Skip navigation

DSpace

機構典藏 DSpace 系統致力於保存各式數位資料(如:文字、圖片、PDF)並使其易於取用。

點此認識 DSpace
DSpace logo
English
中文
  • 瀏覽論文
    • 校院系所
    • 出版年
    • 作者
    • 標題
    • 關鍵字
  • 搜尋 TDR
  • 授權 Q&A
    • 我的頁面
    • 接受 E-mail 通知
    • 編輯個人資料
  1. NTU Theses and Dissertations Repository
  2. 進修推廣部
  3. 事業經營碩士在職學位學程
請用此 Handle URI 來引用此文件: http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/93763
標題: 高淨值客群服務轉型的策略地圖:以 C 銀行為例
Strategy Map for Service HNWI Clients: The Case of C bank
作者: 張詠翔
Yung-Hsiang Chang
指導教授: 曾智揚
Chih-Yang Tseng
關鍵字: 高淨值客群,服務轉型,SWOT分析,平衡計分卡,策略地圖,
HNWI,Service Transformation,SWOT analysis,Balanced Scorecard,Strategy Map,
出版年 : 2024
學位: 碩士
摘要: 隨著新一代高淨值客戶群體的崛起,傳統的財富管理服務模式已難以滿足其多元化需求。本研究借鑒國際性金融機構C集團的實踐案例,旨在探討金融機構如何因應高淨值客群需求的變遷,制定高效的服務轉型戰略。
研究首先分析了推動服務轉型的三大驅動力:市場競爭加劇、技術創新發展以及客戶需求轉變。其中,新一代高淨值客群對ESG投資、數位化體驗和個性化服務的期望顯著提升,成為服務轉型的核心驅動力。
本研究以平衡計分卡理論為框架,建構了針對傳統及新生代高淨值客群的差異化策略路線圖及關鍵績效指標體系。在財務層面,重心由追求短期利潤最大化轉向資產管理規模的長期穩健增長;客戶層面注重卓越的服務體驗及口碑營銷能力;內部流程聚焦推進數字化轉型,提升敏捷交付能力;學習成長則側重培養複合型理財顧問團隊。
最終,研究闡明金融機構應秉持以客戶為中心的核心理念,從平衡計分卡四個構面全面深化高淨值業務轉型:創新收入模式與客戶價值捆綁;深化客戶洞察與服務體驗創新;數字賦能提升業務靈活性及定製化能力;加大投入培育專業化的理財團隊。
基於C集團在全球多個市場的成功實踐,本研究有助於金融業順應時代大潮,因應高淨值客群服務需求的變革趨勢,為其在日新月異的市場格局中開啟高質量發展之路。
The traditional wealth management service model is increasingly inadequate to meet the diversified needs of the emerging generation of high-net-worth (HNW) clients. This study examines the case of international financial institution Group C to explore how financial institutions can adapt their service transformation strategies to address the evolving demands of HNW clientele.
The research first analyzes three key drivers of service transformation: intensifying market competition, technological innovation, and shifting client needs. Notably, the new generation of HNW clients shows significantly higher expectations for ESG investments, digital experiences, and personalized services, serving as the core impetus for service transformation.
Utilizing the Balanced Scorecard framework, this study constructs differentiated strategy roadmaps and key performance indicator systems for both traditional and next-generation HNW client segments. In the financial perspective, the focus shifts from short-term profit maximization to long-term, stable growth in assets under management. The customer perspective emphasizes excellent service experiences and word-of-mouth marketing capabilities. Internal processes focus on advancing digital transformation and enhancing agile delivery capabilities. Learning and growth prioritizes cultivating multifaceted financial advisory teams.
The study concludes that financial institutions should adhere to a client-centric core philosophy, comprehensively deepening HNW business transformation across the four perspectives of the Balanced Scorecard: innovating revenue models and client value bundling; deepening client insights and service experience innovation; leveraging digital enablement to enhance business flexibility and customization capabilities; and increasing investment in nurturing specialized wealth management teams.
Based on Group C's successful practices across multiple global markets, this research aids the financial industry in adapting to contemporary trends, responding to the evolving service needs of HNW client groups, and paving the way for high-quality development in an ever-changing market landscape.
URI: http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/93763
DOI: 10.6342/NTU202402239
全文授權: 同意授權(限校園內公開)
電子全文公開日期: 2029-07-24
顯示於系所單位:事業經營碩士在職學位學程

文件中的檔案:
檔案 大小格式 
ntu-112-2.pdf
  目前未授權公開取用
2.85 MBAdobe PDF檢視/開啟
顯示文件完整紀錄


系統中的文件,除了特別指名其著作權條款之外,均受到著作權保護,並且保留所有的權利。

社群連結
聯絡資訊
10617臺北市大安區羅斯福路四段1號
No.1 Sec.4, Roosevelt Rd., Taipei, Taiwan, R.O.C. 106
Tel: (02)33662353
Email: ntuetds@ntu.edu.tw
意見箱
相關連結
館藏目錄
國內圖書館整合查詢 MetaCat
臺大學術典藏 NTU Scholars
臺大圖書館數位典藏館
本站聲明
© NTU Library All Rights Reserved