商業銀行數位分行策略-以S銀行為例

Abstract

數位金融科技的發展與非金融的第三方支付，不斷地侵蝕原本銀行的獲利，傳統分行的重要性與價值越來越低，要如何降低衝擊，讓分行不但保有與顧客的實際互動性，又可以增加獲利，期望透過導入數位服務，運用新式的資訊科技，發展分行特色，轉型為數位分行，持續吸引顧客的不斷使用。 本研究藉由六大管理元素分析國內具代表性之銀行，依照本研究發現的區位配適策略，就四大類型的分行，有條件地於數位環境下進行轉型。綜合本研究之分析得到以下結論： (一)依業務性質的不同，可分為流程客製化、員工知能與服務互動性等方向，作為業務流程改造的依據。 (二)透過區位配適策略，針對於不同類型的分行進行數位化轉型，較能成功轉型並開發出新客源與新服務。

The development of digital financial technology and non-financial third-party payment continue to erode the original bank's profit. The importance and value of traditional branches are getting lower and lower. How to reduce the impact and let the branch not only maintain the actual interaction with customers, It can also enhance its profitability. Through the introduction of digital services, the use of new information technology, the development of branch features, the transformation into digital branches, and continue to attract customers to continue to use. This study also analyzes representative banks in China through six management elements to understand the practice of branch transformation in a digital environment. Based on the analysis of this study, the following conclusions can be drawn: (1) Depending on the nature of the business, it can be divided into process customization, employee knowledge and service interaction, as the basis for business process transformation. (2) Through the location matching strategy, digital transformation for different types of branches, more successful transformation and development of new customers and new services.