摘  要

经济下行导致了市场竞争变得越发激烈,银行经营面临前所未有的重压。复杂的经营环境,不断提升的不良贷款率等一系列问题使的银行严峻危机。面对如此形式,控制和管理银行不良贷款率对银行正常经营来说,已经变成一项重要任务。本论文从招商银行作为研究对象,从其不良贷款处置工作入手,采用调研法以及案例分析等多种方法对招商银行不良贷款的具体情况展开深入研究和分析,梳理归纳招商银行近些年的经营状况,不良贷款结构以及分布地区等情况。并依照这些基本情况,负招商银行不良贷款处置工作重视程度,处置措施力度以及风险管理能力等方面展开了深入分析,基于此,结合相关专业知识以及招商银行当前现状,提出相应的解决对策:一是加强相关人员对不良贷款处置工作的认识以及重视;二是在现有基础上进一步强化处置措施;三是进一步加强不良贷款处置中重要环节的清收工作。本论文希望可以通过此次研究,提高银行对不良贷款的认识以及重视,降低不良贷款为银行带来的经营风险,为金融市场的良性发展提供一定借鉴。

 

关键词:商业银行;不良贷款;受托转让;贷款清收

 

Abstract

 

Economic downturn has led to market competition has become increasingly fierce, banking operations are facing unprecedented pressure. A series of problems, such as the complex operating environment and the rising rate of non-performing loans, have made the banks a severe crisis. Facing such a form, controlling and managing the bad loan rate of banks has become an important task for the normal operation of banks. This paper from the China Merchants Bank as the research object, starting from the disposal of non-performing loans, in-depth research and Analysis on the specific circumstances of various methods using investigation method and case analysis of the non-performing loans of China Merchants Bank, China Merchants Bank, summed up the recent business situation, situation of non-performing loans structure and distribution area etc.. And in accordance with the basic situation, China Merchants Bank NPL disposal negative attention, disposal measures efforts and other aspects of risk management in-depth analysis, based on this, combined with relevant professional knowledge and the current status of China Merchants Bank, puts forward corresponding countermeasures: one is to strengthen the relevant personnel work for the disposal of non-performing loans and the importance of understanding; the two is to further strengthen the measures on the existing basis; the three is to further strengthen the important link in the disposal of non-performing loans settlement. This paper hopes that through this study, we can improve the bank’s understanding of non-performing loans and pay attention to it, reduce the operational risks of non-performing loans for banks, and provide a reference for the healthy development of financial markets.

 

Key words:Commercial Banks; Bad Loans; The trustee Transfer; Loan Collection

 

 

目  录

 

摘要··································· I

Abstract································· II

 

一、招商哈分行概况···························· 1

(一)招商哈分行总体情况简介····················· 1

(二)招商哈分行资产规模······················· 1

(三)招商哈分行资产分类情况····················· 2

二、招商哈分行不良贷款情况························ 3

(一)不良贷款变动情况························ 3

(二)不良贷款结构情况························ 3

(三)不良贷款地区分布情况······················ 4

三、招商哈分行不良贷款原因························ 5

(一)不良贷款处理工作重视程度不够·················· 5

  1. 对风险贷款处理的敏感度不够·················· 5
  2. 风险信号评估不准确······················ 5
  3. 处理态度不积极························ 6
  4. 债务人财产线索调查不明晰··················· 6

(二)不良贷款处理措施不力······················ 6

  1. 不良贷款处理手段单一····················· 6
  2. 市场化手段运用不足······················ 7
  3. 重组手段未得到充分利用···················· 7
  4. 诉讼清收工作进展缓慢····················· 7

(三)不良贷款风险未得到实质化解··················· 8

  1. 不良贷款生成原因未得到解除·················· 8
  2. 现金清收率偏低························ 9
  3. 部分重组项目存在后遗症···················· 9

(四)不良贷款经营及管理能力较弱·················· 10

  1. 专业性有待提高······················· 10
  2. 外部渠道不通畅······················· 10
  3. 角色定位需转变······················· 11

四、招商哈分行不良贷款解决措施····················· 12

(一)提高不良贷款处理工作重视程度················· 12

  1. 充分认识不良贷款危害性··················· 12
  2. 完善约束激励机制······················ 12
  3. 重点在真正提高资产质量··················· 13

(二)丰富并加强处理措施······················ 13

  1. 不良贷款打包出售······················ 13
  2. 不良贷款证券化······················· 13
  3. 设立特殊基金收购风险客户资产················ 14

(三)强化重点环节的清收工作···················· 14

  1. 加大现金清收力度······················ 14
  2. 提高低拨备消耗的贷款重组处理比重·············· 14
  3. 坚决地推进诉讼进度····················· 15

(四)建立项目管理和集中清收制度·················· 15

结论·································· 17

参考文献································ 18

致谢·································· 19

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