A. 跪求一篇關於個人住房抵押貸款的外文文獻 最好附上翻譯，謝謝
同學，我看你是14年的你，你是不是已經寫好了，拿來參考一下唄。半個字都寫不出來。。。。。。。。。。
B. 急求關於消費信貸的英文文獻及其翻譯！！3000字母就夠！！！急求！！！多懸賞分！！！！
Consumer credit counseling services offer 「real」 credit counseling with thoughtful solutions to help you get out of debt. Our services include debt management plans, credit counseling, bill consolidation programs and credit restoration resources that anyone in financial trouble can use. There are many ways to resolve financial difficulties and debt management plans or credit counseling are just a few ways we can help.
C. 跪求有關銀行信貸的外文文獻～最好附中文翻譯的～～
參考來源：JSTOR
China's fast-evolving consumer finance market
Contents
1. Footnote
China's consumer finance instry lags far behind the economy as a whole. In 2007, consumer finance balances still came to less than 13 percent of GDP, below India and far below Singapore and South Korea. Should recent growth rates persist, consumer lending promises to exceed 8 trillion renminbi ($1.2 trillion) by 2014, up from today's 3.7 trillion renminbi.( n1) But that calculation understates the market's latent potential. If consumer lending on the mainland rose to Taiwan's level, for instance, the shift could unleash as much as 10 trillion renminbi in net new consumption over the next five years--an enormous opportunity for banks and retailers.
China's people now have limited credit options. Mortgages account for 90 percent of lending to consumers, who have few choices in key proct areas, such as auto loans, credit cards, and personal loans. But the market has grown rapidly in recent years. Credit card issuance is skyrocketing, from 3 million cards in 2003 to 128 million by the end of 2008. Indeed, card issuance could surpass 300 million by 2013. Similarly, unsecured personal loans and installment loans, long the domain of underground lenders, have grown at an annual rate of 33 percent since 2006, to 744 billion renminbi, as leading domestic banks and consumer finance specialists strengthened their risk-management capabilities.
For foreign and local lenders jockeying for position in China's fast-evolving consumer finance market, we see several keys to success.
1. Recognize the market's diversity. China is a collection of local markets, each at a different stage of development, with distinct risk profiles and unique consumer preferences. These markets generally evolve through three stages of development: nascent (such as Sichuan), emerging (Jiangsu), and maturing (Shanghai). Lenders should take a portfolio view, focusing on the most promising markets, but with enough diversity to capture the next wave of growth.
2. Find a proct portfolio that matches consumer preferences. In a sense, consumer-lending procts are fungible. Many consumers balance their savings and borrowing in the aggregate, not by indivial procts. Some countries (such as South Korea) have high levels of credit card usage; others rely more on cash and personal loans. In the present early stage, the ultimate proct balance in China remains to be determined. Finding the right mix may prove crucial to success in China's fast-growing market.
3. Know the rules and their evolution. New regulations issued by Chinese banking regulators in the spring of 2009 give local and foreign banks and consumer finance specialists greater access to the market, in the form of consumer finance companies. While initially restricted to offering installment loans to retail customers with previous track records in borrowing, such companies will probably enable attackers to participate in the unsecured consumer-lending sector more quickly and at greater scale. In addition, the further deregulation of credit cards has allowed overseas banks to issue renminbi-based ones. These banks should target clear segments and develop the ability to serve the broader market.
Would-be players in such a new market must tread carefully. To assure responsible lending and borrowing, the government must strengthen credit bureaus, improve financial ecation, support 'new to credit' procts (for instance, low-limit or collateralized credit cards), and allow consumer finance balances to be securitized. Regulators and lenders must work together to improve risk management, especially the ability to identify and address organized fraud. The government must become better at spotting national and local credit bubbles.
China can manage the risks and has ample room to expand consumer credit--safely.
中國的快速發展消費金融市場
內容
1。腳注
中國的消費金融業遠遠落後於整體經濟。 2007年，消費信貸余額仍然發生了不到國內生產總值的百分之十三，低於印度，遠遠低於新加坡和韓國。如果最近的增長率持續下去，消費貸款承諾2014年將超過8萬億人民幣（1.2萬億美元），從今天的3.7萬億人民幣。（n1）重的計算，但低估了市場的潛能。如果消費者在大陸的貸款上升到台灣的水平，例如，這種變化可能引發在未來5年高達10萬億人民幣的凈新的消費多 - 為銀行和零售商的巨大機會。
中國人民現在是有限的信貸方案。抵押貸款占貸款的百分之90的消費者，誰在關鍵產品領域，如汽車貸款，信用卡幾個選擇，以及個人貸款。但市場發展迅速，近年來。信用卡發行是暴漲的3萬2003卡，為128萬，到2008年底。事實上，發卡可能超過3.0億，到2013年。同樣，無抵押個人貸款和分期付款貸款，長期貸款的地下領域，增長百分之33在一年增長率自2006年以來，至744億元人民幣作為國內領先的銀行和消費者金融專家，加強其風險管理能力。
對外國和本地貸款在中國的快速發展的消費金融市場領導地位的競賽中，我們看到一些成功的關鍵。
1。認識到市場的多樣性。中國是一個本地市場的集合，每個在不同的發展階段，不同的風險狀況和獨特的消費偏好。通過這些市場一般發展三個發展階段：新生（如四川），新興（江蘇），和成熟（上海）。貸款人應採取組合的看法，在最有希望的市場為重點，但有足夠的多樣性，以捕捉到下一個發展浪潮。
2。查找產品組合相匹配的消費偏好。在某種意義上，消費信貸產品互換。許多消費者平衡儲蓄和借貸總額由個別產品，而不是。如韓國的一些國家（）有信用卡使用率很高的水平;別人更多地依靠現金和個人貸款。在目前的初期階段，在中國最終產品的平衡還有待確定。找到合適的組合可能是極端重要的在中國的快速成長的市場取得成功。
3。知道規則及其演變。由中國銀行監管機構在2009年發布給當地和外國銀行和消費者金融專家更自由地進入市場，消費金融公司的形式，春天的新規定。雖然最初僅限於提供分期貸款，在貸款前紀錄的零售客戶，這些公司將可能使攻擊者在無抵押消費貸款部門的參與更迅速，規模更大。此外，信用卡的進一步放鬆管制已經允許外資銀行發行人民幣為基礎的。這些銀行的目標應明確部門和發展服務的能力，廣闊的市場。
想要成為這樣一個新的市場參與者必須謹慎行事。為了保證負責任的貸款和借款，政府必須加強徵信機構，完善金融教育，支持新的信貸的產品（例如，低限制或抵押信用卡），並允許消費者將證券化融資余額。監管機構和貸款人必須共同努力，改善風險管理，特別是能夠識別和處理有組織的欺詐。政府要更好地察覺成為國家和地方的信貸泡沫。
中國可以管理風險，有足夠的空間，擴大消費信貸 - 安全。
D. 跪求有關銀行信貸對經濟發展的影響的外文文獻以及中文翻譯
中國的快速發展消費金融市場
內容
1。腳注
中國的消費金融業遠遠落後於整體經濟。 2007年，消費信貸余額仍然發生了不到國內生產總值的百分之十三，低於印度，遠遠低於新加坡和韓國。如果最近的增長率持續下去，消費貸款承諾2014年將超過8萬億人民幣（1.2萬億美元），從今天的3.7萬億人民幣。（n1）重的計算，但低估了市場的潛能。如果消費者在大陸的貸款上升到台灣的水平，例如，這種變化可能引發在未來5年高達10萬億人民幣的凈新的消費多 - 為銀行和零售商的巨大機會。
中國人民現在是有限的信貸方案。抵押貸款占貸款的百分之90的消費者，誰在關鍵產品領域，如汽車貸款，信用卡幾個選擇，以及個人貸款。但市場發展迅速，近年來。信用卡發行是暴漲的3萬2003卡，為128萬，到2008年底。事實上，發卡可能超過3.0億，到2013年。同樣，無抵押個人貸款和分期付款貸款，長期貸款的地下領域，增長百分之33在一年增長率自2006年以來，至744億元人民幣作為國內領先的銀行和消費者金融專家，加強其風險管理能力。
對外國和本地貸款在中國的快速發展的消費金融市場領導地位的競賽中，我們看到一些成功的關鍵。
1。認識到市場的多樣性。中國是一個本地市場的集合，每個在不同的發展階段，不同的風險狀況和獨特的消費偏好。通過這些市場一般發展三個發展階段：新生（如四川），新興（江蘇），和成熟（上海）。貸款人應採取組合的看法，在最有希望的市場為重點，但有足夠的多樣性，以捕捉到下一個發展浪潮。
2。查找產品組合相匹配的消費偏好。在某種意義上，消費信貸產品互換。許多消費者平衡儲蓄和借貸總額由個別產品，而不是。如韓國的一些國家（）有信用卡使用率很高的水平;別人更多地依靠現金和個人貸款。在目前的初期階段，在中國最終產品的平衡還有待確定。找到合適的組合可能是極端重要的在中國的快速成長的市場取得成功。
3。知道規則及其演變。由中國銀行監管機構在2009年發布給當地和外國銀行和消費者金融專家更自由地進入市場，消費金融公司的形式，春天的新規定。雖然最初僅限於提供分期貸款，在貸款前紀錄的零售客戶，這些公司將可能使攻擊者在無抵押消費貸款部門的參與更迅速，規模更大。此外，信用卡的進一步放鬆管制已經允許外資銀行發行人民幣為基礎的。這些銀行的目標應明確部門和發展服務的能力，廣闊的市場。
想要成為這樣一個新的市場參與者必須謹慎行事。為了保證負責任的貸款和借款，政府必須加強徵信機構，完善金融教育，支持新的信貸的產品（例如，低限制或抵押信用卡），並允許消費者將證券化融資余額。監管機構和貸款人必須共同努力，改善風險管理，特別是能夠識別和處理有組織的欺詐。政府要更好地察覺成為國家和地方的信貸泡沫。
中國可以管理風險，有足夠的空間，擴大消費信貸 - 安全。
E. 消費信貸風險管理 外文文獻
http://www.philadelphiafed.org/payment-cards-center/publications/discussion-papers/2001/ConsumerCreditRisk_092001.pdf
上面這個網址是一個pdf文檔，講的是關於消費信貸風險管理的問題。
下面這一段，是我找的資料，不知道對你有沒有用。
Consumer Credit Risk Management
Most companies involved in lending to consumers have departments dedicated to the measurement, prediction and control of losses e to credit risk. This field is loosely referred to consumer/retail credit risk management, however the word management is commonly dropped.
[edit] Scorecards
See full article (Credit Scorecards)
A common method for predicting credit risk is through the credit scorecard. The scorecard is a statistically based model for attributing a number (score) to a customer (or an account) which indicates the predicted probability that the customer will exhibit a certain behaviour. In calculating the score, a range of data sources may be used, including data from an application form, from credit reference agencies or from procts the customer already holds with the lender.
The most widespread type of scorecard in use is the application scorecard, which lenders employ when a customer applies for a new credit proct. The scorecard tries to predict the probability that the customer, if given the proct, would become "bad" within a given timeframe, incurring losses for the lender. The exact definition of what constitutes "bad" varies across different lenders, proct types and target markets, however examples may be "missing three payments within the next 18 months" or "default within the next 12 months". The score given to a customer is usually a three or four digit integer, and in most cases is proportional to the natural logarithm of the odds (or logit) of the customer becoming "bad". In general a low score indicates a low quality (a high chance of going "bad") and a high score indicates the opposite.
Other scorecard types may include behavioural scorecards - which try to predict the probability of an existing account turning "bad"; propensity scorecards - which try to predict the probability that a customer would accept another proct if offered one; and collections scorecards - which try to predict a customer's response to different strategies for collecting owed money.
[edit] Credit Strategy
Credit strategy is concerned with turning predictions of customer behaviour (as provided by scorecards) into a decision whether to accept their custom.
To turn an application score into a Yes/No decision "cut-offs" are generally used. A cut-off is a score at and above which customers have their application accepted and below which applications are declined. The placement of the cut-off is closely linked to the price (APR) that the lender is charging for the proct. The higher the price charged, the greater the losses the lender can enre and still remain profitable. So, with a higher price the lender can accept customers with a higher probability of going "bad" and can move the cut-off down. The opposite is true of a lower price. Most lenders go further and charge low scoring customers a higher APR than high scoring customers. This compensates for the added risk of taking on poorer quality business without effecting the lender's place in the market with better quality borrowers. In the UK, lenders must advertise a typical rate, which at least 66% of customers must receive.
Application score is also used as a factor in deciding such things as an overdraft or credit card limit. Lenders are generally happier to extend a larger limit to higher scoring customers than to lower scoring customers, because they are more likely to pay borrowings back. Alongside scorecards lie policy rules which apply regulatory requirements (such as making sure there is no lending to under 18s) and other lending policy (such as many lenders will not lend to customers who have a CCJ registered against them). Credit Strategy is also concerned with the ongoing management of a customer's account, especially with revolving credit procts such as credit cards, overdrafts and flexible loans, where the customer's balance can go up as well as down. Behavioural scorecards are used (usually monthly) to provide an updated picture of the credit-quality of the customer/account. As the customer's profile changes, the lender may choose to extend or contract the customer's limits.
[edit] Underwriting
Not all decisions can be made automatically through the methods mentioned above. This may be for a number of reasons; insufficient data, regulatory requirements, or a borderline decision. In such cases highly trained professionals called underwriters manually review the case and make a decision. This is more common in highly regulated procts such as mortgages, especially when large sums are involved.
F. 誰能給我1或2篇關於商業銀行信貸風險管理或經營管理方面的外文文獻
關於商業銀行信貸風險管理的研究
論文從經濟風險及銀行信貸風險管理的一般理論出發，闡明經濟風險是現代市場經濟的基本特徵之一，而銀行信貸風險是整個經濟風險的集中反映。風險的本質在於收益與損失的可能性並存，因而對經濟主體有激勵效應與約束效應。商業銀行經營的本質就是在風險的這種雙重效應的制衡下，迴避與防範風險，使風險降到自身可接受的程度，同時獲取盡可能大的利潤。由於信貸業務在銀行經營及經濟運行中的重要地位，銀行的信貸風險控制就具有了特別重要的意義。目前，西文經濟學界運用信息不對稱理論，對銀行信貸風險產生的原因， 已取得共識，即信息不對稱下的逆選擇和道德風險以及信息不完全的客觀風險。文章還討論了信貸風險管理與商業銀行資產負債比例管理、資本充足率管理、內部控制的關系；並澄清了信貸風險管理認識上的一些誤區。以上內容構成了本文的第一章。 文章的第二章首先比較了各種外部組織形式與風險管理效率的關系，指出外部組織形式並非影響信貸管理效率的決定性因素，而內部組織結構才是其中的關鍵因素。設計信貸風險管理組織結構的重點在於形成各部門之間的橫向牽制和各級分支機構的縱向控制機制。西方商業銀行經過長期經營發展，內部組織結構逐漸固化為三大功能塊：市場塊、操作塊、管理塊，分別行使市場開拓、業務操作、集中管理的職能，三者相互牽制、相互配合。這種組織設計思想體現在信貸業務上，就是審、貸、查三程序在組織結構上的徹底分離，即公司業務部、信貸評審部、風險管理部分別實施貸前調查、貸中審查、貸後檢查職能，並且三個部門分別屬於不同功能塊，以此實現部門間的橫向牽制。縱向控制主要是通過貸款決策權在上、下級機構之間進行分配實現的，即對集權型決策與分權型決策的選擇；同時也包括在同一機構內，貸款決策權在個人與集體之間的分配，即對個人決策權與集體決策權的選擇。文章用運組織管理學的基本原理，詳細討論了這兩組共四種決策體制的優劣，指出單純使用上述任何一種決策機制都存在明顯的缺陷，因此現代商業銀行都傾向於將集體決策與個人決策、集權型與分權型結合起來，採取以個人<WP=3>決策及分權為主的貸款審批授權制度。這是實行貸款審批授權制度的理論依據。 本文的第三章著重討論了信貸風險管理的制度系統及其執行效率。組織控制理論認為，制度是保證組織功能優化及發揮、組織機構穩定的必要條件，因此信貸風險管理的一個根本前提是制定並執行嚴格科學的管理制度，把信貸風險的控制建立在制度保證的基礎上。本章首先結合我國的實際情況，介紹了基準制度——信貸政策，指出我國各商業銀行應盡快建立統一、完備的信貸政策，正確劃分目標市場區域，確定統一的信貸標准和貸款發放原則，以充分發揮整體競爭實力，降低貸款風險。接著，文章用巴黎國際銀行和加拿大皇家銀行的實例說明了如何設計相互制約的信貸程序，並討論了實施審、貸、查三分離制度的意義及原因。其次，引用招商銀行的成功範例——彈性授權制闡釋了貸款決策授權的原則及審批許可權劃分標準的確定。在第五節「貸款風險損失責任制」中，筆者提出了一種新的責任追查順序，即反信貸程序的責任追查順序，以加強各部門、各環節的相互制約，降低經營風險。本章還詳細介紹了貸款風險管理的稽核與評價制度的程序與內容，指出內部稽核的權威性、獨立性是保證制度系統有效的一個重要因素。在本章的最後，討論了信貸風險管理的制度效率與銀行經營觀念的關系，指出，徹底轉變經營觀念，注重經營的穩健性和利潤的長期性是提高我國銀行信貸管理水平的當務之急。 信貸風險管理的技術與方法是信貸風險管理中的技術因素，科學有效的決策技術、信息傳輸系統是現代信貸風險管理的物質基礎。我國信貸風險管理的薄弱點之一就是管理技術與方法的落後，因此本文第四章的主要目的就是通過介紹西方商業銀行成熟的管理技術，為提高我國信貸風險管理技術提供一些借鑒。文章著重介紹了信貸風險的主要誘因----過度融資的技術分析方法，並提出了信用限額在實際業務中的測算與分析方法，圍繞借款人信用可靠性、違約可能性的評估技術和經營狀況變化及破產的介紹了工商貸款資信評分模型、消費信貸的資信評分模型等。在信貸風險管理信息系統中，著重討論了運用信貸管理信息系統的意義、信貸管理信息系統的設計思想及維護其有效性的措施。最後，本章介紹了信貸風險挽救技術與策略，指出成立專門的風險挽救機構是化<WP=4>解我國巨額不良信貸資產的措施之一。 在第五章中，筆者提出信貸風險管理的核心是對人員的激勵與控制的觀點。現代管理理論認為一切管理歸根結底是對人的管理，對人的行為的管理。信貸風險管理作為一種具體管理，其本質也是對人的管理。在信貸風險管理的四個子系統中，對人員的激勵與控制系統居於支配地位，其它三個子系統直接或間接地為管理信貸人員服務。在對人的管理以孰為本的問題上，制度主義與行為主義基於對人性的不同假定，兩者觀點截然不同。前者強調制度、控制的作用，後者強調人的能動性，認為管理的重點在於從正面誘導員工的積極性、主動性。
The thesis sets out from the general theories of economic risks and banking credit risks management, to represent that economic risks are one of basic characters of modern market economy, and the banking credit risks are the focalization of the whole economic risks. The essence of risk is that the possibilities of proceeds and losses exist simultaneously, therefore encouraging meanwhile restricting the activities of main body of the market economy. The essence of commercial banks is to avoid and prevent risks under the balance of al effects of the risk so that risks can decline to an acceptable degree while proceeds is to be taken in as much as possible. At present, western economic instry has reached a consensus on the reasons of the exposure of banking credit risks by virtue of the information non-symmetry theory that risks stem from the adverse selection under the information non-symmetry and moral risks and objective risks arising from information insufficiency. In addition, this thesis discusses the relations between credit risks management and equity-debt ratio management, capital abundance ratio management and internal control respectively. It also clarifies some misunderstanding on credit risks management. The above-mentioned contents form Chapter One of this thesis. Chapter Two of this thesis first points out that the decisive factor of the efficiency of credit management is not the external organizational form but internal organization structure by comparing the relations between various external organizational forms and the efficiency of risks management. The emphases on designing organizational structure of credit risks management should be laid on the forming of the mechanism of lateral control between different divisions and the mechanism of vertical control on different levels of subsidiaries and affiliates. After long-term development, the internal organizational structure of western commercial banks has been shaped into three functional sections: market section, operation section and <WP=6>administration section, which exercise the functions of marketing, business operation, and centralized administration respectively, and furthermore, control one another, cooperate one another. This kind of idea about organizational design is embodied by the complete organizational division of these three steps of credit examination, approval and investigation in the credit operation that means the departments of business operation, credit examination and risk management, which belong to three different functional sections, respectively perform the functions of research before loan-providing, examination of credit application, and supervision after loan-providing, thereby, the lateral control between different departments can be effected. The vertical control is exercised through both the allotment of credit decision-making power between higher levels and lower levels of business departments that means to choose centralization or decentralization of power, and allotment of credit decision-making power between indivials and collectivity in a department that represents indivial or collective decision-making power. This thesis amply discusses the good and bad effect of these four kinds of decision-making systems under two groups by applying the fundamentals of organizational management, thereby indicating that solely using any one of four decision-making systems will bring on visible defects. Accordingly, modern commercial banks mostly intends to adopt the loan examining authorization system which joins the collective and indivial decision-making as well as centralization and decentralization together, but giving priority to indivial decision and decentralization of power. Chapter Three of this thesis puts emphases on credit risks management system and its executive efficiency. The organizational control theory deems that system is the necessary condition under which organizational functions can be optimized and exerted, meanwhile organizational institution being stabilized,
(美)卡爾-約翰·林捷瑞恩(Carl-JohanLindgren)等著; 潘康等譯; 銀行穩健經營與宏觀經濟政策[M]. 中國金融出版社, 1997
G. 關於大學生消費及其未來趨勢的外文文獻，最好帶翻譯，謝謝！
網路上都有
直接搜漢文
英語翻譯就很好