高淨值客群服務轉型的策略地圖：以 C 銀行為例

Abstract

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.