| dc.contributor.advisor | 苑守慈 | zh_TW |
| dc.contributor.author (作者) | 蔡明欽 | zh_TW |
| dc.creator (作者) | 蔡明欽 | zh_TW |
| dc.date (日期) | 2007 | en_US |
| dc.date.accessioned | 14-九月-2009 09:53:24 (UTC+8) | - |
| dc.date.available | 14-九月-2009 09:53:24 (UTC+8) | - |
| dc.date.issued (上傳時間) | 14-九月-2009 09:53:24 (UTC+8) | - |
| dc.identifier (其他 識別碼) | G0929330201 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/31377 | - |
| 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 Managing Strategy and Process of Post-merger Integration of IT and Operations: Case Studies on M&A of Taishin-Dah An and Chinatrust-GCB By Mark Tsai In 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. Through 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. By 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. In 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. Keywords: 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 Section 2 Background Information 3 Market of Taiwanese Banking Industry 3 The Financial Reforms of Taiwan 6 Introduction of Acquiring and Acquired Banks 8 Introduction of Taishin International Bank 8 Introduction of Dah An Commercial Bank 10 The Merger of Taishin and Dah An 12 Introduction of Chinatrust Commercial Bank 13 Introduction of Grand Commercial Bank 15 The Merger of Chinatrust and GCB 16 Section 3 Literature Review 17 Post-merger Integration 17 Key Success Factors of Post-merger Integration 19 Section 4 Research Methodology 26 Research Motivation 26 Primary and Secondary Data Sources 27 Conceptual Framework 29 Section 5 Analysis 31 Key Business Strategies of Taishin and Chinatrust 31 Integration Organization and HR Issues 40 IT and Operations Integration 50 Selection of Branch Operations Model 50 Trend of IT and Related Issues of IT Integration 62 Process of IT and Operations Integration 71 Key Success Factors of IT and Operations Integration 79 Post-Merger Performance 95 M&A Results of Taishin-Dah An 95 M&A Results of Chinatrust-GCB 98 Propositions 101 Section 6 Conclusion and Recommendation 111 Conclusion 111 Recommendation 115 Discussion 117 Bibliography 119 Figure 2.1 Trend of Interest Rate 3 Figure 5.1 A Strategic Map of an Acquiring Bank 32 43 47 Figure 5.2.1 A Chart of Integration Organization Figure 5.2.2 Post-merger Stock Price - vi - - vii - LIST OF FIGURES Figure 4.1 Conceptual Framework of Analyzing Case Studies 29 Figure 5.3.1.1 An Evolution of Branch Operation Model 55 Figure 5.3.1.2 Net Income before Tax after Branch Re-engineering 56 Figure 5.3.1.2 Organization Chart of Dah An Commercial Bank 59 Figure 5.3.1.3 Organization Chart of Grand Commercial Bank 59 Figure 5.3.1.4 Unit Cost of Transaction Taken at Different Channels 62 Figure 5.3.2.1 An Overview of Systems of a Typical Commercial Bank 65 Figure 5.3.3.1 Boston Box 74 Figure 5.3.3.2 An Action Plan Based on Result of Gap Analysis 76 Figure 5.5.1 Survey Result of the Questionnaire 103 104 106 Figure 5.5.2 Selection of systems Figure 5.5.3 Evolutionary Stages of IT Integration for Banks Figure 6.1.1 Factors of Driving Success of M&A Synergy and Achieve Acquiring Bank’s Goals 112 Figure 6.1.2 Relations Diagram – Integration of IT and Operations Towards M&A Synergy 113 - ix - LIST OF TABLES Overall Taiwanese Banks’ Profit 3 Non-Performing Loan (NPL) Ratio Statistics 5 Number of Financial Institutions in Taiwan 5 Financial Size of Taishin before M&A 9 Efficiency Ratio of Taishin before M&A 9 Condensed Income Statement of Taishin before M&A 10 Financial Size and Relevant Data of Dah An before M&A 11 Condensed Income Statement of Dah An before M&A 12 Financial Size of Chinatrust before M&A 14 Condensed Income Statement of Chinatrust before M&A 14 Financial Size of GCB before M&A 15 Condensed Income Statement of GCB before M&A 15 Table 5.3.1.1 Credit Card Issued by the Top 3 in Taiwan 50 Table 5.3.1.2 Chinatrust’s Revenue Breakdown by Business 51 Table 5.3.1.3 Different Nature of Branch at Corporate and Consumer Focus Bank 52 Table 5.3.1.4 Accountability of Full-Service Branch Manager 53 Table 5.3.1.4 A Comparison of Operations Productivity 58 Table 5.3.1.4 Combined Staffing Projection 61 Table 5.3.2.1 Comparison of TABS and NT system 66 Table 5.3.2.2 Comparison of Legacy and New Core Banking System 68 Table 5.3.4.1 Milestones of System Migration of four M&A cases 83 Table 5.3.4.2 Size of Bank of Cathay, UWCCB, Fubon and Taipei at the time of M&As 84 Table 5.3.4.3 Size of Bank of Taishin, Dah An, Chintrust and GCB at the time of M&As 84 Table 5.3.4.4 Milestones of Post-merger IT integration of Taishin 88 Table 5.4.1.1 Condensed Income Statement of Taishin after M&A 97 Table 5.4.1.2 Number of Employees of Taishin Bank 98 Table 5.4.1.3 Asset and Equity of Taishin Bank after merger 98 Table 5.4.2.1 Condensed Income Statement of Chinatrust after M&A 99 Rating for Objective and Priority of IT Integration 102 Size of Bank of Taiwan Cooperative Bank and Farmers Bank of China at the time of M&As 109 Correlation between Relative Size and Elapse Time of System Migration 110 Diagnostic Checklist to Predict Prospect of Post-merger Integration 115 - viii - Figure 6.1.3 Correlation between Relative Size and Elapse Time of System Migration 114 Figure 6.2.2 Post-Merger Integration Process of IT and Operations 116 | - |
| dc.description.tableofcontents | TABLE OF CONTENTS Section 1 Introduction 1 Section 2 Background Information 3 Market of Taiwanese Banking Industry 3 The Financial Reforms of Taiwan 6 Introduction of Acquiring and Acquired Banks 8 Introduction of Taishin International Bank 8 Introduction of Dah An Commercial Bank 10 The Merger of Taishin and Dah An 12 Introduction of Chinatrust Commercial Bank 13 Introduction of Grand Commercial Bank 15 The Merger of Chinatrust and GCB 16 Section 3 Literature Review 17 Post-merger Integration 17 Key Success Factors of Post-merger Integration 19 Section 4 Research Methodology 26 Research Motivation 26 Primary and Secondary Data Sources 27 Conceptual Framework 29 Section 5 Analysis 31 Key Business Strategies of Taishin and Chinatrust 31 Integration Organization and HR Issues 40 IT and Operations Integration 50 Selection of Branch Operations Model 50 Trend of IT and Related Issues of IT Integration 62 Process of IT and Operations Integration 71 Key Success Factors of IT and Operations Integration 79 Post-Merger Performance 95 M&A Results of Taishin-Dah An 95 M&A Results of Chinatrust-GCB 98 Propositions 101 Section 6 Conclusion and Recommendation 111 Conclusion 111 Recommendation 115 Discussion 117 Bibliography 119 Figure 2.1 Trend of Interest Rate 3 Figure 5.1 A Strategic Map of an Acquiring Bank 32 43 47 Figure 5.2.1 A Chart of Integration Organization Figure 5.2.2 Post-merger Stock Price - vi - - vii - LIST OF FIGURES Figure 4.1 Conceptual Framework of Analyzing Case Studies 29 Figure 5.3.1.1 An Evolution of Branch Operation Model 55 Figure 5.3.1.2 Net Income before Tax after Branch Re-engineering 56 Figure 5.3.1.2 Organization Chart of Dah An Commercial Bank 59 Figure 5.3.1.3 Organization Chart of Grand Commercial Bank 59 Figure 5.3.1.4 Unit Cost of Transaction Taken at Different Channels 62 Figure 5.3.2.1 An Overview of Systems of a Typical Commercial Bank 65 Figure 5.3.3.1 Boston Box 74 Figure 5.3.3.2 An Action Plan Based on Result of Gap Analysis 76 Figure 5.5.1 Survey Result of the Questionnaire 103 104 106 Figure 5.5.2 Selection of systems Figure 5.5.3 Evolutionary Stages of IT Integration for Banks Figure 6.1.1 Factors of Driving Success of M&A Synergy and Achieve Acquiring Bank’s Goals 112 Figure 6.1.2 Relations Diagram – Integration of IT and Operations Towards M&A Synergy 113 - ix - LIST OF TABLES Overall Taiwanese Banks’ Profit 3 Non-Performing Loan (NPL) Ratio Statistics 5 Number of Financial Institutions in Taiwan 5 Financial Size of Taishin before M&A 9 Efficiency Ratio of Taishin before M&A 9 Condensed Income Statement of Taishin before M&A 10 Financial Size and Relevant Data of Dah An before M&A 11 Condensed Income Statement of Dah An before M&A 12 Financial Size of Chinatrust before M&A 14 Condensed Income Statement of Chinatrust before M&A 14 Financial Size of GCB before M&A 15 Condensed Income Statement of GCB before M&A 15 Table 5.3.1.1 Credit Card Issued by the Top 3 in Taiwan 50 Table 5.3.1.2 Chinatrust’s Revenue Breakdown by Business 51 Table 5.3.1.3 Different Nature of Branch at Corporate and Consumer Focus Bank 52 Table 5.3.1.4 Accountability of Full-Service Branch Manager 53 Table 5.3.1.4 A Comparison of Operations Productivity 58 Table 5.3.1.4 Combined Staffing Projection 61 Table 5.3.2.1 Comparison of TABS and NT system 66 Table 5.3.2.2 Comparison of Legacy and New Core Banking System 68 Table 5.3.4.1 Milestones of System Migration of four M&A cases 83 Table 5.3.4.2 Size of Bank of Cathay, UWCCB, Fubon and Taipei at the time of M&As 84 Table 5.3.4.3 Size of Bank of Taishin, Dah An, Chintrust and GCB at the time of M&As 84 Table 5.3.4.4 Milestones of Post-merger IT integration of Taishin 88 Table 5.4.1.1 Condensed Income Statement of Taishin after M&A 97 Table 5.4.1.2 Number of Employees of Taishin Bank 98 Table 5.4.1.3 Asset and Equity of Taishin Bank after merger 98 Table 5.4.2.1 Condensed Income Statement of Chinatrust after M&A 99 Rating for Objective and Priority of IT Integration 102 Size of Bank of Taiwan Cooperative Bank and Farmers Bank of China at the time of M&As 109 Correlation between Relative Size and Elapse Time of System Migration 110 Diagnostic Checklist to Predict Prospect of Post-merger Integration 115 - viii - Figure 6.1.3 Correlation between Relative Size and Elapse Time of System Migration 114 Figure 6.2.2 Post-Merger Integration Process of IT and 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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