| dc.contributor.advisor | 林恩平<br>江彌修 | zh_TW |
| dc.contributor.advisor | Lin, An-Ping<br>Chiang, Mi-Hsiu | en_US |
| dc.contributor.author (Authors) | 林昱仁 | zh_TW |
| dc.contributor.author (Authors) | Lin, Yu-Ren | en_US |
| dc.creator (作者) | 林昱仁 | zh_TW |
| dc.creator (作者) | Lin, Yu-Ren | en_US |
| dc.date (日期) | 2025 | en_US |
| dc.date.accessioned | 2-May-2025 14:55:08 (UTC+8) | - |
| dc.date.available | 2-May-2025 14:55:08 (UTC+8) | - |
| dc.date.issued (上傳時間) | 2-May-2025 14:55:08 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0112ZB1025 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/156804 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 國際金融碩士學位學程 | zh_TW |
| dc.description (描述) | 112ZB1025 | zh_TW |
| dc.description.abstract (摘要) | 本研究以平衡計分卡為分析框架，探討銀行業跨國併購之績效表現，並以星展銀行為個案分析對象。隨著全球金融市場競爭加劇，銀行透過併購擴展業務版圖已成為重要的成長策略。然而，併購過程涉及組織整合、風險管理、客戶關係維護及財務效益等多重挑戰。因此，本研究透過平衡計分卡四大構面——學習與成長、內部流程、顧客服務及財務表現，系統性檢視星展銀行於併購前後的整體績效。
本研究選取星展銀行近年來三項具代表性的跨國併購案作為研究範疇，包括2018年併購澳盛銀行在亞洲五個市場的個人金融與財富管理業務、2020年併購印度Lakshmi Vilas Bank、2022年併購花旗銀行台灣子公司的消費金融業務。研究透過公開財務數據、業界報告及客戶滿意度調查，分析這些併購案對星展銀行內部組織調整、營運效率、風險管理、顧客體驗及財務表現之影響。
研究結果顯示，星展銀行在併購後的內部組織調整與人力資源管理方面，透過內部轉職與外部招募策略有效控制離職率並提升人均培訓時數，展現高度的適應性。然而，在併購初期，由於整合成本與系統轉換，營運效率短期內受影響，營業費用率一度上升，但隨著整合完成，費用率逐步下降，顯示規模經濟效益的發揮。風險管理方面，儘管印度Lakshmi Vilas Bank的不良貸款比率較高，星展銀行透過強化風控與資產重組，使不良貸款比率維持穩定。此外，併購後不同客群的客戶滿意度變化不一，財富管理及中小企業客戶滿意度提升，但個人銀行業務則因系統整合與服務轉型出現短期波動。財務表現方面，星展銀行透過併購擴大市場份額，品牌價值與股東權益報酬率顯著提升，資產報酬率亦穩步成長，證明其在併購後成功提升整體競爭力。 | zh_TW |
| dc.description.abstract (摘要) | This study employs the Balanced Scorecard as an analytical framework to examine the performance of cross-border mergers and acquisitions in the banking sector, with DBS Bank as the case study. As competition in global financial markets intensifies, banks increasingly rely on mergers and acquisitions as a strategic approach to expand their market presence. However, the merger and acquisition process present multiple challenges, including organizational integration, risk management, customer relationship maintenance, and financial performance optimization. This study systematically assesses DBS Bank’s overall performance before and after its acquisitions using the four dimensions of the Balanced Scorecard—learning and growth, internal processes, customer service, and financial performance.
This research focuses on three representative cross-border mergers and acquisitions undertaken by DBS Bank in recent years: the 2018 acquisition of ANZ’s personal banking and wealth management businesses across five Asian markets, the 2020 acquisition of India’s Lakshmi Vilas Bank, and the 2022 acquisition of Citibank Taiwan’s consumer banking business. By analyzing publicly available financial data, industry reports, and customer satisfaction surveys, this study evaluates the impact of these acquisitions on DBS Bank’s organizational restructuring, operational efficiency, risk management, customer experience, and financial performance.
The findings reveal that post-acquisition, DBS Bank effectively managed internal restructuring and human resource integration through internal job rotations and external recruitment, reducing turnover rates while increasing employee training hours—demonstrating strong adaptability. However, during the initial integration phase, the bank faced short-term operational inefficiencies due to integration costs and system transitions, leading to a temporary rise in the cost-to-income ratio. Over time, as integration efforts stabilized, operational costs declined, reflecting economies of scale. In terms of risk management, despite India’s Lakshmi Vilas Bank having a high non-performing loan ratio, DBS Bank successfully maintained asset quality through enhanced risk control measures and portfolio restructuring.
Customer satisfaction trends varied across segments post-acquisition: wealth management and small and medium-sized enterprise clients reported improved satisfaction, whereas personal banking customers experienced short-term disruptions due to service transitions and system integration. From a financial perspective, DBS Bank’s acquisitions expanded its market share, strengthened brand value, and significantly improved return on equity, while return on assets exhibited steady growth—demonstrating the bank’s ability to enhance overall competitiveness through mergers and acquisitions. | en_US |
| dc.description.tableofcontents | 謝辭 I
摘要 II
ABSTRACT III
目錄 IV
表目錄 VI
圖目錄 VII
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的與問題 1
第三節 研究限制 2
第四節 研究貢獻與價值 3
第二章 文獻回顧 4
第一節 銀行併購對經營績效與效率的影響 4
第二節 金融控股公司併購與市場競爭力 5
第三節 研究缺口與本研究的貢獻 7
第三章 研究方法 11
第一節 研究設計 11
第二節 資料收集 12
第三節 分析構面 13
第四章 個案介紹 20
第一節 星展銀行簡介 20
第二節 併購案介紹 23
第五章 併購前後績效之平衡計分卡分析 26
第一節 2018年星展銀行併購澳盛銀行在台灣、新加坡、香港、中國大陸以及印尼五個市場的個人金融與財富管理業務之績效分析 26
第二節 2020年星展銀行併購印度Lakshmi Vilas Bank之績效分析 39
第三節 2022年星展銀行併購花旗銀行在台灣子公司的消費金融業務之績效分析 52
第六章 結論 66
第一節 研究結論 66
第二節 實務啟示 75
第三節 未來研究建議 78
參考文獻 82 | zh_TW |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0112ZB1025 | en_US |
| dc.subject (關鍵詞) | 平衡計分卡 | zh_TW |
| dc.subject (關鍵詞) | 跨國併購 | zh_TW |
| dc.subject (關鍵詞) | 銀行業 | zh_TW |
| dc.subject (關鍵詞) | 星展銀行 | zh_TW |
| dc.subject (關鍵詞) | 績效分析 | zh_TW |
| dc.subject (關鍵詞) | Balanced scorecard | en_US |
| dc.subject (關鍵詞) | Cross-border mergers and acquisitions | en_US |
| dc.subject (關鍵詞) | Banking industry | en_US |
| dc.subject (關鍵詞) | DBS Bank | en_US |
| dc.subject (關鍵詞) | Performance evaluation | en_US |
| dc.title (題名) | 運用平衡計分卡探討銀行跨國併購之績效表現──以星展銀行為個案分析 | zh_TW |
| dc.title (題名) | Analyzing the Performance of Cross-Border Mergers and Acquisitions in the Banking Sector Using the Balanced Scorecard: A Case Study of DBS Bank | en_US |
| dc.type (資料類型) | thesis | en_US |
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