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| Title: | 臺灣私人銀行發展家族辦公室營運模式之個案分析
A Case Study on the Family Office Business Models of the Private Bank in Taiwan |
| Authors: | 莊順卿
Chuang, Shun-Ching |
| Contributors: | 邱奕嘉
Chiu, Yi-Chia
莊順卿
Chuang, Shun-Ching |
| Keywords: | 家族辦公室
私人銀行
高資產客群
財富永續
營運模式
Family office
Private banking
High-net-worth clientele
Wealth sustainability
Business operational model |
| Date: | 2025 |
| Issue Date: | 2025-06-02 14:45:14 (UTC+8) |
| Abstract: | 近年來，臺灣高資產客群的市場規模持續擴大，成為金融機構競相布局的重要目標。為因應市場變化與促進高資產金融服務的發展，金融監督管理委員會自2019年起推動《高資產客戶適用之金融商品與服務管理辦法》、2024年提出「亞洲資產管理中心」政策，積極鼓勵私人銀行與家族辦公室業務之成長。然而，臺灣家族辦公室的發展仍處於起步階段，現階段尚缺乏成熟且可複製的服務模式，並面臨多項挑戰，上述背景成為本研究的重要動機。
本研究以探討臺灣私人銀行發展家族辦公室服務的營運模式為核心，旨在釐清其挑戰與發展方向。研究方法採用質化研究，透過系統性的文獻回顧，分析臺灣超高資產客群之需求特性、相關政策法規及現行市場供給架構，並進一步選定具代表性的個案銀行進行深入研究，探討其家族辦公室服務的發展歷程、營運模式、獲利方式及與其他專業機構的競合關係。最後結合理論與實務，提出研究結論與建議。
研究結果指出，臺灣私人銀行在發展家族辦公室服務時，主要挑戰包含專業團隊與服務資源的整合、跨領域法規限制、以及可持續獲利模式的建立；在服務設計上，採「虛擬家族辦公室」或「聯合家族辦公室」等漸進式營運模式為可行途徑。相較於國際市場，臺灣家族辦公室業務具本地客群特色，亦蘊含新世代需求成長與數位轉型機會。本研究進一步針對臺灣私人銀行發展家族辦公室服務提出三項建議：一為提供可參考的系統化策略框架，二為提出可行的營運模式，三為探索未來可能創新方向。
In recent years, Taiwan’s high-net-worth market has steadily grown, becoming a key focus for financial institutions. To foster this trend, the Financial Supervisory Commission (FSC) has promoted private banking and family office services. However, family office development in Taiwan remains at an early stage, lacking mature, scalable models and facing challenges. These conditions form the basis for this study.
This study explores how Taiwanese private banks develop family office services, aiming to clarify operational challenges and development strategies. Using a qualitative approach, it analyzes the needs of ultra-high-net-worth clients, relevant regulations, and current market offerings through literature review. A representative case bank is studied to understand its service evolution, business model, profit approach, and collaboration with external experts. The findings are synthesized to offer practical recommendations.
The study highlights three key challenges: integrating professional service teams, overcoming regulatory barriers, and creating sustainable profit models. It finds that “VFO” or “MFO” models are feasible for Taiwan’s current stage. Compared with international markets, Taiwan has a distinctive client structure but also benefits from rising generational wealth and digitalization trends. Accordingly, the study proposes three recommendations: one is to provide a systematic strategic framework for business development that can be used as a reference, the second is to propose feasible business models, and the third is to explore possible future innovation directions. |
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| Description: | 碩士
國立政治大學
國際金融碩士學位學程
112zb1037 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0112ZB1037 |
| Data Type: | thesis |
| Appears in Collections: | [國際金融碩士學位學程] 學位論文
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