近年全球與台灣財富成長動能由股票、ETF、債券等資產帶動，台灣家庭有價證券成長顯著，ETF規模與受益人數快速擴張，投資人需求已由傳統存款、保險逐步轉向多元投資與全資產管理。在此背景下，單靠銀行或證券單一業務線，已難完整承接客戶財富管理需求。本論文以「金控集團整合財富管理服務」為研究主題，探討在全球金融資產持續成長、財富累積日益依賴資本市場報酬的趨勢下，台灣金控集團是否有必要推動銀行與證券業務服務整合，以回應客戶跨資產配置需求並提升整體競爭力。
本研究透過文獻探討、產業分析、國際案例比較，發現銀行與證券在能力上具有高度互補性：銀行掌握客戶基盤、金流與高頻接觸點，證券則具備交易平台、商品上架速度與投研優勢。國際案例方面，JPMorganChase 與 DBS以「單一入口、單一登入、帳戶聯動、全資產總覽」為核心，將銀行客戶逐步轉化為投資客戶，並藉由整合式理財工具與顧問服務提升客戶價值與獲利表現。另結合個案分析，本研究提出「導流、整合、深化」三層策略應用框架及四大價值主張：「帳戶立通便利開戶」、「一站式全資產總覽」、「財管會員權益升級」、「完整理財諮詢服務」，研究並輔以量化問卷調查進行客戶價值主張驗證。
總結而言，本論文認為台灣財富管理市場正由傳統銀行理財模式轉向集團式整合財富管理模式，銀證整合不只是交叉銷售工具，而是財富管理升級的必要策略，未來金控若欲真正發揮綜效，唯有以客戶為中心，整合客流、資訊流與金流，才能將銀證合作由形式上的共同行銷，進一步升級為具差異化競爭力的整合財富管理平台。

This study explores the necessity and strategic implications of integrating banking and securities services within Taiwanese financial holding companies in response to the evolving wealth management market. Amid sustained global and domestic wealth growth increasingly driven by equities, ETFs, bonds, and other capital market instruments, investor demand has gradually shifted from traditional deposit and insurance-based financial management toward diversified investment and holistic asset allocation. Under this trend, a single banking or securities business line is no longer sufficient to fully satisfy clients’ wealth management needs.
This research employs literature review, industry analysis, international case comparison, case study analysis, and questionnaire validation. The findings suggest that banking and securities businesses are highly complementary in their capabilities: banks possess strengths in customer base, fund flows, and frequent customer contact, whereas securities firms offer advantages in trading platforms, product availability, and investment research. International cases, particularly JPMorganChase and DBS, demonstrate that integrated models centered on single portal, single sign-on, account linkage, and consolidated asset views can effectively transform banking customers into investment customers while enhancing customer value and profitability.
Based on the findings, this study proposes a three-layer integration framework—traffic redirection, service integration, and relationship deepening—and identifies four key value propositions: simplifying securities account opening through digital processes and settlement sub-accounts; establishing a one-stop total asset overview and integrated investment dashboard within the bank app; incorporating securities assets into wealth management membership tiers; and combining banking and securities research capabilities to provide comprehensive advisory services. Overall, this study concludes that Taiwan’s wealth management market is shifting from a traditional bank-centered model toward a group-based integrated wealth management model. To achieve genuine synergies, financial holding companies must adopt a customer-centric approach and integrate customer flow, information flow, and capital flow, thereby transforming bank–securities collaboration into a differentiated integrated wealth management platform.

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