九州证券吉林分公司经纪业务发展战略研究 近年来，随着国际市场开放、互联网行业快速发展、以及大数据等金融科 技的创新，经纪业务佣金价格战逐步升级。在这样的市场竞争环境下，经纪业 务佣金收入在证券行业总收入中程逐渐下降的趋势。但截止 2018 年数据统计显 示，经纪业务收入总量依然在证券行业总收入中排在第二位，可以看出证券经 纪业务在证券公司各项业务中仍然占据主体地位。对于这种收入丰厚且相对稳 定的经纪业务，各大证券公司都在持续关注经纪业务市场份额。与此同时，据 2018 年证券行业总资产数据显示，总资产排名前五的证券公司资产集中度已经 接近 40%。面对集中度较高的现状，对中小券商来说，在没有市场占有率的前 提下，如果仅依靠前端收取低佣金来创造经纪业务收入，将会是雪上加霜。 本文首先对九州证券吉林分公司经纪业务现状进行了描述，指出了经纪业 务在发展过程中存在的问题和原因。然后通过对九州证券经纪业务宏观环境、 经纪业务同行业情况、以及九州证券吉林分公司经纪业务内部环境情况进行全 面剖析，分析发展过程中存在的问题，具体包括：目标市场定位不合理，人力 资源战略保障不充足；传统投资顾问模式不能满足客户需求等。然后利用相关 的知识理论、SWOT 战略框架分析模型、发展战略选择理论等，提出了适合九州 证券吉林分公司经纪业务的发展战略：应该坚持以市场渗透搭配市场开发战略 为主要发展模式，利用互联网平台布局财富管理业务、借助金融科技完成线上 辅助财富管理业务服务，实现“佣金+收费”模式的转型，通过弥补自身劣势实 现经纪业务的有限经营模式。同时，为了确保吉林分公司经纪业务发展能够落 地，根据发展战略与吉林分公司实际情况相结合，制定了短期目标和长期目标。 短期目标主要围绕完成考核目标、提高人员专业度、实现客户市场细分等，而 长期目标主要通过坚持产品创新、坚持改善服务模式、坚持强化培训体系、未 来五年经营目标等。最后通过发展战略与九州证券吉林分公司经营实际情况相 结合，从经纪业务差异化营销、调整经纪业务经营策略、提高经纪人专业性等 方面制定出相应的实施方案，并基于组织架构、人力资源、风险管理机制、金II 融科技等四个维度，为吉林分公司发展战略的实施提出了必要的保障措施。 本文希望通过对九州证券吉林分公司经纪业务的战略制定与实施，使分公 司在组织架构、人员构成、经营理念、风险控制等方面有所提升，帮助分公司 完成经纪业务战略的发展、以及收入方面的扭亏为盈。同时，也希望通过本文 对经纪业务发展战略的研究，能够为中小券商经纪业务的战略发展提供参考意 义。 关键词： 证券公司，经纪业务，发展战略III Abstract Study on the Development Strategy of Brokerage Business in Jilin Branch of JZ Securities Company In recent years, with the opening of the international market, the rapid development of the Internet industry, and the innovation of big data and other fintech, the brokerage business commission price war has gradually escalated.In such a competitive market environment, brokerage commission income in the securities industry in the middle of the total revenue gradually declining trend.However, as of 2018, the total revenue of brokerage business still ranks the second in the total revenue of the securities industry, indicating that brokerage business still occupies a dominant position in various businesses of securities companies.For this lucrative and relatively stable brokerage business, the major securities companies continue to focus on the brokerage business market share.At the same time, according to the data of total assets of the securities industry in 2018, the concentration ratio of assets of the top five securities companies has reached nearly 40%.Faced with the current situation of high concentration, it would be more difficult for small and medium-sized brokerage firms to generate brokerage income only by charging low commissions at the front end without market share. At first, this paper describes the current situation of brokerage business in Jilin Branch of Jiuzhou Securities and points out the problems and causes in the development of brokerage business.Then, through a comprehensive analysis of the macro environment of the brokerage business of Kyushu Securities, the situation of the brokerage business in the same industry, and the internal environment of The brokerage business of Jilin Branch of Kyushu Securities, the problems existing in the development process are analyzed, including: unreasonable target market positioning, insufficient human resource strategic guarantee;Traditional investment advisoryIV model can not meet the needs of customers.Then use the relevant knowledge theory and the SWOT strategy analysis model of the framework and development strategic choice theory, put forward the suitable kyushu: the development strategy of the securities brokerage business of jilin branch should adhere to market penetration collocation of market development strategy as the main development pattern, using the Internet platform layout complete online wealth management business, with the help of financial technology wealth management services, implementation "+ commission charge" model transformation, by make up for their inferior brokerage limited business model.At the same time, in order to ensure the brokerage business development of Jilin Branch can be put into practice, according to the development strategy and the actual situation of Jilin Branch, the short-term goals and long-term goals are formulated.Short-term goals mainly focus on completing assessment goals, improving personnel professionalism, and achieving customer market segmentation, while long-term goals mainly focus on product innovation, improving service model, strengthening training system, and operating goals for the next five years.Finally, development strategy and kyushu securities management combining the actual situation of jilin branch, differentiated from the brokerage business marketing, adjust the brokerage business strategy, improve the broker professional work out the corresponding implementation plan, and based on the organizational structure, human resources, risk management mechanism, financial and other four dimensions of science and technology, jilin branch development strategy for the implementation of the necessary security measures are put forward. This paper hopes to make and implement the brokerage business strategy of Jilin Branch of Jiuzhou Securities, so that the branch can improve its organizational structure, personnel composition, business philosophy, risk control and other aspects, and help the branch to complete the development of brokerage business strategy, as well as the income to turn a profit.At the same time, it is also hoped that the research on brokerage business development strategy in this paper can provide reference significance for the strategic development of brokerage business of small and medium-sized securities companies..V Keywords： Securities companies, Business of broker, Development strategyI 目 录 第 1 章 绪论 ............................................1 1.1 研究背景与意义 ..................................... 1 1.2 研究内容与方法 ..................................... 2 1.3 文献综述与理论基础 ................................. 3 第 2 章 九州证券吉林分公司经纪业务现状和问题 .............7 2.1 九州证券吉林分公司经纪业务概况 ..................... 7 2.2 九州证券吉林分公司经纪业务发展现状评价 ............. 9 2.3 九州证券吉林分公司经纪业务发展存在的问题和原因 .... 11 第 3 章 九州证券吉林分公司经纪业务环境分析 ..............13 3.1 九州证券吉林分公司经纪业务外部环境 ................ 13 3.2 九州证券吉林分公司经纪业务内部环境 ................ 21 3.3 九州证券吉林分公司经纪业务 SWOT 分析 ............... 26 第 4 章 九州证券吉林分公司经纪业务发展战略制定及实施 ....34 4.1 九州证券吉林分公司经纪业务战略规划的目标 .......... 34 4.2 九州证券吉林分公司经纪业务发展战略的选择 .......... 35 4.3 九州证券吉林分公司经纪业务发展战略的实施 .......... 37 4.4 九州证券吉林分公司经纪业务发展战略实施的保障措施 .. 39 结论 ...................................................43