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论文编号：	15408
作者编号：	2320224140
上传时间：	2025/6/10 16:35:09
中文题目：	兴业消费金融公司竞争战略研究
英文题目：	Research on the Competitive Strategy of Xingye Consumer Finance Company
指导老师：	吴德胜
中文关键字：	消费金融；竞争战略；兴业公司；集中差异化战略；价值链分析
英文关键字：	Consumer finance；Competitive strategy；Xingye Company；Focusing-differentiation strategy；Value chain analysis
中文摘要：	近年来，我国消费金融行业在政策支持和居民消费升级的推动下快速发展，成为经济增长的重要引擎。然而，随着市场竞争加剧和金融科技深度渗透，以线下模式为主的兴业消费金融公司面临获客成本高、数字化转型滞后等问题，2023年以来业绩显著下滑。在此背景下，研究兴业消费金融公司（全文简称“兴业公司”）的竞争战略，不仅有助于其突破发展瓶颈，也为行业探索线上线下融合路径提供实践参考。从理论层面看，现有研究多聚焦消费金融的宏观影响与风控技术，针对具体企业竞争战略的微观分析较少。本文以兴业公司为案例，结合战略管理理论，填补了这一研究空白，兼具学术价值与实践意义。 本文以兴业公司为研究对象，综合运用PEST模型、波特五力分析、价值链理论等工具，系统剖析其内外部环境。研究发现：外部环境上，政策红利释放、消费需求增长为行业创造机遇，但线上化趋势加剧竞争压力；内部环境上，兴业公司依托银行背景和线下团队形成差异化优势，但面临获客效率低、不良率攀升等挑战。基于此，研究提出兴业公司应选择“集中差异化”竞争战略，聚焦大额信贷市场，强化线下服务与金融科技融合，优化产品定位与风控体系。通过重构价值链、整合战略资源、加强核心能力保护等措施，巩固其在行业中的竞争优势。研究进一步从组织运行、市场营销、风控技术、研发创新四方面提出战略实施的保障路径，形成完整的战略闭环。 本研究对消费金融行业同类企业具有重要借鉴意义。一方面，为线下主导型企业应对数字化冲击提供战略思路，强调通过差异化定位、场景深耕与技术赋能实现转型；另一方面，为行业优化资源配置、平衡规模与风险提供参考，尤其是通过价值链协同与核心能力保护提升竞争力。此外，研究提出的“集中差异化”战略框架和保障措施，可推广至其他面临相似竞争环境的金融机构，助力其在复杂市场环境中实现可持续发展。
英文摘要：	In recent years, China's consumer finance industry has developed rapidly under the support of policies and the upgrading of residents' consumption, becoming a vital engine for economic growth. However, with intensifying market competition and the deep penetration of fintech, Xingye Consumer Finance Company（referred to as "Xingye Company" in full）, which primarily relies on offline operations, faces challenges such as high customer acquisition costs and lagging digital transformation, leading to a significant decline in performance since 2023. Against this backdrop, studying the competitive strategy of Xingye’s consumer finance business not only helps the company overcome development bottlenecks but also provides practical insights for the industry to explore online-offline integration paths. Theoretically, existing research predominantly focuses on the macroeconomic impact and risk control technologies of consumer finance, with limited micro-level analysis of specific enterprises’ competitive strategies. Using Xingye as a case study and integrating strategic management theories, this thesis fills this research gap, offering both academic and practical value. This thesis takes Xingye Company as the subject and employs analytical tools such as the PEST model, Porter’s Five Forces analysis, and value chain theory to systematically examine its internal and external environments. The findings reveal that externally, policy incentives and growing consumer demand create opportunities for the industry, while the online trend intensifies competitive pressures. Internally, Xingye leverages its banking background and offline teams to establish differentiated advantages but struggles with low customer acquisition efficiency and rising non-performing loan ratios. Based on this, the thesis proposes that Xingye adopt a "focusing-differentiation" competitive strategy, concentrating on the large-amount credit market, enhancing the integration of offline services with fintech, and optimizing product positioning and risk control systems. By reconstructing the value chain, integrating strategic resources, and strengthening core competency protection, the company can consolidate its competitive advantages. The thesis further outlines implementation safeguards in organizational operations, marketing, risk control technology, and R&D innovation, forming a comprehensive strategic framework. This thesis holds significant implications for peer enterprises in the consumer finance industry. On one hand, it offers strategic insights for offline-dominated firms to address digital disruptions, emphasizing transformation through differentiated positioning, deep cultivation of scenario-specific, and technological empowerment. On the other hand, it provides references for the industry to optimize resource allocation and balance scale with risks, particularly through value chain synergy and core competency protection. Additionally, the proposed "focused differentiation" strategy and implementation safeguards can be extended to other financial institutions facing similar competitive environments, aiding their sustainable development in complex markets.
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