From 1992 to 1994, a counter system and a telephone commission system were born in China, where shareholders can trade stocks by telephone. 1998, the online entrustment business was born, and qualified investors can conduct transactions through the network. In 2003, the centralized trading system was born, and all transactions did not have to be carried out in the sales department, but directly in the brokerage headquarters. In 2005, stocks can be traded through mobile phones. In China, where mobile phones are popular, investors have another convenient way to buy stocks. In 2006, in order to ensure the safety of clients' funds, the tripartite depository system was born under the regulatory requirements, and the clients' funds accepted by brokers must be deposited in banks, thus avoiding the situation that brokers misappropriate clients' funds. From 2004 to 2008, with the diversification of securities business, the collective financial management system, investment banking system, fixed income system, stock index futures system and margin financing and securities lending system under construction were born. In just 20 years, with the change of brokerage business model, the IT system of domestic brokers has undergone tremendous changes. At present, more than 90% of the income of many brokers comes from brokerage business, and more than 70% of the income in brokerage business comes from online transactions, rather than traditional terminal transactions or telephone entrusted transactions of business departments. The importance of online trading system is self-evident. IT can be seen that the safe and stable operation of the core IT system directly determines whether the brokerage business can be carried out normally, which is directly related to the interests of the majority of shareholders.

Although the informatization construction of securities companies has made great progress in a short time, there are still some important shortcomings that restrict the business innovation and development of securities companies, mainly in the following aspects.

First, the IT of domestic securities firms mainly focuses on IT operation and maintenance, mainly focusing on ensuring the safe and stable operation of the system, while ignoring the cultivation of independent development ability, which is obviously insufficient in supporting business innovation and limits business development to some extent;

Second, the construction of important business systems such as centralized trading system and quotation system is monopolized by several suppliers, leaving little room for brokers to choose. Brokers lack the ability to control suppliers;

Third, the management pays more attention to business development, and lacks understanding of IT, the role of IT in the development of the company, the ability of IT governance and the effective use of IT value.

Fourth, the IT development strategy is unclear and lacks IT planning. IT architecture is relatively backward;

5. There are obstacles in communication between 5.IT and business, and they can't understand each other's language;

Sixth, the lack of refined management;

Seventh, the ability of IT personnel needs to be further improved.

Comparatively speaking, the informatization development level of securities companies in Taiwan Province is obviously higher than that in Chinese mainland. Taking CRM as an example, many domestic securities companies have established CRM systems, just as a help platform to answer customers' questions; In Taiwan Province Province, Fubon Securities has also established a CRM system, but its function is far more than just a help desk to answer customers' questions. At the beginning of the establishment of Fubon Securities, the situation faced was similar to that of mainland brokers: a CRM system was established, which was only used to answer customers' questions. At that time, most business departments were oriented by their own products and developed independently, lacking the CRM strategy at the company level across business departments. Customer information is scattered in the customer database of each subsidiary. They can't evaluate customers as a whole when analyzing customers and planning marketing activities. They lack research on customers and their customer service level is average. When carrying out customer management and customer marketing, the subsidiaries fight for each other, marketing products to one customer for many times, and even the subsidiaries compete for customers, which leads to the waste of internal resources and the decrease of customer loyalty. Fubon Securities realized this problem, established a unified data warehouse, integrated customer data of all subsidiaries, built a CRM system, integrated customer information, marketing processes and sales channels, and supported the company's cross-selling strategy.

In the process of CRM system construction, the marketing system is integrated with the sales channels such as call center, personal finance and customer manager system, forming an end-to-end CRM loop such as direct mail, call center (including automatic dialing, SMS, fax and email), Internet and customer manager system. The information processed by the front-end channel (customer feedback information) is sent back to the CRM system through the integrated information interaction channel for further analysis and decision-making, so as to realize the seamless integration of analytical CRM system and operational CRM system. What customers feel is seamless service, and an integrated Fubon Securities is presented to customers, rather than independent individuals such as the brokerage business department and investment consulting department of Fubon Securities, which truly realizes IT leading business development.

Fubon Securities integrates the sales channels and connects the data analysis and marketing manager with the sales channels, which not only improves the marketing efficiency and shortens the feedback period, but also actively serves customers by using the CRM system, greatly optimizing the customer experience, winning a good reputation and bringing huge economic benefits to the company.

So how should we solve the IT problems of domestic listed brokers mentioned earlier in this paper? Securities companies should choose their own development path according to their own position in the industry and combined with the company's development strategy. If you want to become a leader in the industry, you should focus on providing better services to customers, formulate a clear and pragmatic strategic direction, formulate IT development goals and IT implementation plans according to business strategies, enhance the control and bargaining chip of IT system suppliers by improving independent research and development capabilities, deeply tap the value of IT, promote the integration of IT and business, and firmly grasp IT as a strategic tool in your own hands. In addition, because the regulatory authorities put forward clear requirements for information security and IT governance when rating brokers, brokers should also pay enough attention to and invest in these two aspects.

At present, domestic securities companies have reached the period of business and IT transformation. According to the latest data of Deng Zhong Company, as of June 19, 2009, there were127,737,200 A-share accounts and 2,427,400 B-share accounts. Effective account number109744900. This figure is not necessarily a good thing for securities companies, indicating that the market may be close to saturation. Although the number of investors has exceeded 100 million, there are only about 30 million active accounts, which means that brokers can only compete with other brokers for customers from these existing active shareholders, so as to ensure the interests of the company and the competition between them will be more intense. The trading system, quotation system and CRM system of domestic securities companies are similar. In order to attract customers to open accounts in our company, we must form the company's brand and characteristics by providing differentiated value-added services. In this process, it plays a vital role. At present, Guo Xin Securities and China Merchants Securities are at the forefront in this respect.

Since last year, some domestic securities companies have organized the backbone of middle-level and above companies to go to financial institutions in Taiwan Province Province, the United States and Europe to learn their advanced experience, including how to use it more effectively and create more value for the company. This shows that some far-sighted people have realized that it is time to make a change and can no longer rely on the weather as before, otherwise it is only a matter of time before they are eliminated.

With the listing of GEM and the introduction of stock index futures and margin financing and securities lending, the domestic capital market will be more prosperous in the future. A variety of new business products and derivatives will emerge one after another. Whether the IT of domestic securities firms can keep up with the pace of business development is a realistic problem faced by the CIO of securities firms.