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    政大典藏 > College of Commerce > International MBA > Theses >  Item 140.119/31288


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/31288


    Title: The Comparative Competitiveness Analysis of Global Private Banking Industry in Taiwan – Based on 4C Model
    Authors: 黃皪月
    Huang, Lih-Yueh
    Contributors: 邱志聖
    Chiou, Jyh-Shen
    黃皪月
    Huang, Lih-Yueh
    Keywords: 4C
    global private banking
    hold-up
    Date: 2005
    Issue Date: 2009-09-14 09:44:12 (UTC+8)
    Abstract: 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
    2. METHODOLOGY
    (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
    2. RECOMMENDATIONS
    (1) Quality of CRMs
    (2) Innovative products and specialized financial architecture
    (3) Dynamic business models
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    Description: 碩士
    國立政治大學
    國際經營管理碩士班(IMBA)
    90932105
    94
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0090932105
    Data Type: thesis
    Appears in Collections:[International MBA] Theses

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