近年來台灣金控業面臨市場激烈的競爭，金融商品差異化不易且資訊透明化與消費者意識高漲，以往所謂的顧客忠誠度已經變成歷史，顧客已從被動化為主動地積極了解市場訊息及動態，並透過無國界的網路搜尋隨手擷取各項金融商品資訊。因此，金控業如何有效運用資訊科技，整合顧客資料並找出顧客的消費行為、忠誠度、潛在消費群及主要關鍵顧客等，進而利用促銷活動針對不同市場做行銷活動，以達到建立品牌知名度或維持顧客忠誠度，即是金控業發展顧客關係管理(Customer Relationship Management, CRM) 最重要的因素。
另一個重要的因素為達成金控公司成立所需達成資本效益化(Capital Efficiency)、 跨售行銷/交叉銷售(Cross selling)、 成本控制(Cost Saving) 的策略3C目標及提升核心競爭能力由過去以「產品導向」方式轉而強調以顧客導向的「關係管理」為核心的競爭方式，相繼導入顧客關係管理(Customer Relationship Management, CRM) 及電子化，在此藉由國內外金控標竿企業個案分析歸納關鍵成功因素(CFS)供未導入或未見成效之金控參考改進調整策略。
研究結論金融控股公司實施顧客關係管理的關鍵成功因素(Key Success Factors；KSF或Critical Success Factors；CSF) 由標竿金控企業個案及相關領導廠商專家確認歸納由「策略構面」->「組織企業文化構面」->「資訊技術構面」->「作業流程」->「人員」->「策略構面」不斷的循環回饋修正CRM實施進而達成企業核心競爭力之提升。綜合台灣金控產業環境及欲達成的策略3C目標，考量各金控所能掌握的的關鍵能力，以此作為導入CRM 的策略性思考，並做出符合金控利益的最佳決策，以提升企業競爭力。在台灣金控實施CRM上多年歷史，必須改變企業文化與組織變革管理不是一蹴可及，所以愈是先起步發CRM的金控，愈是能夠領先其他競爭對手在激烈競爭的市場上，搶先建立、維持與顧客較佳的關係，迎向未來的挑戰。

In recent years, Taiwan's financial holding industry is facing fierce market competition, product differentiation is not easy, and financial information transparency and consumer awareness is high, the past history of the so-called customer loyalty has become the customer from a passive into active and active understanding of market information and dynamic, and through the borderless Internet search readily retrieve information of various financial products. Therefore, the financial holding industry how to effectively use information technology to integrate customer information and identify consumer behavior, loyalty, the key potential consumer groups and other customers, then use the market to do promotions for different marketing activities to build brand awareness to achieve or maintain customer loyalty, that is, the development of financial holding industry, customer relationship management (Customer Relationship Management, CRM) of the most important factor.
Another important factor to reach a financial holding company set up to achieve the required efficiency of capital (Capital Efficiency), cross-sell marketing / cross-sell (Cross selling), Cost Control (Cost Saving) 3C objectives and strategies to enhance core competitiveness from the past "product-oriented" approach instead emphasizes customer-oriented "relationship management" as the core competitive basis, have customer relationship management (Customer Relationship Management, CRM) and electronic, in this benchmark by domestic and foreign financial holding company summarize the key success factors case study (CFS) is not imported or paid off for the adjustment of strategies to improve financial holding reference.
Conclusions financial holding company implementation of customer relationship management is the key success factors (Key Success Factors; KSF or the Critical Success Factors; CSF) from the benchmark case and the related financial holding companies recognized leader in expert summarized by the "strategic dimensions" -> "Organization dimensions of corporate culture "->" Information technology dimension "->" workflow "->" people "->" strategic dimensions "continuous cycle of feedback and then modified to achieve the implementation of CRM core competitiveness of enterprises upgrade. Taiwan's financial holding integrated industrial environment and want to reach the strategic goal 3C, consideration of the financial holding capacity can grasp the key, into CRM as a strategic thinking, and make the best decisions consistent with the interests of financial holding companies to enhance the competitiveness of enterprises. CRM on the implementation of the Taiwan Financial Holding years of history, to change corporate culture and organizational change management is not achievable immediately, so the more hair CRM, financial holding first started, the more is the ability to stay ahead of competitors in a highly competitive market, the first to establish to maintain better relationships with customers, face the future challenges.

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