傳統商業銀行實體分行數位化轉型策略之研究—以板信商業銀行為例

近年數位轉型成趨勢，國內銀行已不再積極申設實體分行，在數位的衝擊之下，分行的價值已逐漸地由交易處理轉為顧客關係與網絡效應的維繫，許多銀行跳脫了傳統的思維，利用數位技術打造全新的分行。疫情使消費者減少移動，大幅增加數位通路和線上服務的使用頻率，高達20%經營者正考慮將營業模式改成全數位化，COVID-19 就是最快的轉型加速器。疫情局部改變了消費者和企業的交易方式，並不代表數位金融將取代一切。疫情以及相關衝擊讓傳統上需要十年時間發生的變化，如今加快到來，優秀的企業因而有機會在競爭上大步超前、擴大規模和發揮客戶影響力。電子商務的崛起與盛行，讓行動及第三方付款機制透過虛實整合逐漸侵蝕傳統金融支付的獲利，要如何異業結盟整合金流、物流及資訊流，並與金控旗下的商品結合創造出新的金融態樣，進而提供銀行商業模式未來策略發展方向，以及如何運用第三方支付及行動支付所擴展的跨境、跨業及跨虛實的整合服務，將是未來金融發展的藍海策略。金融業或支付業看中元宇宙商機，用戶可直接將加密貨幣轉為法幣，進行日常支付，展現新興浪潮下數位支付新可能性，銀行可和加密貨幣業者加深合作，除了提供加密貨幣相關保險及借貸服務，還能進一步共同創造開發創新產品及服務。台灣花旗銀行退出台灣市場帶來的衝擊與機會，是所有金融機構都想爭取的，這也是板信商業銀行發展信用卡數位化轉型的契機。如何透過策略聯盟與外部資源共享共榮，強化產業競爭力，同時藉由數位化與科技化，爭取年輕新客群的認同；分析支付產業的全球及區域市場的近期發展，零售與大額支付(wholesale payment)業者如何因應疫情衝擊，以及支付產業各類業者面臨的關鍵挑戰，為本研究的研究動機。本研究透過板信商銀內部環境分析—7S模型（策略、結構、制度、風格、員工、技能、共同的價值觀）及外部競爭力分析（台新銀行、國泰世華銀行、永豐銀行、LINE Bank及樂天國際銀行）。在內部環境分析模型方面，「職權劃分」的結構下，以「廣大通路」為基本策略，採用「內部控制」的系統，透過「充分授權」的管理風格，讓員工在「科技教育」下，不斷提升「Fintech」的技能，讓其價值觀「誠信、務實，創新」得以實現在企業共同價值上。在外部競爭力分析方面，目前各家銀行在數位化轉型上皆有提到將原本銀行所提供的金融服務數位化，並且可以分為對外顧客的服務、金融服務情境化、智慧金融以及對內的業務流程。透過以上討論，本研究提出以下幾點建議：一、實施人才興儲策略，培育金融科技人才。二、建立學習型組織，提升員工技能。三、開發年輕族群，推廣數位金融產品特色。四、導入AI人工智慧及大數據分析建立個人專屬訊息。五、異業結合，發展金融服務情境化。六、持續開發新功能，提升金融行動力。七、加快法金交易數位化。八、透過數位化轉型策略，協助企業重組供應鏈。九、開發信用卡及財富管理業務。

關鍵字

數位化轉型策略； Bank 4.0 ；數位帳戶； 7S模型

並列摘要

In recent years, digital transformation has become a trend. Domestic banks are no longer actively applying for physical branches. Under the impact of digital, the value of branches has gradually shifted from transaction processing to maintenance of customer relationships and network effects. Thinking, using digital technology to create a new branch. The epidemic has caused consumers to reduce their mobility, greatly increasing the frequency of use of digital channels and online services. Up to 20% of operators are considering changing their business models to fully digital. COVID-19 is the fastest transformation accelerator. The pandemic has partially changed the way consumers and businesses transact, but it does not mean that digital finance will replace everything. The pandemic and related shocks have accelerated changes that traditionally took ten years, giving great companies the opportunity to leapfrog the competition, expand scale and leverage their customers. The rise and prevalence of e-commerce has allowed mobile and third-party payment mechanisms to gradually erode the profits of traditional financial payments through the integration of virtual and real. The new financial form, and then provide the future strategic development direction of the bank's business model, and how to use the third-party payment and mobile payment to expand the cross-border, cross-industry and cross-virtual integration services will be the blue ocean strategy for future financial development. The financial industry or the payment industry is interested in the business opportunities of the Metaverse. Users can directly convert cryptocurrencies into fiat currencies for daily payments, showing new possibilities for digital payment under the emerging wave. Banks can deepen cooperation with cryptocurrency industry players, in addition to providing cryptocurrency-related Insurance and lending services, and further co-creation and development of innovative products and services. The impact and opportunities brought by Citibank Taiwan's withdrawal from the Taiwan market are what all financial institutions want to strive for, and this is also an opportunity for Banxin Commercial Bank to develop the digital transformation of credit cards. How to share and prosper with external resources through strategic alliances, strengthen industrial competitiveness, and at the same time win the recognition of young and new customers through digitalization and technology; analyze the recent development of global and regional markets in the payment industry, retail and large-value payments (wholesale payment) How the industry responds to the impact of the epidemic and the key challenges faced by various payment industry players are the research motivations for this study. This research analyzes the internal environment of Banxin Commercial Bank - 7S model (strategy, structure, system, style, staff, skills, common values) and external competitiveness analysis (Taishin Bank, Cathay United Bank, Wing Fung Bank, LINE Bank and Rakuten International Bank). In terms of the internal environment analysis model, under the structure of "division of authority", the basic strategy is "general access", the system of "internal control" is adopted, and the management style of "full authorization" is adopted, so that employees can be trained under "technical education". Continuously improve the skills of "Fintech", so that its values "integrity, pragmatism, innovation" can be realized in the common value of the enterprise. In terms of external competitiveness analysis, various banks have mentioned digitizing the financial services provided by the original banks in their digital transformation, and can be divided into services for external customers, contextualized financial services, smart finance and internal services. business process. Based on the above discussion, this study makes the following recommendations: 1. Implement the strategy of talent development and reserve, and cultivate fintech talents. 2. Establish a learning organization and improve employee skills. 3. Develop young people and promote the characteristics of digital financial products. 4. Import AI artificial intelligence and big data analysis to create personal information. 5. Combining different industries to develop contextualized financial services. 6. Continue to develop new functions to enhance financial mobility. 7. Speed up the digitization of legal and financial transactions. 8. Assist enterprises to restructure their supply chains through digital transformation strategies. 9. Develop credit card and wealth management business.