純網銀商業模式與創新競爭策略

Abstract

我國金融監督管理委員會於2019年7月30日正式公布純網銀許可設立名單，由連線商業銀行籌備處（LINE Bank）、將來商業銀行籌備處（NEXT Bank）及樂天國際商業銀行籌備處（Rakuten Bank）三家業者奪下。然而，台灣金融業長期以來存在過度競爭、銀行家數過多（Overbanking）的問題，加之純網銀受限於法規，不僅不能設立實體分行，可承作業務範圍與一般商業銀行完全相同，要想在其中殺出一條血路，必須要靠獨特的商業模式以及有別以往的創新競爭策略。 本研究藉由探討具有代表性的純網銀個案，分別是中國大陸「微眾銀行」以及美國金融新創獨角獸Kabbage，使用多重個案分析法歸納發現：純網銀多半人力精簡，相較之下沒有傳統銀行龐大的組織包袱，更能快速適應市場變化；員工組成中，資訊人員的佔比媲美或甚至超越國際科技公司水準，在科技技術上的投資也遠超過傳統銀行；以發展自動化系統為首要目標，目的使顧客服務更有效率並降低營運成本；以利他模式解決顧客與商業聯盟夥伴痛點，提高黏著度以及吸引合作；跨產業結盟、獲取傳統徵信資料之外的新信評數據，提高自身風險控管能力；以顧客為中心再造服務流程，簡化繁雜手續，讓金融服務唾手可得；藉由在多元生活場景「開虛擬分行」的方式獲取傳統銀行服務不了的長尾客戶，實現普惠金融之願景。上述多項創新使得純網銀商業模式之價值創造循環得以不斷發展。 本研究亦針對純網銀商業模式提出可改進的方向與建議，包含對於系統性風險建立預警機制；獲取長尾顧客的同時，控制潛在風險；在保證用戶資訊與隱私安全下，提升數據品質建構獨特信評機制。長期而言，純網銀應思考建置平台機制，一是連結顧客、商業夥伴與第三方服務商（Third-party Service Providers, TSP）之創新服務平台，另一個是連結顧客與銀行之金融服務與資金平台。純網銀的角色除了提供關鍵科技技術外，必須依照商業夥伴的樣態不斷滾動修正合作模式、針對顧客痛點循環改進使用者體驗讓其生態機制更臻完美。在這樣的大願景下，純網銀帶來的不會是「破壞式創新」，而是「開放式共贏」。

On July 30, 2019, the Financial Supervisory Commission of Taiwan released a list of digital-only banks that were permitted to be established. Licenses were awarded to the preparatory offices of LINE Bank, NEXT Bank, and Rakuten Bank. However, problems with excessive competition and over banking have persisted in Taiwan’s financial industry. Besides, digital-only banks are restricted by regulations. Not only can physical branches not be established, but the scope of business allowed for digital-only bank operations is completely identical to that of general commercial banks. Unique business models and innovative competitive strategies are required for digital-only banks to gain a foothold in Taiwan. This study explored representative cases of digital-only banks, which are 'WeBank' in mainland China and 'Kabbage', a U.S. financial innovation unicorn. The findings indicated that a digital-only bank is usually staffed with a compact size of professionals and does not have the burden of a huge organization as-is for traditional banks. Therefore, it could quickly respond to the changes in the market. Also, most of the personnel of digital-only banks are IT practitioners and a sizable share of the investment of digital-only banks is in technologies as compared with traditional banks. The development of an automation system is the foremost objective for providing more efficient services to customers and cutting down the cost of operation. This was echoed with the use of the good for the other mode of operation to provide solutions for the customers and to address the problems confronting the business alliance partners to strengthen the bond and attract prospective partnership. Cross-industry alliance and access to new credit rating data beyond the traditional credit information services help to strengthen the capacity of risk control. The customer-centered business process reengineering provides simple procedures for easy access to financial and banking services. The “opening of virtual banking branches” in a diversity of themes in daily life helps to access the long tail customers of traditional banks, which is the realization of the vision of an inclusive financial system. The above innovations allow for the ceaseless development of the value creation cycle under the digital-only banks mode of operation. This study is an attempt to propose the directions and recommendations for further improvement of digital-only banks, including the establishment of an early warning mechanism of system risk that allows for the control of potential risk while doing business with the long-tail customers. This mechanism helps to assure information security and privacy, upgrade data quality, and establish a unique credit rating system. In the long run, digital-only banks should seriously consider the establishment of two types of platforms. First of all, it is the innovative service platform for the links to customers, business partners, and third-party service providers (TSP). Secondly, it is the capital platform linking the customers and the banking services of the bank. Digital-only banks should play the role of suppliers of critical technologies and also move forward to revise the model of cooperation by the type of business partners, and address the problems of the customers with cyclical improvement to allow for perfect customer experience. Under this magnificent vision, the digital-only banks will bring about “Open-ended Win-Win Situation” instead of “Destructive Innovation.”