台灣銀行業轉型策略之探討

NCUIR > School of Management at National Central University > Executive Master of Finance Management > Electronic Thesis & Dissertation > Item 987654321/74371

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/74371

Title:	台灣銀行業轉型策略之探討
Authors:	賴俊麟;Lai, Chun-Lin
Contributors:	財務金融學系在職專班
Keywords:	服務利潤鏈;內部服務品質;銀行轉型策略;星巴克;差異化;Service–Profit Chain;Internal Services Quality;Bank Transformation Strategies;Starbucks;Differentiation
Date:	2017-07-05
Issue Date:	2017-10-27 13:50:34 (UTC+8)
Publisher:	國立中央大學
Abstract:	依據中央銀行106年2月本國銀行家數統計，台灣現有本國銀行家數多達40家，銀行業競爭之激烈可見一斑。產業競爭者眾，環境景氣不佳、利差偏低，銀行面臨更高的經營風險下，卻沒有辦法賺取相對的利潤來鞏固資本外，目前更面臨數位金融(Fintech)興起所帶來的改變，資通訊(ICT)、網路電商業者等跨業競爭的新對手興起，可謂如臨大敵，而傳統銀行該選擇何種競爭策略、實體銀行該如何轉型、銀行該如何變革、創新等是本研究探討重點。　　　　本研究採個案分析方式進行，以個案銀行目前服務守則、轉型策略及營運現況為研究內容，並以服務-利潤鏈理論為研究理論的基礎，透過該理論之典範企業Starbucks來驗證個案銀行是否有不足之處，針對該個案銀行進行SWOT分析及五力分析，探討其營運策略方向，並針對其實體通路、銀行轉型之道，參酌相關從業銀行人員訪談，試圖提出策略與建議，本研究提出以下結論： (一)廣納人才同時並培育國際化人才，強化銀行競爭力。 (二)強化支援系統、提供充分資源，提升內部管理。 (三)持續鞏固原有市場、擴大其外匯及跨境業務，加強市場區隔性。 (四)利用本身資源，大舉投入數位金融科技，拓展新業務、新市場。 (五)審慎考慮以併購、參股等方式，積極拓展海外據點。　　並針對提升內部服務品質、實體通路服務轉型方向、銀行如何進行轉型、變革，以及打造有創造力的組織環境，提出筆者的想法與建議，希望銀行業能奠基於提升內部服務品質，打造不斷增值的價值鏈，創造出獨有的差異化服務和價值，以求與同業作出區隔，強化競爭力。 ;According to statistics provided by Central Bank of the Republic of China (Taiwan), there were no less than 40 domestic banks in Taiwan as of February 2017, showing the fierce competition among banks. Nowadays, Taiwanese banks face higher business risks due to many competitors, difficult economic environment and lower profits from interest rate spreads. They cannot shore up their capital base and grow profits accordingly. Furthermore, they are being increasingly threatened by ICT and E-commerce since the rise of FinTech has forced them to rethink their strategies in respond to cross-industry competition. Therefore, the focus of this study was to investigate traditional banks’ competitive strategies, how banking entities transform their operations and how traditional banks transform and innovate in their business models. The study was based on case studies and introduced the service–profit chain (SPC) theory as primary theoretical base. It was covered the sample banks’ current service standards, transformation strategies and current business situation. Since Starbucks was acknowledged as a best example of the SPC model, a comparison of Starbucks and the sample banks was conducted in order to find out weak areas of these banks. Besides, Michael Porter′s five forces and SWOT analysis were applied to discuss the sample banks’ strategic directions. Some strategies and suggestions for the banks’ physical outlets and transformation journey were provided by interviewing with related bank employees. It is concluded the following points: 1.) Enlist local and international talents to enhance competitiveness of banks. 2.) Strengthen their support system; provide sufficient resources; improve internal services quality 3.) Continue to maintain existing market share; expand cross-border foreign exchange business; create effective market segmentation 4.) Leverage their own resources; invest heavily in digital, FinTech and the future bank; develop new business and market 5.) Aggressively ramp up overseas expansion by mergers and acquisitions and/or participation shares prudently. The study also offers direct insight into how to improve internal service quality, how to transform physical outlet service, and how traditional banks transform, innovate and make a creative working environment. It is expected that Taiwanese banks with higher internal service quality will create a better value chain, differentiation service and values for making market segmentations (unlike other banks) as well as enhancing their competitive edge.
Appears in Collections:	[Executive Master of Finance Management] Electronic Thesis & Dissertation

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