聯貸與專案融資之顧客關係管理平衡計分卡：以F金控為例

Abstract

本研究運用平衡計分卡（Balanced Scorecard, BSC）的顧客構面觀點，探討臺灣F金融控股公司（化名）旗下銀行在聯合貸款與專案融資兩種企業金融服務之顧客關係管理（CRM）績效。本研究背景在於企業金融交易規模龐大且流程複雜，如何確保企業客戶在整個服務旅程中獲得良好體驗，已成為銀行提升競爭力的關鍵課題。為系統性評估並改善企業金融客戶體驗，我們結合文獻中以顧客為中心的BSC四個次構面（顧客知識、顧客互動、顧客價值、顧客滿意）為分析框架，並融入端對端顧客旅程（End-to-End Customer Journey）的概念，全面檢視F銀行在聯貸與專案融資服務流程各階段的表現差異。 分析結果顯示： 第一，聯貸流程相對標準化且時程較短，客戶重視快速籌資與便利協調；專案融資流程則漫長且量身訂作，客戶更關注銀行是否提供專業支持與風險控管。 第二，在BSC顧客構面表現上，F銀行的聯貸融資案件在顧客知識、互動、價值三方面均優於專案融資案件，因為銀行對聯貸客戶需求掌握較充分、服務介面單一流暢，且可讓客戶以較低成本取得資金，因而整體顧客滿意度較高。相對地，專案融資案件中銀行需投入更多時間建立顧客知識，互動頻繁且協調更繁瑣；儘管最終為客戶實現所需的大型融資（價值）並提供專業陪伴，但因融資成本高、契約條款嚴格，使滿意度表現不如聯貸穩定。 第三，聯貸客戶滿意度普遍維持高檔且穩定，專案融資客戶的滿意度則在不同階段出現起伏：在冗長的盡職調查與談判階段可能下降，但若最終專案成功，客戶回顧整體旅程仍會給予高度評價。 本研究根據上述發現，針對F銀行提出差異化服務策略，包括：持續強化聯貸流程效率並深化關係經營、改善專案融資流程痛點（如提升專業能力、強化溝通機制、增加條款彈性）、建立不同業務類型的客戶滿意度評估與獎酬機制，以及運用數位工具提升資訊透明度與服務便利性等。本研究旨在提供一套從顧客觀點出發的分析框架，協助銀行在追求財務績效的同時兼顧顧客價值，提升企業金融服務的永續競爭力。

This study applies the customer perspective of the Balanced Scorecard (BSC) to examine the Customer Relationship Management (CRM) performance of a Taiwanese financial holding company’s bank (anonymized as F Bank) in two corporate finance services: syndicated loans and project financing. The motivation stems from the observation that corporate banking deals are large and complex, making it challenging for banks to ensure an excellent customer experience throughout the service journey. To systematically evaluate and improve the corporate client experience, we adopt an integrated analytical framework based on the customer-centric BSC with four sub-dimensions (customer knowledge, customer interaction, customer value, customer satisfaction), and incorporate the concept of an end-to-end customer journey to assess F Bank’s performance at each stage of the syndicated loan and project finance processes.

The findings indicate that, first, the syndicated loan process is relatively standardized and shorter in duration, with clients prioritizing speedy fund acquisition and convenient coordination; in contrast, the project finance process is lengthy and highly customized, with clients placing greater emphasis on the bank’s provision of professional support and risk management. Second, regarding the BSC customer perspective, F Bank’s syndicated loan cases outperform project finance cases in customer knowledge, interaction, and value, as the bank typically has a better understanding of client needs, offers a more seamless single-point interaction, and provides funding at a relatively lower cost – leading to higher overall customer satisfaction. Conversely, project finance cases require the bank to spend more time building customer knowledge and involve more frequent and intensive interactions; although the bank ultimately delivers the needed large-scale financing (value) with professional support, the higher costs and stricter covenants result in less stable satisfaction levels. Third, syndicated loan clients exhibit consistently high and stable satisfaction, whereas project finance client satisfaction fluctuates over stages: it may dip during prolonged due diligence and negotiation, but if the project is successfully completed, the overall experience is rated highly in retrospect.

Based on these findings, we propose differentiated service strategies for F Bank, including continuously enhancing the efficiency of the syndicated loan process and deepening relationship management, addressing pain points in the project finance process (e.g., by strengthening professional expertise, communication mechanisms, and flexibility in terms), establishing tailored satisfaction evaluation and incentive systems for different service types, and leveraging digital tools to improve information transparency and service convenience. This study provides a customer-oriented analytical framework to help banks balance financial performance with customer value, thereby improving the sustainable competitiveness of corporate banking services.