The product manager system is a product expert combination system established by our bank to meet the growing demand of customers for financial services, make customers more familiar with and familiar with our financial products, and facilitate our bank to better market financial products. The Bank organizes personnel to sort out financial products such as personal credit business, deposit business, corporate credit business and credit card business. , compiled the product manuals of each branch, and appointed a special product manager for each product, who was responsible for product understanding, combined application, publicity and answering questions. 4. Establish the back-office support system of the branch. Successful business development depends on the cooperation between the front-end marketing department and the back-end support department. Improving the overall coordination ability and marketing cooperation ability among various departments is the premise of winning customers and market competition. "The second line is the first line service, and the whole behavior is customer service" is a basic principle of our internal coordination. Our backstage support system is established in three levels, including: (1) backstage support from outlets to the front desk; (2) the support of organs and departments for outlets; (3) The branch leader is the backstage command center. This kind of marketing system, which consists of front-end marketing department and back-end support system, needs the mutual cooperation and tacit coordination among management, management and support. In the case of the bank actively marketing "online banking" to Nanfang Daily Newspaper Group, the leaders of the bank, as organizers and planners, are responsible for high-level entry, overall planning and strategic deployment; The company department and the grass-roots management section actively cooperate with the outlets to carry out expansion work, design marketing plans and prepare online banking materials; The outlet is responsible for contacting all units. Through this support system, online banking marketing has achieved good results.
Secondly, standardize the credit operation system. Shortly after the establishment of the sub-branch, it actively sorted out and promulgated the credit management rules and regulations, and made clear provisions from the operation of the loan review committee, the division of authority to the specific process of credit management, which provided clear guidance for business operations and enabled all businesses of the bank to be carried out smoothly under the premise of legal compliance. At the same time, the rules and regulations on credit are publicized to outlets through the Bank's intranet, which is convenient for outlet directors and account managers to learn the spirit of relevant documents at any time, be familiar with the handling procedures of related businesses and improve their business operation skills.
Third, establish a scientific organizational structure and a reasonable division of labor system. The corporate department has set up real estate business groups, corporate business groups, institutional business groups, comprehensive groups and other business groups according to the offices corresponding to the superior bank, scientifically and reasonably dividing the scope of work, and defining responsibilities: the real estate business group is responsible for managing real estate project loans, guiding the asset business of account managers, and assisting the personal department to expand mortgage loans; Corporate and institutional business groups are responsible for expanding and following up corporate and institutional loans and promoting various corporate business products; The comprehensive group is responsible for loan audit, file management, report preparation and other housekeeping work. Each group has its own responsibilities and cooperates with each other. Through division of labor and cooperation, it provides an effective way for communication between higher-level banks and grassroots outlets.
In the development of asset business, in addition to the construction, integration and improvement of the system, the use of people is also very important. Because in any group, the operation and allocation of human resources are extremely critical. Good management will make this group go further, and bad management will make this group go to the abyss. Moreover, the expansion of each asset project is a systematic and complex project, including division of labor and cooperation. Some people are suitable for tackling key problems and are good at establishing and consolidating relationships; Some people are suitable for product design portfolio and can propose practical service solutions; Some people are suitable for coordination and command, each with his own strengths and uses his own strengths. If people are properly used and the staff of the work team are reasonably equipped, the work will be easy to carry out and efficient and effective; On the contrary, it will waste resources and delay fighters. At present, the number of household management personnel in our bank changes frequently, and human resources are in urgent need of blood supplement. Therefore, our branch boldly recruits new people and selects outstanding talents from college students who have graduated in the past two years to enrich the company's departments. After one year's training, some personnel can undertake the follow-up work of large projects. These newcomers participated in the recent capacity expansion work of China Southern Airlines Group and Provincial Highway Bureau. Through practice, we believe that it is this clear division of labor and bold employment system that has enabled our bank to tide over the difficult period of poor credit personnel and played a positive role in business development.
3, strategy first, flexible way.
The expansion of every project, big or small, is like a battle, in which any blindness, irrationality, randomness and unprepared may lead to the failure of the battle. Therefore, strategy first is very necessary. The expansion strategy is like the framework in the article. When the framework is set up and the thinking is clear, the writing style will not deviate from Wan Li and will not stumble. Therefore, first of all, we carefully analyze the acquired assets information, formulate feasible expansion strategies, set up expansion teams, and clarify the division of labor in combination with the enterprise situation. In the case of sufficient information or mature conditions, the strategy, expansion stage, advantages, difficulties, competition, development ideas to be adopted, what resources are needed, when to use them, emergency plans, recent work deployment, and next-stage arrangements should be detailed as much as possible. We should first determine the overall course of action and avoid shooting indiscriminately. However, this strategy is not fixed. With the development and information collection, we should adjust the feedback information in time and adopt flexible working methods to achieve the best results. From a practical point of view, the expansion of Guangyuan is like this, as is the expansion of China Southern Airlines and Highway Bureau.
In our work, we strictly follow the principle of "one household, one policy", and do not stick to the form or the fixed model. Different enterprises, different resources and strength, different market environment and conditions, different competitive situation, we adopt different strategies. On the basis of this strategy, the methods adopted are more diverse and irregular. But in general, there are basically the following points:
1, linked up and down.
Sub-branches are limited in strength, and both intellectual resources and strategic resources need the support and help of higher-level banks. Up-down linkage is an effective way. Especially for large projects, it is necessary for advantageous banks to jointly expand. Guangyuan, China Southern Airlines and Highway Bureau all had the intervention and guidance of their superiors, which made them successful. In fact, in the more than one year since the establishment of the branch, the expansion of the bank has not been smooth. Many big projects are won through efforts at all levels under the fierce competition in the same industry. For example, the 3.3 billion yuan open and unified credit granted by the Provincial Highway Bureau this year was discovered after the bank won the bid to collect road maintenance fees last year. The office director actively followed up and established a good relationship with customers. When the bank learned about the loan demand of the Provincial Highway Bureau, the members of the project team composed of the provincial bank, the business department and the sub-branch worked overtime for four consecutive nights, overcoming many difficulties and completing the preparation of the financing tender in a short time. With the full support of the superior bank, the project finally passed the approval of the head office. In this project, our bank became the host bank of syndicated loans for the first time.
2. perseverance.
The market is won bit by bit by care and patience. In the process of expansion, although there are many difficulties, we will not give up easily. Especially obvious is the maintenance and expansion of China Southern Airlines. Due to various reasons, our bank encountered special difficulties in maintaining China Southern Airlines, and obstacles followed. Although we have paid a great price and made great sacrifices to consolidate the relationship between banks and enterprises, there are still many human factors that make our work impossible, and the relationship with China Southern Airlines has repeatedly turned red. Nevertheless, we have not given up, and we are still persistently following up the service. Our sincerity and service have been gradually recognized by China Southern Airlines, and after many efforts, we finally got a credit of 5 billion yuan. In the tortuous development of China Southern Airlines, we deeply feel that persistence and sincerity are our magic weapons.
3. Efficiency wins.
For high-quality large projects, enterprises are always in the initiative position. This move often brings harsh time requirements. This is the case with the Highway Bureau project, especially the Guangyuan project. Many banks are basically fighting efficiency wars. They hope to gain an advantage from time and benefit from efficiency. For the 3.3 billion yuan financing project of Highway Bureau, the preparation of financing tender is only 1 night, and the preparation of evaluation report and investigation report is only 1 weekend. Guangyuan's replacement loan was $330 million, and our bank only intervened on March 19, 2002, which was half a year later than other banks, but the enterprise asked for the loan on June 5. The loss of opportunities is a passive competitive situation, and banks need more time to straighten out their development ideas, formulate development strategies, and carefully study and analyze relevant materials. On the other hand, our competitors are well prepared. This means that the only way to win this game is to overcome the time barrier with the highest work efficiency. The assault battles of the Highway Bureau and Guangyuan are challenging and testing our work efficiency. Facts have proved that we can stand the test.
Now the two major projects have been successful, which has left us a lot of profound enlightenment: First, any kind of success is not the result of a single factor. The successful expansion of a large-scale project is a cohesive effect of joint efforts, and behind its success, it strongly supports a spirit of group cooperation. Second, without a keen sense of market smell, accurate market judgment and a sense of competition that dares to explore and forge ahead, it is almost impossible to expect any success in expansion. Guangyuan loan project is a fierce confrontation between our bank and other banks. In the case that our bank can't seize the opportunity at the first time, we don't retreat because of difficulties, but face difficulties, resolutely intervene, and make unremitting efforts to defeat our opponents and achieve success. 3. Efficiency consciousness is an important weapon for our successful expansion, because only efficient work can adapt to the rapid response business operation to the greatest extent. The reality of competition makes us realize that business opportunities are often in an instant. This not only means to seize business opportunities and find the opportunity to attack accurately and timely, but also to shorten the time and improve efficiency as much as possible in the whole operation process. High efficiency can not only meet the customer's business requirements, but also give customers a strong confidence guarantee, so while successfully capturing customer business, it also establishes a good bank image invisibly. At present, with the accelerated pace of social operation, time often becomes the first factor to determine success or failure. It can be said that Guangyuan project loan is largely won by efficiency. From investigation, analysis and approval, the whole process fully shows our employees' strong sense of efficiency. In the shortest time, produce the greatest effect; With the least time cost, we can get the maximum efficiency and benefit. Our "Guangyuan Loan Project" is the practice of this business philosophy. Whether the loan of $330 million is high profit or high risk, the key to decision-making is how to scientifically grasp the macro environment and analyze the micro situation. This is a huge intellectual project, because it involves the whole industry and the world market climate. This requires not only detailed information, but also high professional skills and sufficient time, but the obstacles that stand in front of us are: we don't have time to demonstrate and demonstrate slowly; Moreover, this is a project approved by the head office, with many intermediate levels, and the complexity of the workflow can be imagined. Therefore, it can be said that in just over two months, we have completed the whole process of $330 million from intervening in a brand-new market to successfully lending money, which is indeed a successful example of efficiency winning. Fourth, the attention and support of leaders ensure a consistent pace of expansion and a clear expansion goal; Diligent, professional and dedicated employees are the source of strength and intellectual resources for our development. As a huge project, "Guangyuan Loan" and Highway Bureau project cannot be separated from the full support and sincere cooperation of all parties in its production process.
Second, in credit management, we advocate three principles: strict, meticulous and tight; For the management of non-performing loans, our requirements are "three hearts and one law": responsible, careful and patient; Make good use of the method.
The ultimate goal of a bank is profit, which means that there is no risk or the income exceeds the risk, so risk is the second lifeline of a bank. Risk prevention lies in perfecting the credit management mechanism. This is why we pay close attention to credit management while expanding our asset business. The long-term and variability of loans require us to be "strict, detailed and tight" in post-loan management. Strictness means strictness. Before lending and after lending, we must strictly require all aspects and aspects such as investigation, audit, system maintenance and data update. Fine, because the management of loans can not be completed overnight, the situation is complicated and there are many trivial matters, so managers must do the work carefully in order to do it well; Tightness means close and timely follow-up. After the loan, the situation of the enterprise is constantly changing. Only by closely following up can we understand and feedback information in time, grasp the enterprise dynamics and make effective decisions. For non-performing loans, management is more difficult. Our bank is one of the places where Dong Jun, Nantu, Haijinlun and other households with loan difficulties are concentrated. Because non-performing loans are basically problems left over from history, which are complex, disorderly, incomplete and uncoordinated, this is the biggest problem in management, and it can be managed well with a sense of responsibility. Responsibility is a necessary condition, but not a sufficient condition. Housekeepers must be careful in their work, carefully sort out all kinds of complicated relationships, be diligent, practical and patient, and pay special attention to the application methods in their work. This kind of thing can't be done well by diligence and care alone. We must find ways to make good use of it and do everything possible to revitalize or reduce losses.
When our sub-branch was established, it was faced with 2.2 billion yuan of non-performing loans, and the proportion of non-performing loans was as high as 33%, including 36 real estate projects with an amount of 2.87 billion yuan and a balance of 900 million yuan. There are still a large number of hidden non-performing loans. In the face of a large number of historical problems left by Dong Jun Group and Zhou Nan series enterprises, we did not shirk, but analyzed them one by one, put forward management plans, took effective risk prevention measures, and the household managers implemented specific follow-up. Through effective account monitoring, strict fund examination and approval, timely tracking management, timely situation reporting and decisive disposal measures, five real estate projects were revitalized, amounting to 350 million yuan, and the loan principal and interest were recovered by 65.438+0.3527 million yuan. In the process of managing a series of real estate projects in Zhou Nan, we mainly took the following measures: (1), signed a supervision agreement on related projects and funds, and strictly implemented it. (2), regularly and irregularly in conjunction with the professional management company to review the progress of the project, the use of funds. (3) In view of the poor credit concept of Haijinlun Series Company, the company is restricted in project fund control and mortgage cancellation, and urged to fulfill repayment and interest repayment agreements. (4) Increase the mortgage, guarantee and other guarantees for loans such as Nantu and Zhou Nan, and gradually reduce the risk of credit funds of the Bank. (5) By installing the transfer terminal (pos machine) on site, the bank will handle 65,438+000% of the project mortgage, and entrust the intermediary Kangtian lawyer to keep and sign the pre-sale contract, so as to ensure that the project sales funds will flow back to our monitoring account, so as to facilitate our monitoring and use of the project funds (including repayment of loans and interest).
Through strict post-loan management, the interest owed by Weiqiang Company after contracting the project has been recovered: 7.02 million yuan from Nantu Company and 0/.73 million yuan from Weiqiang Company; Withdraw the loan of 654.38+03 million yuan invested by Zhou Nan Company in our bank in advance. At present, Weiqiang, Nantu, Nanbei, Zhou Nan and Haijinlun have no interest arrears except the interest owed by Nantu Company before contracting.
Our bank has made some achievements in asset business development and management, and explored some experiences. But I always feel that any experience has certain limitations, because after all, it comes from the market, and the market is changing. Any theory or rule can only survive if it adapts to the market. Therefore, it is not advisable to give up the analysis of the market and focus on experience. This is a practice of giving up the basics. To some extent, the process of practice is indeed a process of applying experience and rules, but it should be a process of exploring and correcting experience and rules. Only in this way can we make progress and not fall into the quagmire of empiricism. Therefore, the eternal theme of asset business development and management still needs to be studied, summarized and discussed in practice in combination with market reality.