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目前开发性贷款运作管理中普遍遇到的问题是:企业负债渠道多、项目贷款拚盘多、季节性资金需求大、自筹资金到位难,加之贷款存量差、行政干预多,致使开发性贷款运作管理与目标实现存在一定的距离。就此,笔者谈一些针对性措施。以解决实际问题。一、探索农发行业务生长点生成的方式。一是对效益好市场前景广阔且农发行贷款占50%以上的拚盘企业,实行农发行逐步注入资金归还其他渠道的资金。采取试点方法,边试点边探索边总结经验,不宜大范围推行。二是结合本地农业增长方式转变的实际情况,在经营策略上变数量增长型为质量提高型,变速度型为效益型,变粗放经营为集约经营,注重选择一些代表技术方向,有一定国内市场容量,带动当地相关产业发展和农村整体水平的提高,具备一定条件的产业和产品,培育一批科技含量高,辐射力强的产业化项目和龙头企业。三是树立农发行的名牌意识,支持建立农发行的名牌企业,开拓新的贷
At present, the problems commonly encountered in the operation and management of development lending are as follows: the enterprises have many channels of indebtedness, many projects loan platters, large demand for seasonal funds, difficulties in raising funds themselves, coupled with the poor loan stock and administrative interference, resulting in the development loans There is a certain distance between operation management and goal realization. In this connection, I talk about some targeted measures. To solve practical problems. First, to explore ways to generate growth point of agricultural development business. First, to benefit the market is promising and the Agricultural Development Bank loans accounted for more than 50% of the platter enterprises, the implementation of the Agricultural Development Bank to gradually inject capital to return other channels of funds. Take a pilot approach, while exploring the side of the pilot to summarize the experience, not a wide range of implementation. Second, in combination with the actual situation of the transformation of the local agricultural growth mode, the quantitative growth mode of the operation strategy is the quality improvement type, the variable speed type is the benefit type, the extensive management mode is the intensive operation, the focus is on selecting some representative technical directions and a certain domestic market Capacity, promote the development of local related industries and the overall improvement of rural areas, have certain conditions of the industry and products, cultivate a number of high-tech, strong radiation industrialization projects and leading enterprises. Three is to establish brand awareness of the Agricultural Development Bank, to support the establishment of the Agricultural Development Bank’s brand-name enterprises, to develop new loans