新形勢(shì)下AS證券公司服務(wù)策略研究
發(fā)布時(shí)間：2018-08-27 11:45
【摘要】：在我國(guó)宏觀經(jīng)濟(jì)持續(xù)快速發(fā)展的背景下,國(guó)內(nèi)證券市場(chǎng)在過去10年中,取得了較大的發(fā)展,具備了一定的規(guī)模。但就目前情況來看,我國(guó)證券公司經(jīng)營(yíng)仍然較為粗放,業(yè)務(wù)品種相對(duì)單一,創(chuàng)新能力相對(duì)薄弱,行業(yè)內(nèi)產(chǎn)品服務(wù)同質(zhì)化傾向明顯,價(jià)格競(jìng)爭(zhēng)愈演愈烈,表現(xiàn)為經(jīng)紀(jì)業(yè)務(wù)收入相較資管、直投、承銷等業(yè)務(wù)占比過高,券商網(wǎng)點(diǎn)數(shù)量雖不斷增加,其經(jīng)紀(jì)業(yè)務(wù)收入總量卻持續(xù)下滑,市場(chǎng)集中度降低。因此,證券公司傳統(tǒng)業(yè)務(wù)的發(fā)展空間幾近極限,行業(yè)轉(zhuǎn)型、業(yè)務(wù)創(chuàng)新便成為證券公司在未來實(shí)現(xiàn)持續(xù)發(fā)展的必然選擇。 2012年,國(guó)內(nèi)一系列金融改革事件表明,中國(guó)資本市場(chǎng)改革的步伐已經(jīng)提速。5月在京召開的券商創(chuàng)新大會(huì)更是吹響了證券行業(yè)創(chuàng)新發(fā)展的號(hào)角。面對(duì)國(guó)內(nèi)證券市場(chǎng)創(chuàng)新發(fā)展的良好政策環(huán)境,資本市場(chǎng)對(duì)多層次融資體系的迫切需求,以及監(jiān)管部門通過三年綜合治理為券商夯實(shí)的健康運(yùn)行基礎(chǔ),國(guó)內(nèi)券商已經(jīng)迎來了一個(gè)良好的創(chuàng)新發(fā)展時(shí)機(jī)。但創(chuàng)新不應(yīng)是盲目的、漫無目的的,它必須是基于證券公司自身的資源條件、追隨公司戰(zhàn)略的方向,以形成新的核心競(jìng)爭(zhēng)力與競(jìng)爭(zhēng)優(yōu)勢(shì)為目標(biāo),為客戶創(chuàng)造持續(xù)的、更大的價(jià)值。 經(jīng)濟(jì)發(fā)展所處階段和證券市場(chǎng)的成熟程度是決定券商競(jìng)爭(zhēng)策略的基礎(chǔ),隨著我國(guó)經(jīng)濟(jì)結(jié)構(gòu)轉(zhuǎn)型戰(zhàn)略的推進(jìn)和多層次資本市場(chǎng)建設(shè)向縱深發(fā)展.券商融通資金供需、創(chuàng)新產(chǎn)品服務(wù)和管理金融風(fēng)險(xiǎn)的功能將充分發(fā)揮,券商的業(yè)務(wù)組合和競(jìng)爭(zhēng)戰(zhàn)略也將發(fā)生重大變化。戰(zhàn)略目標(biāo)的實(shí)現(xiàn)依賴于公司核心競(jìng)爭(zhēng)力的構(gòu)建和重塑,而后者是難以輕易復(fù)制、模仿和替代的,常常不表現(xiàn)為有形的產(chǎn)品,而容易體現(xiàn)在無形的、差異化的服務(wù)中。基于此,本文以新形勢(shì)下券商服務(wù)策略為研究視角,在探討券商競(jìng)爭(zhēng)戰(zhàn)略轉(zhuǎn)型的動(dòng)力、方向的基礎(chǔ)上,提出券商推進(jìn)服務(wù)策略創(chuàng)新的具體路徑和操作建議。 第一、二章分析了隨著創(chuàng)新新政的推出,券商業(yè)務(wù)及產(chǎn)品不斷推陳出新。AS公司這類中小券商,如何在新形勢(shì)下找到核心競(jìng)爭(zhēng)力作為突破口,是擺在其面前亟待解決的問題。 第三章運(yùn)用波特的商業(yè)戰(zhàn)略理論,結(jié)合目前國(guó)外研究成果和AS公司的競(jìng)爭(zhēng)價(jià)值鏈分析,確定了AS公司可以通過服務(wù)創(chuàng)新來打造其差異化的核心競(jìng)爭(zhēng)力,作為長(zhǎng)期利潤(rùn)增長(zhǎng)的保障。 第四章筆者從客戶需求和券商自身資源條件兩個(gè)維度對(duì)AS公司服務(wù)創(chuàng)新的戰(zhàn)略可行性進(jìn)行了全面的分析。 第五章,筆者首先分析了戰(zhàn)略地圖的作用,進(jìn)而指出了未來券商的服務(wù)不是單一的、一次性服務(wù),而是系統(tǒng)的、全方位的、長(zhǎng)期的解決方案,AS公司選擇運(yùn)用戰(zhàn)略地圖工具來分析其財(cái)富管理整體解決方案。 第六章,筆者提出要AS公司要取得變革的成功,需要運(yùn)用平衡計(jì)分卡和績(jī)效管理等相關(guān)工具來詳細(xì)分解戰(zhàn)略,以績(jī)效考核為指引,以客戶關(guān)系管理體系和內(nèi)部流程為保障,以人力資本準(zhǔn)備為基礎(chǔ),來保障戰(zhàn)略的實(shí)施。 本文的研究是在新形勢(shì)下對(duì)我國(guó)證券公司,尤其是缺乏資本支持、政策傾斜和關(guān)系網(wǎng)條件的中小券商發(fā)展思路的一種探索,論文提出的觀點(diǎn)和得出的結(jié)論對(duì)處于變革前夜的證券行業(yè)有一定的借鑒意義。筆者提出的服務(wù)策略對(duì)券商形成自身的競(jìng)爭(zhēng)優(yōu)勢(shì)有一定的參考價(jià)值。但由于本人理論水平的局限和掌握一手資料的欠缺,相關(guān)研究還有待深入,文章得出的結(jié)論、提出的對(duì)策建議也有待驗(yàn)證。
[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.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.39
本文編號(hào)：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.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.39
【參考文獻(xiàn)】
相關(guān)期刊論文 前2條
1 朱文靜;徐偉寧;;淺析項(xiàng)目管理在國(guó)內(nèi)金融業(yè)的運(yùn)用[J];科技經(jīng)濟(jì)市場(chǎng);2006年09期
2 奚偉天;;證券公司財(cái)富管理商業(yè)模式淺析[J];經(jīng)濟(jì)視角(下);2012年02期
，本文編號(hào)：2207174
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