南浔银行的实践及对农信社改革的启示  

作　　者：应宜逊[1] 赵振华[1] 夏良圣[2] 程建生[2] 徐柏汉[2] 

机构地区：[1]浙江金融职业学院,浙江杭州310018 [2]浙江工商大学,浙江杭州310018

出　　处：《浙江金融》2011年第5期47-52,共6页Zhejiang Finance

摘　　要：浙江南浔农村商业银行简称南浔银行,在刚与农行"脱钩"时,绩效与资产质量都很一般。2000年开始"腾飞",迄今已取得浙江省农信机构的五项第一。其中,2009年资产利润率达到2.57%,为全国所有银行第一。"南浔银行实践"的实质是:依靠优秀经营者的带领,实现了经营机制转换,进而实现了"腾飞"。其对农信社改革的启示主要是:①实现经营机制转换,即实行"市场化"的用工薪酬制度和营销制度,是地方性小金融机构实现健康发展的关键;②地方性金融机构在产权还不明晰或者还不够明晰的条件下,只要主要经营者足够优秀,也是可以实现经营机制转换的;③"省级管理"最主要的任务便是,发现、选任优秀的CEO,并且有效地监督;④我省下一步的农信社改革与发展应当更多地"着眼"于优秀CEO与优秀机构。Zhejiang Nanxun Rural Commercial Bank is called Nanxun bank for short.Its performance and asset quality were general when it was ＂decoupled＂ from Agricultural Bank of China. It has been ＂booming＂ since 2000,and has won first place at least for 5 times among the rural credit cooperaties in Zhejiang; Among them, its return on assets reached 2.57% in 2009, ranked the first of all banks in China. The essence of the practice of Nanxun bank is： In support of leading authorities, and the leadership of the excellent executive operators, Nanxun bank achieved the transformation of operational mechanism, and then realize its ＂booming＂. The reference for reform of rural credit cooperatives mainly are as follows：①To achieve the transformation of operational mechanism, is namely to realize the marktization of the recruitment and salary encouragement system and maketization of credit marketing system, which is the key point of healthy development of the small local financial institutions;②Local financial institutions can also convert the management mechanisms even when property rights are unclear or not clear enough, as long as the main operator is excellent enough;③The primary task of ＂Provincial administration＂ is to discover and recruit outstanding CEO, and then supervise them effectively;④The next step of reform and development of rural credit cooperatives of our province should be more ＂focused＂ on the outstanding CEO and excellent institutions.

关 键 词：南浔银行 实践 农信社改革 启示 

分 类 号：F832.35[经济管理—金融学]