2008期間，全球面臨百年難得一見的金融危機，有許多國外的銀行倒閉，所衍生的金融商品的流動性衝擊及商品違約風險，使得台灣有許多的投資人在金融風暴中遭受鉅額損失，也對金融商品及銀行產生了疑慮，也導致出許多客戶與銷售銀行端之間的糾紛。

財富管理從2000年來的萌芽，一直是銀行業賴以持續成長業務的重要部門，金融海嘯後，銀行業也紛紛縮減財管部門的人員職務，金融商品也僅銷售傳統保險及基金商品，結構型債券等衍生性金融商品架構及設計上也開始被檢討。財富管理業務繼2009年成為銀行獲利的中流砥柱後，今年將續挑大樑。2009年第四季國內保險銷售業務透過銀行通路銷售，保險商品及基金均雙雙創下新高水準，在在顯示財管客戶已漸漸回流。

本論文探討在金融海嘯後銀行業之經營﹑產品﹑人事﹑行銷各方面的差異性，並以深度訪談三位銀行業高階部門主管，提出目前財富管理的策略差異，不僅單對銀行創造手續費利潤的增加，或是從銀行業者自律規範﹑風險管理﹑專業能力....等，歸納出共同特點，提供其他金融業者制訂策略方向的參考。銀行財富管理除創造客戶財富的安全穩健外，應回歸到服務客戶的需求，而不是一昧創造客戶的需求。

財富管理策略，除學習同業更好的優點，更應檢討本身內部最根本的作法，重新檢視客戶資產的開發度，從目前經營的層面來分析，僅有20%的客戶能提供財富管理80%的貢獻度，是否能從另外80%的客戶群，創造更有效率的經營，是未來財富管理更需擬定的方向。

金融海嘯後銀行財富管理業務，若採新經營模式與行銷策略的銀行，應該會在此次金融海嘯的風暴與景氣寒冬下後繼續維持，更可提升經營市占率。在經過此次汰弱擇強的競爭後，相信台灣財富管理業務將有截然不同的新貌。

In 2008, the world faced a rare financial crisis. Many foreign banks closed as a result, causing a huge impact on liquidity of derivative commercial products and enhancing risk of default. A large number of investors in Taiwan, inevitably, suffered enormous financial losses in this crisis. Moreover, many investors have cast doubts on banks and bank-borne financial products since then. And many disputes/distrust arise between investors/customers and banks.

Since 2000, Wealth Management has burgeoned and become a crucial sector to the growth of bank business. But, many departments concerning financial management/control were downsized as well as a great deal of financial staff members were laid off in the aftermath of the financial tsunami, rarely seen in a century-period of time.At present, financial products are also reduced to certain categories only, such as traditional insurance and fund products while other products, like structure notes and derivatives are put into scrutiny for reviewing their structures and design.

On the other hand, having followed the profit in 2009, Wealth Management, however, is still the mainstay source of bank profit and will continue to play a leading role in future. Besides, a large sale of domestic insurance, insurance products and funds are all indicative of the flowing-back of customers. Judging from this phenomenon, this paper aims to deal with the change/difference in bank management, financial products, personnel area and marketing in post-financial tsunami. Also, through the in-depth interviews with three high-ranking bank staffers, this paper gains precious findings in current wealth management strategies in such fields as charge-gained-profit increase, self-regulation/supervision norms, risk management and professional competence. And these findings can provide either banks or financial institutions with reference for planning vistas of running business.

As far as security and stability concerned, Wealth Management should meet custormers’ needs rather than create cumstormers’ demand. Furthermore, Wealth Management of a bank should be reviewed from not only the merits of its counterpart but also the fundamental approach within itself. Take the client assets for example. Based on the analysis of re-examining previous client assets transaction, merely 20% customers contribute to 80% Wealth Management of a bank.

After the financial tsunami ,banks change their business model and marketing strategy could not only survive after this finance tsunami and tough slack but increase their market share and we believe that wealth management industry in Taiwan will molt by severe competition in 〝Post-wealth management era〞.

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三﹑網站資料
1.中央銀行 http://www.cbc.gov.tw/default.asp
2.中時電子報 http://news.chinatimes.com
3.中國時報http://focus.chinatimes.com/
4.中華民國信託業商業同業公會 http://www.trust.org.tw/
5.中華民國銀行商業同業公會全國聯合會 http://www.ba.org.tw/
6.中華民國人壽保險商業同業公會http://www.lia-roc.org.tw
7.內政部統計資訊服務網 http://www.moi.gov.tw/stat/index.asp
8.台灣經濟研究院 http://www.tier.org.tw
9.全國博碩士論文資訊網 http://etds.ncl.edu.tw/theabs/index.html
10.行政院主計處 http://www.dgbas.gov.tw/mp.asp?mp=1
11.金融監督管理委員會 http://www.fscey.gov.tw
12.鉅亨網 http://www.cnyes.com.tw/
13.國內各金融機構網站