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http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/17011
標題: | 資產管理公司之通路銷售業務商業模式創新策略研究 Study of Reinventing Business Model Strategy On Intermediary Sales Business of Asset Management Compnay |
作者: | Hsiao-Ching Tao 陶曉晴 |
指導教授: | 郭瑞祥(Ruey-Shan Guo) |
共同指導教授: | 廖咸興(Hsien-Hsing Liao) |
關鍵字: | 資產管理業、共同基金、債券基金、財富管理、商業模式創新、關鍵成功因素, : asset manager, mutual funds, fixed income funds, wealth management industry, business model innovation, key ingredients to success, |
出版年 : | 2013 |
學位: | 碩士 |
摘要: | 資產管理業如何在國人理財規劃活動普及化以及銀行財富管理業務重要性持續提升的環境下,做好共同基金產品管理者以及產品解決方案提供者的角色,教育投資人認識共同基金以及透過與銀行財富管理單位的合作,協助投資人做好理財規劃,增長財富是本研究探討的動機。本研究以個案公司商業模式創新的實證,探討通路業務關鍵成功因素,並針對面臨的金融環境與商業機會的挑戰,提出因應的策略,為投資人、銀行財富管理及個案公司三方創造最大的效益,並為資產管理產業提升金融服務業的價值。
本研究歸納通路業務成功的關鍵在於四個層面: 一. 建立顧客價值主張,通路業務進行自我定位調整,重建組織架構與人員的職能以因應銀行財富管理業務架構,成為財富管理業務最佳產品解決方案合作夥伴。 二. 依照顧客價值主張,設計利潤公式,協助銀行財富管理單位創造業務機會提升收入。 三. 掌握關鍵資源,透過新基金導入,協助銀行及投資人調整債券投資組合,降低風險,並提高報酬。並藉由專業輔銷團隊的,推廣債券基金專業知識,協助投資人及專員建立正確的債券基金投資觀念及配置投組的能力。 四. 落實關鍵流程,針對最重要的對象,實施差異化的銷售服務模式,建立專員依賴度。同時,透過職能訓練,符合品質的通路業務人員,能影響及改變專員銷售習慣。並且,建立一套績效管理與評估制度,持續性的做好通路業務服務品質控管。其主要目的為建立競爭者模仿的障礙,及維持長期的競爭力,立下資產管理業界的標竿。 Under the environment of popularization of financial planning and the increasing importance on retail banking wealth management business, as a asset manager, how to not be only a good product provider but also as a solution provider, an educator for the public investors to understand mutual funds through collaboration with wealth management department, assisting investors on financial planning and increase their long term wealth are the areas to be discussed in this study. In this study, through using an innovative case company, we are going to explore the success factors in channel business; to provide strategies responding continue challenges from both financial environment and business opportunities; to bring the greatest benefits among investors, retail banking wealth management department and the case company; at last, to increase value of financial services as a asset manager. The study concludes that a successful channel business needs to achieve the following four aspects: A. Establish customers value proposition, adjustment on ongoing channel business self-positioning, reconstruct organizational structure and personnel suitability in response to retail banking wealth management framework, and become the best business partner with the wealth management business. B. According to customer proposition, design a formula to assist retail banking wealth management division to enhance business opportunities and profits. C. Obtain key resources, and through the introduction of new funds to help banks and investors to adjust the fixed income portfolios, lower the volatility and improve returns. In addition, rely the expertise of financial consultant teams to obtain necessary professional knowledge to promote fixed income products and to establish the correct concepts on investing fixed income products and the ability to construct portfolios for both investors and financial advisors. D. The implementation of differentiated sales and service model will establish financial advisors dependence. Meanwhile, through job skill training courses, qualified channel sales can influence financial advisors selling behaviors. Also, establish a set of performance management and evaluation system to monitor the persistent service quality for channel sales. The main purpose is to set a high standard to competitors to imitate, maintain long-term competitiveness, and set the benchmark for asset management industry. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/17011 |
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顯示於系所單位: | 財務金融組 |
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