Abstract Globalization and joint of WTO have made Taiwan government to speed up the opening of banking services. The banks in Taiwan are forced to modify their business models in order to increase their competitiveness, especially after the Financial Holding Company Law announcing. All dimension business models for banking industry has handicap for the needs of specific field. Hence, banks have to focus more on the market position and segmentation. Targeting and development of the regional central branch system is an innovation of business model for integrating the current operating system of local branch and organization. The central branch system is able to gather up resources and produce the effect of specialization Many banks have put central branch system into practice and have received significant achievements, although some banks hang back. Therefore, our study tries to analyze the performance of the central branch system by the seven dimensions business model, and proposes the operating strategies. From the reviews of literature we build up the business model theory, which guide our interviews to the five selected banks. We reach the following conclusion. 1. Route types and backup system play the key roles for operation of the regional central branch system. 2. Operating process has the secondary importance in our seven dimensions business model. 3. Technical innovation, surprisingly, is not important. 4. The viewpoints of the seven dimensions business model for senior and middle managers are slightly different for any single interviewed banks. However, for the comparison of these five banks, the viewpoints for all these senior and middle managers are very consistent. 5. Banks under financial holding company or not do not have different viewpoint. However, banks under financial holding company emphasize more on standardized and profound overall services. Banks not under financial holding company pay more attention on the depth and extent of their products. Keywords: consumer banking, the regional center of consumer banking, financial holding company, business model, competitive strategy.

As globalization is under its way, enterprises should take the turbulent business environment into account as the normal conditions. Furthermore, the advancement of information technology (IT) facilitates the information flow between departments inside and outside organization, and which brings us more convenient & flexible communication. The force of globalization and the IT impact is not only influence the employment systems, but also restructure the relationship among them. Following the dramatic change is that enterprises try their best to look for flexibility to cope with business needs. Unlike the traditional employment system, the dispatched employment is a system which involves the interaction among the three parties (dispatched worker, dispatch agency and working enterprise). The purpose of this research is to investigate the operation of this atypical employment from the perspective of working enterprise in the consumer banking. The method employed in this research is in-depth interview with eight cases. The purpose of interviewing can be classified into three aspects: 1. Understanding the operations of working enterprise associated with dispatched affairs, including reasons for employing dispatched workers, positions, and standards for selecting dispatch agency. 2. From the enterprises point of view, how the dispatch agencies dispatch their workers, including the services offered from dispatch agencies, recruiting, and the management of employment relationship, etc. 3. What are the expectations from the working enterprise, and how should the government and dispatch agency work hand in hand to make the whole process smoothly.

本研究旨在探討銀行消費金融業務績效獎勵制度中，升遷制度及獎金制度對於業務人員績效表現的影響，同時探討業務人員個人背景對於績效表現的差異性。研究方法以個案分析法，藉由個案銀行業務人員實際的業績資料分析，深入了解各項激勵制度的設計對於業務人員績效表現的影響，以及各類不同背景的人員在績效表現上的差異。本研究的主要發現如下： 1.藉由升遷制度的設計，可以有效激勵業務人員發揮更高的工作績效。 2.獎金制度的設計，對於業務人員績效表現的影響： (1)調降獎勵門檻，對於激勵業務人員績效提升的效果不佳；而縮減獎勵總額，獎金的激勵效果降低，業務人員的績效表現變差。 (2)利用定額目標獎勵的方式，讓業務人員容易感受到領取獎金的價值，激勵業績達成的效果明顯。 (3)獎金率調降，業務人員認為投入－產出比率與過去不相等產生失望，績效表現下滑；給付頻率較長的遞延性獎金，無法有效提升業務人員的業績產出。 (4)手續費收入獎金的設計，可以增加業務人員向客戶爭取洽收手續費的誘因，以爭取獎金。 3.不同個人背景在績效表現上的差異：(1)男性業務人員的平均業績達成高於女性業務人員，(2)年齡在26至30歲的業務人員業績達成表現較佳，(3)未婚業務人員業績表現優於已婚的業務人員，(4)學歷愈高在業績的表現上有愈好的趨勢，(5)無工作經驗及曾任職銀行的業務人員業績表現較佳，二度就業的業務人員則相對表現較差。 / The primary purpose of this study is to explore how the work performance of consumer banking sales is affected by promotion programs, bonus programs, personal background and work experiences. A case study approach is applied to study the work performance of salespersons in a large-scale bank. The empirical results of this study are stated as follows： 1.Promotion programs can motivate salespersons to create higher performance. 2.Details of the influence of bonus programs includes: (1) lowering the threshold of paying bonus can hardly motivate salespersons to improve outputs. Reducing the amount of incentive can deteriorate the capacity of a salesperson, (2) the fixed amount of bonus for certain target makes salespersons feel the value of incentive easily, so that they can reach a higher level of performance, (3) the decline in bonus rate can reduce the performance of salespersons because of unequal input-output ratio. On the other hand, deferred payments of bonus can not motivate salespersons to increase outputs. (4) Fee income bonus can boost incentives for salespersons to charge more fees for customers. 3.The salesperson’s performance can be affected by personal background: (1) performance of male salespersons is superior to that of female ones, (2) the 26 to 30 year old salespersons reach higher level of performance, (3) unmarried salespersons perform better than married ones, (4) salespersons with higher education degrees tent to deliver higher performance, (5) salespersons without work experiences and the ones who have served in other banks perform better. However, salesperson of re-employment perform relatively poor.

摘 要 　　國內銀行傳統上最擅長及投注最多資源之領域即是企業金融業務，然經驗顯示此處亦為金融業者蒙受最多損失之處，甚至導致中興銀行及高雄企銀退出市場，大型行庫兩、三年前，每年打銷呆帳之金額係以新台幣數十億元、甚至上百億元計。其後消金業務盛行，信用卡循環信用業務之興起尤為引人注目，而現金卡亦在萬泰銀行的「George & Mary」之強勢促銷下製造出另一波高峰。然由於風險控管之鬆散，在卡債呆帳暗潮隱然成型，外資券商開始對現金卡業務暴衝至前幾名之銀行投以質疑的眼光之際，部份銀行也在此刻宣布停掉現金卡之業務。「財富管理」便是在銀行亟思轉向提高以手續費收入為基礎之殷殷期盼下，在國內銀行的業務領域中逐漸萌芽、茁壯。 在短短兩三年間，財富管理業務從在銀行營業廳一隅的小規模經營，到現在引領國人開啟投資理財之風潮，其方興未艾之勢頗值吾人加以探討。其成因包括人口老化問題衍生之退休規劃需求，因經濟活動之暢旺，造成富裕人口及富裕家庭數目之提昇，因微利時代的來臨等，皆實質地催化民眾對於理財之迫切需求，而「財富管理」即順應這種經濟金融環境之變遷，此其時地走入人群，成為眾所矚目之焦點，也成為這一年來銀行短兵相接之處。 　　其次，國際金融法規之變動，尤其是新巴塞爾資本協定(The Basel Capital Accord II)即將在2006年底實施，導致銀行在經營策略上不得不思考導入既能獲利，又屬低度資本需求業務之必要性，更何況銀行本身本應多元化其業務收入來源，以分散業務經營之風險。本文即從這些角度，探討財富管理業務之確具經營價值。 　　然財富管理業務之經營，終究有其須注意之風險，一為「策略風險」，一為「作業風險」。雖「策略風險」難以量化，也未普遍為業者所重視，然有謂「錯誤的決策，比貪污更可怕」，姑不論此言之對錯，但錯誤之決策會造成績效之不彰及資源之浪費，確屬不爭之事實。故本文專章論述經營策略，期所提出之分析與探討有助於業者經營時之省思。另有關「作業風險」，亦是日常之業務經營中稍有不慎即有可能對銀行造成重大損失、甚至被迫退出市場之風險。霸菱銀行殷鑑不遠，甚至以國際知名之花旗集團，其日本之私人銀行亦因涉未注意洗錢防制及資訊揭露等作業風險問題，而被勒令關閉。故內部稽核及內部控制等基本功之具體落實，確有其必要。本文就作業風險部份亦專章論述，從主管機關之相關規範，到國外相關機構之規範及做法，作業風險案例介紹，相關作業風險之管理等，皆做一分析與探討，期從所提出之案例，讓銀行業者於從事財富管理業務時，非僅注意手續費收入之多寡，或僅專注於市場佔有率之提升，而是實質注意到伴隨手續費收入而來之風險；盼所提出之風險分析，讓業者因瞭解風險之無所不在，而正視其重要性與迫切性，期將財富管理業務之作業風險減至最低。 / Abstract Just not long ago, domestic banks in Taiwan, with little differentiations, claimed their expertise in corporate finance and have allocated simultaneously most of their resources in this business. Ironically, however, corporate finance was also the area where the banking industry suffered the most. The problematic exiting of Chung Shing Bank and Kaohsiung Business Bank were obviously costly examples. Actually, almost all major banks were writing off their bad loans every year in billion of New Taiwan dollars for the past few years. Banking institutions tried to develop alternative business models by engaging in consumer banking, and some has indeed found its success. One of the stars that owned the spotlight was the revolving interest income from credit cards. Later, with the aggressive and successful marketing campaign of so-called “George & Mary” Cash Card by Cosmos Bank, the importance of consumer banking was pushed to its plateau. Nonetheless, loose risk management caused the bad debts of credit/cash cards to mount up and become potentially a serious problem. Foreign securities firms have already indicated their reservation of those top cash card business banks. A few banks have even suspended their cash card business. In light of the challenging environment facing corporate and consumer banking, banking institutions gradually turned to “Wealth Management” and holds high expectation that it will become a means to enhance their fee income. Indeed, wealth management has, in a matter of two to three years, started from a neglected corner of a bank’s business lobby developed progressively as a business trend leading how Taiwanese invest their wealth. The rapid pace of development in wealth management business certainly warrants our closer examination of various major issues relate to this phenomenon. To begin with the backgrounds, the aging of population has derived the need for retirement planning. The economic success of Taiwan over the years has contributed to the growth of numbers of wealthy families. The low interest rate environment has directed people to manage their wealth more actively. It was against this background that wealth management made its debut in the financial market, and caught the attention of the market, and became the central focus of the banking battleground. Additionally, recent changes in banking regulations, particularly, the introduction and planned implementation of Basel Capital Accord II, also pressured banking institutions to adjust their business strategy. Under Basel II, a bank will be required of more capital when engaging in corporate or consumer banking to cover credit risks. In contrast, wealth management needs to cover only operational risks. Not to mention that it also helps to diversify a bank’s source of income and risks portfolio. In terms of risks relate to wealth management, there are basically strategic risks and operational risks. Strategic risk may be difficult to quantity and certainly was not paid enough attention than it deserves. As people often said, “an erroneous strategic decision is worse than embezzlement”. Wrong decision often caused underperformance and waste of resources. This thesis, accordingly, attempts to analyze business strategies as it relates to a bank’s engagement in wealth management business. Furthermore, operational risk is also an area which could cause significant damages to a banking institution. In its worst case, operational risks might even cause the collapse of a bank. Baring’s scandal doesn’t seem to have happened that long ago. Even Citicorp private banking was sanctioned by the Japanese authority for failed to comply with the money laundry and disclosure requirements. It is therefore, essential that banks pay enough attention to its internal control and audit. This paper will also discuss operational risks issues, including relevant regulations, the practices in other major jurisdictions, case studies, and management of operational risks. The desire of the author is to alert the banking institutions that when engaging in wealth management, neither fee income nor market share should be their only focus. The effectiveness to control operational risks to its minimum is equally if not more important for a bank wishing to achieve success in wealth management business.