Impact of Bank 3.0 on Bank Personnel and Its Transformation Strategy:A Case Study of T Bank

• Main Authors: Huang, Jui-Yuan, 黃瑞源
• Other Authors: Shih, Jen-Ying
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/dx2kn2

碩士 === 國立臺灣師範大學 === 高階經理人企業管理碩士在職專班(EMBA) === 106 === Abstract Quoted from “Bank 3.0: Bank is no longer a place, it is a behavior” by renowned BRETT KING, it depicts in details that banking activities will no longer be confined in a physical bank. In other words, they could take place anywhere. Accordingly, the way banks interact with their clients will change significantly. Banks will be forced to contemplate the value of their own products from the clients’ perspective, including the environment surrounding them and such fact makes the nation’s more than one hundred and seventy thousand bank practitioners begin to recognize the crisis they are facing. Not only theses practitioners need to strengthen their own professional knowledge and abilities, but banks are also under obligation to offer support and resources for such transformation. Furthermore, as banking becomes digitized, branches, the consumer financing department, back-office staff and particularly front desk clerks take the greatest impact. Therefore, the HR department should take measures for restructuring more aggressively to protect employees’ right of work. Given the recent expansion in banks’ business scope, diversification in financial products offers the convenience of one-stop shopping for banks’ clients. However, as digital technology begins to replace manpower, utilizing Bank 3.0 as a means to enhance competitiveness and transform existing practitioners out of questions becomes a decisive factor to a bank’s success among its competitors. In face of challenge from Bank 3.0, the competent authority has been urging state-run banks and financial institutions to expedite the transformation of bank practitioners in order for creating a win-win solution among one and the other and to ensure the bank’s ability to compete and preserve its advantage. This thesis is a case study of bank. By analyzing management encountering impact of Bank 3.0 on its practitioners, this research concludes that the strategies for achieving the transformation of practitioners in order to avoid being shifted out or undermine bank’s competitiveness but, on the contrary, to create a win-win solution are the following: 1.Adopting financial technology to construct an integrated digital service platform to strengthen customer relationship. 2.Be a professional bank specializing in offering financing and advisory services for small and medium sized business. 3.As banks restructuring human resource in the era of Bank 3.0, it is crucial to enhance training and education of their employees for avoiding them becoming Non-Performing Loan and ultimately burdens to the banks. Keywords: Bank 3.0, Digital Finance, Transformation