本研究以A銀行（中國）有限公司為個案，探討台資銀行在中國大陸市場之顧客經營策略。隨著中美貿易戰、全球供應鏈重組及中國大陸經濟成長趨緩等外部環境劇變，台資銀行面臨台資企業外移、授信需求下降、利差縮減及產品多樣性不足等重大挑戰。本研究採用質性個案研究法，結合半結構式問卷調查（15份有效樣本，涵蓋業務、風險管理及營運部門人員）與公開財務數據，運用商業模式圖（Business Model Canvas）聚焦目標客群、價值主張與顧客關係三大構面進行分析。研究結果發現，A銀行（中國）的顧客經營模式呈現雙軌並進之特質。在目標客群上，以高貢獻度台資企業為核心基礎，輔以與台資有供應鏈連結之優質陸資企業及政策紅利產業，廣州分行陸資授信已逾一半。在價值主張上，強調成熟專業能力及跨境全方位金融服務平台，跨境／兩岸金融能力為客戶選擇主因（93.33%）。在顧客關係上，採台資長期信任繼承與陸資在地RM本土化建構之差異化策略，搭配數位CRM延伸至東南亞。該行2024年底維持貸款餘額人民幣91.12億元、存款143.25億元、淨利潤約1.05億元及0%不良貸款率，展現卓越韌性。本研究提出客群動態調整、價值主張數位升級、關係本土化延伸之管理建議，作為台資銀行在高度不確定環境中維持競爭優勢與永續發展之參考。;This study examines the customer management strategies of Taiwanese banks in mainland China through a case study of A Bank (China) Limited. Amid drastic external changes such as the US-China trade war， global supply chain restructuring， and slowing economic growth in mainland China， Taiwanese banks face significant challenges including relocation of Taiwanese enterprises， declining credit demand， and shrinking interest margins. Adopting a qualitative case study approach， this research combines semi-structured questionnaire surveys (15 valid responses from business， risk management， and operations staff) with public financial data， utilizing the Business Model Canvas focusing on three core dimensions: Customer Segments， Value Propositions， and Customer Relationships for in-depth analysis. The findings reveal that A Bank (China)′s customer management model exhibits a dual-track parallel advancement characteristic. In customer segments， high-contribution Taiwanese enterprises serve as the core foundation， supplemented by quality mainland enterprises with supply chain links and policy-supported industries; the Guangzhou branch′s mainland enterprise credit already exceeds half. In value propositions， it emphasizes professional capabilities plus comprehensive cross-border financial service platform， with cross-border/Taiwan-China financial capabilities as the primary reason customers choose the bank (93.33%). In customer relationships， it adopts differentiated strategies of long-term trust inheritance for Taiwanese enterprises and localized RM team building for mainland enterprises， complemented by digital CRM to extend services to Southeast Asia. As of end-2024， the bank maintained loan balance of RMB 9.112 billion， deposit balance of RMB 14.325 billion， net profit of approximately RMB 105 million， and 0% non-performing loan ratio， showcasing exceptional resilience. This study proposes dynamic customer segment adjustment， digital upgrade of value propositions， and localized relationship extension as management recommendations for Taiwanese banks to maintain competitive advantage and achieve sustainable development in highly uncertain environments.
