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|Other Titles: ||The customer satisfaction for wealth management service in bank - in case study for Taipei area|
|Authors: ||王汝民;Wang, Ju-ming|
|Keywords: ||財富管理;顧客滿意;企業形象;服務品質;wealth management;Customer Satisfaction;business image/ reputation;Quality of Service|
|Issue Date: ||2010-01-11 01:32:02 (UTC+8)|
Abstract: Customer satisfaction has always been an important subject matter in the service industry. Enterprises in the past have emphasized on the pricing. However, with the competition in the market turning more vigorous, the differences between products are no longer apparent. Quality of the service that comes with the products has become the main factor for customer choice. In recent years, companies have also realized that the customers are the most valuable assets of the business. As for the enterprises, whether or not the customers are content with the products and services provided is the focus of the operation.
Consequently, operators have to try and raise customer satisfaction, as well as to understand factors that affect it. At the present, wealth management affairs in the banks in our domestic market have employed financial advisors as the main marketing strategy. Moreover, the banks have attempted to tackle from all directions, in order to increase customer satisfaction.
In this investigation, how various aspects relate to customer satisfaction within wealth management affairs in financial industry is appraised; furthermore, combined with viewpoints from past papers, whether or not the business image, quality of service, investment performance, product pricing, and staff professionalism would influence customer satisfaction is discussed.
Thus the subjects of this study include VIP customers of wealth management affairs from banks in greater Taipei. Questionnaires and interviews were conducted. After in depth discussion, the following is found:
1. Customer relationships require time to nurture therefore banks’ reputation and sustainability of the operation are of customers’ concerns.
2. As a result of excess competition, software and hardware services that various banks offer do not differ significantly, and have no or little distinction.
3. The lack of distinction leads to customer considerations to be focused on pricing.
4. Soaring staff turnover proofs to be problematic, preventing staff professionalism to be improved in banks.
Finally, in accordance with the conclusions, strategic implication, research limitations and suggestions on future researches are stated for prospective studies.
|Appears in Collections:||[國際企業學系暨研究所] 學位論文|
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