本研究藉由富邦金控與兆豐金控等兩家金融機構的對比，針對台灣銀行業進入大陸地區發展模式進行相關討論。就個案比較上，本研究採取Osterwalder and Pigneur (2010)所提出的商業創新模式概念，得到以下結論：其一，參股策略與購併策略必須強調參股對象或購併對象之顧客關係與通路價值，目前隨著大陸經濟成長與台商聚落的移動，一線城市與二線城市的通路據點應該是參股策略與購併策略所應討論的通路價值；其二，策略聯盟模式強調關鍵合作夥伴所帶來的互補性資源，但策略聯盟的合作必須架構於雙方的合作默契與企業文化，未必能符合客戶需求之價值主張，其優點在於避免較高的風險與支出成本，而協議過程必須消耗較久的時間，此為其缺點；其三，就最佳進入模式的觀點，台灣銀行業採取直接參股為最佳單一進入模式，但就長期發展角度，台灣銀行業宜採取直接參股模式，並搭配設立子行的模式，作為最佳的進入模式。;By the comparison between Fubon Financial Holdings and Mega Financial Holdings, this study aims at the modules of entering into the Mainland China to develop the banking business. This study adopted the innovative business model from Osterwalder and Pigneur (2010) to go through the case study. The conclusions are as follows in this study. Firstly, the customer relationship and channel values behind targets of jointing stock strategy and M&A strategy must be highlighted. With the growth of China’s economic development and movement of Taiwan businessmen and enterprise clusters, the channel values rest on first-class cities and second-class cities should be discussed in jointing stock strategy and M&A strategy. Secondly, the key point of strategic alliance should rest on the values inherent in complementary resource. Whereas the structure of strategic alliance should depend on the tacit agreement and the business culture, there is the possibility that client’s demand couldn’t be satisfied. However, the merit of strategic alliance lies in lower risk and expenditure, while the negotiating process would cost long time. Thirdly, from the perspective of best entering model, the jointing stock strategy would be the best strategy of entering Mainland market. However, from the long term perspective, the best entering model for Taiwan banking industry would be both of jointing stock strategy and building up banking subsidiaries in Mainland China.