| 摘要(英) |
In Taiwan, the government lifted the ban on establishing new banks in 1993. Since then, those newly emerged banks have extensively set up new outlets and financial holding corporations, and have strived to gain added a competitive edge by means of product alliance and resource co-sharing. The interest rate spread for domestic banks dropped from 2.83% in 2000 to 2.5% in 2003, while wage and payroll grew by 2% during the same period. This means that, on the one hand, banks are making only marginal profits, but on the other are shouldering an unprecedented moral pressure from the public and are having to echo governmental policies relating to the loosening of capital pressure. A bank must resort to strategic efforts before it can possibly gain added competitive momentum . Bank management must consider how to better live up to customer demands by getting inside the customers’ heads and winning further customer (loyalty by listening to customers’ needs in order to gain new market segments and attain reasonable profitability. Simultaneously, bank management should try to improve the internal environment so as to soundly control the procedures in order to live up to external customer needs. Under the government’s legal requirements and risks under the Basel Pact, bank management today is urgently advised to bring down operating risks and credit risks by means of incessant improvement or procedures.
The present study is primarily intended to probe into the extent of existent customer satisfaction regarding loan procedures. To assure a sound quality of services, professionalism, and sales performance through rational and detached indices, we should try to find out representative performance facets which live up to the goals of the present study through relevant literature, with reference to the hands-on opinions of bank managers in charge of loan affairs. The aspects of attitude of service, work efficiency, operating procedures, and operating environment are measured to represent the quality of services. The aspects of loan frequency, average amount of loans, awareness of banking services, averaged deposits, and duration of business correspondence are taken to represent managerial performance. Through unitary banking “loan procedures”, we should investigate a bank’s “quality of services”, “extent of professionalism” and “extent of customer satisfaction”. By taking the outcome yielded through the investigation, we will attempt to look into potential customer demands in a unitary bank. Through customer demands, we will work out sound strategies in the loan process so as to segment markets and enhance the extent of customer satisfaction. |
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