店中店的通路營運策略於證券產業之應用

Abstract

通路是金融業最主要的營收，且是使用資源最龐大的體系。然而，傳統通路的交易、帳務查詢功能已漸由便利的網路金融所替代，本研究探討零售業的店中店模式，可以作為證券商的降低營運成本、發展加值服務之通路應用策略。 店中店係指零售商將營業空間有價提供給供應商設立銷售點。通常在零售商與供應商的三類關係：零售商再銷售的RR(retailer-resell)模式、店中店的SS(Store-Within-a-Store)模式及混合RR、SS的RS模式；當銷售產品服務成本高、可替代性低時，應採用店中店SS模式較具價值優勢，其中可替代性高低更是決策關鍵。 本研究就店中店模式於展店、內部管理及銷售三構面，分析比較店主與店中店彼此之資源優勢互補性，再延伸探討證券公司於品牌強度相對高之銀行中設立店中店時，證券公司可產生之創新價值：降低通路營運成本、顧客往來更便利的網狀通路布局、槓桿銀行的資源優勢產生本身利益及結合銀行品牌創造證券品牌價值。另在銀行之價值提升，除有Cross-Selling、One Stop Shopping之綜效外，更有節省電子平台之服務人力成本，同時創造電子金融服務績效之利益。 管理學之父Peter Drucker(彼得杜拉克)說過：“現代企業競爭不是產品的競爭，而是商業模式的競爭。”所以，本研究結論認為，因應e化且跨界經營的網路時代之證券商實體通路發展策略為： 一、以獨立分公司為區域母公司，再於強勢品牌的銀行通路內設置店中店。 二、實體通路之功能轉為商品諮詢、體驗服務及客製化整合商品服務功能。 三、提昇人員的3C設備操作使用能力與多元金融商品的專業能力。 經由本研究對“店中店”模式的分析與在證券業之應用探討，希望對受到網路金融衝擊甚劇的證券業在未來通路的經營模式有所幫助和啟示。

In the financial industry, Channel operation is the most important and most costly input of revenue. However, the functions of traditional Channel on the transaction, account inquiry were gradually replaced by the internet services. This research on the 'store within a store', which can be the securities company's business strategy. The channel could be reduced operating costs and improved service value. 'Store within a store' means retailers provide the operating spaces for manufacturers as retail outlets and take some charge. There are three relationships existing between retailers and manufacturers usually: retailer-resell(RR) mode, Store-within-Store(SS) mode and (RS) mode which mixed the previous two modes. When the products have high service cost and low substitutability, applying the SS mode would be more value-competitive. The level of substitutability is the key of designing strategy. This research studies the SS mode through expanding new retail outlets, interval management and sale dimension while analyzes the difference among store owners and compares Store-within-Stores’ resource superiority complementarily. Moreover, it explores the innovation values produced by securities companies when they build the store-within-a-store in strong-brand banks. The values include decreasing Channel operating cost, building mesh and customer-friendly channel networking, leveraging the banks’ resource superiority and combining banks’ brand to upgrade the securities’ brand value. In addition to increase the banks’ value, beside Cross-Selling, One Stop Shopping, it could also decrease the service cost for e-commerce platform and create e-finance serviceability performance. Peter Drucker had said,” Modern enterprise competition is not products but business models.” Therefore, the research concludes that the securities physical Channel developing strategy responding digital trending and cross-field operating ages are: 1. Developing the branches as the area headquarters and setting the store-within-store in strong-brand banks channels. 2. Transferring the physical channel into products consulting, experience service and customized total solution functions. 3. Increasing the employees’ 3C equipments using abilities and the diverse financial products applying professional ability. Through the research of analysis in “Store-within-a-Store” mode and the application of securities field, I hope this research could contribute and inspire the securities industry which is worst affected by e-finance to their physical channel business modes.