Taiwan's financial sector was earlier divided clearly into three sections, namely, banking, securities and insurance, each of which has its own targeted customers without conflict among themselves. Nowadays, however, the financial market has reached certain maturity over years of constant development as dazzling variety of financial products are highly correlated and closely intertwined. Corporate structure based on product classification has long been unable to effectively enhance the operational efficiency of enterprises, out of which financial reform emerges. Financiers, whether their main business involves banking, securities or insurance, are looking to expanding their territory by integrating resources, which evolves into the current financial holding pattern.
Hand in hand with financial holding system comes significant change in corporate culture, the impact of which is not inconsiderable for securities. For instance, what traditional securities traders sell is mostly stocks, and for investors great importance is attached to professional analyses and business development interactions. In addition to daily challenges from strong performance pressure, securities traders also have to deal with pressure from investors' potential investment losses. So besides luring bonus incentives they must have devotion and passion for their profession. But within the financial holding system, the focus is comprehensive wealth management, customer resource sharing and joint product marketing; what matters is the overall outcome of financial holding; the goal is not only to make customer satisfied, but more importantly is to improve customer loyalty, because after all it is loyal investors that are the source and guarantee of company's long-term profitability. Constant purchase of the company's products or services is the key to building long-term relationship between the company and investors.
However, for securities salespersons, growing diversification of products means more time to learn about unfamiliar products (time-consuming). In the competitive environment, improved service quality does not necessarily equal income increase; on the contrary undercutting is anything but new (small profit margins). And in order to enhance the efficiency of financial holding the establishment of departments such as IT, human resources, performance analysis, is essential, which inevitably will increase operating costs with cut-down on performance-based bonus as well as welfare (low reward). It is thus suggested that the slogan of all-round salesperson is more boastful than practical for primary salespersons on the front line. But how should branch managers how to deal with decline in operation performance caused by salespersons' negative emotions and passive resistance? How can they strike a balance between company operation and requirements for salespersons? How do they find effective management methods to motivate their employees?