零售銀行通路未來何去何從—在Bank 3.0時代

隨著高科技的發展，在新一代消費者的認知中，銀行已經由一個場域的觀念，轉化為無處不在的服務。無論是家中、辦公室，或是通勤途中，只要有網路的地方，交易無時無刻都在進行。以科技為核心策略的銀行3.0時代的來臨，不只是消費者購買金融產品的地方和方式的改變，更是銀行面臨非傳統金融機構蓬勃發展的一大挑戰。傳統的商業銀行需要確保，新的策略可以反映新的市場特性。客戶能掌握的資訊越多，忠誠度當然也日益下降。在這個「分行消失中」的時代，商業銀行勢必透過個性化、客製化的金融服務與異業高手競爭。然而，在這波轉型下，必定有部門，或是分行遭到裁撤，並伴隨人員的淘汰。銀行的轉型、成本的降低是我們所樂見的，但如何降低轉型過程中的傷痛，便是本文欲探討的課題。本文將探討銀行轉型與分行員工的溝通及輔導，在這數位化時代的今日，持續互榮互惠。本研究透過問卷分析法及深度訪談法，分析台灣商業銀行轉型過程中，本土零售銀行員工的心態及期待，並深入訪談高階主管未來的決策方向，並整理台灣商業銀行不同角度推展數位化金融之過程。財富管理仍不脫離「人」的本身，因此未來在結合科技發展上，雖然有可能將服務過程科技化，但只有人才能了解人的問題，並不會仰賴機器來解決人的問題。期盼透過本研究發現之成果，將可成為提供銀行在職人員在銀行3.0時代，自身因應策略之重要參考。

關鍵字

數位金融； Bank 3.0 ；零售銀行；財富管理；金融科技；分行通路

並列摘要

With the advanced technology development, banks are no longer physical and fixed locations. With the network, people can do transactions every time and everywhere. In the new era of Bank 3.0, not only consumers need to change their consumption habits, but banks need to change their strategies to deal with more challenges. However, the more information customers can receive, the more the loyalty declines. Traditional banks should ensure their innovative strategies could grasp the new market trends. Banks must be equipped with customized financial services so to stand out other competitors and to avoid elimination. However, some branches and departments must be eliminated under this trend, and so do some employees. We would like to see the banking transformation and the cost reduction. But at the same time, we still need to figure out how to reduce the pain during process, which is the subject of this thesis. This article will explore the communication and counseling between banking management and executives -- how they continue bringing prosperity to each other in this era. Through questionnaire analysis and in-depth interviews, this study analyzes the attitudes and expectations of local retail banking staffs, and the future strategies of executives. Wealth management is still not out of "people" things. That is to say, even though the whole transaction system might be digitalized, banks still need people, rather than robotics, to solve human’s problems. Therefore, this study suggests business model and strategies as an example for banking executives in the era of Banking 3.0.

並列關鍵字

Digital Banking ； Bank 3.0 ； Retail Banking ； Wealth Management ； Fintech ； Branches

參考文獻

7. 許振明(2004)。台灣金融發展歷程。

13. 李紀珠（2002）。台灣開放民營銀行設立之經驗與展望。財團法人國家政策研究基金會，國改政策報告。

5. 耿順芬 (2008)。台灣金融產業「財富管理」市場發展契機與策略之探討。台北大學國際財務金融碩士在職專班論文。

1. Gauthier Vincent, Rohit Gera, Robert Berini (2014), Digital disruption in Wealth Management

7. Peter Schramme, Private Banking in the Era of “Digital Wealth”.

國際替代計量

零售銀行通路未來何去何從—在Bank 3.0時代

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