金融海嘯後中小型金控經營策略之探討—以玉山金控為例;none

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Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/54991

Title:	金融海嘯後中小型金控經營策略之探討—以玉山金控為例;none
Authors:	凃玟全;Tu,Wen-chuan
Contributors:	管理學院高階主管企管碩士班
Keywords:	五力分析;競爭優勢;SWOT分析;競爭策略;經營策略;Business Strategy、Competitive Advantage、SWOT Ana
Date:	2012-06-20
Issue Date:	2012-09-11 19:14:31 (UTC+8)
Publisher:	國立中央大學
Abstract:	本研究探討金融海嘯後，中小型金控業者在資源較少的經營規模下，其因應之經營策略與突圍之道；本研究以中小型金控中的玉山金控為個案研究對象，藉由該銀行所處之產業背景、該銀行自身之產業結構、經營策略、經營績效等為研究標的，以質化研究中之個案分析法為研究方法，針對個案公司以五力分析及SWOT分析法來找出公司之優勢競爭策略。本研究透過個案公司內部分析、五力分析與SWOT分析，同時以Weihrich的策略矩陣，運用矩陣(matrix)的方式進行策略配對，分析個案公司之優勢競爭策略。本研究結論認為玉山金控所面對的金融環境是完全競爭的金融市場，必須採用施行明顯有效率的策略。玉山金控的形象清新穩定、在提高市場佔有率的同時，必須兼顧客戶的品質與獲利性，故積極的提高營運與獲利目標，定位客戶層級，透過既有的行銷資源，提供踏實確切的金融服務，進而開發市場與擴展新客戶。且同步與異業進行異業合作的策略聯盟方式，利用金控架構下所有子公司存在的極佳客戶群，積極發揮交叉行銷功能，開發新業務，可為開闢新的市場契機。This study to investigate the small and medium-sized financial holding companies after financial tsunami , its response to the business strategy and the breakthrough of the road in scale of operation with fewer resources. The research is implemented by case study, performs in view of the E. Sun Financial Holdings in the small and medium-sized financial holding, by the industrial background of the bank, management to analyze, the bank's own industrial structure, business strategy, operating performance, in the case of qualitative research analysis, research methods, for the case company to Five Forces Analysis and SWOT analysis identify the advantages of the company competitive strategy. The analysis based on the analysis of the case within the company, Five Forces analysis, SWOT analysis, at the same time , follow by the Weihrich strategy matrix, use of strategic matching approach to matrix approach, analyze the competitive strategy of the advantages of the cases. This study concluded that the financial environment faced by E. Sun Financial Holdings is a perfectly competitive financial market, it must adopt the implementation of clear efficiency strategy. E. Sun Financial Holdings own clean corporate image, in order to increase market share, it is positive to improve operations and profitability goals that take into account the quality and profitability of the customer, positioning the customer level, through existing marketing resources, to provide practical exact financial services, and further develop the market and new customers. Synchronization and cross-industry cross-industry cooperation in strategic alliances, financial holding company subsidiary of the existence of an excellent customer base, and actively play a cross-marketing capabilities, developing new business can open up new market opportunities.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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