| 摘要: | 自從民國八十二年政府開放新銀行設立起，由於新銀行廣設據點，金融控股公司不斷以產品結盟、資源互享方式加強競爭力，近年來，本國銀行之利差由2000年之2.83%降至2003年之2.5%，但工資及薪資卻較2000年成長2%，就利差而言可謂之微薄小利，但卻肩負社會道德責任及紓解資金等政策之配合，壓力可謂前所未及。銀行若要有競爭優勢勢必需策略面著手，一方面從外部環境思考如何藉由顧客之心聲達到滿足顧客之需求，並藉由滿足顧客需求贏得顧客之忠誠度，達到市場區隔，達到合理之正常利潤，另一方面從內部環境中改善如何以安全出發點控管流程，進而滿足外部顧客需求，在符合政府法規及巴塞爾協定作業風險之規劃下，不斷改善流程以降低作業風險、信用風險，實屬現今在銀行經營策略中所急需思考問題。 本研究主要探討往來客戶對於放款作業流程的滿意度分析，為求服務品質、專業程度與經營績效之衡量指標的客觀與合理性，從相關文獻中找出具代表性且符合研究目的之績效構面並參酌銀行放款實務經理之意見，以服務態度、工作效率、業務手續與營業環境代表服務品質；以貸款頻率、平均貸款金額、對銀行業務認知度、平均存款、往來時長短代表經營績效，藉由單一銀行之「放款流程」步驟探討客戶對銀行「服務品質」、「專業程度」與「顧客滿意度」之間的關聯性，並藉由該向探討之結果，瞭解單一銀行之潛在客戶需求，並由客戶需求中擬定適切之放款策略，藉以區隔市場，建立客戶忠誠度。 In Taiwan, the government lifted the ban on establishing new banks in 1993. Since then, those newly emerged banks have extensively set up new outlets and financial holding corporations, and have strived to gain added a competitive edge by means of product alliance and resource co-sharing. The interest rate spread for domestic banks dropped from 2.83% in 2000 to 2.5% in 2003, while wage and payroll grew by 2% during the same period. This means that, on the one hand, banks are making only marginal profits, but on the other are shouldering an unprecedented moral pressure from the public and are having to echo governmental policies relating to the loosening of capital pressure. A bank must resort to strategic efforts before it can possibly gain added competitive momentum . Bank management must consider how to better live up to customer demands by getting inside the customers’ heads and winning further customer (loyalty by listening to customers’ needs in order to gain new market segments and attain reasonable profitability. Simultaneously, bank management should try to improve the internal environment so as to soundly control the procedures in order to live up to external customer needs. Under the government’s legal requirements and risks under the Basel Pact, bank management today is urgently advised to bring down operating risks and credit risks by means of incessant improvement or procedures. The present study is primarily intended to probe into the extent of existent customer satisfaction regarding loan procedures. To assure a sound quality of services, professionalism, and sales performance through rational and detached indices, we should try to find out representative performance facets which live up to the goals of the present study through relevant literature, with reference to the hands-on opinions of bank managers in charge of loan affairs. The aspects of attitude of service, work efficiency, operating procedures, and operating environment are measured to represent the quality of services. The aspects of loan frequency, average amount of loans, awareness of banking services, averaged deposits, and duration of business correspondence are taken to represent managerial performance. Through unitary banking “loan procedures”, we should investigate a bank’s “quality of services”, “extent of professionalism” and “extent of customer satisfaction”. By taking the outcome yielded through the investigation, we will attempt to look into potential customer demands in a unitary bank. Through customer demands, we will work out sound strategies in the loan process so as to segment markets and enhance the extent of customer satisfaction. |
