|題名: ||The Comparative Competitiveness Analysis of Global Private Banking Industry in Taiwan – Based on 4C Model|
global private banking
|上傳時間: ||2009-09-14 09:44:12 (UTC+8)|
|摘要: ||Officially and unofficially, Taiwan’s Global Private Banking business has established its significant market share in the region for around 20 years. It is no doubt that Taiwan is a very important market for international private banking industry. The rapid changing economical and political environments have spawned the demands of Taiwan rooted high net worth individuals for global financial solutions.
The study focused on comparing the core marketing competencies of three European players ranging from big market dominator, emerging competitive player and a new entrant. The analysis framework is based on 4C model which is a core avenue to explore clients’ fears, needs, explicit and hidden expectations. 4C model sensitively unveils the tangible and intangible elements that hinder the efficiency of marketing success and provides direct and effective solutions to bankers to differentiate themselves in the fierce contention. The study raised the importance of priority for banks to the development of core competencies in increasing clients’ overt utility and abilities to hold-up clients. These are contemporary and trendy driving forces to PB bankers’ success.
The study concluded with recommending the main differentiators from three perspectives – quality of marketers, innovative financial architectures and dynamic business models. The integration of well-established mechanisms from respective dimension will equip PB bankers’ distinguished competitiveness in managing ever-changing challenges and seizing the opportunities from this promising market.
CHAPTER 1 MOTIVES AND PURPOSES
CHAPTER 2 LITERATURE REVIEW AND METHODOLOGY
1. LITERATURE REVIEW
(1) The foundation of the theory applied in this study
(2) 4C model observes full landscape of marketing issues
(1) The methodology of the analysis
(2) Scope and Constraint in this study
CHAPTER 3 THE BACKGROUND OF PRIVATE BANKING INDUSTRY
1. GLOBAL PRIVATE BANKING BUSINESS
(1) Introduction of Private Banking
(2) The history of Private Banking
2. ANALYSIS ON DEMAND SIDE IN PRIVATE BANKING INDUSTRY
(1) Dynamic changing of client’s profiles
(2) The changing of market demands
3. ANALYSIS ON SUPPLY SIDE IN PRIVATE BANKING INDUSTRY
(1) Private Banking history and transformation of business model in Taiwan
(2) Analysis of Private Banking market
(3) The background and business models of A. B. C. Banks in this study
CHAPTER 4 OVERT COST PER UTILITY
1. DEFINITION OF OVERT COST PER UTILITY
(1) Motives to bank with a new bank
(2) Concessive pricing to solicit clients – to maximize client’s benefits over cost
(3) Core competencies in cost-efficiency – to lower down the bank’s cost per unit
(4) Client-friendly and flexible procedures to enhance transaction efficiency – to increase client’s benefit
(5) Innovation provides niche values to clients
2. COMPARISON OF THE ADVANTAGES OF BANK A, B, AND C IN THE MANAGEMENT OF BENEFITS OVERT COST PER UNIT
CHAPTER 5 BUYER COST OF INFORMATION SEARCHING
1. DEFINITION OF BUYER COST OF INFORMATION SEARCHING
(1) The efficiency of new technology
(2) Strategic alliance to leverage effect of image spill over
(3) Differentiation and niches produces market attention
(4) Advertisement and marketing events
(5) Referrals from existing clients
2. COMPARISON OF THE ADVANTAGES OF BANK A, B, AND C IN THE MANAGEMENT OF BUYERS’ COST OF INFORMATION SEARCHING
CHAPTER 6 BUYER COST OF MORAL HAZARD
1. DEFINITION OF BUYER COST OF MORAL HAZARD
(1) Bank’s image, size and ranking
(2) Bank’s professional rating and deposit insurance
(3) Track record and transparency of products
(4) Adequate management of relationship with authorities
(5) CRMs’ professionalism and stability
2. COMPARISON OF THE ADVANTAGES OF BANK A, B, AND C IN THE MANAGEMENT OF BUYER’S COST OF MORAL HAZARD
CHAPTER 7 BUYER COST OF HOLD UP
1. DEFINITION OF COST OF BUYER HOLD-UP
(1) Client’s royalty to corporate images, client’s hold up from CRMs to banks
(2) Capabilities in differentiation and value added financial services to reach client satisfaction
(3) Acquire teams of competitors’ CRMs
(4) Partnering with clients
(5) Hold up of CRMs is hold up of clients
2. COMPARATIVE COMPETENCIES IN HOLD-UP FOR CLIENTS AND CLIENT RELATIONSHIP MANAGERS
CHAPTER 8 IMPLICATIONS AND RECOMMENDATIONS
1. NEW CHALLENGES AND OPPORTUNITIES FROM 4C PERSPECTIVES
(1) Overt Cost per Utility
(2) Buyer Cost of Information Searching
(3) Buyer Cost of Moral Hazard
(4) Buyer Cost of Hold Up
(1) Quality of CRMs
(2) Innovative products and specialized financial architecture
(3) Dynamic business models
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