碩士 / 國立成功大學 / 高階管理碩士在職專班 / 98 / In 2008, the world faced a rare financial crisis. Many foreign banks closed as a result, causing a huge impact on liquidity of derivative commercial products and enhancing risk of default. A large number of investors in Taiwan, inevitably, suffered enormous financial losses in this crisis. Moreover, many investors have cast doubts on banks and bank-borne financial products since then. And many disputes/distrust arise between investors/customers and banks.
Since 2000, Wealth Management has burgeoned and become a crucial sector to the growth of bank business. But, many departments concerning financial management/control were downsized as well as a great deal of financial staff members were laid off in the aftermath of the financial tsunami, rarely seen in a century-period of time.At present, financial products are also reduced to certain categories only, such as traditional insurance and fund products while other products, like structure notes and derivatives are put into scrutiny for reviewing their structures and design.
On the other hand, having followed the profit in 2009, Wealth Management, however, is still the mainstay source of bank profit and will continue to play a leading role in future. Besides, a large sale of domestic insurance, insurance products and funds are all indicative of the flowing-back of customers. Judging from this phenomenon, this paper aims to deal with the change/difference in bank management, financial products, personnel area and marketing in post-financial tsunami. Also, through the in-depth interviews with three high-ranking bank staffers, this paper gains precious findings in current wealth management strategies in such fields as charge-gained-profit increase, self-regulation/supervision norms, risk management and professional competence. And these findings can provide either banks or financial institutions with reference for planning vistas of running business.
As far as security and stability concerned, Wealth Management should meet custormers’ needs rather than create cumstormers’ demand. Furthermore, Wealth Management of a bank should be reviewed from not only the merits of its counterpart but also the fundamental approach within itself. Take the client assets for example. Based on the analysis of re-examining previous client assets transaction, merely 20% customers contribute to 80% Wealth Management of a bank.
After the financial tsunami ,banks change their business model and marketing strategy could not only survive after this finance tsunami and tough slack but increase their market share and we believe that wealth management industry in Taiwan will molt by severe competition in 〝Post-wealth management era〞.
| Identifer | oai:union.ndltd.org:TW/098NCKU5457038 |
| Date | January 2010 |
| Creators | Chin-TsungChen, 陳慶宗 |
| Contributors | Yu-Hern Chang, 張有恆 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 97 |
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