联系我们

论文查询结果	返回搜索

论文编号：	11299
作者编号：	2120163123
上传时间：	2019/12/11 16:57:33
中文题目：	C证券公司竞争战略研究
英文题目：	Research on Competitive strategy of C securities company
指导老师：	柳茂平
中文关键字：	C证券公司 竞争战略 价值链
英文关键字：	C securities company Competitive strategy Value chain
中文摘要：	随着信息科技技术的不断发展和进步，近年来证券公司的竞争环境发生了很大变化，原来的临柜开户和业务办理由于技术的发展变得可以由投资者在手机APP上自助完成，加上监管部门对“一人一户”的放开促生了互联网券商崛起，没有网点成本的互联网券商，开始大规模的利用低佣金为竞争手段来营销客户加剧了券商之间的竞争以，传统营业部为了避免存量客户流失只能以低佣金战略与之抗衡，此原因导致了券商行业的佣金收入断崖式下跌，对券商的经纪业务收入造成了严重的冲击。2017年开始的“监管寒冬”又缩减了券商的投行业务规模。所以C证券公司作为中型券商在缺少投行业务作为强有力后盾支撑，急需寻求一条新的路径在促成经纪业务的重获竞争优势。本文主要通过对证券行业竞争环境分析和市场结构分析梳理证券公司所处的竞争环境的变化以及面临的问题分析发现随着经济环境、技术环境的高速发展，在大数据、云计算等新兴科技手段的带动下互联网金融迅速发展，人们对资产配置的需求和获取途径更加便捷。本文选择了比较重要且最能区分券商特点的变量，按券商的牌照数量和市场规模将证券公司分为三个战略群组，本文研究的C证券公司属于第二组群。通过对产业进行细分，可以看出对于传统的证券行业业务产品同质化较为严重，除去由于牌照因素造成的相关业务产品的缺失，券商给与下游客户提供的产品类型同质化严重。本文基于市场的需求和公司的在技术和投研能力分析，研究发现广泛化差异化发展更有助于C证券公司取得竞争优势。根据作者多年的证券行业工作经验，在综合比较了各项在活动的价值贡献度、成本占比、重要技术使用后，梳理公司的现有价值链，并结合九大驱动因素分析C证券公司差异化竞争优势的来源，根据公司的战略目标，对C证券公司对现有的价值链进行重构或附加价值活动。最后通过价值链重构帮助企业将广泛差异化战略落地，改善传统营收模式保持行业地位，同时继续扩大竞争优势，保障公司的可持续发展，提出切实可行的重点措施，为战略的有效落地提供方法。
英文摘要：	With the continuous development of information technology and progress, in recent years, the securities company's competition environment, great changes have taken place in the original LinGui accounts and business to deal with the result of the development of technology become can be done by the investors in the phone APP self-help, combined with regulators of "one person only one securities account" open rise of the Internet securities, no network cost Internet brokerages, beginning a large-scale use low commission as the means of competition to an increased competition between brokers to marketing customers, traditional business departments in order to avoid the stock only in low commission with it for the strategy of customer churn, commission income of the reasons caused the brokerage sector cliff fall, On the brokerage business revenue caused a serious impact. The "regulatory winter" that began in 2017 also reduced the size of investment banking business. Therefore, C securities co., as a medium-sized securities firm, lacks the investment banking business as a strong backing and is in urgent need of seeking a new path to regain its competitive advantage in brokerage business. In this paper, through analyzing the securities industry competition environment and market structure analysis to comb the securities company's competition environment change and problem analysis found that with the rapid development of economic environment, technology environment, the big data and emerging technologies such as cloud computing led by financial Internet rapid development, people's demand for asset allocation and access to more convenient. This paper chooses the relatively important variable that can best distinguish the characteristics of securities firms, and divides securities companies into three strategic groups according to the number of licenses and market size of securities firms. C securities company studied in this paper belongs to the second group. By subdividing the industry, it can be seen that the business products of the traditional securities industry are more homogeneous. Apart from the lack of relevant business products caused by licensing factors, the types of products provided by brokers to downstream customers are more homogeneous. Based on the analysis of market demand and the company's technology and investment and research capabilities, this paper finds that extensive and differentiated development is more conducive to C securities company's acquisition of competitive advantages. According to the author for many years working experience in the securities industry, the comprehensive comparison of the various value contribution of the activity, the cost of after use, key technology, comb the company's existing value chain, and connecting with the nine big driving factor analysis C securities firm differentiation source of competitive advantage, according to the strategic goals of the company, to C a securities company to refactor existing value chain or value added activities. Finally, through the reconstruction of the value chain, it can help the enterprise implement the strategy of extensive differentiation, improve the traditional revenue model and maintain its position in the industry, and continue to expand its competitive advantage to ensure the sustainable development of the company.
查看全文：	预览  下载(下载需要进行登录)