| dc.contributor.advisor | 苑守慈 | zh_TW |
| dc.contributor.author (Authors) | 蔡明欽 | zh_TW |
| dc.creator (作者) | 蔡明欽 | zh_TW |
| dc.date (日期) | 2007 | en_US |
| dc.date.accessioned | 14-Sep-2009 09:53:24 (UTC+8) | - |
| dc.date.available | 14-Sep-2009 09:53:24 (UTC+8) | - |
| dc.date.issued (上傳時間) | 14-Sep-2009 09:53:24 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0929330201 | en_US |
| dc.identifier.uri (URI) | https://ah.lib.nccu.edu.tw/item?item_id=32635 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 國際經營管理碩士班(IMBA) | zh_TW |
| dc.description (描述) | 92933020 | zh_TW |
| dc.description (描述) | 96 | zh_TW |
| dc.description.abstract (摘要) | 策略與流程觀點下企業併購後資訊與作業整合之個案研究: 以台新大安銀行及中信萬通銀行之合併為例 | zh_TW |
| dc.description.abstract (摘要) | Abstract\r\n\r\nManaging Strategy and Process of Post-merger Integration of IT and Operations: Case Studies on M&A of Taishin-Dah An and Chinatrust-GCB\r\n\r\nBy\r\n\r\nMark Tsai\r\n\r\nIn view of highly competition in today’ banking market, the need of merger and acquisition has been significantly increasing nowadays in order to sustain and grow through non-organic growth approach. As a result, the success of post-merger integration becomes critical to ensure synergy will be generated after merger and acquisition.\r\n\r\nThrough field research, this paper attempts to adopt two cases of banks’ integration to prove that clear strategies and a sound framework of managing post-merger integration is essential. There are Taishin International Bank acquired Dah An Bank in 2001 and Chinatrust Commercial Bank acquired Grand Commercial Bank in 2003. Both of these two cases completed integration of banks’ systems and most of operations within six months.\r\n\r\nBy interviewing with executives of the banks and analyzing primary and secondary data, this paper tries to figure out strategies of the acquiring banks. The banks’ different branch models (i.e. full service or deposit-taking) are addressed. Furthermore, the differences of elapsed time of system migration against size of the banks are in-depth discussed. The KSFs (key success factors) of integration are proposed based on findings. At the same time, propositions are debated by using other cases of M&As in this paper.\r\n\r\nIn the end, the author intends to provide practical managerial implications based on insight of this research. A diagnostic checklist of managing post-merger integration is proposed. Thereafter, a holistic process of managing operations and system integration is rendered by analyzing specific steps of post-merger integration of those banks.\r\n\r\nKeywords: Mergers and Acquisitions; Post-merger Integration; Key Success Factors; Information Technology; Core Banking; Data Conversion; Business Process Re-engineering | en_US |
| dc.description.abstract (摘要) | Section 1 Introduction 1\r\nSection 2 Background Information 3\r\nMarket of Taiwanese Banking Industry 3\r\nThe Financial Reforms of Taiwan 6\r\nIntroduction of Acquiring and Acquired Banks 8\r\nIntroduction of Taishin International Bank 8\r\nIntroduction of Dah An Commercial Bank 10\r\nThe Merger of Taishin and Dah An 12\r\nIntroduction of Chinatrust Commercial Bank 13\r\nIntroduction of Grand Commercial Bank 15\r\nThe Merger of Chinatrust and GCB 16\r\nSection 3 Literature Review 17\r\nPost-merger Integration 17\r\nKey Success Factors of Post-merger Integration 19\r\nSection 4 Research Methodology 26\r\nResearch Motivation 26\r\nPrimary and Secondary Data Sources 27\r\nConceptual Framework 29\r\nSection 5 Analysis 31\r\nKey Business Strategies of Taishin and Chinatrust 31\r\nIntegration Organization and HR Issues 40\r\nIT and Operations Integration 50\r\nSelection of Branch Operations Model 50\r\nTrend of IT and Related Issues of IT Integration 62\r\nProcess of IT and Operations Integration 71\r\nKey Success Factors of IT and Operations Integration 79\r\nPost-Merger Performance 95\r\nM&A Results of Taishin-Dah An 95\r\nM&A Results of Chinatrust-GCB 98\r\nPropositions 101\r\nSection 6 Conclusion and Recommendation 111\r\nConclusion 111\r\nRecommendation 115\r\nDiscussion 117\r\nBibliography 119\r\nFigure 2.1 Trend of Interest Rate 3\r\nFigure 5.1 A Strategic Map of an Acquiring Bank 32 43 47\r\nFigure 5.2.1 A Chart of Integration Organization\r\nFigure 5.2.2 Post-merger Stock Price\r\n\r\n- vi -\r\n\r\n- vii -\r\nLIST OF FIGURES\r\nFigure 4.1 Conceptual Framework of Analyzing Case Studies 29\r\nFigure 5.3.1.1 An Evolution of Branch Operation Model 55\r\nFigure 5.3.1.2 Net Income before Tax after Branch Re-engineering 56\r\nFigure 5.3.1.2 Organization Chart of Dah An Commercial Bank 59\r\nFigure 5.3.1.3 Organization Chart of Grand Commercial Bank 59\r\nFigure 5.3.1.4 Unit Cost of Transaction Taken at Different Channels 62\r\nFigure 5.3.2.1 An Overview of Systems of a Typical Commercial Bank 65\r\nFigure 5.3.3.1 Boston Box 74\r\nFigure 5.3.3.2 An Action Plan Based on Result of Gap Analysis 76\r\nFigure 5.5.1 Survey Result of the Questionnaire 103 104 106\r\nFigure 5.5.2 Selection of systems\r\nFigure 5.5.3 Evolutionary Stages of IT Integration for Banks\r\nFigure 6.1.1 Factors of Driving Success of M&A Synergy and Achieve Acquiring Bank’s Goals 112\r\nFigure 6.1.2 Relations Diagram – Integration of IT and Operations Towards M&A Synergy 113\r\n\r\n- ix -\r\n\r\nLIST OF TABLES\r\nOverall Taiwanese Banks’ Profit 3\r\nNon-Performing Loan (NPL) Ratio Statistics 5\r\nNumber of Financial Institutions in Taiwan 5\r\nFinancial Size of Taishin before M&A 9\r\nEfficiency Ratio of Taishin before M&A 9\r\nCondensed Income Statement of Taishin before M&A 10\r\nFinancial Size and Relevant Data of Dah An before M&A 11\r\nCondensed Income Statement of Dah An before M&A 12\r\nFinancial Size of Chinatrust before M&A 14\r\nCondensed Income Statement of Chinatrust before M&A 14\r\nFinancial Size of GCB before M&A 15\r\nCondensed Income Statement of GCB before M&A 15\r\nTable 5.3.1.1 Credit Card Issued by the Top 3 in Taiwan 50\r\nTable 5.3.1.2 Chinatrust’s Revenue Breakdown by Business 51\r\nTable 5.3.1.3 Different Nature of Branch at Corporate and Consumer Focus Bank 52\r\nTable 5.3.1.4 Accountability of Full-Service Branch Manager 53\r\nTable 5.3.1.4 A Comparison of Operations Productivity 58\r\nTable 5.3.1.4 Combined Staffing Projection 61\r\nTable 5.3.2.1 Comparison of TABS and NT system 66\r\nTable 5.3.2.2 Comparison of Legacy and New Core Banking System 68\r\nTable 5.3.4.1 Milestones of System Migration of four M&A cases 83\r\nTable 5.3.4.2 Size of Bank of Cathay, UWCCB, Fubon and Taipei at the time of M&As 84\r\nTable 5.3.4.3 Size of Bank of Taishin, Dah An, Chintrust and GCB at the time of M&As 84\r\nTable 5.3.4.4 Milestones of Post-merger IT integration of Taishin 88\r\nTable 5.4.1.1 Condensed Income Statement of Taishin after M&A 97\r\nTable 5.4.1.2 Number of Employees of Taishin Bank 98\r\nTable 5.4.1.3 Asset and Equity of Taishin Bank after merger 98\r\nTable 5.4.2.1 Condensed Income Statement of Chinatrust after M&A 99\r\nRating for Objective and Priority of IT Integration 102\r\nSize of Bank of Taiwan Cooperative Bank and Farmers Bank of China at the time of M&As 109\r\nCorrelation between Relative Size and Elapse Time of System Migration 110\r\nDiagnostic Checklist to Predict Prospect of Post-merger Integration 115\r\n- viii -\r\nFigure 6.1.3 Correlation between Relative Size and Elapse\r\nTime of System Migration 114\r\nFigure 6.2.2 Post-Merger Integration Process of IT and \r\nOperations 116 | - |
| dc.description.tableofcontents | TABLE OF CONTENTS\r\nSection 1 Introduction 1\r\nSection 2 Background Information 3\r\nMarket of Taiwanese Banking Industry 3\r\nThe Financial Reforms of Taiwan 6\r\nIntroduction of Acquiring and Acquired Banks 8\r\nIntroduction of Taishin International Bank 8\r\nIntroduction of Dah An Commercial Bank 10\r\nThe Merger of Taishin and Dah An 12\r\nIntroduction of Chinatrust Commercial Bank 13\r\nIntroduction of Grand Commercial Bank 15\r\nThe Merger of Chinatrust and GCB 16\r\nSection 3 Literature Review 17\r\nPost-merger Integration 17\r\nKey Success Factors of Post-merger Integration 19\r\nSection 4 Research Methodology 26\r\nResearch Motivation 26\r\nPrimary and Secondary Data Sources 27\r\nConceptual Framework 29\r\nSection 5 Analysis 31\r\nKey Business Strategies of Taishin and Chinatrust 31\r\nIntegration Organization and HR Issues 40\r\nIT and Operations Integration 50\r\nSelection of Branch Operations Model 50\r\nTrend of IT and Related Issues of IT Integration 62\r\nProcess of IT and Operations Integration 71\r\nKey Success Factors of IT and Operations Integration 79\r\nPost-Merger Performance 95\r\nM&A Results of Taishin-Dah An 95\r\nM&A Results of Chinatrust-GCB 98\r\nPropositions 101\r\nSection 6 Conclusion and Recommendation 111\r\nConclusion 111\r\nRecommendation 115\r\nDiscussion 117\r\nBibliography 119\r\nFigure 2.1 Trend of Interest Rate 3\r\nFigure 5.1 A Strategic Map of an Acquiring Bank 32 43 47\r\nFigure 5.2.1 A Chart of Integration Organization\r\nFigure 5.2.2 Post-merger Stock Price\r\n\r\n- vi -\r\n\r\n- vii -\r\nLIST OF FIGURES\r\nFigure 4.1 Conceptual Framework of Analyzing Case Studies 29\r\nFigure 5.3.1.1 An Evolution of Branch Operation Model 55\r\nFigure 5.3.1.2 Net Income before Tax after Branch Re-engineering 56\r\nFigure 5.3.1.2 Organization Chart of Dah An Commercial Bank 59\r\nFigure 5.3.1.3 Organization Chart of Grand Commercial Bank 59\r\nFigure 5.3.1.4 Unit Cost of Transaction Taken at Different Channels 62\r\nFigure 5.3.2.1 An Overview of Systems of a Typical Commercial Bank 65\r\nFigure 5.3.3.1 Boston Box 74\r\nFigure 5.3.3.2 An Action Plan Based on Result of Gap Analysis 76\r\nFigure 5.5.1 Survey Result of the Questionnaire 103 104 106\r\nFigure 5.5.2 Selection of systems\r\nFigure 5.5.3 Evolutionary Stages of IT Integration for Banks\r\nFigure 6.1.1 Factors of Driving Success of M&A Synergy and Achieve Acquiring Bank’s Goals 112\r\nFigure 6.1.2 Relations Diagram – Integration of IT and Operations Towards M&A Synergy 113\r\n\r\n- ix -\r\n\r\nLIST OF TABLES\r\nOverall Taiwanese Banks’ Profit 3\r\nNon-Performing Loan (NPL) Ratio Statistics 5\r\nNumber of Financial Institutions in Taiwan 5\r\nFinancial Size of Taishin before M&A 9\r\nEfficiency Ratio of Taishin before M&A 9\r\nCondensed Income Statement of Taishin before M&A 10\r\nFinancial Size and Relevant Data of Dah An before M&A 11\r\nCondensed Income Statement of Dah An before M&A 12\r\nFinancial Size of Chinatrust before M&A 14\r\nCondensed Income Statement of Chinatrust before M&A 14\r\nFinancial Size of GCB before M&A 15\r\nCondensed Income Statement of GCB before M&A 15\r\nTable 5.3.1.1 Credit Card Issued by the Top 3 in Taiwan 50\r\nTable 5.3.1.2 Chinatrust’s Revenue Breakdown by Business 51\r\nTable 5.3.1.3 Different Nature of Branch at Corporate and Consumer Focus Bank 52\r\nTable 5.3.1.4 Accountability of Full-Service Branch Manager 53\r\nTable 5.3.1.4 A Comparison of Operations Productivity 58\r\nTable 5.3.1.4 Combined Staffing Projection 61\r\nTable 5.3.2.1 Comparison of TABS and NT system 66\r\nTable 5.3.2.2 Comparison of Legacy and New Core Banking System 68\r\nTable 5.3.4.1 Milestones of System Migration of four M&A cases 83\r\nTable 5.3.4.2 Size of Bank of Cathay, UWCCB, Fubon and Taipei at the time of M&As 84\r\nTable 5.3.4.3 Size of Bank of Taishin, Dah An, Chintrust and GCB at the time of M&As 84\r\nTable 5.3.4.4 Milestones of Post-merger IT integration of Taishin 88\r\nTable 5.4.1.1 Condensed Income Statement of Taishin after M&A 97\r\nTable 5.4.1.2 Number of Employees of Taishin Bank 98\r\nTable 5.4.1.3 Asset and Equity of Taishin Bank after merger 98\r\nTable 5.4.2.1 Condensed Income Statement of Chinatrust after M&A 99\r\nRating for Objective and Priority of IT Integration 102\r\nSize of Bank of Taiwan Cooperative Bank and Farmers Bank of China at the time of M&As 109\r\nCorrelation between Relative Size and Elapse Time of System Migration 110\r\nDiagnostic Checklist to Predict Prospect of Post-merger Integration 115\r\n- viii -\r\nFigure 6.1.3 Correlation between Relative Size and Elapse\r\n Time of System Migration 114\r\nFigure 6.2.2 Post-Merger Integration Process of IT and \r\n Operations 116 | zh_TW |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0929330201 | en_US |
| dc.subject (關鍵詞) | 台新大安銀行及中信萬通銀行之合併 | zh_TW |
| dc.title (題名) | 策略與流程觀點下企業併購後資訊與作業整合之個案研究: 以台新大安銀行及中信萬通銀行之合併為例 | zh_TW |
| dc.title (題名) | Managing Strategy and Process of Post-merger Integration of IT and Operations: Case Studies on M&A of Taishin-Dah An and Chinatrust-GCB | en_US |
| dc.type (資料類型) | thesis | en |
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