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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63834

    Title: 企業成長的關鍵成功因素-以新銀行為例;Key Success Factors of Business Growth– The Cases of New Banks in Taiwan
    Authors: 姜銀燕;CHIANG,YIN-YEN
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 平衡計分卡;新銀行;關鍵成功因素;Balanced Scorecard;key success factors;New bank
    Date: 2008-07-18
    Issue Date: 2014-05-08 15:33:17 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 自 1991 年政府開放新銀行設立之後,16 家新銀行如雨後春筍般的加入金融市場,
    其後信用合作社也陸續改制為商業銀行。至2000 年本國銀行總家數從原本只有25家增
    為53家,台灣的銀行業從原本的寡佔市場轉為完全競爭市場。截至 2008年,原來的16
    家新銀行多已併入金控公司或己被購併,甚至有遭政府接管者,存續中的新銀行僅剩 5
    政府主管機關與銀行經營者參考。研究結果如下: (一)整體而言,新銀行成立時母公
    司是否具備金融相關的核心能力為新銀行的關鍵成功因素之ㄧ。 (二)富邦銀行成功的
    ;Since the government ratified the founding of new banks in 1991, 16 new banks
    rapidly joined the monetary market. Many trust funds also reorganized to fit
    the system of commercial banks one after another. The number of Local banks
    increased to 53 in 2000 from 25 in 1991. Taiwan's banking industry has changed
    from monopolistic system to a perfect competition. Unfortunately, in 2008, the
    original 16 new banks were either merged into other bank holding companies or
    ceased to exist. The purpose of this study is to take new banks as examples to
    examine the entrepreneurial motivations of those new banks , the founding process,
    and their key success factors. This study uses “The new business traffic light
    assessment method” to evaluate the founding rationale of new banks through the
    In addition, it uses the “Balanced Scorecard” to examine the strategic
    development and execution of new banks to explore the key success factors of
    the new banks. The findings of this study include (I) that the banking related
    core competence of the parent companies of those new banks is one of the key
    success factors and (2) that for Fubon Bank the key success factors includes
    good corporate governance, value creating synergy effect, low operation costs
    of branches and the capability of financial innovation;whereas, for Cosmos Bank,
    the key failure factors includes grabbing cash-card market size without a sound
    risk control, over-concentrated cash-card business, high operation costs of
    branches and ill corporate governance mechanism.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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