爱建证券经纪业务服务营销策略研究

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摘 要
随着国内证券经纪业务的不断发展，证券市场的从业人员、投资者以及市场
品种快速增加，业务竞争不断加剧。在此背景下，证券公司的营销意识和服务意
识有极大的提升，表现为营销模式和服务模式的转型。营销模式转型就是变“坐
商”为“行商”，通过组建专业的经纪业务营销队伍，主动走出去寻找目标客户。
服务模式转型就是经纪业务在为客户提供交易通道服务的同时，为客户提供专业
化、差异化、个性化的投资咨询等增值服务，为客户提供有针对性的、适合投资
者需求的各种金融产品配置与销售的服务，进而为投资者提供全方位的财富管理
服务，做到以服务促营销。这两方面的重大转变，不仅有利于提升证券公司的核
心竞争力，也有利于提升证券行业相对其他金融行业的竞争力。因此，进一步增
强服务营销意识，加强服务营销策略分析是证券公司在竞争中立于不败之地的重
要途径。
在中国证券经营机构的组织体系中，中小证券公司的存在有其合理的必然性，
并发挥着不可替代的作用。目前中小证券公司之难以获取各类创新业务资格，源
于净资本规模偏小，其未来生存和发展空间狭小。因此，中小券商的发展一定要
从实际出发，结合自身具体情况，找准自身合理定位，在某一类业务领域或某一
区域争取形成差异化优势，决不能盲目追求扩大规模、全方位发展。而确立差异
化优势的重要手段离不开服务营销能力的全方位提高。市场竞争的白热化是推动
中小证券公司服务营销变革的外部压力，客户需求的多样化是推动中小证券公司
服务营销变革的内在动力，
论文旨在探求中小证券公司收益最大化的经纪业务服务营销策略与方案。文
中选取了上海爱建证券有限责任公司作为研究对象，首先介绍和分析了国内外证
券经纪业务服务营销发展阶段及其典型模式，揭示了我国证券经纪业务服务营销
现存问题，并阐述了国外成功模式给我国证券经纪业务服务营销带来的启示。在
此基础上，通过对爱建证券经纪业务服务营销工作的实践调查，分别从爱建证券
经纪业务面临的外部和内部环境研究入手，分析了外部环境的机会和威胁以及内
部环境的优势和劣势，尤其是对爱建证券经纪业务服务营销能力进行了重点剖析。
其次，依据爱建证券经纪业务的战略规划，着重指出其作为中小证券公司要实现
战略规划目标，只有提高自身服务营销能力才能得到进一步发展。并针对性地提
出了7Ps服务营销组合的改进策略。最后，通过对爱建证券经纪业务服务质量和服
务失败与补救的分析和研究，相应地提出了弥补其服务质量差距策略和服务失败
与补救措施。
论文研究结合爱建证券经纪业务服务营销工作的实际情况，构建了爱建证券
经纪业务服务营销的基本方法和手段，可对其他中小证券公司的服务营销策略制
定及服务营销能力提高提供一定的参考借鉴作用。
关键词：爱建证券 经纪业务 服务营销
ABSTRACT
With the domestic security brokerage business continues to develop. the security
market practitioners, investors and rapid increase in market variety, business
competition constantly intensified. In this context, the securitie company's marketing
awareness and sense of service has greatly enhanced. Displayed the transformation of
marketing models and service models. Marketing model transformation is a change of
"shopkeeper" to "salesmen". The security business take the initiative to find out target
customers by creating professional marketing team. Service model transformation is the
security business provide customers with the trading channel services, while providing
customers with specialized, differentiated, personalized investment advisory and other
value-added services, providing customers with services of a variety of targeted investor
demand financial product configuration and sales .and thus provide investors with a full
range of wealth management services, so as to promote marketing with service.
Significant changes in these two areas will not only help to enhance the core
competitiveness of security companies, but also conducive to upgrading the securities
industry, relative to other financial sector's competitiveness Therefore, further enhance
the service marketing awareness, strengthen service marketing strategy analysis is an
important way for security companies in an invincible position in the competition.
Securities’organization system in China, the existence of small and medium
security companies have a reasonable exist necessity, and played an irreplaceable role.
Currently small and medium security companies are difficult to obtain all kinds of
innovative business qualification for net capital’s small-scale, so its future survival and
development space are narrow. Therefore, the development of small and medium broker
must proceed from reality,combined with their specific circumstances and seeked itself
reasonable position accurately. Striving for shaping differentiation advantage in a class
of business or region, and should not pursue blindly for expanding the scale and
all-round development.. An important means of establishing differentiation advantages
can not do without the full range of improving service marketing capabilities. Intense
market competition is to promote the external pressure of small and medium security
companies’ service marketing reforms. Diversification of customer needs is to promote
the intrinsic motivation of small and medium securities company.
This article aims to explore revenue maximization on the small and medium
companies’ brokerage service marketing strategies and programs. Select the text of the
Shanghai AJ Securities Co., Ltd. for the study. First of all ,the article referraled and
analysed the typical mode and development stage of the domestic and international
securitie brokerage service marketing. Revealed the existing problems of
securitie brokerage business service marketing in China. And expounded the
implications of foreign successful model to our securitie brokerage service marketing.
On this basis,through the practice investigation on AJ securities brokerage service
marketing, started separately from the research of the external and internal environment
AJ securities brokerage business will be in face of . Analysed the opportunities and
threats in external environment and the strengths and weaknesses in internal
environment. Especially focused on analysis of the capabilities of AJ securities
brokerage business service marketing. Second, according to AJ brokerage business
strategic planning, Highlighted as a small and medium securitie company to achieve
strategic planning goals, Only improve their own service marketing capabilities to
further develop. And pertinencely put forward 7Ps service marketing mix ‘s
improvement strategies. Finally, through the analysis and study of AJ securities
brokerage business’service quality and service failure and remedy, Accordingly
proposed to make up for its service quality gap strategies and service failure and remedy
measures.
The study combined with the actual work situation of AJ securities brokerage
business service marketing, Constructed the basic methods and means of AJ securities
brokerage service marketing, and provide some references for other small and medium
securitie companies to establish service marketing strategies and enhance service
marketing capabilities.
Key Word: AJ secutities, brokerage business, service marketing
目 录
中文摘要
ABSTRACT
第一章 绪 论 ····················································································1
§1.1 研究背景 ·············································································1
§1.2 研究意义 ·············································································2
§1.3 相关概念界定 ·······································································4
§1.4 研究框架 ·············································································5
§1.5 研究方法 ·············································································6
第二章 理论基础与文献综述 ··································································7
§2.1 服务营销理论 ·······································································7
§2.1.1 服务营销概念 ·································································7
§2.1.2 服务营销组合 ·································································7
§2.1.3 服务营销演变 ·································································9
§2.1.4 服务营销战略 ······························································· 11
§2.1.5 服务质量管理 ······························································· 12
§2.2 证券经纪业务服务营销 ························································· 13
§2.3 运用的主要分析工具及其概念 ················································14
§2.4 文献综述 ··········································································· 15
§2.4.1 国外研究现状 ······························································· 15
§2.4.2 国内研究现状 ······························································· 17
第三章 国内外证券经纪业务服务营销实践及启示 ······································ 19
§3.1 我国证券经纪业务服务营销发展阶段 ········································ 19
§3.2 美国证券经纪业务服务营销发展阶段 ········································ 20
§3.3 我国证券经纪业务服务营销应用模式 ········································ 20
§3.3.1 富友模式 ····································································· 20
§3.3.2 西南证券的客户关系小组 ················································21
§3.3.3 国信模式 ····································································· 22
§3.3.4 三种模式的比较分析 ······················································ 23
§3.4 美国证券经纪业务服务营销典型模式 ········································ 23
§3.4.1 证券经纪人模式 ···························································· 23
§3.4.2 折扣经纪商模式 ···························································· 24
§3.4.3 综合模式 ····································································· 24
§3.4.4 三种模式的比较分析 ······················································ 25
§3.5 我国证券经纪业务服务营销发展趋势 ········································ 26
§3.6 我国证券经纪业务服务营销现存问题 ········································ 26
§3.7 美国典型服务营销模式带来的启示 ··········································· 28
第四章 爱建证券经纪业务外部环境分析 ·················································29
§4.1 爱建证券简介 ·······································································29
§4.2 宏观环境分析（PEST）························································· 30
§4.2.1 政治法律环境 ······························································· 30
§4.2.2 经济环境 ····································································· 31
§4.2.3 社会文化环境 ······························································· 31
§4.2.4 技术环境 ····································································· 32
§4.3 行业环境分析（五力模型） ···················································· 32
§4.3.1 潜在入侵者分析 ···························································· 33
§4.3.2 替代品分析 ·································································· 33
§4.3.3 需求方分析 ·································································· 34
§4.3.4 供给方分析 ·································································· 34
§4.3.5 行业内现有竞争程度分析 ················································34
§4.4 外部环境的机会与威胁分析(EFEM) ·········································· 35
第五章 爱建证券经纪业务内部环境分析 ·················································37
§5.1 爱建证券经纪业务交易能力分析 ·············································· 37
§5.2 爱建证券经纪业务管理能力分析 ·············································· 38
§5.3 爱建证券经纪业务服务营销能力分析 ········································ 40
§5.3.1 目标客户现状 ······························································· 40
§5.3.2 服务产品能力 ······························································· 41
§5.3.3 服务价格能力 ······························································· 41
§5.3.4 服务渠道能力 ······························································· 42
§5.3.5 服务促销能力 ······························································· 42
§5.3.6 服务人员能力 ······························································· 43
§5.3.7 服务过程能力 ······························································· 48
§5.3.8 服务有形展示能力 ························································· 50
§5.4 内部环境的优势与劣势分析(IFEM) ··········································· 53
第六章 爱建证券经纪业务发展战略及服务营销改进策略 ····························· 55
§6.1 中小券商发展战略的基本思路与措施 ········································ 55
§6.2 爱建证券经纪业务战略规划及实施步骤 ····································· 55
§6.2.1 爱建证券经纪业务战略规划 ·············································55
§6.2.2 爱建证券经纪业务实施步骤 ·············································57
§6.3 爱建证券经纪业务战略规划分析 ·············································· 57
§6.3.1 爱建证券经纪业务波士顿矩阵(BCG)分析 ··························· 57
§6.3.2 爱建证券经纪业务服务营销 SWOT 分析 ·····························59
§6.4 爱建证券经纪业务 7Ps 服务营销组合改进策略 ···························· 59
§6.4.1 改进服务产品策略 ························································· 59
§6.4.2 改进服务价格策略 ························································· 63
§6.4.3 改进服务渠道策略 ························································· 66
§6.4.4 改进服务促销策略 ························································· 69
§6.4.5 改进服务有形展示策略 ···················································71
§6.4.6 改进服务人员策略 ························································· 73
§6.4.7 改进服务过程策略 ························································· 76
§6.5 爱建证券经纪业务服务营销服务质量改进策略 ···························· 79
§6.5.1 弥补服务质量差距 1 ·······················································79
§6.5.2 弥补服务质量差距 2 ·······················································80
§6.5.3 弥补服务质量差距 3 ·······················································83
§6.5.4 弥补服务质量差距 4 ·······················································83
§6.5.5 明确服务失败内容，积极实施服务补救 ······························86
结束语 ······························································································ 93
参考文献 ··························································································· 95
在读期间公开发表的论文和承担科研项目及取得成果 ··································97
致 谢 ······························································································ 99
第一章 绪论
1
第一章 绪 论
我国证券行业在我国金融行业中的发展经历了从二十世纪八十年代末期至今
大约二十多年时间，我国资本市场却达到了许多发达国家几十年甚至上百年才实
现的规模。证券市场的快速发展，促进了企业直接融资能力提高，居民理财品种
增多，使我国直接融资比重较低的局面有所改变，证券市场在国民经济中的地位
逐步提升，成为我国社会主义市场经济体系的重要组成部分。尤其是我国加入WTO
将为证券业提供新的发展机遇。中国加入WTO后，长期被政策所保护的金融服务
业将不断开放。从证券业来看，加入WTO后，虽然也会受到一定的不良影响，但
更主要的是将有力地推动我国证券业的发展和完善。外资金融机构积极参与我国
的证券市场交易，将活跃我国的证券市场，并带来国外成熟的证券市场操作规则
和管理经验，有利于推动我国证券市场的发展和完善。同时，外国银行、证券机
构的大量涌入，有利于促进我国国际金融中心的建立，将为证券业创造更加美好
的前景。
§1.1 研究背景
目前国内证券公司的主要收入来源仍然是经纪业务，自营业务、投资银行、
资产管理等业务收入对券商整体盈利贡献还较小，其中自营业务风险很大。经纪
业务收入是绝大多数券商最大、最稳定的收入来源。据统计，截至2008年末，中
国证券市场注册券商为107家。根据中国证券业协会公布的2008年度107家证券公
司会员证券经纪业务的排名数据，
2008年证券公司经纪业务集中度较高。据统计1，
2008年股票基金交易总金额排名的中位数为2386.12亿元，只有排名前51家证券公
司不低于中位数；其中排名前五位证券公司（银河、国泰君安、国信、海通、广
发）的市场占有率为24.6%，都为大券商。仅有25家券商市场占有率超过1%，这其
中绝大多数又都被大券商占据。同时，经纪业务对国内券商经营业绩的关键性作
用愈趋明显,占比逐年攀升。2007年和2008年主要上市券商经纪业务占营业收入比
平均分别为46.5%和58.7%，而2009年占比已高达70%2。中小券商的经纪业务市场
份额更被大券商掠夺，面临生存和发展的危机。
美国次贷危机的危害在2008年达到高峰，全球共有32个股市跌幅超过50%，有
17个股市跌掉5年的升幅，上证指数以65.39%的跌幅居第13位3。上证指数出现了连
续一年的单边下跌。持续时间之长、跌幅之大、杀伤力之强为中国股市十八年来
罕见，市场参与者出现大面积亏损，不管是散户还是券商机构都无法幸免。由此
1马婧妤. 2008 年度券商龙虎榜出炉.上海证券报. 2009.3.
2晓晴.申万市场份额下降一成 券商系座次排定. 21 世纪经济报道. 2010.2.
3孙琦峰，侯雪静. 2009 年世界经济八大风险难见底[J]. 检察风云. 2009.3.
爱建证券经纪业务服务营销策略研究
2
带来券商经营业绩之间的差距更加拉大，大券商的优势地位得以显现，中小券商
越来越难在市场中分得一杯羹。
作为证券行业内处于弱势群体的中小券商，其弱点突出表现为：资产规模狭
小、政治背景很少、研究能力偏低、人才储备匮乏、业务范围狭窄、品牌意识较
差、竞争优势缺乏。然而，中国证券业二十多年的发展历程提醒我们，中小券商
是我国证券行业不可或缺的组成部分，截至2008年底，我国共有证券公司107家，
其中大型券商12家，中型券商55家，小型券商40家，中小型券商占88.8%，他们的
经营比较规范、体制比较灵活、运作比较市场化，使整个行业的发展生态能处于
良性态势之中，在证券业市场化方向的道路上走的更快、更稳健。其求生存、谋
发展的需求，正是证券行业发展的需要，其寻求符合自身状况的发展战略值得我
们关注。
由于中小券商在行业内的影响力明显不如大券商，目前市场对中小券商的研
究比较少，这种研究状况显然忽视了中小券商在我国证券市场发展中的重要地位，
不利于中小券商未来的规范发展和中国证券市场的积极建设。
本文正是基于作者长期在中小证券公司——上海爱建证券有限责任公司工作
的经验和思索，试图探寻一条适合中小券商长期、稳定、可持续发展之路，也为
国内中小券商管理理论和实践运营增添一些新的思路。
§1.2 研究意义
2008 年全国 107 家券商统计数据显示，共有 95％的券商经纪业务交易总额出
现不同程度的下滑，其中，中型券商兴业证券、天同证券下滑明显。在市场萎靡
而同时竞争激烈的态势下，核心竞争力缺乏的中小券商的生存发展极为困难。据
统计4，共有 24 家公司交易额下降幅度超过 50％，2008 年该 24 家公司交易额总和
为1.80 万亿元，与中信证券（2008 年排名第 12 位）一家的交易额相比，仍相差
0.2 万亿元，大小券商间交易额差距极为明显。需要指出的是，这 24 家公司均为
中小券商，中小券商对交易额的敏感度极高。但是必须看到，熊市中也有交易额
逆势增长的中小券商，2008 年券商排名数据中名次上升最快的是中型券商安信证
券，由 2007 年的 78 名上升为 2008 年的 13 名。名次突升了 65 名，交易额市场份
额增加了 2.06%，交易额提高了 1.4 万亿元，是份额增长最快的券商。安信证券 2008
年的交易额构成中，股票收入占总收入 72.96％，同比增长 433.60％；证券投资基
金交易额同比增长 7122.77%，为增幅最大；权证交易额同比大增 1705.36%；债券
增长 363.08%。这几项收入皆为经纪业务属下的项目。此外，齐鲁证券、西藏证券、
河北财达证券等中小型券商的交易额较 2007 年分别有不同比例的大幅增长。由此
4李静.安信证券熊市交易额排名上升 65 位.投资者报. 2009.2.
第一章 绪论
3
可见，同是依靠经纪业务为生的中小券商经营业绩也有天壤之别。
本人目前工作于上海爱建证券有限责任公司（以下简称爱建证券），具有证券
行业 20 年的从业经验。爱建证券在其《2008 年审计报告及财务报表》中披露5，
其代理买卖证券业务净收入同比下降 51.51%，其投资净收益更是从 2007 年的盈利
1.44 亿元变为 2008 年的亏损 2.56 亿元。通过对于现实发展状况的观察与思考发现，
2008 年业绩增长较快的中小券商之所以脱颖而出，许多都是通过在服务营销上狠
下功夫，将服务营销策略作为证券经纪业务提高市场占有率的首要手段，进而提
高公司行业竞争力的主要途径。同样，包括爱建证券在内的业绩大幅下滑的中小
券商，究其原因，一方面也许可以归因于中国股市宏观和微观环境造成的市值下
降和交易不活跃，但更主要的原因恐怕是公司不能为投资者提供专业的证券投资
服务并提供优质证券服务质量，没有能帮助投资者控制证券投资风险和让投资者
资产保值增值所致。
证券经纪业务服务营销是一般市场营销理论在证券公司经营管理活动中的具
体应用，经纪业务提供的服务是技术含量很高的服务，既要求服务要热情大方、
微笑周到，更重视提示辅导、推荐咨询，还要求方便快捷、安全回报。其对证券
经纪业务开展具有指导意义。
因此，本人认为服务营销是证券经纪类中小券商发展的立足之本。证券公司
实行分类管理后，经纪类中小券商的业务种类以二级市场的证券经纪业务为主。
目前，全国107家证券公司中仅有28家创新类证券公司、34家规范类证券公司，其
余都为待评审证券公司6。这其中经纪类中小券商数量众多，资本实力弱、营业网
点数量少，且布局不合理等，这些都是经纪类中小券商的劣势。中小券商在市场
竞争中不能打价格战、规模战，只能打服务战。这样才能将经纪业务做精做专，
做出特色。通过细分市场，选择中小客户群为服务对象及目标市场，以服务的层
次、品质、个性化服务、特色服务来赢得客户信赖，争夺市场稳定的客户源。
服务营销是中小券商经纪业务开拓市场、开发机构投资者的致胜法宝。是维
持稳定老客户、发展证券新客户、吸引大客户的主要手段和便利途径。更是中小
券商打造经纪业务品牌的主要方式。爱建证券作为中小券商之一，服务营销策略
选择运用的好坏对其未来发展战略具有重大影响。因此深入研究其中小券商背景
的服务营销策略具有极强的现实意义。
5截至本文完稿之时，由于 2010 年中国证券业协会尚未公布 2009 年度爱建证券经审计的财务报表和 2009 年
度证券公司会员经营业绩的排名情况，故本文研究采用的数据资料，除特别说明和注释外，大部分截止到 2008
年年末。
6资料来源：根据中国证券业协会网站统计整理
摘要：

摘要随着国内证券经纪业务的不断发展，证券市场的从业人员、投资者以及市场品种快速增加，业务竞争不断加剧。在此背景下，证券公司的营销意识和服务意识有极大的提升，表现为营销模式和服务模式的转型。营销模式转型就是变“坐商”为“行商”，通过组建专业的经纪业务营销队伍，主动走出去寻找目标客户。服务模式转型就是经纪业务在为客户提供交易通道服务的同时，为客户提供专业化、差异化、个性化的投资咨询等增值服务，为客户提供有针对性的、适合投资者需求的各种金融产品配置与销售的服务，进而为投资者提供全方位的财富管理服务，做到以服务促营销。这两方面的重大转变，不仅有利于提升证券公司的核心竞争力，也有利于提升证券行业相对其他...

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作者：陈辉 分类：高等教育资料 价格：15积分 属性：101 页 大小：1.92MB 格式：PDF 时间：2024-11-19

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