我國政府在1983年公佈實施『證券投資信託事業管理規則』，並於1983年開放核准投信公司之申設。英華投信是財政部於第二階段核准設立的十一家投信公司之一，其創立於1992年，發展至今有十年的歷史。截至目前，其管理的資產總額超過1,100億元，基金管理資產在同業中的排名為第四名。
本研究係以個案研究的方式進行並以吳思華博士所著之『策略九說』之架構，探討該公司在營運範疇、核心資源與事業網路之策略構面變化及各策略構面間作為之配合，另在價值/效率、能耐/結構與實力/體系競技場之策略演進過程。
英華投信公司設立至今十年，其間影響該公司重大的發展方向共有二次轉折點，分別為1996年及2000年，為便於本個案之分析，本研究將以二次策略轉折前後期階段的發展做為研究的依據。
綜合本研究之結果，研究發現及研究建議如下：
一、研究發現
1. 在法令許可的投資範圍內，以創新的概念發行類股型基金並提供完整的國內基金產品線，擴大該公司的營運範疇。
2. 以盡力做好客戶的投資報酬率，積極降低客戶的交易風險和投資風險之經營理念為出發點，形成與累積該公司之核心資源。
3. 以母公司集團關係及拓展銀行代銷通路，強化該公司之事業網路。
4. 以蓄積的核心資源實力發展多元化基金產品線之營運範疇並建構事業網路。
5. 以發行基金商品及增設北中南營業據點擴大營運範疇，提供基金受益人價值並以累積之核心資源提昇客戶服務效率，在價值與效率上二者相輔相乘以產生更佳的能耐並進而強化該公司管理基金資產排名之結構地位。
6. 管理資產規模及客戶受益人數增加之實力的強化來自於金融銷售體系的建立，而該公司企業體系的建構完整，來自於不斷擴展的資產規模之堅強實力。
二、研究建議
1. 運用母公司資源以發展完整的海外基金產品線。
2. 基金績效提昇應具連續性效果較能維持長期競爭優勢。
3. 提昇股票型基金的銷售能力並與債券型基金共同成長，以強化管理資產規模結構。 / This research paper is based on a case study, which is in compliance with Dr. Wu Se Hwa's theory in his book called “The Nine Theories with the Strategy” to discuss the C Securities Investment Trust Company's (Company C) change in business scope, core resources and relationship network strategies, and the coordination between them; finally, the progression of the dynamic competence frontier.
The Taiwan Government officially announced the “Rules Governing Securities Investment Trust Enterprises” in 1983, and it opened up the setup of the Securities Investment Trust Company in Taiwan. The Company C was founded 10 years ago with over 11 billion total assets under its management, is now considered at the 4th place among all the SITEs.
The 10 years operating experiences of the Company C has undergone 2 major turning points in 1996 and 2000, respectively. For the convenience of conducting this case study, this research paper will base one the developments of this 2 turning points as the studying period.
The findings are as following:
1. The full domestic mutual fund product lines and innovation of launching specific equity funds are the key to enlarge the business scope.
2. The company is also devoted to increase customers' investment return, aggressively eliminating the investment and trading risk from the investment portfolio. Eventually, these practices become the core resources of the company.
3. With its parent company's resources and the expansion of channel sales, Company C aggressively strengthens its business relationship network.
4. Based on the strength of its accumulating core resources, Company C has developed full mutual fund product lines and built its business relationship network.
5. Company C also tried to launching new funds and establish northern, central, and southern branches in order to provide beneficiaries with more values of it's products. Also, the accumulated core resources could provide the beneficiaries with more efficient services. With these two qualities complementing each other, Company C could strengthen its capacity and improve its fund's ranking ultimately.
6. The increasement of asset under management and beneficiaries depends on the entire sales system. Also, the completeness of a network relationship is to continuously increase the total assets.
Suggestions:
1. Using the resource from Parents Company in order to bring out diversification onshore overseas mutual fund products.
2. The continuous improvement of fund performance of a mutual fund company will last longer and would also enhance long-term core competence.
3. Improvement on the equity funds selling ability and increasing both equity and bond funds sales are the causes to the ideal assets management.
| Identifer | oai:union.ndltd.org:CHENGCHI/A2010000456 |
| Creators | 謝碧芳 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
Page generated in 0.0016 seconds