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研究生: 劉聰瑩
Liu, Tsung-Ying
論文名稱: 如何發展出跳脫紅海的銀行品牌- 以品牌定位訴求「專注為您」的K銀行為例
On the Development of a Bank Brand to Jump Out of the Red Ocean- The Case Study of K Bank Positioning On“Focus on You”
指導教授: 蕭中強
Hsiao, Chung-Chiang
口試委員: 陳建維
Chen, Chien Wei
簡怡雯
Chien, Yi Wen
口試日期: 2021/05/21
學位類別: 碩士
Master
系所名稱: 高階經理人企業管理碩士在職專班(EMBA)
Executive Master of Business Administration
論文出版年: 2021
畢業學年度: 109
語文別: 中文
論文頁數: 121
中文關鍵詞: 財富管理獨特價值整體感知價值未被滿足需求核心能力客戶決策歷程跨業生態圈無市場競爭
英文關鍵詞: Wealth Management, Unique Value, Total Perceived Value, Unmet needs, Core Competencies, Customer Decision Journey, Cross-industry Ecosphere, Non-market Competition
研究方法: 個案研究法深度訪談法
DOI URL: http://doi.org/10.6345/NTNU202100491
論文種類: 學術論文
相關次數: 點閱:138下載:15
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  • 台灣的銀行在個人金融處之財富管理業務發展,可追溯自一百多年前瑞士的私人銀行業務、近代美國的財富管理業務、以及外商花旗銀行進入台灣所引進的財富管理業務等。在經過20多年的業務茁壯和成熟發展,各家銀行皆提出過於類似的策略和同質性高的財富管理服務和業務,造就現今台灣的財富管理業務高度競爭和百家爭鳴的一片紅海。

    本研究以個案分析和深度訪談法,深入探索目標客戶的整體感知價值和未被滿足需求,進而協助K銀行建構核心能力,以發展出跳脫紅海的銀行品牌。本研究建議K銀行運用價值管理模式,剖析目標客戶決策歷程、找出目標客戶重視的獨特價值、分析競爭優劣、並擬定品牌定位;此外經由強化KYC能力、優化CRM系統、整合和極大化金控資源、擴增以目標客戶導向的跨業生態圈、精進系統性管理流程、建構核心驅動力和持續力、重建銀行組織文化等,將可極大化目標客戶整體感知價值,並大幅提升K銀行建立無市場競爭的機會。

    The development of the personal financial wealth management businesses of banks in Taiwan can be traced back to the private banking businesses in Switzerland dating more than a century, the recent financial management businesses in the United States, the financial management businesses introduced by Citi Bank upon its entry in Taiwan, etc. After more than two decades of booming business and mature development, the banks have proposed similar strategies and financial management services and businesses that share homogeneity. All of them have led to the creation of Taiwan’s highly competitive financial management businesses and the red ocean of the great number of competing companies.

    In this study, the case analysis and in-depth interview method were adopted to gain a deeper understanding into the total perceived value of customer groups and unmet needs, further assisting K Bank in constructing core competencies and developing a bank brand outside of the red ocean. In this study, it is suggested that K Bank use the value management model to analyze the target customers’ decision-making process, find the unique value of importance to the target customers, analyze the competitive strengths and weaknesses and formulate brand positioning. In addition, by strengthening the KYC capabilities, optimizing the CRM system, integrating and maximizing financial holding resources, the target customer-oriented cross-industry ecosphere can be expanded. By improving the system management processes, constructing the core drive and continuity and reconstructing the bank’s organizational culture, the target group’s total perceived value can be maximized; while opportunities arising from K Bank’s non-market competition can be substantively increased.

    第一章 緒論1 第一節 研究背景與動機1 第二節 研究目的2 第三節 研究流程2 第四節 研究範圍3 第二章 文獻探討4 第一節 銀行品牌價值與其定位4 第二節 銀行資源整合與運用17 第三節 分行管理核心能力和管理流程建立20 第三章 研究方法31 第一節 個案研究法31 第二節 深度訪談法32 第四章 個案分析35 第一節 凱基銀行及中華開發金控與旗下公司簡介35 第二節 內部與外部分析44 第三節 核心能力探討57 第四節 品牌定位88 第五節 實施計畫之建議91 第五章 研究結論、貢獻、限制與建議98 第一節 研究結論98 第二節 研究貢獻99 第三節 研究限制100 第四節 研究建議100 參考文獻102 附錄 訪談逐字稿107

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