我国资本市场发展迅速，证券行业竞争日趋激烈，马太效应愈发显著。中小券商因地域局限、客户基础薄弱、盈利模式较为单一等因素，生存与发展面临困境。与此同时，居民财富的不断累积和投资需求的持续增长为财富管理业务提供了广阔的市场空间。中小券商N公司抓住基金投顾业务试点工作启动的契机，将发展财富管理业务确定为公司重要的业务发展方向。然而，近年来N证券公司财富管理业务发展并不理想，目前在资产规模、客户数量和盈利水平等方面与其他券商差距较大，尚未实现转型目标，财富管理业务的发展路径亟待明确。

本研究以N证券公司为研究对象，深入探究其财富管理业务发展策略。通过对N证券公司财富管理业务现状的分析发现其业务收入呈下降趋势，并在分析了内外部环境的基础上，从客户和员工两方面入手，采用问卷调查和深入访谈的方式，进一步挖掘出N证券公司在开展财富管理业务过程中存在的问题，具体包括投顾业务发展不足、产品供给缺乏亮点，专业胜任员工短缺、人才储备力量不足以及拓客渠道相对缺乏、营销推广途径受限等，并分析深层次原因。

基于上述研究，从产品、人员、渠道三方面提出针对性的发展策略。产品策略方面，一是优化调整业务结构，构建全过程财富管理体系；二是加强重点产品布局，完善产品引入和持续跟踪机制；三是细化产品定位，加强产品创新与研发；四是整合内部资源，打造明星产品。人员策略方面，一是完善培训机制，提高人员专业胜任能力；二是加强财富管理团队建设；三是建立健全绩效管理和考核激励机制。渠道策略方面，一是优化网点布局，深化线下渠道；二是强化线上渠道建设，丰富获客方式；三是发挥区域优势，拓展合作渠道。同时，为保障策略的顺利实施，从组织协同、合规风控、金融科技和客户服务四个维度设计了相应的保障措施。本研究的成果紧密贴合N证券公司实际情况，为其财富管理业务发展提供实用策略，也为其他中小券商财富管理转型提供参考。

The capital market in our country has developed rapidly, and the competition in the securities industry has become increasingly fierce, with the Matthew effect becoming more and more prominent. Due to factors such as geographical limitations, a weak customer base, and a relatively single profit model, small and medium-sized securities firms are facing difficulties in their survival and development. At the same time, the continuous accumulation of residents' wealth and the sustained growth of investment demand have provided a broad market space for wealth management businesses. Company N, a small and medium-sized securities firm, seized the opportunity of the launch of the pilot work of the fund investment advisory business and determined the development of the wealth management business as an important business development direction of the company. However, in recent years, the development of the wealth management business of N Securities Company has not been ideal. Currently, there is a large gap in terms of asset scale, the number of customers, and profitability compared with other securities firms, and the transformation goal has not been achieved yet. The development path of the wealth management business urgently needs to be clarified.

This study takes N Securities Company as the research object to deeply explore its wealth management business development strategy. Through analyzing the current status of N Securities' wealth management business, it is found that its business income shows a downward trend. Based on the analysis of internal and external environments, starting from both customers and employees, and using the methods of questionnaire surveys and in-depth interviews, this study further excavates the problems existing in the process of N Securities carrying out wealth management business. Specifically, these problems include the insufficient development of investment consulting business, the lack of highlights in product supply, the shortage of professionally competent employees, the insufficiency of talent reserve, the relative lack of customer acquisition channels, and the limitation of marketing and promotion approaches, etc., and analyzes the deep-seated causes.

Based on the above research, targeted development strategies are proposed from three aspects: products, personnel, and channels. In terms of product strategies, first, optimize and adjust the business structure and build a whole-process wealth management system; second, strengthen the layout of key products and improve the product introduction and continuous tracking mechanism; third, refine the product positioning and strengthen product innovation and research and development; fourth, integrate internal resources and create star products. In terms of personnel strategies, first, improve the training mechanism and enhance the professional competence of employees; second, strengthen the construction of the wealth management team; third, establish and improve the performance management and assessment incentive mechanism. In terms of channel strategies, first, optimize the layout of outlets and deepen offline channels; second, strengthen the construction of online channels and enrich customer acquisition methods; third, give play to regional advantages and expand cooperation channels. At the same time, in order to ensure the smooth implementation of the strategies, corresponding safeguard measures are designed from four dimensions: organizational coordination, system construction, financial technology, and customer companionship. The results of this study are closely in line with the actual situation of N Securities Company, providing practical strategies for the development of its wealth management business and also providing a reference for the wealth management transformation of other small and medium-sized securities firms.

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