| 摘要: | 台灣銀行業早已步入成熟期，但銀行業者眾多，使得各家銀行一直存在過度競爭 (overbanking)，銀行為了確保自身的穩定且持續的發展，銀行開始朝著低利差的業務方向前進。銀行業者為求經營創新，開始擬定不同的財富管理業務之行銷策略，以期藉由手續費收入提高銀行營收。
本研究以TF銀行以及S銀行做為個案銀行，透過質性研究中的次級資料蒐集以及訪談資深財富管理業務專員，探討TF銀行以及S銀行之營運概況、業務範圍、行銷策略，並回顧過去有關財富管理之文獻，彙整財富管理經營的關鍵成功變數，針對兩家銀行在各項變數的績效表現進行比較與評比，另外分析兩家銀行推動財富管理業務的優勢、劣勢、機會與威脅並比較兩家銀行之差異。最後歸納及彙整結論並針對S銀行應採行的新業務定位與創新行銷策略提出建議。
本研究針對個案S銀行在行銷策略上提出三項結論：(1) 行銷就是有效地滿足顧客的需求；(2) 與顧客建立長期關係，致力於維繫與加強顧客關係；(3) 適當的獎勵制度與激勵方案至為關鍵。本研究也針對個案銀行提出未來在財富管理業務上的發展建議：(1) 配合時代環境的改變，致力於開發創新的商品與服務；(2) 充分利用資訊科技，提升大數據分析能力，達到精準行銷的目標；(3) 提升理財專員的素質與態度。期望能夠透過本研究結果之建議，幫助S銀行提升競爭優勢以及在未來營運上之參考。
;Taiwan’s banking industry has long entered its mature phase, with many financial institutions and bank operators, such that it can be said there has been persistent overbanking, as banks seeking to ensure their own stability and continued growth, have begun to deploy low profit margin operations. As bank operators seek operational innovation, they have begun varied wealth management marketing strategies, aiming to achieve additional banking income from process fees.
This paper explores a case study of TF Bank and S Bank, with qualitative research on secondary data collection and in-depth expert interviews with wealth management professionals, discussing TF Bank and S Bank operational status, scope of operations, and marketing strategies, while also conducting a literature review of wealth management studies, collating the wealth management operations critical success factors, and comparing and evaluating efficacy of these variables for the two banks, and also analyzing the strengths, weaknesses, opportunities and threats (SWOT) of the two banks’ promotion of wealth management activities. Finally, categorization and integration of the discussion is offered, and proposed recommendations for S Bank as to new operations positioning and innovative marketing strategies are elucidated.
This study resulted in three recommendations for S Bank marketing strategies: (1) marketing refers to efficaciously satisfying client requirements; (2) develop long term relations with clients, and assiduously endeavor to enhance bonds with clients; and (3) deploying appropriate recognition, reward and promotion systems and methods are critical. The paper also elicited recommendations for growth and development of the case study banks for future wealth management operations: (1) in conjunction with the changing era, endeavor to develop innovative products and services; (2) adequately use information technology, to enhance Big Data analytics capabilities, so as to achieve streamlined and targeted marketing objectives; and (3) enhance the quality and attitudes of wealth management professionals. It is hoped that this study’s recommendations will assist S Bank in enhancing their competitive strength and serve as a useful reference for future operations. |
