Managerial Strategies of a Flag Ship Branch Bank Office in the Financial Holding Company — A Case Study

[[abstract]]目前國內金融控股公司之子公司，其通路與產品泰半以銀行為主體，本研究即以個案研究法，針對銀行在金融控股公司架構下，如何以「旗艦店型式分行」高規格之貴賓理財中心與子公司異業共同行銷據點，對中、上客層進行整合商品交叉行銷，發揮金融控股公司「異業合併」綜效的營運策略，做探索性之研究。 研究結果彙整出金控旗下銀行「旗艦店型式分行」之經營策略為： 一、財富管理業務應採努力成長策略 即保護維持企業的強勢，集中投資在高獲利及低風險的財富管理業務區塊提 高產能獲利。 二、金控共同行銷業務應採選擇性成長策略 應在高獲利及低風險的子公司業務共同行銷區塊集中投資，建構有效競爭力，提高產能獲利。 三、消費性貸款業務應採選擇性營利穩定策略 確保已有的高獲利計劃繼續實施，選擇高獲利低風險的貸款種類推展業務。 四、一般存匯業務應採限量擴充緊縮策略 應尋找沒有風險的擴充，減少投資並使作業合理化。[[abstract]]The branch companies of the financial holding companies are basically having the banking service as their major product. This research is a case study to analyze the management strategy of a branch bank that is under the structure of a financial holding company. We want to know how a branch office of a bank, dealing with mid and high level customers, can use its product portfolio from the financial holding company to gain its competitive advantages. It is found that the flag ship branch bank has the following strategies: 1.A growth strategy for the wealth management product mix. Maintain the competitive strength, focus on high profit and low risk wealth management product, and increase the productivity and profit. 2.A selected growth strategy of the bank, insurance, and security integrated marketing service. Focus on high profit and low cost integrated marketing services to increase the competitive ability and profitability. 3.A selected investment strategy for the consumer loan service. Remain the existing high profit plan; expand the high profit low risk loan service. 4.A limited investment strategy for the saving service. Only increase the very low risk product, reduce investment, and regulate the operation process