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论文编号：	11289
作者编号：	2320170610
上传时间：	2019/12/11 13:59:34
中文题目：	宇信科技公司商业模式研究
英文题目：	Yuxin Technology''s Business Model Research
指导老师：	薛红志
中文关键字：	金融IT；商业模式；价值主张；价值获取
英文关键字：	Financial IT; Business model; Value proposition; Value acquisition
中文摘要：	自2012年我国推行利率市场化改革以来，中国银行业的开放程度不断加深，利率市场化使得融资成本增加而贷款利息下降，这更加剧中国银行业的价格竞争，商业银行的利润空间受到挤压，但这也鼓励商业银行推出更多市场创新型的产品及服务，使得银行管理更精细化，倒逼银行加速业务结构调整实现转型。商业银行处在“新常态”的形势下，这对商业银行的金融IT解决方案供应商的管理水平和专业化服务能力提出更进一步的要求。 与此同时，互联网金融的兴起，也涌现了非绑定式商业模式、长尾型商业模式、多边平台型商业模式、免费式商业模式以及开放式商业模式等多种多样的颠覆性的商业模式，以互联网理财产品、第三方支付等为代表的新型互联网金融产品对传统金融行业的业务模式及其盈利能力构成了新的挑战，也在颠覆传统金融IT解决方案供应商传统的商业模式。因此，整个金融IT解决方案供应商也在不断探索新的商业模式，希望通过商业模式变革突破当前困境，找到新的赢利点，占据市场有利位置。 在这样的时代背景和行业背景下，宇信科技公司作为中国金融IT行业规模最大、最具影响力的企业，秉持“专注金融用心至诚”的企业理念，也希望通过对外部环境变化的分析和对内部资源能力的整合，寻找到一条商业模式变革之路。 宇信科技公司商业模式变革的探索路径如下：首先，针对大型国有银行及股份制银行，宇信科技保持现有价值主张，通过“为金融机构提供外包服务”这一价值主张，实现价值传递和价值获取。其次，重点针对于中小规模银行客户，宇信科技依托于已有的关键资源、关键业务以及重要合作，提出“金融云平台，为金融机构搭建共享平台，共享共建共赢”这一崭新的价值主张，搭建由客户和合作伙伴共同组成的价值网，并且依托于价值网，进行价值传递和价值获取，进而实现商业模式的全面变革，将宇信科技公司的商业模式由传统的依托于客户关系的外包服务型商业模式变革为平台型商业模式，摆脱对立的甲方乙方的客户关系，走向互利共赢的合作伙伴关系，同时，节省了固定成本投入，增加了收入模式的多样性，拓展了大批中小型规模客户，运用规模经济的手法，实现了最终的转型。通过对宇信科技公司的分析，可以得到如下结论： （1）商业模式描述了企业如何创造价值、传递价值和获取价值，通过价值链的角度可以使用客户细分、价值主张、渠道通路、客户关系、关键资源、关键业务、重要合作、收入结构和成本结构等九个方面对商业模式进行清晰的描述，从而涵盖商业逻辑中最重要的四个方面：客户、产品、基础设施和生存能力。商业模式就像一个战略蓝图，让企业根据随时变化的外部环境，找到生存之道。 （2）传统金融IT公司的商业模式变革之路是可行的。传统金融IT公司通过对自身固有商业模式的细致分析，发现自身特有的关键资源和服务能力，再对客户进行逐步细分，最终可以找到让企业实现商业模式变革的关键路径。 本次研究通过分析宇信科技公司固有的商业模式特点，提出了一种多边平台型的商业模式探索，在分析过程中力求通过体系化的视角进行研究，但是受限于自身能力和部分商业信息的披露，呈现的过程和结论仍然有诸多不足，不够全面的问题。
英文摘要：	Since the implementation of the interest rate marketization reform in China in 2012, the openness of the Chinese banking industry has been deepening. The interest rate marketization has increased the financing cost and the loan interest has decreased. This has further exacerbated the price competition of the Chinese banking industry, and the profit margin of commercial banks has been squeezed. However, this also encourages commercial banks to launch more market-innovative products and services, which will make bank management more refined, and force banks to accelerate business restructuring and achieve transformation. Commercial banks are in the "new normal" situation, which puts further demands on the management level and professional service capabilities of commercial banks' financial IT solution providers. At the same time, the rise of Internet finance has also emerged as a variety of disruptive business models such as unbound business model, long tail business model, multilateral platform business model, free business model and open business model. The new Internet financial products represented by Internet wealth management products and third-party payment pose new challenges to the traditional financial industry's business model and its profitability, and also subvert the traditional business model of traditional financial IT solution providers. Therefore, the entire financial IT solution provider is also constantly exploring new business models, hoping to break through the current dilemma through business model changes, find new profit points, and occupy a favorable position in the market. In this era background and industry background, Yuxin Technology Co., Ltd., as the largest and most influential enterprise in China's financial IT industry, adheres to the corporate philosophy of "focusing on financial integrity and sincerity" and hopes to analyze the changes in the external environment. Integrate internal resource capabilities and find a way to transform business models. The exploration path of Yuxin Technology's business model transformation is as follows: First, for large state-owned banks and joint-stock banks, Yuxin Technology maintains its existing value proposition and realizes value transfer and value through the value proposition of “providing outsourcing services for financial institutions”. Obtain. Secondly, focusing on small and medium-sized bank customers, Yuxin Technology relies on existing key resources, key businesses and partner networks to propose a new "financial cloud platform, building a shared platform for financial institutions, sharing and building a win-win situation". Value proposition, build a value network composed of customers and partners, and rely on the value network to carry out value transfer, value maintenance and value acquisition, and then realize the comprehensive transformation of business model, the traditional business model of Yuxin Technology Company Relying on the customer relationship, the outsourcing service business model is transformed into a platform-based business model, getting rid of the opposite customer relationship of Party A and Party B, and moving towards a mutually beneficial and win-win partnership. At the same time, it saves fixed cost investment and increases the income model. Sexuality has expanded a large number of small and medium-sized customers and used the economies of scale to achieve the ultimate transformation. Through the analysis of Yuxin Technology, we can get the following conclusions: 1) Business model describes how companies create value, deliver value and gain value. From the perspective of value chain, customer segmentation, value proposition, channel access, customer relationship, key resources, key business, partner network, revenue structure and cost can be used. The business model is clearly described in nine aspects, including the structure, to cover the four most important aspects of business logic: customers, products, infrastructure, and survivability. The business model is like a strategic blueprint that allows companies to find ways to survive according to the changing external environment. 2) The road to business model transformation of traditional financial IT companies is feasible. Traditional financial IT companies, through careful analysis of their inherent business models, discover their own unique key resources and service capabilities, and then gradually segment customers, and finally find the key path for enterprises to achieve business model changes. This study explores the characteristics of the business model inherent in Yuxin Technology, and proposes a multilateral platform-based business model exploration. In the analysis process, it strives to conduct research through a systematic perspective, but is limited by its own capabilities and some commercial information. The disclosure, the process of presentation and the conclusions still have many shortcomings and are not comprehensive enough.
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