機器人理財對台灣財富管理業的影響與因應之道

Abstract

在全球低利率時代下，台灣金融業幾乎已無存放款利差可言，財富管理業務為近年來台灣金融產業獲利的主要來源，在微利時代，手續費收入已為銀行收入非常重要的佔比，因此，財富管理經由三個階段的歷程，邁向競爭激烈的時代。 在數位化浪潮來襲的大趨勢下，主管機關積極推動BANK 3.0，金融產業正面臨內部文化的變革及外部環境的挑戰。而隨著全球金融科技蓬勃發展的態勢，如何提昇銀行實體通路的產值及差異化的服務體驗將益顯重要。本文從全球機器人理財的趨勢談起，以及台灣目前財富管理產業現況資料蒐集，予以說明與分析。筆者針對今年國內領先推出機器人理財之代表性金融業者，包含本土銀行、外資銀行業者，分別去探討未來金融科技及機器人理財的發展、差異化經營的模式及客群不同產品體驗將帶來銀行財富管理業務的可能機會，以及目前業者面對金融科技的興起，外部競爭者進入，如何在政府風險監管、銀行提高獲利及從業人員轉型上，將數位能力變為核心競爭力而創造三贏的局面。除主管機關提供與時俱進的法規及監管機制，促進產業的良性競爭，更建議國內金融業者善用原有大量具有忠誠度的客戶資源，優化核心客群的服務體驗，結合數位銀行、金融科技的運用，讓財富管理的經營轉為以客戶為中心，並以特色化的分行通路為主，數位通路為輔，整合全通路的客群經營價值，納入多元人才加速業者及人員的轉型，以提早面對國外業者的競爭。

Due to the extremely low bid-ask spread under the current quantitative easing boom, Taiwan Banks' Profitability stems from the commission income of the wealth management department. The evolution of wealth management in Taiwan has undergone three different phrases in fifteen years and is now in fierce competition. Owing to impacts from digitalization, the financial business has to face internal revolution as well as challenges from external environments. Moreover, relevant authorities are strongly promoting the launch of Bank 3.0. The issue of how to improve revenue and services differentiation at banks have now become more essential due to the development of global finance. This study begins with a discussion of emerging global trends of Robo-Advisory, followed by analysis of current status of the wealth management industry in Taiwan. The writer focuses on the pioneers of Robo-Advisory in Taiwan, including local and foreign banks. This article studies the development of Fintech and Robo-Advisory as well as market potential and opportunities in the wealth management field with differential business models and customer segmentation strategies, respectively. Furthermore, in accordance with the rising trend of Fintech and external competition, it is extremely critical that banks master digital capabilities. In this study, the writer provides some suggestions on risk governance for Taiwanese authorities, performance improvement strategies for banks, as well as personnel transformation strategies for related employees. Apart from introducing and implementing up-to-date legislation to create healthy competition, financial institutions should make good use of their existing loyal customers. Financial institutions in Taiwan should provide comprehensive customer-centered wealth management services through enhancement of user experiences with promotion of digital bank and Fintech, establishment of feature branches combined with virtual channels, hiring of diversified talents, and acceleration of personnel transformation, to compete with foreign rivals.