資產管理業數位通路策略分析：J投信之個案研究

Abstract

隨著國人數位理財蔚為風潮，資產管理業者如何制定數位通路策略也變得尤為關鍵，本研究以J投信公司為個案，並運用五力分析、商業模式九宮格等架構，並採專家訪談及個案研究方式，探討其數位通路策略及成效。 在制定數位通路策略方面，J投信除了發展自有平台，同時也與第三方數位平台通路合作銷售基金，來追求最大市佔率，並利用數位通路銷售低管理費之獨家產品，並嘗試與純網銀、電子支付等新型態數位通路創造新的合作模式，此將成為J投信數位通路策略下一步的重點。 結論部分，本論文提出了幾點建議，如資產管理公司可投注資源發展數位通路來避免傳統銀行通路的限制，此外開發專屬數位平台產品線、持續優化數位平台並培育多元人才，以及確保員工能兼具數位行銷及與傳統銀行通路合作的能力，這些策略將幫助資產管理業者在數位通路領域建立優勢，為未來的長期競爭力奠定基礎。

As digital finance gains traction among the public, formulating effective digital channel strategies has become critical for asset management firms. This study investigates J Company as a case, using frameworks such as Porter's Five Forces and the Business Model Canvas, supplemented with expert interviews and a case study approach to analyze its digital channel strategies and their effectiveness. In devising its digital channel strategies, J Company has developed its own platform while also collaborating with third-party digital platforms to sell its funds and maximize market share. The company leverages digital channels to offer exclusive products and is exploring collaboration opportunities with emerging digital channels like online banks and e-payment companies. These new models represent the next focus area for J Company's digital channel strategy. In the conclusion, this study presents several recommendations. Asset management companies can establish digital channel strategies to circumvent the limitations of traditional banking channels. They can develop exclusive digital platform product lines, consistently improve their digital platforms, and cultivate diverse talent. This ensures that staff possess both digital marketing skills and the ability to collaborate effectively with banks. These strategies will help asset management firms gain a competitive edge in digital channels and lay a strong foundation for long-term competitiveness.