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论文编号：	14799
作者编号：	2320200604
上传时间：	2024/6/11 18:04:02
中文题目：	GD贷款经纪平台战略优化研究
英文题目：	Research on strategic optimization of GD loan brokerage platform
指导老师：	吴德胜
中文关键字：	GD贷款经纪平台；平台战略；平台生态圈；经纪人
英文关键字：	GD loan brokerage platform; Platform strategy; Platform ecosystem; broker
中文摘要：	近年来，随着平台经济迅速崛起，许多传统行业的市场份额被新兴平台公司占据，平台模式大范围的改变了商业、经济和社会，在时代的洪流下展现出一定优势，平台公司专注于某一独特的市场，利用平台的力量改写着全球经济、秩序与人们的日常生活，许多类似的变革正如火如荼的进行。个人及小微企业贷款是银行贷款的重要组成部分，而个体经济和小微企业亦是我国国民经济的重要组成部分，但贷款主体与金融机构的信息不对称、银行信贷人员的精力问题等制约着双方的发展，这时建立了商业银行、贷款主体和贷款中介的三方演化模型，而随着经济的发展，贷款中介的数量也在不断增长，随之暴露的问题也越来越多。 GD平台是一家专注于提供贷款中介服务的互联网金融平台，于2020年5月正式开始运营，目前为P银行正式签约的线上平台渠道。平台通过互联网+线下深度融合的O2O模式，为有客户资源的同业或兼业贷款中介和有渠道获客、渠道管理需求的产品方提供经纪平台服务，为有资金需求的个人和企业客户提供便捷可靠的融资服务，并通过平台系统将合适的客户资源匹配给平安银行的个人及小微贷款业务。 本文以GD贷款经纪平台为研究对象，运用战略管理、平台战略的相关理论，借助战略管理分析工具，对其平台战略构建问题进行深入研究。通过波特五力模型分析法和PEST分析法对战略环境进行分析；通过实践参与和文献分析相结合的方法，系统地对现有战略和存在的问题进行研究，研究发现存在平台核心竞争力不足可持续性不强、战略定位局限获客渠道单一、平台收益分享机制与目前阶段不匹配及平台控制机制不完善四大问题。针对几大问题，本文通过平台生态圈理论、竞争战略等提供战略发展制定思路，分别提出GD平台战略优化思路、GD平台生态圈战略优化、GD平台竞争战略优化、GD平台用户控制机制优化和GD平台收益机制优化的五大具体优化措施，聚焦于将企业现有的补贴定价策略转化为“以交易为核心、以合规为前提，以佣金为保障、以信息为纽带”的一贯式交易服务平台战略，构建完整的平台战略方案，解决GD平台目前面临的发展瓶颈，立足以贷款金融服务为基础、深入真实经营消费和异业场景方发展经纪人的组织架构，构建高效节能的平台，持续优化平台商业模式，为有客户资源的同业或兼业贷款中介和有渠道获客、渠道管理需求的产品方提供经纪平台服务，以实现平台自身与平台合作各方的收益共享、风险共担，最终实现长久稳定增长的商业模式。
英文摘要：	In recent years, with the rapid rise of platform economy, the market share of many traditional industries has been occupied by emerging platform companies. The platform model has changed business, economy and society on a large scale, showing certain advantages under the tide of The Times. Platform companies focus on a unique market and use the power of platform to rewrite the global economy, order and People's Daily life. Many similar changes are under way. Personal and small and micro enterprise loans are an important part of bank loans, and individual economy and small and micro enterprises are also an important part of China's national economy. However, the information asymmetry between loan subjects and financial institutions and the energy problem of bank credit personnel restrict the development of both sides. At this time, a tripartite evolution model of commercial banks, loan subjects and loan intermediaries is established. With the development of economy, the number of loan intermediaries is also increasing, which exposes more and more problems. GD platform is an Internet financial platform focusing on providing loan intermediary services. It officially started operation in May 2020 and is now an online platform channel officially signed by P Bank. Through the O2O model of deep integration of Internet and offline, the platform provides brokerage platform services for industrial or part-time loan intermediaries with customer resources and product parties with channel acquisition and channel management needs, and provides convenient and reliable financing services for individual and corporate customers with capital needs. And through the platform system to match the appropriate customer resources to Ping An Bank's personal and small and micro loan business. This paper takes GD loan brokerage platform as the research object, uses relevant theories of strategic management and platform strategy, and uses strategic management analysis tools to conduct in-depth research on its platform strategy construction. The strategic environment is analyzed by Porter's five forces model analysis and PEST analysis. Through the method of combining practical participation and literature analysis, the paper systematically studies the existing strategies and existing problems, and finds that there are four major problems: insufficient core competitiveness of the platform, weak sustainability, limited strategic positioning, single customer acquisition channels, and reduced cooperation willingness of the platform ecosystem broker users and financial institution users. Aiming at several major problems, five specific optimization measures of GD platform strategy optimization, GD platform ecosystem strategy optimization, GD platform competition strategy optimization, GD platform user control mechanism optimization and GD platform income mechanism optimization were proposed respectively. Through the platform ecosystem theory and competitive strategy, this paper provides ideas for strategic development. Through four strategic positions, including positioning differentiation, enhancing the value of the platform broker user group, optimizing the platform income mechanism and optimizing the control mechanism, it focuses on transforming the existing subsidy pricing strategy of enterprises into "transact as the core and compliance as the premise". Based on the consistent trading service platform strategy of "taking commission as the guarantee and information as the link", we will build a complete platform strategic plan to solve the current development bottleneck of GD platform. Based on loan and financial services, we will develop the organizational structure of brokers in real business consumption and different industry scenarios, build an efficient and energy-saving platform, and continuously optimize the business model of the platform. To provide brokerage platform services for the industry or part-time loan intermediaries with customer resources and product parties with channel acquisition and channel management needs, so as to achieve revenue sharing and risk sharing between the platform itself and the platform partners, and finally achieve a long-term and stable growth business model.
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