| Summary: | 碩士 === 國立臺灣科技大學 === 財務金融研究所 === 105 === This study, based on actual inquiries into workers in the investment
consulting industry, aimed to examine if changes in channels and models
of member recruitment occurred in investment consulting companies relying
majorly on recruiting members. Specific examination of the study focused
on the effects of changes in investor structure, application of new
technologies, and diverse investment channels on investment consulting
companies.
After an analysis of the status quo of the related industry and the
actual inquiry, the investment consulting industry demonstrated a
simultaneous decline in supply and need in the short run. In light of the
overall output value, the output value of the investment consulting
industry did not drop swiftly as before. Operation of current investment
consulting companies has become stable. While some investment consulting
companies might face challenges of closing down in the future, surviving
companies out of the elimination mechanism might have opportunities of
growth. However, in general, the status quo of the investment consulting
industry is more of ending the drop than really bouncing back. In the long
run, investment consulting companies having membership still faces more
risks than opportunities. Those risks could be divided into three. First,
the overall environment is not beneficial to retail investors and the
domestic investment environment keeps worsening. Second, the percentage
of young generation’s involvement in the stock market lowers. The third
risk comes from the limitation that domestic regulations have on the stock
market and the investment consulting management.
To deal with the aforementioned risks, suggestions for future
management of investment consulting are as follows:
II
1. The industry keeps the processes of elimination and merging,
leading to the Matthew effect (the big gets bigger) in investment
consulting.
2. Using new technologies as the tool to lower the cost and to expand
the market, with which transformation is reached for development
of new business models.
3. Changing the previous model of clients developing, strengthening
existing client services quality, and establishing the research
department to enhance the company image and professionalism, with
which the new blue ocean of investment consulting could be
expanded.
Future studies could target on the investment preferences among the
younger generation (below 30 or born after 1990). Such issue is worth
investigation, as the younger generation has received education in
managing finances earlier than the elder generation, yet they are
relatively unwilling to be involved in the stock market in Taiwan.
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