近年金融業數位轉型趨勢加速，行動投保系統成為銀行財富管理部門推動業務數位化與強化合規內控的重要工具。傳統保險銷售流程普遍存在作業時間冗長、紙本文件錯誤率高、法規稽核難以追溯等問題，尤其在銀行兼營多家保險代理業務時，制度整合與流程標準化挑戰尤為顯著。
本研究以 T 銀行為實證場域，探討導入行動投保後，對財富管理作業效率、理專績效表現與合規控管機制之實質影響。研究方法採混合研究設計（Mixed-Method Design），透過導入前後之配對樣本 t 檢定（N=40），分析作業效率與績效指標變化；並輔以 12 位深度訪談（包含前線理專、理財主管、合規主管與 IT 系統主管）之質性資料進行交叉驗證。
實證結果顯示，行動投保系統可使單件保單作業平均時間由 80 分鐘降至 34 分鐘，效率提升達 57%；操作錯誤率與核保退件率均下降約 50%，理專月平均年化新契約保費收入（APE）提升 12% 至 18%，人均服務件數亦明顯上升。系統內建防呆機制（Poka-Yoke），包括欄位檢核、流程提示、資格連續性監控與多重身分驗證，有效落實流程正確性與法遵透明度。資訊部門則透過中介層與 API 標準化處理，實現多家保險公司商品整合與合規邏輯一致性。
此外，本研究亦發現，行動投保系統的導入在 ESG 策略層面具備實質貢獻：如無紙化流程有助於環境永續（E）、高齡友善設計促進數位普惠金融（S）、錄音與簽章之自動稽核提升公司治理（G）強度。研究證實，制度設計若能整合科技、合規與前線三方觀點，將有助於金融機構實現效率、績效與治理三軸價值的同步成長。
本研究提供具體實證依據與制度優化建議，可作為銀行於多保險平台架構中，持續強化行動投保效能與法遵敏捷性的參考依據，亦具政策設計與金融監理之實務參考價值。_____________________________________

Mobile Insurance in Wealth Management: Empirical Evidence on Enhancing Financial Advisor Efficiency and Sales Performance (The T Bank Case)
In recent years, digital transformation in the financial sector has accelerated significantly. Mobile insurance systems have emerged as a key enabler for digitalizing wealth management operations and strengthening regulatory compliance within banks. Traditional bancassurance processes often suffer from inefficiencies, high error rates due to manual paperwork, and limited traceability in regulatory auditing—challenges that are further amplified when banks act as agents for multiple insurance providers.
This study investigates the impact of mobile insurance implementation at T Bank on operational efficiency, financial advisor performance, and compliance control mechanisms. Employing a mixed-method research design, we conducted paired-sample t-tests (N=40) to compare pre- and post-implementation performance metrics. In addition, in-depth interviews were conducted with 12 key stakeholders, including frontline advisors, wealth management supervisors, compliance managers, and IT system architects, to triangulate findings through qualitative insights.
Quantitative results show that the average time required to process a single insurance policy decreased from 80 minutes to 34 minutes—a 57% improvement. Error and underwriting rejection rates dropped by approximately 50%, while monthly average Annualized Premium Equivalent (APE) increased by 12–18%, accompanied by a notable rise in client service capacity. These improvements were largely driven by the system’s built-in Poka-Yoke error-proofing design, including mandatory field checks, real-time guidance, qualification continuity control, and multi-factor identity authentication. On the technology side, standardized API integration allowed seamless interaction with multiple insurers while maintaining consistent compliance logic.
Moreover, the study identifies tangible contributions to the bank’s Environmental, Social, and Governance (ESG) objectives. The mobile insurance system promotes environmental sustainability (E) through paperless processes, enhances social inclusion (S) by offering elderly-friendly digital interfaces, and strengthens governance (G) by embedding compliance automation, such as e-signature verification and voice recording archiving.
The findings affirm that mobile insurance systems, when designed collaboratively across frontlines, compliance, and IT functions, can deliver a triple impact—enhancing operational efficiency, sales performance, and regulatory transparency. This study provides practical implications for financial institutions seeking to optimize digital transformation under a multi-insurer distribution model, with relevance for policy design and regulatory oversight.

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