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

Abstract

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.