中国的证券市场自1990年起经历了超过三十年的发展过程。在这段时间里，市场经历了多次牛熊交替的周期，政策环境持续优化，市场制度逐步完善，运营经验也得到了显著的提升和丰富。随着国内市场对证券及经纪业务的进一步开放，佣金自律机制的建立，以及外资证券公司的参与，市场竞争愈发激烈，对证券公司的经纪业务构成了重大挑战。在这样的市场环境下，Z证券公司必须积极转变其经纪业务模式，以更好地适应市场的变化，从而在激烈的市场竞争中赢得更大的市场份额。
本文首先通过笔者自身工作经验，分析Z证券公司经纪业务营销现状，然后根据现状并结合7Ps营销理论设计调研问卷，通过问卷调查结果总结分析出已有营销策略存在的问题，并对问题进行了根因分析，进而结合7Ps营销理论提出适合Z证券公司经纪业务营销策略优化的方案。在产品优化上，主张丰富产品种类、精准客户需求，并且加强匹配互联网的产品配置。在渠道优化上，既要维护现有渠道又要进行新渠道的开发，形成新旧渠道结合的组合拳。在促销优化上，选择有效的媒体开展广告促销，并且也提供个性化的活动促销方案。在人员优化上，要优化人员的培训机制以及完善考核机制，提升员工的营销理念。在平台有形展示优化上，既要提升营业部的环境布置，多在不同的场合进行有形展示的曝光，也要注意线上平台的高效率展示。在营销服务过程优化上，建立服务过程的标准作业程序（Standard Operating Procedure, SOP），推动线上、线下流程的相辅相成。
本文以Z证券公司为立足点，深刻剖析了大背景下券商传统经纪业务的发展现状、存在问题，及营销模式的转型等，文章做到了理论联系实际，适时性和实用性都较强，同时对于其他券商经纪业务的转型都会有较好的参考与借鉴意义。

China's securities market has undergone more than three decades of development since its inception in 1990. During this period, the market has weathered multiple bull and bear cycles, with the policy environment continually improving, market systems gradually maturing, and operational experience significantly enhancing and diversifying. With the domestic market's further liberalization towards securities and brokerage services, the establishment of a commission self-discipline mechanism, and the participation of foreign securities firms, competition has intensified, posing substantial challenges to the brokerage business of securities companies. Amid such a market landscape, Z Securities must actively transform its brokerage business model to better adapt to market changes and secure a larger market share amidst fierce competition.
This paper initially examines the current state of Z Securities' brokerage business marketing through the author's professional experience, followed by an analysis based on the existing conditions and the integration of the 7Ps marketing theory to design a research questionnaire. The outcomes of the survey are then summarized and analyzed to identify issues with the existing marketing strategies, with a root cause analysis conducted accordingly. Building upon this analysis, the paper proposes optimization strategies for Z Securities' brokerage business marketing, grounded in the 7Ps framework.In terms of product enhancement, the proposition emphasizes diversifying product offerings, pinpointing customer needs precisely, and reinforcing product configurations tailored to the digital landscape. For channel optimization, the approach advocates for maintaining existing channels while simultaneously exploring new avenues, forming a synergistic combination of traditional and innovative channels.Regarding promotional optimization, the strategy involves selecting efficient media for advertising campaigns and devising personalized promotional activities. In optimizing personnel, the focus is on refining training programs and enhancing assessment mechanisms to elevate employees' marketing mindset.For the optimization of physical evidence in platforms, both the enhancement of branch office environments and increased exposure through various settings are encouraged, along with ensuring a high-quality online presence. In optimizing the marketing service process, Standard Operating Procedures (SOP) for service delivery are established, fostering seamless integration between online and offline processes to augment customer experience comprehensively.
Centered around Z Securities, this paper conducts a profound analysis of the status quo, prevailing issues, and transformation of traditional brokerage businesses within the broader context, demonstrating a strong connection between theory and practice. It is both timely and practical, offering valuable references and insights for other securities firms undergoing similar brokerage business transformations.