The Factors affect Security Industry Successfully Transform into Digital Finance - FAHP Approach

• Main Authors: Ching- Feng Chiu, 邱慶峰
• Other Authors: Li-Lun Liu
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/4rus7p

碩士 === 中原大學 === 企業管理研究所 === 106 === With the advancement of internet technologies, such as mobile communications, social media and big data, the trading habits of the securities industry have been changed. From the manual transaction to the internet transaction, in the meantime, faced with such problems as the consolidation of branches, the aging of employees, the shortage of digital talents and the adjustment of organizational, how to successfully transform into digital financial company has become a very important challenge. This study examines the key factors behind the successful transformation of digital securities. Through the review of the literature, the study summarizes 7 attributes, including the industrial policy and environment, the attitude of senior management, the corporate strategy fit, the proper promotion mechanism, the support of hardware and software, staff quality and recognition, the integrated marketing services. Analytic Hierarchy Process (FAHP) and expert questionnaires assess 7 attributes and 22 criteria, to provide a reference for the successful transformation of the securities industry. The results are as follows: 1.The order of weights of the 7 attributes is as follows: attitude of senior management (31%), industrial policy and environment (16.9%), corporate strategy fit (15.6%), proper promotion mechanism (11.6%), the support of hardware and software (10.4%) (10.4%), staff quality and recognition (10.3%) and integrated marketing services (4.2%). 2. 22 criteria are prioritized according to their weights. The cumulative weights of the top 10 items exceed 70% of the total. They are: the senior executives spend more on financial science and technology (13.66%); the senior executives know about digital finance (11.06%), The fit between transitional digital finance and corporate strategy (8.48%), opening up of financial services (7.18%), easing government regulations (6.94%), the attention of high management for financial technology (6.31%), and employees'' recognition of the transition to digital finance (5.25%), the level of digital financial support for hardware (4.93%), the adequacy of personnel and resources of the dedicated agency (4.13%) and the establishment of a dedicated agency for transformational promotion (4.09%).