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论文编号：	11023
作者编号：	2120163044
上传时间：	2019/6/17 19:41:53
中文题目：	R公司商业模式及实施研究
英文题目：	Research on Business Model and Execution of R Company
指导老师：	任星耀
中文关键字：	商业模式；市值管理；上市公司
英文关键字：	business model；market value management；listed companies
中文摘要：	随着我国资本市场的建立与完善以及上市公司对市值的关注度的提高，市值管理行业迎来了巨大的发展空间和机遇，与此同时，众多机构竞相涌入市值管理服务行业，行业竞争激烈。所谓市值管理服务，是指上市公司基于公司市值信号，综合运用多种科学、合规的价值经营方式和手段，以达到公司价值创造最大化、价值实现最优化的一种战略管理行为。市值管理服务行业则是围绕上市公司市值提供包含管理咨询、金融工具、新闻舆论、公司战略、财务梳理等方面服务，帮助其实现市值稳定与市值提升的特殊服务行业。十几年间，我国市值管理服务行业历经三个发展阶段，从单纯的偶然性操作转变为系统化、全方位的市值管理。 R公司成立于2007年，是国内成立最早、为数不多的非持牌市值管理机构，以大型上市公司及拟上市企业为目标客户。为了顺应市场需求的变化，R公司探索出自己的商业模式，即围绕上市公司市值管理提供体系化解决方案。与此同时，R公司搭建了七大主要机构和五个主营业务板块，通过机构之间的分工协作完成商业模式的实施工作。 尽管独特的商业模式为R公司的发展建立了坚实基础，R公司的商业模式在实施中也显现出各种问题，束缚其进一步发展。本文回顾了商业模式的相关文献作为本文研究的基础，包括商业模式的概念、意义以及构成要素。对R公司面临的环境进行分析，主要包括公司的概况、其所在行业的现状及趋势、竞争分析、SWOT四个部分。R公司由于长期服务于国资旗下F产业基金平台，获得认可后被其收购，业务由对外转向对内，业务基本由母公司输送。这给R公司增加了许多优势，使R公司长期拥有稳定客户，使其支撑市值管理体系的机构不断扩大，汇聚了众多专业人才。同时也造成了R公司独立性差，缺乏竞争机制，业务开发能力差以及沟通效率低等劣势。随着F产业基金进入退出期，业务输送逐渐减少，R公司面临前所未有的挑战。R公司亟需采取措施，抓住市值管理行业的上行机会重新开拓市场，努力完成由“输血”到“造血”的转型。论文分析R公司商业模式的构成要素以及其商业模式实施中遇到的问题，包括客户过于单一；客户互动效率低；关键业务与核心资源匹配度差；缺乏重要合作伙伴以及人力成本控制难五个方面。接着有针对性地提出实施改进的方案，包括通过建立渠道、培养业务人员以及增加合作伙伴拓展目标客户；通过调整组织结构、建设客户管理系统、建立用户社群以及客户拜访等方式提升客户互动效率；通过板块的独立运营与协作运营机制的重新规划实现关键业务与核心资源的匹配；通过建立与相似客户画像企业群、区域合伙人、具有品牌影响力的企业等合作伙伴的联系，合作共赢；通过建立人力成本评级，人才分级管理，部分服务外包合作等方式控制人力成本。最后分析了R公司商业模式改进方案实施的保障，主要包含组织保障、人力资源管理保障和技术保障三个方面。
英文摘要：	With the establishment and perfection of China's capital market and the improvement of listed companies' attention to market value, the market value management industry has ushered in tremendous development space and opportunities. At the same time, many institutions have rushed into the market value management service industry, and the industry competition is fierce. The so-called market value management service refers to a kind of strategic management behavior of listed companies based on the market value signal, using a variety of scientific and value management methods and means comprehensively, in order to maximize the value creation and realize the optimization of the value of the company. Market value management service industry is a special service industry which provides services including management consultation, financial tools, news and public opinion, company strategy, financial combing, etc. around the market value of listed companies to help them achieve market value stability and market value promotion. Over the past decade, China's market value management service industry has undergone three stages of development, from simple accidental operation to systematic, all-round market value management. R Company was founded in 2007, which is the earliest and few non-licensed market value management institutions in China, with large listed companies and planned listed enterprises as target customers. In order to adapt to the changes of market demand, R company has explored its own business model, providing a systematic solution around the market value management of listed companies. At the same time, R company has set up seven major institutions and five main business sectors to complete the implementation of business model through division of labor and cooperation among institutions. Although the unique business model has laid a solid foundation for the development of R company, various problems have appeared in the implementation of R company's business model, which hinders its further development. This paper reviews the relevant literature of business model as the basis of this study, including the concept, significance and elements of business model. The environment of R company is analyzed, including the general situation of the company, the current situation and trend of its industry, competition analysis and SWOT. Because of long-term service to the F industry fund platform of state-owned enterprises, R company was acquired after it was recognized. Its business was transferred from outside to inside, and its business was basically transported by its parent company. This has added many advantages to R company, enabling R company to have stable customers for a long time, expanding the institutions supporting the market value management system, and bringing together many professionals. At the same time, it also causes the weaknesses of R company, such as poor independence, lack of competition mechanism, poor business development ability and low communication efficiency. As F Industrial Fund enters the withdrawal period and business delivery gradually decreases, R Company is facing unprecedented challenges. R company urgently needs to take measures to seize the opportunity of market value management industry to re-open up the market, and strive to complete the transformation from "blood transfusion" to "hematopoiesis". The article then analyses the elements of R company's business model and the problems encountered in its implementation, including the single customer, the low efficiency of customer interaction, the poor matching between key business and core resources, the lack of important partners and the difficulty of human cost control. Then it puts forward the improvement plan, including establishing channels, training business personnel and increasing partners to expand target customers; improving customer interaction efficiency by adjusting organizational structure, building customer management system, establishing user communities and customer visits; and realizing key business through the independent operation and cooperative operation mechanism of the plate re-planning. Matching with core resources; establishing links with partners such as similar customer portraits, regional partners and enterprises with brand influence to achieve win-win cooperation; controlling human cost by establishing human cost rating, talent grading management, and part of service outsourcing cooperation. Finally, it analyses the guarantee of the implementation of R company's business model improvement plan, which mainly includes three aspects: organizational guarantee, human resource management guarantee and technical guarantee.
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