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題名 消金銀行經營策略之個案分析
A Case study of business strategy to performance:Consumer’s banking
作者 林炳輝
貢獻者 陳松南
林炳輝
關鍵詞 經營策略
金融控股公司
經營績效
平衡記分卡
日期 2007
上傳時間 12-Sep-2009 12:43:33 (UTC+8)
摘要 台灣銀行業不斷受到金融自由化與國際化的衝擊，使得整體金融環境充滿轉機與危機，其中銀行家數過多以及銀行整體逾放比偏高是影響銀行經營績效的主要問題。本國五十幾家銀行商品的同質性高也導致銀行業動輒以價格競爭為手段，使得銀行經理人除追求最大利潤外，銀行經營策略之差異化，已成為許多銀行為因應時代潮流變化以求降低成本、提高效率及改善資產品質之重要方法，以期能永續發展。
     本研究從行銷策略、定價差異化、作業效率、顧客回應力、與創新學習能力等面向分析對經營績效影響，主要目的係探討個案銀行業者，就總體環境所面臨環境變遷，其所採用策略之有何差異？樣本選定本國某大型金控之一銀行(Ａ公司)，藉由此金控銀行之消金業務為實證分析之內容，以驗證本研究之目的。
     本研究採個案研究法，藉由訪談Ａ公司高階主管、瀏覽該公司入口網站及官方統計資料之三角驗証，透過客觀的觀察及科學的主觀解釋，研究結果顯示，此個案公司會運用不同之經營策略及競爭優勢，來確保其公司的組織績效。實證重要發現如下：
     1.「經營策略à組織績效」因果模式獲得支持。
     2.定價差異化策略會影響組織績效。
     3.行銷策略會影響組織績效。
     4.作業效率會影響組織績效。
     5.愈重視顧客回應/速度，則組織績效愈高。
     6.內部員工之創新學習力會影響組織績效。
     
     歸納起來，國內銀行服務業關鍵成功因素為：行銷策略、定價差異化、作業效率、創新學習力、快速顧客反應力等。
     文末對產業界及學界提出建議，包括：(1)公司經營重點。(2)公司的競爭利基。(3)建立信用風險的管理制度。(4)改採作業集中化以提升作業效率。(5)平衡計分卡如何達到組織之綜效。(6)對後續研究的建議。
Because of the liberalization and internationalization in the banking industry in Taiwan, the business performance in the banking industry is affected by the percentage of Non-performing Loan and overmuch bank. The banking industries take the advantage of economic scale and the competitive managerial characteristic to be blooming in both rural and metropolitan area over the country. However, at the era of operating orientation super-competitive, a universal operating strategy adopted by the banking industries can not be satisfies the demand of customers living in different location. In order to reduce the operating cost and improve the quality of asset, differentiation operating strategies are the primary goal to achieve the maximum profits in banking industry.
     The main purpose of this study is to analyze specific case study of the operating performance from marketing strategies, pricing discrimination, operating efficiency, customer reaction, and learning ability creatively. The case study from a financial holding company (company C) in Taiwan experiments with the consumer banking business.
     Using official statistic data, interviewing the executives and visiting the portal site of company C, the case study demonstrates that company C keeps the operating performance through different operating strategies and competition advantages. Major findings of this study were highlight below:
     1. Business strategies influence organization performance.
     2. Pricing discrimination will affect the organizational performance.
     3. Marketing strategies will affect the organizational performance.
     4. Operating efficiency will affect the organizational performance.
     5. The higher performance will be achieved if rapidly replying the customer demands.
     6. Learning abilities creatively from employee will be affected organization performance.
     In conclusion, the key factors that bank industry achieves success are as follows: marketing strategies, pricing discriminatively, operating efficiently, learning abilities creatively, and responding customers rapidly.
     Finally, we suggest on further study as follows:
     1. The key points of operating strategies.
     2. Competitions advantages of a company.
     3. Establishing the credit risk systems.
     4. Operating centralization could improve operating efficiency.
     5. Acquiring synergy by using balanced scorecard.
總 目 錄
     表目錄 V
     圖目錄 VI
     圖目錄 VI
     第一章 緒論 1
     第一節 研究背景與動機 1
     第二節 研究目的 3
     第三節 研究範圍 4
     第四節 研究限制 7
     第五節 研究流程 8
     第六節 預期貢獻 10
     第二章 文獻探討 11
     第一節 消費金融 11
     一、消費金融定義 11
     二、消費金融業務商品 12
     三、消費者貸款特性 15
     四、消費金融之發展 16
     五、我國消費金融現況 18
     第二節 策略理論與模式 22
     一、策略定義 22
     二、策略管理範圍及層級 25
     三、一般策略的類型 26
     第三節 競爭優勢 32
     第四節 經營績效 35
     一．經營績效定義 35
     二、平衡計分卡 36
     三、企業目標、策略與績效評估關係 45
     第五節 經營策略與組織績效之關係 47
     第三章 研究方法 48
     第一節 研究架構 49
     第二節 研究設計 50
     第三節 研究對象 54
     第四節 研究命題 55
     第五節 訪談內容問題設計 56
     一、個案公司之背景之問題設計 56
     二、經營策略之問題設計 57
     三、經營績效之問題設計 62
     第四章 個案研究內容 66
     第一節 個案銀行之市場分析 66
     一、影響金融市場穩定的因素 66
     二、國外競爭者分析 69
     三、消費者習性之分析 69
     四、供應商之主導能力 70
     五、替代品取代能力 70
     第二節 個案銀行之介紹 70
     一、個案銀行之沿革 70
     (一)設立日期 71
     (二)金融產業概況 72
     二、個案銀行之營運介紹 76
     (一)個案銀行之組織圖 77
     (二)個案銀行之五大事業群 79
     (三)個案銀行之業務內容 80
     (四)個案銀行之營業概況 85
     (五)2008年之經營計劃 87
     (六)個案銀行之長短期發展計劃 90
     (七)個案銀行最近五年財務分析 92
     三、個案銀行之信用風險管理組織 94
     四、個案銀行之信用風險管理制度 99
     第三節 個案銀行之經營策略分析 107
     第四節 命題歸納與整理 111
     一、行銷策略部分 111
     二、定價差異化策略部分 112
     三、作業效率部分 113
     四、創新學習能力部分 114
     五、顧客回應 116
     第五章 結論與建議 118
     第一節 發現 118
     一、策略引導績效之模式獲得支持 119
     二、Ａ銀行之策略行動 120
     第二節 建議 122
     一、銀行經營重點 122
     二、公司的競爭利基 124
     三、建立信用風險的管理制度 125
     四、改採作業集中化以提升作業效率 126
     五、平衡計分卡如何達到組織之綜效 127
     六、對後續研究的建議 130
     參考文獻 131
     附錄 開放式個案訪談問卷 137
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描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
95932214
96
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0095932214
資料類型 thesis
dc.contributor.advisor 陳松南zh_TW
dc.contributor.author (Authors) 林炳輝zh_TW
dc.creator (作者) 林炳輝zh_TW
dc.date (日期) 2007en_US
dc.date.accessioned 12-Sep-2009 12:43:33 (UTC+8)-
dc.date.available 12-Sep-2009 12:43:33 (UTC+8)-
dc.date.issued (上傳時間) 12-Sep-2009 12:43:33 (UTC+8)-
dc.identifier (Other Identifiers) G0095932214en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/30715-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 經營管理碩士學程(EMBA)zh_TW
dc.description (描述) 95932214zh_TW
dc.description (描述) 96zh_TW
dc.description.abstract (摘要) 台灣銀行業不斷受到金融自由化與國際化的衝擊，使得整體金融環境充滿轉機與危機，其中銀行家數過多以及銀行整體逾放比偏高是影響銀行經營績效的主要問題。本國五十幾家銀行商品的同質性高也導致銀行業動輒以價格競爭為手段，使得銀行經理人除追求最大利潤外，銀行經營策略之差異化，已成為許多銀行為因應時代潮流變化以求降低成本、提高效率及改善資產品質之重要方法，以期能永續發展。
     本研究從行銷策略、定價差異化、作業效率、顧客回應力、與創新學習能力等面向分析對經營績效影響，主要目的係探討個案銀行業者，就總體環境所面臨環境變遷，其所採用策略之有何差異？樣本選定本國某大型金控之一銀行(Ａ公司)，藉由此金控銀行之消金業務為實證分析之內容，以驗證本研究之目的。
     本研究採個案研究法，藉由訪談Ａ公司高階主管、瀏覽該公司入口網站及官方統計資料之三角驗証，透過客觀的觀察及科學的主觀解釋，研究結果顯示，此個案公司會運用不同之經營策略及競爭優勢，來確保其公司的組織績效。實證重要發現如下：
     1.「經營策略à組織績效」因果模式獲得支持。
     2.定價差異化策略會影響組織績效。
     3.行銷策略會影響組織績效。
     4.作業效率會影響組織績效。
     5.愈重視顧客回應/速度，則組織績效愈高。
     6.內部員工之創新學習力會影響組織績效。
     
     歸納起來，國內銀行服務業關鍵成功因素為：行銷策略、定價差異化、作業效率、創新學習力、快速顧客反應力等。
     文末對產業界及學界提出建議，包括：(1)公司經營重點。(2)公司的競爭利基。(3)建立信用風險的管理制度。(4)改採作業集中化以提升作業效率。(5)平衡計分卡如何達到組織之綜效。(6)對後續研究的建議。		zh_TW
dc.description.abstract (摘要) Because of the liberalization and internationalization in the banking industry in Taiwan, the business performance in the banking industry is affected by the percentage of Non-performing Loan and overmuch bank. The banking industries take the advantage of economic scale and the competitive managerial characteristic to be blooming in both rural and metropolitan area over the country. However, at the era of operating orientation super-competitive, a universal operating strategy adopted by the banking industries can not be satisfies the demand of customers living in different location. In order to reduce the operating cost and improve the quality of asset, differentiation operating strategies are the primary goal to achieve the maximum profits in banking industry.
     The main purpose of this study is to analyze specific case study of the operating performance from marketing strategies, pricing discrimination, operating efficiency, customer reaction, and learning ability creatively. The case study from a financial holding company (company C) in Taiwan experiments with the consumer banking business.
     Using official statistic data, interviewing the executives and visiting the portal site of company C, the case study demonstrates that company C keeps the operating performance through different operating strategies and competition advantages. Major findings of this study were highlight below:
     1. Business strategies influence organization performance.
     2. Pricing discrimination will affect the organizational performance.
     3. Marketing strategies will affect the organizational performance.
     4. Operating efficiency will affect the organizational performance.
     5. The higher performance will be achieved if rapidly replying the customer demands.
     6. Learning abilities creatively from employee will be affected organization performance.
     In conclusion, the key factors that bank industry achieves success are as follows: marketing strategies, pricing discriminatively, operating efficiently, learning abilities creatively, and responding customers rapidly.
     Finally, we suggest on further study as follows:
     1. The key points of operating strategies.
     2. Competitions advantages of a company.
     3. Establishing the credit risk systems.
     4. Operating centralization could improve operating efficiency.
     5. Acquiring synergy by using balanced scorecard.		en_US
dc.description.abstract (摘要) 總 目 錄
     表目錄 V
     圖目錄 VI
     圖目錄 VI
     第一章 緒論 1
     第一節 研究背景與動機 1
     第二節 研究目的 3
     第三節 研究範圍 4
     第四節 研究限制 7
     第五節 研究流程 8
     第六節 預期貢獻 10
     第二章 文獻探討 11
     第一節 消費金融 11
     一、消費金融定義 11
     二、消費金融業務商品 12
     三、消費者貸款特性 15
     四、消費金融之發展 16
     五、我國消費金融現況 18
     第二節 策略理論與模式 22
     一、策略定義 22
     二、策略管理範圍及層級 25
     三、一般策略的類型 26
     第三節 競爭優勢 32
     第四節 經營績效 35
     一．經營績效定義 35
     二、平衡計分卡 36
     三、企業目標、策略與績效評估關係 45
     第五節 經營策略與組織績效之關係 47
     第三章 研究方法 48
     第一節 研究架構 49
     第二節 研究設計 50
     第三節 研究對象 54
     第四節 研究命題 55
     第五節 訪談內容問題設計 56
     一、個案公司之背景之問題設計 56
     二、經營策略之問題設計 57
     三、經營績效之問題設計 62
     第四章 個案研究內容 66
     第一節 個案銀行之市場分析 66
     一、影響金融市場穩定的因素 66
     二、國外競爭者分析 69
     三、消費者習性之分析 69
     四、供應商之主導能力 70
     五、替代品取代能力 70
     第二節 個案銀行之介紹 70
     一、個案銀行之沿革 70
     (一)設立日期 71
     (二)金融產業概況 72
     二、個案銀行之營運介紹 76
     (一)個案銀行之組織圖 77
     (二)個案銀行之五大事業群 79
     (三)個案銀行之業務內容 80
     (四)個案銀行之營業概況 85
     (五)2008年之經營計劃 87
     (六)個案銀行之長短期發展計劃 90
     (七)個案銀行最近五年財務分析 92
     三、個案銀行之信用風險管理組織 94
     四、個案銀行之信用風險管理制度 99
     第三節 個案銀行之經營策略分析 107
     第四節 命題歸納與整理 111
     一、行銷策略部分 111
     二、定價差異化策略部分 112
     三、作業效率部分 113
     四、創新學習能力部分 114
     五、顧客回應 116
     第五章 結論與建議 118
     第一節 發現 118
     一、策略引導績效之模式獲得支持 119
     二、Ａ銀行之策略行動 120
     第二節 建議 122
     一、銀行經營重點 122
     二、公司的競爭利基 124
     三、建立信用風險的管理制度 125
     四、改採作業集中化以提升作業效率 126
     五、平衡計分卡如何達到組織之綜效 127
     六、對後續研究的建議 130
     參考文獻 131
     附錄 開放式個案訪談問卷 137		-
dc.description.tableofcontents 總 目 錄
     表目錄 V
     圖目錄 VI
     圖目錄 VI
     第一章 緒論 1
     第一節 研究背景與動機 1
     第二節 研究目的 3
     第三節 研究範圍 4
     第四節 研究限制 7
     第五節 研究流程 8
     第六節 預期貢獻 10
     第二章 文獻探討 11
     第一節 消費金融 11
     一、消費金融定義 11
     二、消費金融業務商品 12
     三、消費者貸款特性 15
     四、消費金融之發展 16
     五、我國消費金融現況 18
     第二節 策略理論與模式 22
     一、策略定義 22
     二、策略管理範圍及層級 25
     三、一般策略的類型 26
     第三節 競爭優勢 32
     第四節 經營績效 35
     一．經營績效定義 35
     二、平衡計分卡 36
     三、企業目標、策略與績效評估關係 45
     第五節 經營策略與組織績效之關係 47
     第三章 研究方法 48
     第一節 研究架構 49
     第二節 研究設計 50
     第三節 研究對象 54
     第四節 研究命題 55
     第五節 訪談內容問題設計 56
     一、個案公司之背景之問題設計 56
     二、經營策略之問題設計 57
     三、經營績效之問題設計 62
     第四章 個案研究內容 66
     第一節 個案銀行之市場分析 66
     一、影響金融市場穩定的因素 66
     二、國外競爭者分析 69
     三、消費者習性之分析 69
     四、供應商之主導能力 70
     五、替代品取代能力 70
     第二節 個案銀行之介紹 70
     一、個案銀行之沿革 70
     (一)設立日期 71
     (二)金融產業概況 72
     二、個案銀行之營運介紹 76
     (一)個案銀行之組織圖 77
     (二)個案銀行之五大事業群 79
     (三)個案銀行之業務內容 80
     (四)個案銀行之營業概況 85
     (五)2008年之經營計劃 87
     (六)個案銀行之長短期發展計劃 90
     (七)個案銀行最近五年財務分析 92
     三、個案銀行之信用風險管理組織 94
     四、個案銀行之信用風險管理制度 99
     第三節 個案銀行之經營策略分析 107
     第四節 命題歸納與整理 111
     一、行銷策略部分 111
     二、定價差異化策略部分 112
     三、作業效率部分 113
     四、創新學習能力部分 114
     五、顧客回應 116
     第五章 結論與建議 118
     第一節 發現 118
     一、策略引導績效之模式獲得支持 119
     二、Ａ銀行之策略行動 120
     第二節 建議 122
     一、銀行經營重點 122
     二、公司的競爭利基 124
     三、建立信用風險的管理制度 125
     四、改採作業集中化以提升作業效率 126
     五、平衡計分卡如何達到組織之綜效 127
     六、對後續研究的建議 130
     參考文獻 131
     附錄 開放式個案訪談問卷 137		zh_TW
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0095932214en_US
dc.subject (關鍵詞) 經營策略zh_TW
dc.subject (關鍵詞) 金融控股公司zh_TW
dc.subject (關鍵詞) 經營績效zh_TW
dc.subject (關鍵詞) 平衡記分卡zh_TW
dc.title (題名) 消金銀行經營策略之個案分析zh_TW
dc.title (題名) A Case study of business strategy to performance:Consumer’s bankingen_US
dc.type (資料類型) thesisen
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