发展农业银行个人消费信贷业务的战略思考

个人消费信贷业务以其风险分散 ,不良资产占比低、市场前景广阔、符合国家宏观调控方向等突出优点 ,受到国内各大商业银行的青睐。本文通过对国内个人消费信贷业务的发展前景及农业银行消费信贷业务现状的分析 ,提出四点建议。     

火电厂竞争力评价与分析

通过对影响火电厂竞争力的主要因素的分析,提出了火电厂竞争力评价的简化指标体系,并进行算例分析,提出了相应结论和建议。     

PDMA Success Measurement Project: Recommended Measures for Product Development Success and Failure

Success is not just elusive; it is also multifaceted and difficult to measure. A firm can assess the success or failure of a development project in any (or all) of many terms, including customer satisfaction, financial return, and technical advantage. To complicate matters, success may be measured not only at the level of the individual project, but also at the program level. With so many variables to consider and so many stakeholders involved, managers face a difficult challenge just deciding which measures are useful for measuring product development success. Recognizing that no single measure suffices for gauging the success of every product development project, Abbie Griffin and Albert L. Page hypothesize that the most appropriate set of measures for assessing project-level success depends on the project strategy. For example, the objectives (and thus, the success criteria) for a new product that creates an entirely new market will differ from those of a project that extends an existing product line. Similarly, they hypothesize that the appropriate measures of a product development program's overall success depend on the firm's innovation strategy. For example, a firm that values being first to market will measure success in different terms from those used by a firm that focuses on maintaining a secure market niche. To test these hypotheses, product development professionals were presented with six project strategy scenarios and four business strategy scenarios. For each project strategy scenario, participants were asked to select the four most useful measures of project success. For each business strategy scenario, participants were asked to choose the set of four measures that would provide the most useful overall assessment of product development success. The responses strongly support the idea that the most appropriate measures of project-level and program-level success depend on the firm's project strategy and business strategy, respectively. For example, customer satisfaction and customer acceptance were among the most useful customer-based measures of success for several project strategies, but market share was cited as the most useful customer-based measure for projects involving new-to-the-company products or line extensions. At the program level, firms with a business strategy that places little emphasis on innovation need to focus on measuring the efficiency of their product development program, while innovative firms need to assess the program's contribution to company growth.     

The new product development process for commercial financial services

The attention of senior executives in the financial services industry is increasingly being focused on how well the new product development process is working within their institutions. This focus on product development results from the combined pressures of increased competition, a rapidly changing marketplace, new technology, and new and pending legislative changes. All of these factors underscore the need to be able to design, develop, and launch, in a timely fashion, new products that are winners. A strong new product initiative is now considered an essential weapon in both offensive and defensive initiatives.To achieve their goals, executives are increasingly reexamining their organizations' approach to development and launch of new products to determine if the process can be redesigned for faster reaction time, better utilization of limited resources and improved success rates. This article examines the new product development process within the setting of corporate/commercial financial services. Its conclusions provide executives with some broad principles for their own new product processes to help them in their quest for competitive advantage through winning new products.     

信息化条件下纳税评估管理模式的构建

近年来,纳税评估作为改善税收征管质效的重要措施在全国各地税务机关得到不同程度地试行和推广。《国家税务总局关于印发〈纳税评估管理办法(试行)〉的通知》(国税发[2005]43号文),首次明确了纳税评估的意义和作用。纳税评估作为税源管理基本方法的确立,标志着由征收、评估、管     

国内金融市场完全开放对国有商业银行的影响

按照入世协定书中的开放时间表,我国在入世5年后也即2006年底将实行金融业的全面开放。本文认为,我国金融市场完全开放将对国内商业银行带来深远影响:一是在政策层面,经济政策、金融政策、配套政策的进一步开放将使金融业的进入门槛降低,从而带来竞争主体的多元和竞争的更加市场化;二是在市场层面,客户的金融知识的普及和客户的议价能力的提高造成客户对银行需求也在不断提高;三是在竞争层面上,竞争主体、竞争模式和竞争手段的改变将使银行业面临更为复杂的竞争局面。为应对上述影响,国有商业银行应根据自身优势,扬长避短,根据不同情况,综合运用不同战略,以期达到持续发展的目标。     

农业发展银行客户战略研究

本文对农业发展银行客户战略进行了研究。     

昆明国际评估论坛外方演讲综述

在昆明国际评估论坛上,包括国际评估准则委员会维拉主席在内,外方共有16名代表发表了演讲,现综述如下:     

武汉担当中部崛起“龙头”的金融对策研究

党中央从统筹区域发展的高度，提出了“中部地区崛起”战略。武汉作为中部地区的特大型城市，担当中部崛起“龙头”既得天时，也有地利，更具人和。银行作为金融部门，支持武汉担当中部崛起“龙头”责无旁贷，其主要措施是：集合金融资源，积极支持武汉实施城市联动战略；加快金融体制创新和业务创新，积极探索和设立基金管理公司，成立中部开发银行和中部发展银行，支持国有商业银行在武汉市进行信贷资产和住房抵押贷款证券化试点，尝试资产管理公司与政府合作处理不良资产，大力发展投资银行业务等；改善金融生态环境，提高信贷政策对产业政策的敏感度和金融资源配置效率，引导金融支持的方向和力度。     

国内金融市场完全开放对国有商业银行的影响

按照入世协定书中的开放时问表，我国在入世5年后也即2006年底将实行金融业的全面开放。本文认为，我国金融市场完全开放将对国内商业银行带来深远影响：一是在政策层面，经济政策、金融政策、配套政策的进一步开放将使金融业的进入门槛降低，从而带来竞争主体的多元和竞争的更加市场化；二是在市场层面，客户的金融知识的普及和客户的议价能力的提高造成客户对银行需求也在不断提高；三是在竞争层面上，竞争主体、竞争模式和竞争手段的改变将使银行业面临更为复杂的竞争局面。为应对上述影响，国有商业银行应根据自身优势，扬长避短，根据不同情况，综合运用不同战略，以期达到持续发展的目标。