An Analysis on Banking Relationship and Customer Contribution-A Case Study for S-Bank T-Branch

• Main Authors: Hung-Yu Hsiao, 蕭宏裕
• Other Authors: 董澍琦
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/4n673m

碩士 === 國立中興大學 === 高階經理人碩士在職專班 === 99 === This research was based on the data collected from the highest one hundred and fifty customer contributions of a nation-wide commercial bank’s branch in central Taiwan between year 2006 and 2010. The substantive research on the correlation between banking relationship and contribution involved the analysis of customer industry, business size, contribution details (loan and deposit), dealing years of banking relationship, duration of banking transactions, and by sorting and cross-matching to empirical analysis, the major findings were as follows: Among the customers, corporate accounts contributed more than individual accounts due to the more complicated and diverse banking services and also the higher transaction amounts. Followed by the booming of Global Trade Liberalization, corporations were globalizing in an even faster pace. Thus the role of OBU (offshore banking unit) had become even more important, and its resulting contribution had outperformed DBU (domestic banking unit). As far as the size of corporate accounts is concern, since small and medium-sized firms are less transparent, there is an imbalance of information and thus their ability to negotiate price has become less flexible. The bank benefited from these groups of customers, and obtained greater contribution from these customers than giant corporations. During the analysis of contribution details, although we can see loan contribution was still the major component of the bank’s profitability, the performance of non-interest revenue generated through deposits and wealth management was exciting. It proved that the bank’s effort to expand non-interest revenue was fruitful. Among the data collected on customer‘s years of banking relationship, those who had more than 10 years made up 43%, and those who with 5 years or more made up 53%. It was evident that in the process of the bank’s sustainability management, loyal customers were still the key streams in branch’s operation. The primary issue of customer relationship management lay in how the bank maintains corporate clients.