自2008年试点以来，全国小额贷款公司在迅猛发展的背后，却存在着与银行等金融机构同质化竞争的现实，很多同业机构看到了问题却不敢迈出自我革新的步伐，只是在赌经济金融大环境的长期平稳前进，但在全球经济一体化的现在，没有任何一个区域环境可以做到完全遗世独立，在近几年全球经济下滑的大形势下，经济发达的长三角地区受到的金融冲击更大，市场需求和金融供给不匹配时，最早撑不下去的即是流动性差的中小企业和反映不灵敏的中小信贷机构，而小额贷款公司一般的客户和其本身都位于这个区间，所受的影响可想而知，不少小额贷款公司不良率攀升，客户流动性紧张甚至倒闭。面对危机，一些小额贷款公司尝试转型，或调整客户群体、或调整风险审查方式、或调整信贷业务模式，其中类银行信贷业务模式和微小贷信贷业务模式的优劣被讨论研究很多，但是从类银行转型至微小贷的成功实践案例和对其的分析却很少，本文试图从一家小额贷款公司的信贷业务模式转型出发，进行案例描述和分析，希望总结一些经验和教训，供其他小型信贷机构借鉴参考。 案例选取的小额贷款公司是位于江苏省苏州市的张家港昌盛农村小额贷款有限公司（以下称“昌盛小贷”），是一家专业从事小额贷款业务的小型信贷机构，以当地的中小微企业为服务客户群体。案例描述了自成立之日起，昌盛小贷抓住了当地良好的企业质量和巨大的融资需求，为中小型企业提供信贷服务，伴随开业几年来的优质市场环境，取得了很好的规模和效益。在繁荣发展的背后，昌盛小贷同样看到了自身与金融机构的客户同质化现象，经过充分调研，昌盛小贷充分了解并认同小微信贷的理念，最终尝试开展小微信贷的实践，但昌盛小贷在试点的道路上并非一蹴而就，同样经历了很多转型期的困难，在风险控制、市场开拓、团队管理、绩效考核、贷后管理等方面均遇到了一些波折，所幸在昌盛团队的坚持不懈下，最终造就了小微信贷业务模式在昌盛小贷的落地，开创了苏州甚至江苏小额贷款公司向小微信贷业务模式的成功转型。 案例分析回顾昌盛小贷的这段转型历程，有许多值得注意的过程和时刻，而在这些过程和时刻中，潜藏着工商管理学的相关理论，通过对昌盛小贷竞争战略、信贷业务模式选择和其转型的保障措施三个方面的分析，结合理论，能够发现一些昌盛小贷转型成功的原因和必然性。在竞争战略方面，通过对昌盛小贷的SWOT分析，了解其战略转型的必要性；在信贷业务模式选择方面，对昌盛小贷面临的三个微小贷信贷业务模式，通过契合度打分，分析得出适合昌盛小贷的模式；在保证措施方面，从昌盛小贷的组织架构、市场营销方案、绩效考核办法和信贷风险控制办法四个方面，分析在转型中，企业所需要配套建立的各种措施。 从案例描述和分析中可以得出结论，昌盛小贷的信贷业务模式转型是非常成功的，小微信贷业务模式为昌盛小贷带来了非常好的效益和发展前景，并且能够给其他小型信贷机构转型提供一些参考。

Since the pilot in 2008, behind the rapid development of small loan companies across the country, there is a reality of homogeneous competition with financial institutions such as banks. Many of the microfinance companies are afraid to take the step of self-innovation when they see the problems, only to stay betting on the long-term steady progress of the economic and financial environment. However, in the present era of global economic integration, no regional environment can be completely independent. Under the global economic downturn in recent years. In the economically developed Yangtze River Delta region, the financial impact is even greater. When market demand and financial supply do not match each other, the first ones that cannot sustain themselves are the small and medium-sized enterprises with poor liquidity and the small and medium-sized credit institutions that are not sensitive. The general customers of microfinance companies and themselves are located in this area. The impact can be imagined. Many microfinance companies have experienced a rise in bad rates, and their customers’ liquidity is strained or even closed down. In the face of the crisis, some microfinance companies are trying to reform, such as adjusting the customer base, adjusting the way to review the risk , adjusting the credit model. Among them, the advantages and disadvantages of the bank-like credit model and the micro-credit model have been discussed and studied a lot, but there are few successful cases and analyses of the reform from bank-like to micro-credit. This paper tries to describe and analyze a case from the credit model reform of a microfinance company, hoping to summarize some experiences and lessons for reference to other small-scale credit institutions. The case of the microfinance company is Zhangjiagang Changsheng Rural Microfinance Co., Ltd. located in Suzhou City, Jiangsu Province. It is a small-scale credit institution specializing in microfinance business and serves local small and medium-sized enterprises as customer groups. Since its establishment, Changsheng Microfinance Company has grasped the opportunities of good quality of local companies and huge financing needs, and provided credit services for small and medium-sized enterprises. And it achieved good scale and benefits with the good market environment since the opening date. Changsheng Microfinance Company also saw the homogenization of its own customers with financial institutions. After much research, Changsheng Microfinance Company fully understood and agreed with the concept of micro-credit, and finally tried to pilot this business. However, Changsheng Microfinance Company on the pilot road is not overnight, and it has also experienced many difficulties in the transition period. It has encountered some twists and turns in risk control, market development, team management, performance evaluation, and post-loan management. Fortunately, with the perseverance of the team members, the micro-credit business model was finally created. The success of the transformation of Suzhou and even Jiangsu microfinance companies to the micro-credit business model was initiated. When the transformation process was reviewed, there are many noteworthy processes and moments in which the relevant theories of business administration lurk. Through the analysis of the three aspects of Changsheng Microfinance Company competition strategy, the choice of credit business model and the safeguard measures for the reform, and compare with the theory, it is possible to find some reasons and inevitability for the successful transformation of Changsheng Microfinance Company. In terms of competition strategy, introduce the needs for strategic transformation through SWOT analysis of Changsheng Microfinance Company; In terms of the choice of credit business model, the three small loan business models faced by Changsheng Microfinance Company are rated by the degree of conformity, and the model suitable for Changsheng Microfinance Company is analyzed; In terms of guarantee measures, from the four aspects of the organizational structure, marketing program, performance appraisal method and credit risk control method, the paper analyzes the various measures that enterprises need to establish in the transition. From the descriptions and analysis of the case, it can be concluded that the credit model reform of Changsheng Microfinance Company is very successful. The micro-credit model has brought very good benefits and development prospects for prosperous. And the case can provide some reference for other small-scale credit institutions to transform.