台灣財富管理銀行之現況與未來發展挑戰

The current status and future development of wealth management in Taiwan

李宜芳(Yi-Fang Li)

指導教授 ： 李伯謙

元智大學/管理學院/企業管理學系/碩士(2004年)

摘要

中文摘要
近年來，許多銀行及金控已紛紛投入財富管理銀行這個極具潛力的市場，在這些處於萌芽期的財富管理銀行，雖以顧客的人生目標做個人化的專業性理財規劃、資產配置，達成人生中各階段的需求；但實際上的經營模式與打出的口號之間卻有段差距，若不趕緊縮短這個差距，以國內銀行及金控所擁有的資源及能力，是無法與具有全球性資源的國際級銀行競爭，因而喪失掉顧客對於國內財富管理銀行的信任。
為釐清財富管理銀行的整體運作，故以整體性的架構來探討目前財富管理銀行的發展狀況，並探討架構中的互動狀況，並找出可能存在的潛在問題，以求提供國內財富管理銀行在經營模式上的建議。
研究對象包括國內有提供財富管理服務的銀行及金控，以蒐集相關資料及訪談的方式完成本研究；在資料的分析方面，以報章雜誌的報導內容及相關財富管理的研究內容作為分析基礎；另一方面，分別訪談財富管理銀行中資深、資淺的理財專員、研究部門的中高階主管，以及業務部門的主管，藉以了解財富管理銀行整體運作上的情況；並提供財富管理銀行較全面性的分析結果，提供缺乏資源及經驗的國內財富管理銀行，在發展財富管理時的建議。
最後本研究分別以財富管理銀行的支援系統、理財專員的制度，以及財富管理銀行的彈性提出建議。
一、 在支援系統部份，研究團隊此機制的設置、以及研究人員的素質優良，是足以支援理財專員在專業知識上的不足，所形成的支援性愈強，理財專員的負擔越小、能負責的顧客就越多、服務品質也越好。而行銷業務部門應針對財富管理銀行本身的核心能力做相關的行銷活動，以理財團隊全方位的專業形象等產生差異化的方案。
二、 以專業分工、整合理財專員的團隊提供專業性服務，財富管理銀行必須重新將素質不同的理財專員，進行適當的專業分工、整合，調配素質不一的理財專員，以達成理財專員之間的綜效。以團隊的力量發揮互助的精神，藉由一、兩位素質好的理財專員負責規劃顧客的資產配置、分享專業知識及經驗，帶領幾位能力尚未充足的理財專員，共同提供多元化的服務。
三、 財富管理銀行的彈性部分，國內財富管理銀行內部的制度，仍需要不斷的調整，可藉由提案制度的建立，以及跨部門的合作機制，找出最適合的經營模式。另外，在績效考核方面應結合財富管理的目標，應朝向整合財富管理銀行、理財專員及顧客皆能三贏的目標，來制定適當的考核制度。

關鍵字

財富管理

並列摘要

Abstracts
Recently many banks involve in the new potential market, Wealth management, in Taiwan. Among these banks in the initial stage of wealth management, although they do personally professional financial plans and asset arrangements to achieve different life needs according to different life goals of customers, there is a gap between what they emphasize and what they manage. If the gap is not shortened soon, with their resources and competence, it is hard for the domestic wealth managing banks to compete with foreign wealth managing banks which own global resources and several years’ experience, and therefore lose their customers’ trust.
In order to figure out the entire operation of domestic wealth managing banks, this study use overall framework to discuss current situation of wealth management and the interaction in the framework. Find out potential problems from it, and make specific advices for domestic wealth managing banks to conduct their business.
Objects of the study include all the banks providing wealth management service. The study was accomplished by searching and collecting relative data, interviewing senior and junior financial planner, and supervisor of research department and marketing department who works for domestic wealth management. Make specific suggestion for domestic wealth managing banks from obtained information.
Finally, the study make advices with respect to support system, specialized financial planner system, and the adaptive ability of wealth managing banks respectively.
1. In support system, establish a high quality research team to support the junior financial planner who lacks professional knowledge. Because of alleviating the load of financial planner, they could provide better service quality for more customers.
2. Banks should rearrange financial planners of different quality to form specialized financial planner teams to achieve synergy. Make use of teamwork to develop the spirit of mutual help to share professional knowledge and experience.
3. Domestic wealth managing banks have to build their adaptive ability by adjusting their systems. For example, they could obtain practical ideas to improve efficiency by employee suggestion program and cross department cooperation. In addition, performance appraisal system should be build not only on the goal of making profit but also on integrating the goal of wealth management and customer needs.

並列關鍵字

wealth management

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