Research On Development Strategy Of Small And Micro Finance Business In I Bank Jilin Branch

Promoting the development of small micro enterprises is both useful to ensure the development of provincial economy orderly, and also closely related to social livelihood of the people.I Bank Jilin Branch, as a branch of large state-owned commercial bank in Jilin province, by running small micro finance business, can both achieve its business targets, and can support development of small micro enterprises in the province. Since2010, I Bank Jilin Branch has developing small micro financial business and obtained results fast. But since the sixth months of 2014, because of the superposition of factors from outside and inside, the bank's small and micro finance business development has encountered bottlenecks, the loan growth become slowing, while non-performing increasing. How to realize the optimization and transformation of this business, to satisfy the needs of customers under the new situation and to better support the development of small micro enterprises, are the current problems which should be solved by I Bank Jilin Branch.In recent years, researches about small micro financial business are more deeply,and formed a series of related theories, such as the pecking order hypothesis, and so on.At the same time, the foreign scholars study on characteristic, cause, the corresponding countermeasures of the small micro enterprise financing longitudinally, while the domestic scholars analysis from the different aspects on banks,small micro enterprises,private financing horizontally.Combined with questionnaire and SWOT analysis, on the basis of comprehensive introduction and analysis on the circumstance and contradiction I Bank Jilin Branch's mall micro financial business, the article puts forward the Development Strategy of the bank finally. The conclusion is that the big Banks developing small micro financial business has its own advantages, whose capital, technology, network and customer base are too ascendant for small and medium-sized Banks to reach. I Bank Jilin Branch should optimize the management and transformation on the basis of defining the market positioning further more, realize specialized management by establishing the small and micro service center and equipping with professional; implement personnel structureoptimization by establishing specialization of work division system that marketing manager, product manager, risk managers performs its own functions; promote team effectiveness by the omnidirectional mechanism construction contains assessment,incentives and training; realize the comprehensive risk management by strengthening risk control to the two dimensions of new loan and stock loan. I Bank Jilin Branch should use more measures simultaneously, intensify efforts to products innovation, services innovation and related business innovation on the basis of making full use of the head office's policies and products; continue to raise the business handling efficiency;consummate supporting system actively, create favorable internal and external policy environment for small and micro financial business, strengthen cooperation agency access, establish more reasonable pricing mechanism and more unobstructed information channels. I Bank Jilin Branch should strengthen internal work, actively promote mass marketing on the basis of market planning, putting customer library construction as the gripper; establishing and optimizing the network discovering and recommending mechanism of small and micro enterprise customers by training and guiding, making full use of network to expand these customers at the same time; deeply excavate three kinds of marketing channels that are the outside, the online inside, the offline inside, vigorously develop the market, enhance the brand value.finally reshape the small and micro financial business to the new dimension.