在中国改革开放经济不断发展的大背景下，我国的金融市场体系也在不断的发生着的改革、发展，伴随着债券市场的发展，信用风险也在不断的释放，为了适应金融市场的发展需求，我国的信用信息评价机构应运而生，多年的探索，我国的信用评级机构的发展迅速，据中国人民银行2008年1号发布的《银行间债券融资工具管理办法》，规定2008年4月15日起，自企业发行债务融资工具应由在中国境内注册且具备债券评级资质的评级机构进行信用评级。而A信用评级机构作为最早一批进入评级行业的领头羊之一，从评级技术到管理都是走在评级行业前列，2019年6月，A信用评级公司重组以后，又率先将协同制度运用到公司日常营销以及对营销人员的管理激励之中。当协同初期制度平衡区域差异，加强区域管理的目的基本达到之后，对营销业务的拓展局限性就显现出来。市场环境时刻都在变化,企业每个时期也在不断发展变化,所以企业的流程也都会随之不断更新优化,站到这个角度来看,没有说哪家的企业流程是完善的,都是存有缺陷的.任何再完善的流程,也有改善提升的地方。

      本文将通过文献研究、案例分析、问卷调查以及访谈形式深入介绍和研究协同制度应在A信用评级公司中的来历和运作方式，利用协同制度的相关理论分析A信用评级公司的组织构成，运作方式和运作模式，以及介绍A信用评级公司对营销业务人员的业务协同管理和激励考核方式，并且通过对他们问卷调查和非正式访谈，得出营销业务人员对A信用评级公司协同制度反馈的分析结论，结合公司的营销业务管理、激励管理制度研究，展现业务协同制度在评级机构的运行状态，研究其在管理过程中遇到管理问题，提出改善建议，并且希望通过这个金融企业评级机构的案例研究，能够更加丰富业务协同理论中的案例研究。

 Under the background of the continuous development of China's reform and opening-up economy, China's financial market system is also undergoing constant reform and development. With the development of the bond market, credit risk is also being released continuously. In order to adapt to the needs of the development of financial market, Chinese credit information evaluation institutions are born at the historic moment. According to the Measures on the Administration of Inter-Bank Bond Financing Instruments issued by the People's Bank of China on 1st, 2008, it is stipulated that since April 15, 2008, debt financing instruments issued by enterprises shall be rated by rating agencies registered in China with bond rating qualifications. As one of the earliest leaders to enter the rating industry, A credit rating agency is at the forefront of the rating industry in terms of rating technology and management. After Dagong's reorganization in June 2019, it took the lead in applying the collaborative system to the daily marketing of the company and the management incentives for marketing personnel. When the purpose of balancing regional differences and strengthening regional management is basically achieved, the limitation of marketing business expansion appears. The market environment is changing all the time, and the enterprise is also developing and changing in every period, so the process of the enterprise will be updated and optimized accordingly. From this point of view, there is no perfect enterprise process, which is defective. No matter how perfect the process is, there is room for improvement.

Through literature research, case analysis, questionnaire survey and interview, this paper will deeply introduce and study the history and operation mode of the synergy system in A credit rating agency, and analyze the organization structure, operation mode and operation mode of A credit rating company by using relevant theories of the synergy system. It also introduces the collaborative management and incentive assessment methods of A credit rating company on the marketing personnel, and draws the analysis conclusion of the feedback of marketing personnel on the collaborative system of A credit rating company through questionnaire survey and informal interview with them. Combined with the research of the company's marketing management and incentive management system, the operation state of the business collaborative system in the rating agency is shown. The management problems encountered in the management process are studied and suggestions for improvement are put forward. It is hoped that the case study of this financial enterprise rating agency can enrich the case study of business synergy theory.