Introduction:
In the face of the general economic downturn, weakening demand, non-performing pressure, "pinching" of large banks, narrowing of interest rate spreads and other operational difficulties faced by rural financial institutions, how to break through the investment dilemma and achieve profit growth is a major issue that rural credit cooperatives need to solve urgently. Rural Credit Cooperatives in Luliang City, Shanxi Province, have made efforts to promote retail transformation and actively respond to the dilemma of delivery, and have achieved remarkable results. In the post-epidemic era, rural financial institutions are generally facing operational difficulties such as economic downturn, weakening demand, non-performing pressure, "pinching" of large banks, and narrowing interest rate spreads.
Guided by the requirements of financial work, the Rural Credit Cooperatives of Luliang City, Shanxi Province have in-depth research and judgment of the business situation and actively changed their business philosophyFrom the reshaping of organizational structure, mechanism and process, and improvement of core competitivenessStarting from the three links, we will comprehensively reshape the new model of retail transformation, create a small and beautiful, small and excellent "retail bank", and actively respond to the dilemma of delivery.
Reinvent your organization
As we all know, since its establishment, the rural credit cooperatives have shouldered the historical mission of serving the "three rural" areas, and also assumed the important responsibility of supporting the development of agricultural and rural economy.
However, in recent years, with the reversal of the relationship between supply and demand in the financial market and the increasingly fierce competition in the same industry, the problems of bloated head office organs, unspecialized staff in outlets, and poor credit team have become more prominent, which has seriously restricted the development of rural credit cooperatives.
In order to give full play to the functional role of all levels, and in order to fully tap the potential of employees, so that people can make the best use of their talents and make the best use of their talents, Lvliang Municipal Associated Press instructed the banks under its jurisdiction to build an organizational structure with front, middle and back office separation and efficient collaborative operation in accordance with the three major sections of "head office-business department-outlets", and make every effort to build a service-oriented organization with service and risk control as the core, an operation-oriented business department centered on asset management and profit creation, and a full-range marketing outlet focusing on giving full play to the advantages of customer resources. Vigorously promote the transformation of all-round operation and management with credit transformation as the core.
Up to now, a total of 44 head office departments have been streamlined in the city, and more than 300 people have been diverted to outlets, and the proportion of the head office has decreased from 21% to 16%; 61 business divisions have been established, including 35 loan franchise business divisions, and 345 professional operation managers; The number of front-line full-time marketing personnel has increased to 1,163, accounting for 31% from 18%. It has truly realized that stronger people do service and risk control in the head office, more specialized people work in the business department to make profits, and more people are engaged in marketing in the front line.
Rebuild the mechanism process
The organizational structure is adjusted in place, if there is no supporting mechanism and process escort, it is easy to produce contradictions and conflicts, resulting in poor operation and even paralysis.
The first is to formulate a mechanism for senior executives to take the lead. Issued the "Notice on Carrying out "Executive Half-day Marketing" Activities, requiring the city's 57 executives to take at least half a day a week to visit customers, ask needs, and solve problems in rural areas, communities, business districts, and markets, and so far, the city's executives have participated in the activities for a total of 1,400 people, and have served 528 corporate (low-cost) deposit customers and 597 loan customers. Through the personal practice of senior executives and taking the lead in setting an example, an atmosphere of "the first level with the first level to do, and the first level to do for the first level" has been formed.
The second is to improve the assessment and incentive mechanism. Lvliang Associated Press activates the endogenous motivation of employees by combining material incentives and non-material incentives.
material incentives,Establish a material incentive mechanism of "work depends on ability, income depends on contribution", determines the distribution ratio and grade according to factors such as the size of employees' work responsibilities, labor intensity, quality and quantity, completely breaks egalitarianism, truly embodies the distribution according to work, more work and more rewards, stimulates the enthusiasm of employees to start a business, and changes "I want to do" to "I want to do".
Non-material incentives,Establish a mechanism for evaluation and evaluation, take performance as the guide, select "municipal pioneers", "senior management pioneers" and "institutional pioneers" on a quarterly basis, and take the number of listings as a reference factor for recommendation and promotion, so that front-line employees can see the hope of job promotion, and then work energetically and energetically.
The third is to strengthen the process control mechanism. As the saying goes, "This move, that move, if not implemented, it is all a false move; This ability, that ability, and implementing it well is the real ability."
Every time the Luliang Municipal Association promotes a key work or carries out a marketing activity, it will formulate a corresponding process control mechanism, clarify the responsibilities of each level and the prescribed actions that must be done, and ensure that the work has a grasp and can be implemented. For example, in the city's "three full" service activities, it is clear that the first leader of the company, the management level and the discipline inspection and supervision of each independent sector, and formulate the "five modernizations and four improvements" work standards of normalized visits, characteristic marketing, programmatic meetings, periodic supervision, and diversified training, and the responsibilities of each level are clear, and the division of labor and cooperation have solidly promoted the effective development of the three full services.
Enhance core competitiveness
In the face of objective problems such as insufficient effective credit demand, difficulty in loan delivery, and high pressure of intra-industry competition, only by striving to enhance our core competitiveness can we seize the commanding heights of competition in the main battlefield of financial competition.
The first is to carry out special actions to improve the quality and efficiency of customer service. The city's rural credit system adheres to customer demand-oriented, focuses on extending services, and continuously improves customer financing convenience and satisfaction.
In the expansion of the long-tail customer group,Since 2023, the city has carried out more than 600 centralized door-to-door loan delivery services, with a cumulative net increase of 19,528 physical loans and 739.3 billion yuan, and the physical loan delivery was 244 times.
In terms of key project support,Implement the senior management of the bank as the person directly responsible for the docking, solidly carry out the special action of connecting the government and the bank with the enterprise for key projects, and set up a full-time team for those who have financing needs, carry out data collection, credit approval, and provide credit support within the credit limit. Since the beginning of this year, the city has visited a total of 818 key projects, and 62 credit support projects235.4 billion yuan.
In the service of small and micro enterprises,Organize the heads of grassroots outlets to carry out two rounds of pairing services with customers in the "two lists" and customers in key areas and industries such as professional towns and industrial chains, continuously improve the quality and efficiency of inclusive financial services, and gradually increase the proportion of first loan rate and loan acquisition rate. At present, the city has a total of 224 paired market entities, of which 106 provide credit support, 47.8 billion yuan.
The second is to innovate credit products and improve the level of support for characteristic industries. In order to actively integrate into the overall situation of local high-quality development and realize the resonance of economy and finance at the same frequency and in the same direction, the Lvliang Municipal Association guides the banks under its jurisdiction to innovate and develop characteristic credit products based on local economic characteristics and industrial characteristics, create characteristic brands, support the development and growth of "special" and "excellent" industries, and promote the public to increase income and get rich. Up to now, the city has supported a total of 2,604 characteristic industries and 1031 yuan, of which, the "fungus loan" of Zhongyang Lianshe and the "liquor loan" of Fenyang Rural Commercial Bank have supported 57 ear farmers and 17.17 million yuan respectively, 578 liquor producers and 370.27 million yuan, and Fangshan's "live cattle mortgage loan" and Wenshui's "beef cattle loan" have supported a total of 1,969 households and 64.4 billion yuan, injecting financial water into the development of enterprises and the prosperity of the industry.
The third is to make good use of policy tools to enhance the capacity of supporting entities. We will continue to use the PBoC's inclusive small and micro loan support tools and monetary policy tools such as re-lending and re-discounting, and enhance the bargaining power of inclusive loans by applying for incentives and using the PBoC's re-lending, so as to strive for high-quality inclusive small and micro and agriculture-related customers.
Fourth, strengthen the cooperation between banks and work together to solve the problem of delivery. In line with the principle of "complementary advantages, resource sharing, risk sharing, and common development", we have carried out "total to total" bank cooperation with Lvliang City Financing Guarantee Co., Ltd., and effectively solved the problems of low credit line, difficult risk control, and insufficient risk compensation measures in the process of credit support for small and medium-sized enterprises.
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* Shanxi Luliang Rural Letter.
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