Transcript Casa study

金融行銷實務
主講人： 田明昌
講師簡介
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講師 田明昌
學歷 國立高雄應用科技大學 金融資訊研究所
經歷 匯豐銀行 商業金融中心
資深經理
萬泰銀行 高雄分行
行長
遠東銀行 高雄分行
行長
現任 渣打銀行 企業金融中心
助理副總裁
專長 企業金融規劃及金融市場行銷
金融創新商品及外匯融資貿易
研究 信用卡授信政策變遷之探討
渣打銀行2007~2009企金業績台灣區冠軍
 渣打銀行2009年台灣區傑出經理人獎
 渣打銀行2011 SCB Way台灣區冠軍
代表台灣角逐亞洲區2012精英圓桌人選
 渣打銀行2011年集團培養之接班人計畫
 匯豐銀行2010年保險商品台灣區冠軍
 匯豐銀行2010年集團培養之接班人計畫
 任聘高雄應用科技大學 業界專任講師
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金融營銷專題課程大綱
(1)行銷計畫制定
(Financial services marketing planing)
金融行銷之定義與特性
(The definition and characteristics of financial marketing)
案例分享
Casa study
(2)數據資料庫運用
金融行銷各項資訊系統簡介
(Financial Marketing Information System)
(3)行銷戰術與客戶關係
客戶關係維繫
(Maintain customer relations)
金融商品行銷個案分析
(Financial products marketing case studies)
Financial services marketing planing
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金融行銷之定義與特性
金融行銷是泛指“金融業以金融市場為導向，運用
整體行銷手段向客戶提供金融商品和服務，在滿足
客戶需要和欲望的過程中實現金融企業利益目標的
社會行為過程。”
Financial market generally refers to “the financial sector
to the financial market-oriented use of the whole marketing
to provide customers with financial products and services
to meet customers‘ needs and desires in the process of
business interests to achieve the financial goals of the
process of social behavior.”
*金融行銷於大陸稱為金融營銷，其主要意義皆相同，以下皆稱金融行銷。
Financial services marketing planing
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兩岸金融行銷現況分析 Analysis of the financial status of marketing
市場行銷觀念陳舊
The old concept of marketing
市場行銷認識不全面
Incomplete understanding of marketing
市場行銷缺乏戰略目標
Lack of strategic marketing objectives
缺乏行銷專業人員
Lack of marketing professionals
金融市場不成熟
Immature financial markets
Financial services marketing planing
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金融行銷之核心
自由競爭市場下，成功的企業必然都是顧客導向。而顧客
導向不僅是顧客的短期利益，更應考量其長期目標。透過
金融體系資源與競爭優勢，比競爭者更有效的理財規劃與
風險管理之需求。
The free and competitive market, successful
companies are customer-oriented inevitable. The
customer orientation is not only short-term interests of
customers, but also should consider their long-term goals.
Through the financial system resources and competitive
advantage, more effective than competitors financial
planning and risk management needs.
Strategic planning and marketing strategy differences
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客戶導向的定位(Client orientation)
一家銀行如何推銷自己的服務，成功的關鍵決定於客戶導
向的程度。以客戶為中心的銀行是著眼於外部而不是內部
。首先要”確定目標市場” ，將注意力放集中在”客戶需求”
，基於”客戶價值”和”客戶滿意度” ，和客戶建立長期良
好關係，贏得長期利潤。
A bank to sell their services, the key to success depends
on the degree of customer orientation. Customer-centric
bank is to focus attention on external rather than internal.
First, to "determine the target market" will put the focus on
attention, "customer demand", based on "customer value"
and "customer satisfaction", and establish long-term
customer relationships and win long-term profits.
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案例一
誠X企業成立30餘年主要生產PU等相關產品，總公司及工廠位於高雄
縣，予大陸廣東中山市另有一子公司，台灣母公司年營收約台幣20億
元，中山人民幣1億元。
主要問題為母公司於銀行總借款僅為新台幣4億元，負債頗低且資金充
裕，惟子公司於大陸無法順利取得資金或取得成本高，故母公司洽詢
渣打銀行台灣有何解決方案。
Cheng X company was established 30 years the main production of
PU and other related products, head office and factory is located in
Kaohsiung County, to the mainland and another a subsidiary of
Zhongshan City, Guangdong, Taiwan, the parent company annual
revenue of about NT $ 2 billion, Zhongshan 100 million yuan.
Major problem for the parent bank's total loans at only NT $ 400
million debt is quite low and liquidity, but the subsidiary on the
mainland can not be successfully achieved the high cost of capital or
obtain, contact Standard Chartered Bank solution.
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案例二
張先生為新加坡船舶貿易商，從事本業20餘年，專營豪華遊艇買賣，
公司採無負債經營，資金充沛，為渣打銀行新加坡私人銀行部門VIP客
戶，投資遍佈基金、股票及債券等，投資屬性為積極型。
主要問題為張先生看好台灣房地產，想把海外資金投資一部份於台灣
台北房地產，但台灣政府對於投資房地產及資金移轉頗多規定，洽詢
多家銀行均無法得到滿意解決之道，請問以金融行銷觀點要如何客制
化商品給張先生?
Mr. Chang is a Singapore ship traders, engaged in the business 20
years specializing in luxury yacht sale, the company collected no
debt, plenty of capital for the private banking sector, Standard
Chartered Bank Singapore, VIP clients.
Mr. Chang is optimistic about the Taiwan issue as a major real estate,
want a part of foreign capital invested in real estate in Taipei, Taiwan,
but Taiwan government and the transfer of funds for investment in
real estate a lot provides contact number of banks are not adequately
resolved the road.
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案例三
TOYOTA南部經銷商年營收台幣20億元，員工500員，營業收入中汽車
販售約15億元，維修部份5億元。車商對於消費者購車款50%採用分期
付款，維修備料付款採用支票或轉帳方式感到滿意，銀行往來多家，
但無資金需求又不投資，故銀行感到無切入點。你如何以金融行銷觀
點切入?
TOYOTA dealer in southern NT $ 2 billion yuan in annual revenue,
500 employees, revenues about $ 1.5 billion sold in the automotive
repair some $ 500 million. How to finance marketing standpoint?
匯豐銀行ACH(Automated Clearing House)系統
Strategic planning and marketing strategy differences
市場區隔選擇和定位
金融業可透過以下五種方式來吸引客戶
(1)通吃型行銷(One-size-all maket)
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(2)產品多樣化行銷(Program differentiated market)
(3)聚焦行銷或目標行銷(Focused market;Target market)
(4)分眾行銷(Niche market)
(5)小眾行銷(Micro marketing)
Strategic planning and marketing strategy differences
選擇目標市場/市場覆蓋三大策略
金融業需決定要專注哪些市場當行銷目標。以下是三種比
較廣泛的市場覆蓋策略(market-coverage strategy) 。
The financial sector need to decide which markets to
focus on when marketing objectives. Here are three of the
more extensive market coverage strategy。
(一)無差異行銷(Undifference marketing)
業者僅向市場提供一項產品，而且只使用一種行銷組合。
採取無差異行銷 通常是基於成本考量。
Industry to market a product only, and use a marketing
mix .The undifference marketing is usually based on cost
considerations.
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Strategic planning and marketing strategy differences
(二)差異化行銷(Difference marketing)
金融業在兩個或者以上的市場作區隔經營，也未不同市場
作設計了特定的服務或行銷方案。差異化型行銷會導致高
銷售與高成本，但是要判斷是否為最佳策略，則要執行後
才知道。
Financial sector in the market for two or more operating
segments, nor designed for different markets specific
service or marketing program. Differentiated type of
marketing will lead to high sales and high costs, but to
determine whether the best strategy, will have to perform
after that.
Strategic planning and marketing strategy differences
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(三)集中行銷(Focus marketing)
銀行把市場畫分為有意義的區隔市場，將主要行銷精力投
入到特定市場上，這種行銷策略便是集中行銷。但集中行
銷風險在於市場萎縮和大公司轉向競爭後利基消失。
Banks into the market draw meaningful market segment,
will be the main marketing energy into a particular market,
this marketing strategy is to focus on marketing.
However, concentration risk is that market is shrinking
and marketing of large companies to competitive Houli Ji
disappeared.
數據資料庫運用
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企業要懂得了解顧客需求，在這過程中，可透過「資料採
礦」來了解顧客，像是顧客購買動機、顧客類型、顧客滿
意度……等
Business to know how to understand customer needs, in
this process, through "data mining" to understand the
customer, such as customer buying motives, customer
type, customer satisfaction, ... etc.
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指利用一個大型資料庫從中選取正確、過去未知、新奇、
可行動的資訊並藉由該資訊採取決策的一種過程
 將資料轉為資訊、以做出決策的功能
 能夠提供將開發知識為作業系統的機制以方便採取正確
行動
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Refers to the use of a large database from which to select
the correct, previously unknown, novel, actionable
information and the information taken by a process of
decision-making.
Data into information to make decision-making functions
Knowledge will be developed to provide a mechanism for
the operating system to facilitate the correct action.
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一般來說，資料倉儲即是以商業分析決策為導向、具整合性、強調時
效性(因為其強調的是資訊的分享)、資料具永久性規劃，它是可以累積
的
有了資料倉儲之後其應用的範圍對資訊管理者而言，資訊人員可把心
力集中在資訊科技策略規劃、資訊的安全、資訊基礎建設、資訊結構
設計等資訊管理議題
In general, the data warehouse that is, business analysis and
decision-oriented, with integrated, emphasizing timeliness (because
of the emphasis is on information sharing), data with a permanent
plan, it is cumulative.
With the data warehouse after the scope of its application for
information managers, IT staff can focus on the efforts of information
technology strategic planning, information security, information
infrastructure, information architecture design, information
management issues.
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案例四
銀行CEMS系統
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案例五
金融聯合徵信中心(JCIC)J score資料庫系統
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案例六
中小企業信用保證基金(SMEG)資料庫
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金融行銷戰術分析
一般而言，行銷包括三階段，首先為環境分析階段
（ environmental scanning ），其次為行銷策略規劃階段
（ marketing strategy ），最後為行銷組合階段
（ marketing mix ）
 In general, marketing consists of three phases, the first
stage of environmental analysis (environmental
scanning), followed by the marketing strategy planning
stage (marketing strategy), the final stage of the
marketing mix (marketing mix)
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環境分析階段
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環境分析即是要瞭解行銷產品與服務所處的整體環境，由
大到小，由全球到企業等。
環境分析階段的完成（查核點）是以有沒有畫出 SWOT 矩
陣論，當 SWOT 完成，初步環境監控的階段即算是成功。
Environmental analysis that is marketing products and
services to understand the overall environment in which,
descending from the global to the enterprises.
Environmental analysis phase is completed (check point)
is there to draw SWOT matrix theory, when the SWOT
complete, the stage of preliminary environmental
monitoring be successful.
金融業SWOT 分析表
優勢Strength
1.銀行具有較佳形象與較高信賴度
2.與客戶接觸頻率高有利業務溝通
3.擁有眾多優質員工與
4.擁有龐大客戶資料庫
5.可提供客戶金融商品多樣化選擇
6.具現成行銷通路與服務便利優勢
7.保費採帳戶扣款有利低資金來源
8.資源整合互用有利降低營運成本
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Strength
1. Banks with better image and
higher reliability
2. high frequency of contact with
customers, business
communication advantage
3. has many high-quality
employees and
4. has a large customer database
5. diversification of financial
products to provide customers
choice
6. with a ready-made convenience
advantages of marketing channels
and services
7. taken account debit favorable
low premium funding
8.interoperability enabling the
integration of resources to reduce
operating costs
金融業SWOT 分析表
劣勢Weakness
1.保險專業形象不足
2.欠缺保險經營管理經驗
3.行員保險知識與教育訓練不足
4.行員心態消極主動配合力不夠
5.保險專業人力不足售後服務困難
6.受限於營業費用與代理成本限制
7.宣傳不足消費者認同度不夠
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Weakness
1. less than the insurance
professional image
2. lack of management experience
in the insurance business
3.line staff training, lack of
insurance knowledge and
education
4.line active member with a
negative attitude is not enough
5.less than the insurance
professional human service
problems
6. is limited by cost constraints and
agency operating expenses
7. lack of publicity and insufficient
consumer acceptance
金融業SWOT 分析表
機會Opportunity
1.金融政策放寬與擴大經濟規模機會
2.消費者理財節稅觀念普遍
3.投資連結型保險普遍流行
4.台灣病毒肆虐保險需求增加
5.台灣跨入高齡化社會
6.有利提高經營利潤與分散經營風險
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Opportunity
1. Monetary policy is relaxed
and expanded opportunities for
economies of scale
2. consumer finance general
tax saving ideas
3. generally popular
investment-linked insurance,
4. virus outbreak in Taiwan
increased demand for
insurance
5 .Taiwan into an aging society
6.Iis conducive to increasing
operating profit and
decentralized operational risks
金融業SWOT 分析表
威脅Threat
1.同業競爭與利潤縮減威脅
2.業務品質差損率過高代理受限威脅
3.具有經營不善影響銀行本業信譽威脅
4.低利率時代保險展業困難
5.組識統合困難與利益分配衝突問題
6.文化背景差異觀念融合衝突問題
7.業務替代性高部門利益衝突問題
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Threat
 1 with the threat of competition and
reduced profit
(2) poor quality of service agents is
limited threat of loss rate is too
high
3 banks with poor management of
the business credibility of the threat
effect
4 show the insurance industry in
the era of low interest rates difficult
5 group knowledge integration
difficulties and conflicts of interest
distribution
6 differences in cultural
background, the concept of
integration of conflict
7 alternative high business sector
conflicts of interest
金融業目標市場行銷策略之規劃執行
至少應包括下列三個步驟；
(1) 市場區隔化
(2)為選定目標市場
(3)為產品市場定位之設定
(1)Market segmentation
(2) for the selected target market
(3) set for the market positioning of the
顧客關係管理(CRM)
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顧客關係管理(Customer Relationship Management, CRM)的
概念最早於1980年發源於美國
當時有所謂的「接觸管理」(Contact Management)，主要是
在收集有關顧客與企業間互動的人口統計資訊
Customer Relationship Management concept was first
originated in the United States in 1980
At that time, the so-called "contact management" (Contact
Management), mainly in the collection of the interaction
between customer and company demographic
information
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顧客關係管理一詞最早是由Gartner Group所提出
當時主要應用在金融業、電信業及保險業上，結合銷售、
行銷、顧客服務及支援等應用。
Customer Relationship Management The term was first
proposed by the Gartner Group
Was mainly applied in the financial industry,
telecommunications and insurance industries, combined
with sales, marketing, customer service and support
applications
顧客關係管理(CRM)
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根據Kalakota 和Robinson（1999）的理論，顧客關係管理
的架構，乃是以顧客生命週期（獲取、增進、維持）為依
據，配合不同階段下各異的功能性解決方案，產生整合性
的顧客關係管理應用。
According to Kalakota and Robinson (1999) theory,
customer relationship management structure, but the
customer lifecycle (capture, enhance, maintain) as the
basis, with different functions under different stages of
solution, resulting in integrated customer relationship
management applications。
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案例七
A企業於高雄為第五大鋼鐵貿易商，主要行銷鋼板到歐洲及美國等地，
年營收約新台幣50億元，收款條件為國外買家下單後開發遠期信用狀
，天期180天，A公司收到後轉背對背信用狀給供應商。
但授信額度不敷使用，無更多資金來供應未來看好鋼鐵市場，產生看
得到吃不到窘境。以CRM立場你應如何協助客戶拓展市場?
A company in Kaohsiung for the fifth-largest steel traders, steel
main marketing to Europe and the United States, the annual
revenue of about NT $ 5 billion, the conditions for foreign buyers
receiving orders developed after long-term credit, days period of
180 days to CRM stand how to help clients expand your market?
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案例八
高雄上X公司是HSBC客戶，無資金需求，僅活期存款往來
，去年負責人表示有意前往印度設立公司，初步洽詢本土
銀行數家，皆無法提供全方位資金管理服務。
HSBC除協助設立香港及印度帳戶外，跨境資金管理及建
議OBU控股模式等作法，成功協助客戶拓展市場。
Company X is on the Kaohsiung HSBC customers, no
capital requirements, demand deposits only exchanges,
officials said last year, intends to set up companies in
India, the initial contact several local banks, are unable to
provide a full range of funds management services.
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各階段有不同的關鍵理念
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顧客獲取階段，差異化是主要的核心挑戰，首重創新性與便利性The
customer acquisition phase, the main difference is the core challenge,
the first re-innovation and convenience
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顧客增進階段，則著重產品組合，藉以降低顧客成本並提供更佳的服
務Customers to enhance stage, the focus on product mix, in order to
reduce costs and provide better customer service
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顧客維持階段，著重適合性的實踐，亦即企業需要持續地傾聽顧客需
求，同時致力於產品創新與服務的發展Customer maintenance phase,
focusing on the suitability of the practice, that companies need to
continue to listen to customer needs, and commitment to product
innovation and service development
獲取階段
對企業而言，吸引顧客的第一步，乃是藉由具備便利性和
創新性的產品與服務，作為促銷及獲取新顧客的方式，同
時企業必須能透過優越的產品與服務，提供顧客較高的價
值。
Acquisition phase
For enterprises, the first step to attract customers, but
with the convenience and by innovative products and
services, as a promotion and a way to get new customers,
while companies must be able through superior products
and services to provide customers a higher value.
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增進階段
在有效運用交叉銷售與向上銷售下，企業將更能穩固與顧
客的關係，進而創造更多利潤。
In the effective use of cross-selling (Cross-Selling) and
up-sell (Up-Selling), the companies will be more solid
relationships with customers, thus creating more profit
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維持階段
同時就顧客而言，交易的便利性上升與成本減少，就是銷
售價值的增進。
At the same time on the customer, the transaction
increased the convenience and cost reduction is to
enhance the value of sales
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
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對顧客來說，價值的創造來自於企業提供消費者感興趣的
產品
企業可透過顧客關係的建立，有效察覺顧客需求並加以滿
足，進而長久維持較具獲利性的顧客
顧客維持，就是服務的適當性，也就是企業應以顧客需求
而非市場需求為服務標的
For customers, value creation comes from businesses
interested in consumer products.Business through
customer relationship building, effective notice to meet
customer needs and thus to maintain the more profitable
long-term customer
Customers to maintain, is the appropriateness of services,
the enterprise should be based on customer needs rather
than the underlying market demand for the service
市場區隔
確認市場
區隔變數
瞭解市場特性
選擇目標市場
評估目標市場
收益與成長性
衡量公司營運
目標與資源
產品市場定位之設定
設計合適保險商品
與套裝組合商品
擬訂行銷
組合策略
4P 與 4C 對應關係
Supply side
Demand side
Product
Customer
Price
Cost to the customer
Place
Convenience
Promotion
Communication
Casa study

案例九
國際知名服飾品牌OOO，於台灣百貨通路有80個專櫃行銷
流行男女裝，年營收10億，毛利40%，負責人為30歲左右
姊妹兩人。公司採無負債經營，個性保守，存款2億元，不
動產10筆。投資僅定存，銀行無利可圖~
因負責人買租賃車給公司經理使用，HSBC衍生出一筆高
達台幣5,000萬大生意~請問HSBC如何辦到的?
Internationally renowned clothing brand OOO,
department stores in Taiwan there are 80 counters
marketing channel popular men and women, 1 billion
in annual revenue, gross profit 40%, 30-year-old
sister is responsible for two people.
Casa study

案例十
A企業為南台灣第一大嬰兒車製造出口商，年營收新台幣
30億元，木材原料從大陸福州進口，製成品銷往歐洲，付
人民幣，收歐元。公司採無負債經營，公司投資等級為穩
健型。請問以金融行銷觀點本案有何商機?
A company in southern Taiwan's largest exporters of
baby car manufacturers with annual revenues of NT $
3.0 billion, imports of wood raw material from Fuzhou
in mainland China, manufactured goods exported to
Europe, to pay the yuan, to close the euro.
Companies to adopt no debt, investment grade solid
type. I ask what the financial business case marketing
point of view?
謝謝指教