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从产品导向战略过渡到客户导向战略的过程,将对券商判断企业和服务企业的能力要求越来越高,优质企业与券商之间的双向选择也将会愈发明显。同时,由于现有投行业务运作模式难以保障对客户的后续服务;投行客户作为证券公司优质客户资源,其综合价值有待开发;投行业务的特殊性,使得券商很难掌握和控制投行客户资源,因此券商若想在投行业务中保持竞争优势,有必要建立和完善客户管理,全面协调整合公司资源,为客户提供综合性服务,在提高客户满意度、盈利性和忠诚度的基础上实现公司自身利润的最大化和各项业务的可持续发展。
The transition from product-oriented strategy to customer-oriented strategy will require brokers to judge the ability of enterprises and service enterprises to be higher and higher, and the bidirectional selection between high-quality enterprises and brokers will become more and more obvious. At the same time, due to the existing investment banking business model is difficult to protect the follow-up services to customers; investment banking clients as securities companies, high-quality customer resources, its comprehensive value to be developed; the particularity of investment banking business, making it difficult for brokers to control and investment banking client resources, therefore Brokers want to maintain competitive advantage in the investment banking business, it is necessary to establish and improve customer management, comprehensive coordination and integration of corporate resources, to provide customers with comprehensive services, improve customer satisfaction, profitability and loyalty on the basis of the company’s own profits The maximization and sustainable development of all businesses.