資料庫行銷於商業銀行之經營管理研究 – 以C銀行個人消費金融事業處為例

THE STUDY OF DATABASE MARKETING IN COMMERCIAL BANK’S OPERATION AND MANAGEMENT – A CASE OF C BANK’S CONSUMER BANKING GROUP

林高慶(GAU-CHIN LIN)

指導教授 ： 林南宏

大同大學/經營設計學院/事業經營學系所/碩士(2005年)

摘要

我國自民國七十八年起，陸續採取放寬銀行經營業務之措施及解除部分金融管制之措施，使國內銀行業之利潤因市場之激烈競爭而逐漸縮減。同時，銀行所經營之傳統業務逐漸被非傳統業務取代，且直接金融逐漸取代間接金融，以及非銀行業者之大量介入銀行業務領域，更影響銀行業之生存與獲利空間。銀行業者為求能獲得競爭優勢，並為其經營績效帶來預期的成效，已不能再仰賴過去傳統的大眾行銷方式，而是要針對目標客層提供量身訂做的產品及服務，因此資料庫行銷及相關分析技術的有效運用就更形重要。

本研究採探索性研究，透過文獻探討及與銀行業實際經營管理階層
的訪談，針對資料庫行銷的相關議題方面進行探究以產生研究架構，並做為個案研究的訪談依據，以了解現行金融業在資料蒐集、資料庫軟硬體上的選用考量與管理、資料分析方法的運用程度、行銷計劃的執行及售後顧客管理上的態度與手法。

C銀行因擁有龐大信用卡顧客資料，加上公司本身的積極投入與耕耘，目前在資料庫行銷的發展腳步居領先優勢。因此，C銀行在資料庫行銷上的績效促使金融同業莫不體會到導入此作法的必要性。

研究結果發現奠定銀行成功執行資料庫行銷策略的基礎，首先需要組織的管理階層建立一個持續創新、研發的企業文化，及對架構部門及銀行與客戶間互動聯絡網所需資源投入的支持；其次經濟效益在應用 資料庫行銷技術方面很重要，一個成功的資料庫行銷須與公司的資料庫大小和連絡頻率習習相關。最後，就是銀行長期最重要的資產：維持高度顧客滿意度及維繫其終身價值，資料庫行銷所發揮的影響力是不容小覷，在建置銀行專屬的資料庫架構下，輔以兼具交叉銷售、售後服務等多功能的客服中心，將可為銀行創造長期而穩定的利潤。

理論架構的發展雖極具實用性，惟發展之過程仍不免有抽樣及深度等客觀因素上的限制。在後續研究上，建議未來的研究學人可自本文的

架構中個別議題上深入研究、或分析不同產業對資料庫行銷後的成果差異、或選個別單一公司做導入前後的研究，真正驗證資料庫行銷模式引進後的實際差異。

關鍵字

資料庫行銷

並列摘要

To begin with, controls on banks’ operation have been loosened and some bans have been lifted since 1988. This causes banks’ dwindling profit due to fierce competition in the market. Secondly, non-traditional service and direct finance gradually replace banks’ traditional service and indirect finance respectively. Thirdly, many companies other than banks strive to gain a share of banking business. This influences banks’ survival and profit niche. With a view to acquire competitive strength and bring in expected operational performance, banks can’t rely on mass marketing popular in the past. Rather, banks must provide tailored products and services for the target customers. Consequently, database marketing and its effective application become vital.

Through literature discussion and interviews with managers with actual experience, this research probes into issues relating to database marketing. A research framework is then produced to be used as the basis for interviews. All these are done because we want to understand how the financial industry gathers information; chooses and manages database software and hardware; analyzes data; carries out marketing plans; and treats customers after the purchase.

Because of a large customer base and aggressive devotion, bank C now is the leader in the development of database marketing. So the impressive performance of bank C encourages other banks to jump on the bandwagon.

This study finds that there are keys to a successful execution of database marketing. First, CEOs must form a corporate culture focusing continuous innovation and R&D. Also, CEOs must show support for investment on everything needed in the establishment of an interactive network linking customers and enterprises. Next, economic effect plays an important in the application of marketing skills. Database marketing must be closely associated with how big a company’s database is and how often marketing personnel contacts customers. The last is the most important asset for banks- maintaining customers’ high satisfaction level and their life-long value. The effects of database marketing shouldn’t be overestimated. The combination of a professional database and a customers’ center with functions of cross-selling and after-sale service will surely create a long-term and steady revenue.

Despite many advantages, there are some drawbacks like subjective sampling and so on. It is advised that continuous researchers can pick out one topic from this study and conduct further investigation. For example, it is good to know the different results occurring to different industries that have already implemented database marketing.
Keyword: operational performance of banks, database marketing, e-bank, customers’ satisfaction level.

並列關鍵字

database marketing

參考文獻

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Central Bank. “The Important Index.” Financial Statistics Monthly Report (2002): 25-70.