| dc.description.abstract | There are more and more financial and trading activities cross taiwan strait in recent years. Taiwanese businessmen also step into global marketing from Taiwan, Mainland and Hong Kong. Taiwanese companies enter Mainland by offshore companies with diversified organizations. This study will discuss these five different operating strategies: 1. Order receive in Taiwan and production in Mainland; 2. Contract in offshore and product in Mainland; 3. Contract, production and sale in Mainland; 4. Contract in Taiwan, Sale in U.S. or other places; 5. Global logistics. In those five managing modes, Taiwanese companies can raise fund by crediting application from 1. Banks in Taiwan; 2. OBU of Taiwan and overseas branch; 3. Offshore banks; 4. Banks in Mainland.
The point of this study is to discus what is the operational risk when commercial banks of Taiwan expand their business. At first, we will explain the real executing status and theory of operational risk. Then three approaches in capital measurement will be applied to calculate. There are two results here. First is to use the standardized approach will save more capital cost. Second is the alternative standardized approach should be used carefully when the average interest-margin in Taiwan are smaller than it in the ten major industrialized countries. Therefore there will be possible to have more capital measurement.
The operational risk of financial transaction for companies in Taiwan, Mainland and Hong Kong also be discussed by case study. At first, the possible loss will be categorized. Then the priority of loss will be clarified by risk-comparison method. Furthermore, some key indexes of transaction are established to be the tracking index for risk control in the future. Therefore the whole control of operational risk, not only analysis of single event, can be established. Especially, the selection and establishment of key index are highly related with management style, characteristic of transaction and operational style of banks.
In the end, from the combinational method of whole developing strategy and inside control for the bank, we propose to use Balanced Scorecard (BSC) and Enterprise Risk Management Framework (ERM) of COSO. BSC is used to clarify and to execute strategy. Then the relevant index of reaching goal will be selected. Next, the relevant index in BSC with ERM of COSO will be correlated. The multitasking can be avoided if the indexes of strategy and risk control are combined. In addition, the goal of organization will be implemented under risk control. Finally, we can get win-win of performance and risk control. | en_US |