| dc.description.abstract | Banks traditionally rely on interests as main sources of revenue, but bad debts always hurt banks’ profitability when Asia Financial Crisis or “credit card storm” happens. Therefore, banks turn their attention to the non-risk-of-bad-debt business of wealth management. Also, people concern how to manage their wealth when they get richer year by year. Hence, above factors enable the prosperity of the business of wealth management.
With the trend of growing need of wealth management, enterprises concern short-term performance such as market share or gross rate of sales, and their business teams is consist of prior financial consultants. However, their capability to keep performance growing and to keep organizational long-term competence is doubtful. With popular application of balanced scorecard, this study expects to analyze strategic goals and their causality among financial, customer, internal processes and learning and growth perspectives. Also, this study proposes representative indicators for the bank in the case, and it finally reveals the suggestion of how to implement strategic goals.
And, with the analyses of the four perspectives of balanced scorecard, the findings show the bank case is experiencing growth period in the enterprise life cycle, so the financial measures concern revenue growth mostly and there are close relations between customer’s strategic goals and internal processes’ strategic goals. In addition, the employees’ capability is relevant to internal processes’ effectiveness. Moreover, perhaps there are network-style causalities among four perspectives rather than sequential causalities. On the other hand, with the analysis of the current indicators of the bank case, the finding shows current indicators have some advantages and weaknesses and the organization has to pay additional efforts to improve the process and method of data management, value-added application and analysis of current indicators.
At last, the study concludes that the organization needs clear and actionable language to interpret its visions and strategies. In addition, it not only suggests the organization to communicate to organizational members and to implement strategic goals by strategic map, but also particularly suggests the organization needs to enhance the driving factors in internal processes and learning and growth perspectives to advance business steady.
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