【作者】 曲冰；

【导师】 陈守东；

【作者基本信息】 吉林大学 ， 高级管理人员工商管理， 2013， 硕士

【摘要】 改革开放以来，我国农村经济社会发展取得了举世瞩目的成就，但城乡二元结构的矛盾依然十分突出，农业基础薄弱、农村发展滞后、农民增收困难仍然是最主要的问题。农业银行在农户金融服务方面，积极发挥网点、网络、技术优势，创新模式，走在了各家金融机构的前列。能否有效控制风险，探索一条可持续发展的道路，成为检验农行服务“三农”成败的重要标准。本文站在全面风险管理的角度，从信用风险、操作风险、声誉风险等维度切入，系统介绍白城分行农户信贷业务与担保机制。一是针对信用风险，白城分行积极调整和优化农户贷款结构；建立和完善市场信息联动机制、信用奖惩机制、风险转移补偿机制；强化农户信贷流程的内部管控。二是针对操作风险，加强客户经理队伍建设；建立健全农户贷款风险的预防、控制和化解机制。坚持“四个合格”和“七个一律”主要风险点的管理；加大责任追究力度。三是针对声誉风险，加大营销范围和营销准入条件的宣传；集中营销、集中办贷、整村推进；加强社会监督；建立声誉风险管理机制。通过分析白城分行农户信贷业务经营现状，指出农户信贷业务中存在的主要问题。一是贷款对象散、小、弱与银行管理能力的矛盾还没有根本解决，阻碍农户信贷规模的进一步扩张。二是农户贷款的社会效益不明显。三是风险管理还不能覆盖所有方面。四是内部管理机制还存在诸多不适，突出表现为人员结构性不足。五是金融产品同质化现象严重。最后笔者给出了农户贷款可持续发展的几项对策：首先，服务对象集群化，实现零售业务批发做。实现区域集群和产业集群。其次，城乡服务一体化，实现双轮驱动。一是以产业化龙头企业为核心，打造全产业链金融服务模式。二是支持农业生产结构调整。三是发展畜牧业贷款。四是支持农民自主创业，鼓励剩余劳动力向城镇转移。五是服务中小企业，支持农村第二、三产业发展。再次，内部管控精细化，强化服务基础。一是抓好农户客户经理队伍建设。二是固化规章制度和业务流程，保证农户贷款标准化、高效率运行。三是提升内控管理智能化水平。然后，金融服务特色化，适应市场不断创新。一是发展战略上要突出特色，为发展县域经济提供全面优质的金融服务。二是产品结构上要突出特色。在三户联保贷款基础上拓展财政直补资金担保贷款、经济强镇临街商用房单证抵押贷款、农副产品抵押贷款，稳妥开展农户“四权”抵押贷款业务，扩大农户贷款抵押物范围，解决农户“难贷款”的问题。最后，服务渠道电子化，拓展服务空间。一是增加对电子银行业务的资源配置。二是加大对外部资源整合力度，实现资源互补。三是以信息技术为基础加强与其他金融机构的合作。更多还原

【Abstract】 Since the reform and opening up, China has made remarkable achievements onthe rural economic and social development, but the contradiction of urban-ruraldualistic structure is still very serious. The agricultural base remains weak. Ruraldevelopment still lags behind. It is difficult to increase farmer’s incomes yet.Agricultural Bank of China has paced other financial institutions offering services byactively bringing its superiority on banking outlet, network and technology into fullplay. Whether it’s able to efficiently control the risks and exploit a sustainabledevelopment road has become an important criteria to test the success or failure ofABC’s service on agriculture, farmer and rural area.On the perspective of enterprise risk management, this article introduces thefarmer credit loans and risk managements in BaiCheng branch. Firstly, to managecredit risk, BaiCheng branch actively adjusted and optimized the structure of farmercredit loans. The branch has established the mechanism of exchanging information,the mechanism of punishing defaulters and the mechanism of diversifying risks. Thebranch has been strengthening the process of farmer credit loans. Secondly, tomanage operational risk, the branch organized the lender officers team andestablished the mechanism of detect, asset and manage risks. Thirdly, to managereputational risk, the branch has been propagandizing marketing scope and accessrequirements, concentrated marketing, strengthened supervision by the public andestablished the mechanism of reputation management.Through analyzing the current situation of farmer credit loans, I found there arefive main problems. Firstly, the conflict between its operational ability and itsscattered and small customers still exits which hindered the further expansion of the loans. Secondly, its social benefit is not obvious. Thirdly, the risk managementsystem isn’t running perfectly. Fourthly, there are many shortcomings in internal riskmanagement system, especially structural deficiency in human resource. Fifthly, thehomogenization in financial products exists.In the last part I offer five countermeasures for the sustainable development offarmer credit loans. Firstly, the branch can cluster the service subjects and changeretail business into wholesale business, especially realizing region concentration andindustry concentration. Secondly, the branch can integrate urban and rural services toachieve “two-wheeled drive”. It could set up financial chain service, support theadjustment of agricultural production structure, develop animal husbandry loanspeasant self-employed loans which encourage the surplus labor force enter townsand service small enterprises to promote the development of secondary and tertiaryindustry. Thirdly, the branch should be more meticulous in its internal controllingand strengthen its service basis. It must organize a qualified lender officer team,solidify regulations and process which be sure they are standardized and efficient.And the branch must be at the high level of automatic management. Fourthly, thebranch must provide characteristic services to adapt the market. It must havepreponderance in product structure and development strategy. On the “three-personjoint guarantee” basis, the branch should expand its loan business on fiscal directsubsidy guarantee, commercial housing mortgage, agricultural and sideline productsmortgage.“Four rights” mortgages can be carried out steadily as well. Expand thescope of collateral could benefit farmers and ease the difficulty of loan. Fifthly, thebank should apply IT in its services channels to extend service space. It shouldallocate resources to the E-banking business, implement the integration with externalresources and work closely with other banks.更多还原