| Summary: | 碩士 === 國立中央大學 === 財務金融學系在職專班 === 107 === In the past, the primary source of Taiwan's banking industry’s profit was interest income. However, after the financial turmoil in 2008, central banks cut interest rates and implemented quantitative easing policies, so that bank deposits spreads narrowed. In order to break through the financial environment, domestic banks followed the example of foreign investors. The bank began to develop practices of wealth management business based on fee income.
This study mainly explores two foreign banks – H camp and U Bank - that have been operating in the wealth management business in Taiwan for the first time. After the 2008 financial turmoil, the marketing strategies of the two banks were different. As a result H camp grew slowly compared to U Bank; U Bank has become the model for wealth management and standard banks. This study conducts comparative analysis, in-depth discussion of the differences between the two banks in marketing strategies and business strategies, and put forward proposals for the development of future wealth management business of the two banks.
This study concludes that marketing strategy, which can be developed by ensuring high brand recognition with clear target customers, determines the success of a bank’s wealth management business. This study proposes the development of the future wealth management business for the two case banks, U Bank and H Bank. U bank should provide more diversified products and adopt group common marketing. H Bank should market to the real needs of customers, enhance the existing service quality by maintaining and strengthening customer relationships, and establish an open and transparent bonus system and incentive program. This study's finding and recommendations are aimed to help enhance the competitive advantage and future business development of the two case banks.
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