銀行高資產財富管理經營轉型及創新策略之研究 ─以A銀行為例

Abstract

本研究文獻貢獻在於發現，個案銀行本身金控關係企業眾多，需要的是整合內部資源，全力支援財富管理理專服務高端客戶，並未產生新生態系統。嚴格來講並無須有相關產業作為參與者，加入個案銀行的連結平台。而個案銀行在地化策略，並無積極為高端客層進行國際性資金流動，焦點放在為本土高端客戶資產進行客製化整體規劃。 在創新商業模式方面，本研究採用Osterwalder與Johnson兩者相同商業模式架構元素綜合設計研究工具，在需求導向方面：A銀行高資產客層目標仍以金控相關事業體的自有客戶進行挖掘被隱藏的高端客戶。在與高端顧客關係上，以朋友化由專人服務。在銷售通路上，傳遞品牌正能量與一條龍服務。在價值主張方面，品牌定位在地化、客戶關係朋友化、品牌信賴長期化以及在地長期合作。在供給導向方面，高資產客層關鍵資源，最重要的還是理專專業跟能力，不崇尚外商與高端客群的網銀交易，擴大HR的資源投入，訓練在地化專業人才，成為關鍵合作夥伴，讓提供高端顧客財富問題的solution（解方）成為重要的關鍵活動。在財務導向方面，價值主張以財經知識的提供收取服務費的重要性，這是A銀行利潤的重要來源。 銀行收益流來自於整體金融商品的銷售。財富管理的收益是提供財經知識的服務費，也是銀行重要的收入來源。銀行對高資產客層成本結構表現在知識型服務，金融服務業，越來越講求財經專業，使用銀行財富管理諮詢，已不是一個便宜的平台，服務收費是因為提供了價值，而不是價格競爭。在價值驅動上，A銀行以高價值、高體驗，建立強大的品牌系統，所增加的成本可以完全被高收費所吸收。價值驅動的特性非成本驅動型所能取代。

The contribution of this research literature is that it found that the case bank itself has many financial holding companies, and what it needs is to integrate internal resources to fully support wealth management professionals in serving high-end customers, but no new ecosystem has been created. Strictly speaking, there is no need to have relevant industries as participants to join the link platform of individual banks. As for the localization strategy of individual banks, they do not actively carry out international capital flows for high-end customers, and focus on customized overall planning for the assets of local high-end customers. In terms of innovative business models, this study uses the same business model architecture elements comprehensive design research tools of Osterwalder and Johnson. In terms of demand orientation: Bank A's high-asset customer target is still explored with its own customers of financial holding-related entities. Hidden high-end customers. In the relationship with high-end customers, we provide friendly service with dedicated personnel. In the sales channel, deliver the positive energy of the brand and one-stop service. In terms of value proposition, brand positioning is localized, customer relationships are friendly, brand trust is long-term, and local long-term cooperation is achieved. In terms of supply orientation, the most important key resources for high-asset customers are the professional expertise and ability of professional students. We do not advocate online banking transactions for foreign businessmen and high-end customer groups. We need to expand HR resource investment, train local professional talents, and become key partners. , making providing solutions to high-end customers’ wealth problems an important key activity. In terms of financial orientation, the value proposition is the importance of charging service fees for the provision of financial knowledge, which is an important source of Bank A's profits. The bank's revenue stream comes from the sale of overall financial products. The income from wealth management is the service fee for providing financial knowledge, which is also an important source of income for banks. The cost structure of banks for high-asset customers is reflected in knowledge-based services. The financial services industry is increasingly focusing on financial professionals. Using bank wealth management consulting is no longer a cheap platform. Service charges are based on the value provided, not price competition. . In terms of value drive, Bank A has established a strong brand system with high value and high experience, and the increased costs can be completely absorbed by high fees. Value-driven attributes cannot be replaced by cost-driven ones.