I am a shareholder in this company. The company has also filed with the Industrial and Commercial Bureau and gone through the formalities of shareholder change. After working in this company for so long, I think it's ok, but sometimes the service attitude of the front desk and customer service is a bit stiff, but I can tolerate it for the sake of good income, but overall it's ok. Let me show you some information about this company.

The business orientation of K-era financial service club includes the following seven aspects.

(a) product and business areas

That is, the mission of the club and the field of seeking new opportunities.

K-era financial service club has made a business strategic plan, and made it clear that "financial investment and wealth management services" are the club's products and business areas.

(B) the growth direction of the club

Explain the direction of financial service club in K era from existing products and market portfolio to future products and market portfolio. In the future, the clubhouse will grow into a financial investment service with investment and operation capabilities.

(c) market penetration rate of clubs

It shows the growth direction by increasing the current market share of products and market portfolio. The clubhouse will gradually form a professional organization for financial investment services and third-party financial management.

(d) club market development

Is to find new market space for existing products. The new market space of financial service clubs in K era will BE gradually enlarged to be or VC, forming a nationwide chain operation. The product development strategy of the clubhouse is to create new products to replace existing products. Emerging clubs should pay attention to the infiltration and development of financial investment and financial service market.

(e) the competitive advantage of the club

K-era financial service club innovatively provides a series of financial investment and wealth management services for investment members, which can bring strong competitiveness to the club by virtue of this attribute.

(vi) Club objectives

Is to provide both leisure and investment for investment customers, with financial experts as the team, and long-term commitment to creating wealth for K-era financial service members.

(7) Strategic alliance

This is the K-era financial service club to achieve strategic goals, establish strategic alliances and cooperative relations with all walks of life, with the aim of exploring the overall profit potential of the club.

Strategic thinking is the guiding ideology related to the development direction of financial service clubs in the K era, and it is also the formulation and implementation of business philosophy. Its concretization is a series of guidelines that strategic decision-making should follow.

Strategic thinking is a difficult thinking process. We believe that as a professional organization dedicated to providing financial investment and wealth management services, we must first have systematic strategic thinking. On the one hand, it is necessary to make clear how the club serves the investment customers, on the other hand, it is necessary to make clear how the club serves and how to distinguish it from the market competitiveness and build the competitive advantage of the club at low cost.

The management strategy of financial service clubs in K era must be advanced, innovative and sustainable, which is not only ahead of time, but more importantly, ideas and concepts. Innovative thinking needs to break through all kinds of obstacles and constraints, draw new ideas and achieve new breakthroughs. Therefore, the formulation of financial service club strategy in K era is not limited to financial investment services, but has to be extended to financial services, be investment, brand expansion and joining.

In the concrete operation of the financial service club in K era, on the one hand, it depends on the huge demand of the financial investment market; On the other hand, it must be based on the production capacity of the club. In order to ensure the accuracy of judgment and the long-term strategy, we must also consider: to jump out of the limitations of the original products or production lines of traditional financial clubs. Challenge the habitual financial investment and wealth management services, that is, challenge the common sense generally accepted in the clubhouse. If the clubhouse only provides the general stock recommendation platform or the traditional service of purchasing funds, it will be difficult to form some advantages.

In order to survive and develop. We should dare to challenge the financial services we are used to.

At the same time, we should choose the key success factors of the club accurately. Facing the reality of resource shortage, talent shortage and precious time, it is very important for the club to concentrate its limited resources on the key business areas that can determine the success or failure of the financial service club in the K era. In order to succeed, we need to establish innovative and value-added services of the club. For example, we will provide expert services outside the Expo and provide personalized communication and tracking services.

In a word, the strategic planning of financial service clubs in K era is a very important process. The more comprehensive and specific the operators know about the club's own conditions and environment, the more scientific the management strategy will be. The process of strategy formulation is also a process of systematic thinking and advanced thinking. Only entrepreneurs with strategic mind and advanced consciousness can foster strengths and avoid weaknesses, formulate development strategies and guide enterprises to move forward.

The business strategy of financial service club in K era is to determine the relationship with the environment, stipulate the business scope, growth direction and competitive countermeasures of financial service club in K era, rationally adjust the club structure and allocate various resources on the premise of meeting and ensuring the realization of the "club" mission and making full use of various opportunities and creating new opportunities in Beijing's financial investment environment.

We believe that the business strategy is to evaluate the present and future environment of the financial service club in the K era with opportunities and threats, to evaluate the current situation of the club with advantages and disadvantages, and then to select and determine the overall and long-term goals of the club, and to formulate and select an action plan to achieve the goals.

The management strategy of financial service club in K era includes four aspects:

1, innovative service mode of city finance club

2. Innovate the organic combination of urban leisure and financial investment and wealth management services.

3, financial investment institutions and experts into productive forces.

4. Take the clubhouse as a platform to realize financial investment and wealth management services.

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