新形势下AS证券公司服务策略研究
发布时间：2018-08-27 11:45
【摘要】：在我国宏观经济持续快速发展的背景下,国内证券市场在过去10年中,取得了较大的发展,具备了一定的规模。但就目前情况来看,我国证券公司经营仍然较为粗放,业务品种相对单一,创新能力相对薄弱,行业内产品服务同质化倾向明显,价格竞争愈演愈烈,表现为经纪业务收入相较资管、直投、承销等业务占比过高,券商网点数量虽不断增加,其经纪业务收入总量却持续下滑,市场集中度降低。因此,证券公司传统业务的发展空间几近极限,行业转型、业务创新便成为证券公司在未来实现持续发展的必然选择。 2012年,国内一系列金融改革事件表明,中国资本市场改革的步伐已经提速。5月在京召开的券商创新大会更是吹响了证券行业创新发展的号角。面对国内证券市场创新发展的良好政策环境,资本市场对多层次融资体系的迫切需求,以及监管部门通过三年综合治理为券商夯实的健康运行基础,国内券商已经迎来了一个良好的创新发展时机。但创新不应是盲目的、漫无目的的,它必须是基于证券公司自身的资源条件、追随公司战略的方向,以形成新的核心竞争力与竞争优势为目标,为客户创造持续的、更大的价值。 经济发展所处阶段和证券市场的成熟程度是决定券商竞争策略的基础,随着我国经济结构转型战略的推进和多层次资本市场建设向纵深发展.券商融通资金供需、创新产品服务和管理金融风险的功能将充分发挥,券商的业务组合和竞争战略也将发生重大变化。战略目标的实现依赖于公司核心竞争力的构建和重塑,而后者是难以轻易复制、模仿和替代的,常常不表现为有形的产品,而容易体现在无形的、差异化的服务中。基于此,本文以新形势下券商服务策略为研究视角,在探讨券商竞争战略转型的动力、方向的基础上,提出券商推进服务策略创新的具体路径和操作建议。 第一、二章分析了随着创新新政的推出,券商业务及产品不断推陈出新。AS公司这类中小券商,如何在新形势下找到核心竞争力作为突破口,是摆在其面前亟待解决的问题。 第三章运用波特的商业战略理论,结合目前国外研究成果和AS公司的竞争价值链分析,确定了AS公司可以通过服务创新来打造其差异化的核心竞争力,作为长期利润增长的保障。 第四章笔者从客户需求和券商自身资源条件两个维度对AS公司服务创新的战略可行性进行了全面的分析。 第五章,笔者首先分析了战略地图的作用,进而指出了未来券商的服务不是单一的、一次性服务,而是系统的、全方位的、长期的解决方案,AS公司选择运用战略地图工具来分析其财富管理整体解决方案。 第六章,笔者提出要AS公司要取得变革的成功,需要运用平衡计分卡和绩效管理等相关工具来详细分解战略,以绩效考核为指引,以客户关系管理体系和内部流程为保障,以人力资本准备为基础,来保障战略的实施。 本文的研究是在新形势下对我国证券公司,尤其是缺乏资本支持、政策倾斜和关系网条件的中小券商发展思路的一种探索,论文提出的观点和得出的结论对处于变革前夜的证券行业有一定的借鉴意义。笔者提出的服务策略对券商形成自身的竞争优势有一定的参考价值。但由于本人理论水平的局限和掌握一手资料的欠缺,相关研究还有待深入,文章得出的结论、提出的对策建议也有待验证。
[Abstract]:Under the background of the sustained and rapid development of China's macro-economy, the domestic securities market has made great progress in the past 10 years and has a certain scale.However, as far as the current situation is concerned, the securities companies in China are still relatively extensive in operation, relatively single in business varieties, relatively weak in innovation ability, and the tendency of homogenization of products and services in the industry is obvious. Price competition is becoming more and more fierce, for example, brokerage business income is higher than capital management, direct investment, underwriting and other businesses. Although the number of securities dealers'network points is increasing, the total brokerage business income continues to decline and the market concentration is reduced. Therefore, the traditional business development space of securities companies is near the limit, the industry transformation, business innovation will become securities. The inevitable choice for the company to achieve sustainable development in the future.
In 2012, a series of domestic financial reform events showed that the pace of China's capital market reform has been accelerated. The Securities Firm Innovation Conference held in Beijing in May sounded the clarion call for the innovation and development of the securities industry. Through three years'comprehensive management, the domestic securities firms have already ushered in a good opportunity for innovation and development. However, innovation should not be blind and aimless. It must be based on the resource conditions of the securities companies themselves, follow the direction of the company strategy, and form a new core competitiveness and competitive advantage. The goal is to create a sustained and greater value for our customers.
The stage of economic development and the maturity of securities market are the basis of securities firms'competitive strategy. With the promotion of China's economic restructuring strategy and the development of multi-level capital market, securities firms will fully play their roles in financing capital supply and demand, innovating product services and managing financial risks. The realization of strategic objectives depends on the construction and remodeling of the core competitiveness of the company, which is difficult to replicate, imitate and replace. The latter is often not manifested as tangible products, but easily embodied in intangible and differentiated services. Based on the discussion of the motive force and direction of securities firms'competitive strategy transformation, this paper puts forward the specific path and operation suggestions for securities firms to promote service strategy innovation.
The first and second chapters analyze how to find the core competitiveness as a breakthrough in the new situation for small and medium-sized securities firms such as AS, which are facing an urgent problem.
The third chapter uses Porter's business strategy theory, combines the current foreign research results and the competitive value chain analysis of AS company, determines that AS company can create its core competitiveness through service innovation, as a guarantee of long-term profit growth.
In the fourth chapter, the author makes a comprehensive analysis of the strategic feasibility of AS service innovation from the two dimensions of customer demand and securities firms'own resource conditions.
In the fifth chapter, the author first analyzes the role of the strategic map, and then points out that the future brokerage service is not a single, one-time service, but a systematic, comprehensive, long-term solution, AS companies choose to use strategic map tools to analyze its overall wealth management solutions.
In the sixth chapter, the author puts forward that if AS company wants to succeed in the reform, it needs to use the Balanced Scorecard and performance management tools to decompose the strategy in detail, take the performance appraisal as the guide, take the customer relationship management system and the internal process as the guarantee, take the human capital preparation as the foundation, to ensure the implementation of the strategy.
This paper is an exploration on the development of Chinese securities companies under the new situation, especially the small and medium-sized securities firms lacking capital support, policy inclination and relationship network conditions. The viewpoints and conclusions put forward in this paper are of certain reference significance to the securities industry on the eve of reform. However, due to the limitation of my theoretical level and the lack of first-hand information, the relevant research needs to be further studied. The conclusions drawn in this paper and the suggestions put forward also need to be verified.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.39
本文编号：2207174
[Abstract]:Under the background of the sustained and rapid development of China's macro-economy, the domestic securities market has made great progress in the past 10 years and has a certain scale.However, as far as the current situation is concerned, the securities companies in China are still relatively extensive in operation, relatively single in business varieties, relatively weak in innovation ability, and the tendency of homogenization of products and services in the industry is obvious. Price competition is becoming more and more fierce, for example, brokerage business income is higher than capital management, direct investment, underwriting and other businesses. Although the number of securities dealers'network points is increasing, the total brokerage business income continues to decline and the market concentration is reduced. Therefore, the traditional business development space of securities companies is near the limit, the industry transformation, business innovation will become securities. The inevitable choice for the company to achieve sustainable development in the future.
In 2012, a series of domestic financial reform events showed that the pace of China's capital market reform has been accelerated. The Securities Firm Innovation Conference held in Beijing in May sounded the clarion call for the innovation and development of the securities industry. Through three years'comprehensive management, the domestic securities firms have already ushered in a good opportunity for innovation and development. However, innovation should not be blind and aimless. It must be based on the resource conditions of the securities companies themselves, follow the direction of the company strategy, and form a new core competitiveness and competitive advantage. The goal is to create a sustained and greater value for our customers.
The stage of economic development and the maturity of securities market are the basis of securities firms'competitive strategy. With the promotion of China's economic restructuring strategy and the development of multi-level capital market, securities firms will fully play their roles in financing capital supply and demand, innovating product services and managing financial risks. The realization of strategic objectives depends on the construction and remodeling of the core competitiveness of the company, which is difficult to replicate, imitate and replace. The latter is often not manifested as tangible products, but easily embodied in intangible and differentiated services. Based on the discussion of the motive force and direction of securities firms'competitive strategy transformation, this paper puts forward the specific path and operation suggestions for securities firms to promote service strategy innovation.
The first and second chapters analyze how to find the core competitiveness as a breakthrough in the new situation for small and medium-sized securities firms such as AS, which are facing an urgent problem.
The third chapter uses Porter's business strategy theory, combines the current foreign research results and the competitive value chain analysis of AS company, determines that AS company can create its core competitiveness through service innovation, as a guarantee of long-term profit growth.
In the fourth chapter, the author makes a comprehensive analysis of the strategic feasibility of AS service innovation from the two dimensions of customer demand and securities firms'own resource conditions.
In the fifth chapter, the author first analyzes the role of the strategic map, and then points out that the future brokerage service is not a single, one-time service, but a systematic, comprehensive, long-term solution, AS companies choose to use strategic map tools to analyze its overall wealth management solutions.
In the sixth chapter, the author puts forward that if AS company wants to succeed in the reform, it needs to use the Balanced Scorecard and performance management tools to decompose the strategy in detail, take the performance appraisal as the guide, take the customer relationship management system and the internal process as the guarantee, take the human capital preparation as the foundation, to ensure the implementation of the strategy.
This paper is an exploration on the development of Chinese securities companies under the new situation, especially the small and medium-sized securities firms lacking capital support, policy inclination and relationship network conditions. The viewpoints and conclusions put forward in this paper are of certain reference significance to the securities industry on the eve of reform. However, due to the limitation of my theoretical level and the lack of first-hand information, the relevant research needs to be further studied. The conclusions drawn in this paper and the suggestions put forward also need to be verified.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.39
【参考文献】
相关期刊论文 前2条
1 朱文静;徐伟宁;;浅析项目管理在国内金融业的运用[J];科技经济市场;2006年09期
2 奚伟天;;证券公司财富管理商业模式浅析[J];经济视角(下);2012年02期
，本文编号：2207174
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