建構銀行財富管理業務之關鍵績效指標

Developing Key Performance Indicators for Wealth Management Operations

10.29893/NCUTMAN.201811.0092

林水順(Shui-Shun Lin)；鄭羽庭(Yu-Ting Cheng)；許毓展(Hsu-Yu Chan)

財富管理業務 ； 平衡計分卡 ； 關鍵績效指標 ； wealth management ； balanced scorecard ； key performance indicators

管理學術研討會

第十六屆（2018 / 11 / 01）

924 - 935

繁體中文

隨著多家民營銀行的成立，為增進金融商品多元化，國內銀行亦隨著外商銀行的腳步，引進國內外信託基金等金融商品。因國內金融市場過度競爭，台灣銀行業為了提升整體的經營績效，對於純手續費收入的財富管理業務賦予較高的期望，財富管理業務對銀行的貢獻度與重要性不斷提升。財富管理業務部門在背負企業較高的期望時，為求業績達成率的前提下，又身兼政策制定與業務推展的角色，則其關鍵績效指標與營業單位的關鍵績效指標應如何制定才屬合理，並符合公司的經營策略與業務發展目標，以及公司的關鍵績效指標是否與員工的升遷制度與獎酬制度適當連結等問題，都是值得重視的問題。本研究之目的為：（一）探討個案銀行財富管理業務之管理現況。（二）分析個案銀行財富管理業務之執行成效。（三）以平衡計分卡四個構面，探討個案銀行財富管理業務之關鍵績效指標。本研究訪談曾任或現任財富管理專責部門主管以及具有財富管理業務經驗之分行部門主管，以歸納並分析個案銀行財富管理業務之關鍵績效指標。

To promote financial product diversification, domestic banks, following foreign banks, introduce domestic and foreign trust funds and other financial products to the market. Due to domestic excessive competition, Taiwan banking industry gives higher expectations upon the risk-free fee income brought by wealth management operations so as to improve the overall business performance. The importance of wealth management operations is growing. Department Wealth Management is responsible for major profit of such products. Its role is to make policies, promote business growth, set up key performance indicators in accordance with business development goals of banks as well as how the bank's performance indicators is related to the employee reward and promotion system. These issues are worthy of great attention. The purpose of this study is:(a) to investigate the current status of management of S bank wealth management operations;(b) to analyze the implementation and performance of S bank wealth management operations ;(c) to explore the role of the balanced scorecard as a key performance indicator of S bank wealth management operations. With interviews of former or current wealth management department directors with branch experiences, this study finds that the important influence factors of S bank wealth management operations as the key performance indicators are below: (a) Work experience, education, training, age, license, bonus system, and working environment must be emphasized from the personal growth perspective; (b) Open and transparent information of new goods selected, personnel demand of financial products, marketing strategy, group cross marketing, automatic transaction procedure should be provided from the internal management perspective; (c) Customer service, including satisfaction, brand image, interaction, complaint reduce should be executed from the customer perspective; (d) Low cost, profit maximization, product innovation, product differentiation, and electronic transactions should be made to reduce the operation cost and allocate bank resources from the financial perspective.