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    题名: 應用8十事業模式框架分析遠東銀行與聯邦銀行因應外部環境變化的關鍵成功因素
    作者: 楊淑敏;Yang, Shu-Min
    贡献者: 高階主管企管碩士班
    关键词: 關鍵成功因素;傳統銀行;8十事業模式;8十SWOT分析;Key factors for success;traditional banks;8-Cross Business Model;8-Cross SWOT
    日期: 2017-06-27
    上传时间: 2017-10-27 13:54:38 (UTC+8)
    出版者: 國立中央大學
    摘要: 截至2015年12月底，台灣各類金融機構的總機構總計有429家，共有6,031家分支機構。其中本土銀行雖然只有40家，其分支機構卻多達3,434家，佔56%。台灣的銀行業由於家數過多，且在市場上所提供的金融服務商品皆大同小異，因此長期存在著過度競爭的問題。與國際金融市場相比，台灣金融產業創新力不足，加上台灣的銀行業規模又不大，比較難具有國際競爭力。在科技的浪潮之下，消費者的習慣改變，以及外在經濟環境不利的影響，傳統銀行面臨轉型的壓力。
    這兩家銀行都是屬於傳統的中小銀行，其經營績效雖屬於中後段班，卻仍維持永續經營。本研究主要目的在於探討下列問題：
    1. 外部環境變化帶給銀行業哪些機會與威脅？
    2. 遠東銀行與聯邦銀行現行事業模式有何異同？各有那些優勢及劣勢？
    3. 遠東銀行與聯邦銀行因應外部環境變化的關鍵成功因素為何？
    本研究應用8十事業法則分析遠東銀行、聯邦銀行過去到現在的事業模式。並運用8十SWOT分析探討兩家銀行在面對嚴峻的外部環境變化，轉型策略的關鍵成功因素。本研究結論如下：
    遠東銀行的關鍵成功因素：
    1. 集團負責人名列富比世台灣前40大富豪榜。
    2. 多角化集團後盾，集團資金充裕和擁有土地資產。
    3. 兼具國銀及外銀的經歷，國際化/雙文化經營團隊，遠見的思維。
    4. 規模小，朝向專精的路線。
    5. 放款以低風險房貸佔48%及企業放款佔33%為主，其中企業放款又鎖定大型企業及關係企業。
    6. 信用卡定位為「遠東集團卡」，攜手遠東集團旗下12大關係企業。
    7. 推廣虛擬分行「FE Direct」業務。
    8. 產學合作培養所需人才。
    聯邦銀行的關鍵成功因素：
    1. 集團負責人名列富比世台灣前40大富豪榜。
    2. 多元化集團後盾。
    3. 政商關係良好。
    4. 在地深耕之經營策略，重視本土人才。
    5. 無人化據點多。
    6. 發展行動支付業務，尋求異業合作擴增業務規模速度快。
    7. 信用卡品牌定位走年輕化找代言人，擴張多元通路管道。
    8. 集團內唯一的上市公司，有重要金流順暢的關鍵地位。;As of the end of 2015, there were 429 financial institutions in operation in Taiwan. However, these intitutions have 6031 domestic branches. The number of domestic banks currently maintains at 40, but they have 3,434 domestic branches, which accounts for 56% of the total domestic branches. However, most of Taiwan′s banking industry provide similar financial services products. The industry has been criticized of long-term over-banking. Comparing with the international financial markets, Taiwan′s financial industry lacked of financial innovation, coupled with the weakness of small scale, Taiwan′s banking industry has been suffering from international competition. In the wave of science and technology changes and the adverse effects of the external economic environment have forced the traditional banks to adop strategic transformation.
    The Far Eastern International Bank and the Union Bank of Taiwan belong to the traditional small and medium-sized non-holding banks. Their performance rank at the middle and rear of their tiers. The purposes of this study is to explore the key factors for success of the two banks facing the dramatical changes of external environment. The research questions of this study are as follows:
    1. What are the opportunities and threats to the changes in the external environment of the banking industry?
    2. What is the difference between the Far Eastern International Bank and the Union Bank of Taiwan’s current business model? Each have those advantages and disadvantages?
    3. What are the key success factors of the Far Eastern International Bank and the Union Bank of Taiwan in response to changes in the external environment?
    The findings of this study are as follows:
    Far Eastern International Bank KFS:
    1. Group leader in the rich than the world′s top 40 Taiwan rich list
    2. Diversified Group backing, the Group of funds and possession of land assets.
    3. Both the experience of silver and silver, international / double culture management team, visionary thinking.
    4. Small size, towards the special line.
    5. Loans to 48% of low-risk mortgages and corporate loans accounted for 33% of the main, including corporate loans and lock in large enterprises and related businesses.
    6. Credit card positioning as "Far Eastern Group card", together with the Far Eastern Group′s 12 major business relationship.
    7. Promote virtual branch "FE Direct" business.
    8. Production and cooperation to cultivate the necessary talents.
    Union Bank Of Taiwan KFS:
    1. Group leader in the rich than the world′s top 40 Taiwan rich list
    2. Diversified group backing.
    3. Good political and business relations.
    4. Deep in the land of the business strategy, attention to local talent.
    5. There are many unidentified sites.
    6. Development action to pay the business, seeking to expand business with foreign business scale fast.
    7. Credit card brand positioning to take the young to find the spokesperson, expansion of multiple access pipeline.
    8. The only listed company within the group, there are important financial flow smooth key position.
    显示于类别:[高階主管企管（EMBA）碩士班] 博碩士論文

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