Private Banking of Taishin

• Main Authors: Chang, Miao-Ju, 張妙如
• Other Authors: Lin, Jung-Chuen
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/b6v5ak

碩士 === 實踐大學 === 企業管理學系碩士在職專班 === 101 === Since the global financial crisis in 2008, the investing market continues to recover and gradually surpass pre-crisis boom. The Asia-Pacific emerging markets such as Hong Kong, Singapore, China, India, and Indonesia. . . etc., are having rapid economic growth. It also makes the Asia-Pacific HNWI growth rate, in both number and wealth, is higher than the global average. In 2010, in Asia-Pacific region the number of wealthy individuals is more than that in Europe, it becomes the world's second-largest concentration of wealthy people. There are about 94,000 wealthy people in Taiwan in 2010; comparing to 2009, it grows 13.7%. High net wealth population structure is growing rapidly in Taiwan. After the financial crisis , most of wealthy people pay more attention on the varieties and professional service in managing their property and investment. This phenomenon shows the rapidly growing wealthy individuals are creating a huge potential business opportunities to the wealth management organizations. This paper discusses about the development of the Wealth Management and Private Banking of Taishin Bank. From the target customers, organizational resources, institutional structure, relationship management and other service facts, this study investigates the development of the Wealth Management and Private Banking business model of Taishin Bank. Under the competitive pressure of pursuing high-growth & high-profit phenomena, the improper performance appraisal system and profit-oriention schemes are in place and causes problems between customer relationship managers and private banking customers. In response to the competitive future of private banking market, internationally, how does Taishin Bank to grasp the key elements of success, from the business strategy, performance management, relationship manager training, customer relationship management and to meet customer demands, etc., bring out an individual case and more discussion. Expecting Taishin Bank or the domestic competitors can be innovative in service differences and training programs of relationship managers and financial specialists, and then make those activities as key business strategy to enable those banks to maintain competitive advantages. Keywords: Taishin Bank, Private Banking, Wealth Management, Relationship Manager, Key Successful Factor