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| Title | 泡沫經濟後日本金融業經營模式創新變革:瑞穗金融集團與新生銀行之個案探討 |
| Creator | 吳志忠 |
| Contributor | 管康彥 吳志忠 |
| Key Words | 經營模式 策略性思考 經營模式創新 Business Model Strategic thinking Business Model Innovations |
| Date | 2006 |
| Date Issued | 17-Sep-2009 18:38:19 (UTC+8) |
| Summary | 在政府將金融創新列為工作項目之一，台灣在金融創新的議題上也投入相當的研究，但多半是從產品的創新著手，鮮少從經營模式創新來分析金融創新，因此本論文將透過經營模式的創新來探討兩家日本銀行金融機構－瑞穗金融集團及新生銀行－如何在環境的變化中，重新尋求自己在產業中的地位，探討銀行業如何進行經營模式的創新，在競爭激烈的市場中為消費者創造價值，而進一步提升企業的獲利狀況，從日本銀行的經驗中獲得對台灣銀行業的啟示。 透過策略再思考:重新定義自身產業，重新思考企業的定位與方向，在創新的理論中找出創新的來源，透過經營模式的元素－核心策略、策略性資源、顧客界面、價值網絡－將之落實在改革的過程中，透過經營模式的創新變革，讓金融業可以了解如何在市場上與競爭者進行不同的競爭。 在分析完個案後，本論文也提出幾點結論：1. 追求規模的擴大不如追求如何去經營模式的創新：開創各種新的獲利模式，對獲利來源也要進行風險管理；2. 獲利結構的從傳統利差走向複雜管理收入：銀行如何適應新的競爭環境；3. 從分散到聚焦，從通才到專業化：專注於重點區域，妥善配置企業資源。銀行業未來的走向會越來越趨向專業化的方向，銀行組織設計會朝向以產品線或顧客為主的設計，而不是傳統的功能式設計；4. 從規模擴大走向深度成長：企業績效評估系統的改變，讓銀行經營的更有效率；5. 從外部綜效走向內部綜效的產生：綜效可以透過內部系統良好運作而產生，不一定要靠併購。 關鍵字：經營模式、策略性思考、經營模式創新 Financial innovation has been one of government’s priorities, and the academia also puts much research into the topic, but most are from the product innovation perspective instead of business model innovation. In the research, we have analyzed two of Japanese financial companies- The Mizuho Financial Group and Shinsei Bank – and discuss how they redefine their positions in the industry in the changing environment, how they create value for consumers by business model innovations and further improve the profits states of enterprises. Finally, we want to get enlightenment from their experiences for Taiwan financial industry. Through strategic thinking: Redefining your industry, rethinking your positioning and directions of enterprises, finding out the sources of the innovation from theories; through the elements of business model – core strategies, strategic resources, customer interface, information technology- it could be implemented in the reforming process; through the business model innovation, financial enterprises are capable to understand how to compete in the market base on differentiation. After analyzing the cases, the thesis proposes some conclusions: 1. In order to create more new profits-making sources, pursuing new business model is more important than pursuing a larger scale simply. Also, risk management is needed in the topic of profit-making sources. 2. The profit-making structure of banking changes from traditional rate margin to complicated management expertise: how the banking adapts to the new competitive environment; 3.From dispersal to focus and from general to specialization: Future of banking will tend to focus on the key area, and allocate the enterprise resources properly. And the financial industry will be more specialized; the design of organization structure of banks will mainly rely on product lines or the customer, instead of traditional function. 4. from expanding the scale to deep growth: The change of assessing the enterprise`s performance will bring banks better operational efficiencies.5. From external synergies to internal synergies: synergies can be generated through the internal well-operated system, not only depend on merging; Key words: Business Model、Strategic thinking、Business Model Innovations |
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| Description | 碩士 國立政治大學 管理碩士學程(AMBA) 94362015 95 |
| 資料來源 | http://thesis.lib.nccu.edu.tw/record/#G0094362015 |
| Type | thesis |
| dc.contributor.advisor | 管康彥 | zh_TW |
| dc.contributor.author (Authors) | 吳志忠 | zh_TW |
| dc.creator (作者) | 吳志忠 | zh_TW |
| dc.date (日期) | 2006 | en_US |
| dc.date.accessioned | 17-Sep-2009 18:38:19 (UTC+8) | - |
| dc.date.available | 17-Sep-2009 18:38:19 (UTC+8) | - |
| dc.date.issued (上傳時間) | 17-Sep-2009 18:38:19 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0094362015 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/33858 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 管理碩士學程(AMBA) | zh_TW |
| dc.description (描述) | 94362015 | zh_TW |
| dc.description (描述) | 95 | zh_TW |
| dc.description.abstract (摘要) | 在政府將金融創新列為工作項目之一，台灣在金融創新的議題上也投入相當的研究，但多半是從產品的創新著手，鮮少從經營模式創新來分析金融創新，因此本論文將透過經營模式的創新來探討兩家日本銀行金融機構－瑞穗金融集團及新生銀行－如何在環境的變化中，重新尋求自己在產業中的地位，探討銀行業如何進行經營模式的創新，在競爭激烈的市場中為消費者創造價值，而進一步提升企業的獲利狀況，從日本銀行的經驗中獲得對台灣銀行業的啟示。 透過策略再思考:重新定義自身產業，重新思考企業的定位與方向，在創新的理論中找出創新的來源，透過經營模式的元素－核心策略、策略性資源、顧客界面、價值網絡－將之落實在改革的過程中，透過經營模式的創新變革，讓金融業可以了解如何在市場上與競爭者進行不同的競爭。 在分析完個案後，本論文也提出幾點結論：1. 追求規模的擴大不如追求如何去經營模式的創新：開創各種新的獲利模式，對獲利來源也要進行風險管理；2. 獲利結構的從傳統利差走向複雜管理收入：銀行如何適應新的競爭環境；3. 從分散到聚焦，從通才到專業化：專注於重點區域，妥善配置企業資源。銀行業未來的走向會越來越趨向專業化的方向，銀行組織設計會朝向以產品線或顧客為主的設計，而不是傳統的功能式設計；4. 從規模擴大走向深度成長：企業績效評估系統的改變，讓銀行經營的更有效率；5. 從外部綜效走向內部綜效的產生：綜效可以透過內部系統良好運作而產生，不一定要靠併購。 關鍵字：經營模式、策略性思考、經營模式創新 | zh_TW |
| dc.description.abstract (摘要) | Financial innovation has been one of government’s priorities, and the academia also puts much research into the topic, but most are from the product innovation perspective instead of business model innovation. In the research, we have analyzed two of Japanese financial companies- The Mizuho Financial Group and Shinsei Bank – and discuss how they redefine their positions in the industry in the changing environment, how they create value for consumers by business model innovations and further improve the profits states of enterprises. Finally, we want to get enlightenment from their experiences for Taiwan financial industry. Through strategic thinking: Redefining your industry, rethinking your positioning and directions of enterprises, finding out the sources of the innovation from theories; through the elements of business model – core strategies, strategic resources, customer interface, information technology- it could be implemented in the reforming process; through the business model innovation, financial enterprises are capable to understand how to compete in the market base on differentiation. After analyzing the cases, the thesis proposes some conclusions: 1. In order to create more new profits-making sources, pursuing new business model is more important than pursuing a larger scale simply. Also, risk management is needed in the topic of profit-making sources. 2. The profit-making structure of banking changes from traditional rate margin to complicated management expertise: how the banking adapts to the new competitive environment; 3.From dispersal to focus and from general to specialization: Future of banking will tend to focus on the key area, and allocate the enterprise resources properly. And the financial industry will be more specialized; the design of organization structure of banks will mainly rely on product lines or the customer, instead of traditional function. 4. from expanding the scale to deep growth: The change of assessing the enterprise`s performance will bring banks better operational efficiencies.5. From external synergies to internal synergies: synergies can be generated through the internal well-operated system, not only depend on merging; Key words: Business Model、Strategic thinking、Business Model Innovations | en_US |
| dc.description.tableofcontents | 第一章 緒論 1 第一節 研究動機與目的 1 第二節 研究方法與流程 3 第三節 泡沫經濟成因及影響 5 第四節 論文結構 7 第五節 研究限制 7 第二章 文獻探討 9 第一節 策略性思考 9 第二節 變革管理 11 第三節 創新的來源 16 第四節 經營模式 23 一、經濟性觀點 26 二、流程性觀點 27 三、策略性觀點 28 四、經營模式與策略的關係 34 第三章 個案說明 36 第一節 日本金融改革及其原因 36 第二節 瑞穗金融集團 42 一、成立背景 42 二、變革重點 44 三、擴張計畫 52 第三節 新生銀行 54 一、成立背景 54 二、變革重點 55 三、擴張計畫 62 第四章 個案分析 67 第一節 策略性思考 67 第二節 經營模式創新 68 第三節 變革管理 74 第四節 研究發現 77 第五章 結論 84 第一節 研究結論 84 第二節 未來研究方向 86 參考文獻 88 圖目錄 圖2-1 Cummings & Worley變革模式比較圖 15 圖2-2 George, Works, Watson-Hemphill創新三層面 19 圖2-3 Hamel的經營模式 30 圖2-4 經營模式創新的關鍵要素 31 圖3-1 日本都市銀行合併過程 41 圖3-2 2000年瑞穗控股公司組織圖 43 圖3-3 瑞穗控股公司的再重整圖 43 圖3-4瑞穗金融集團企業重組後組織圖－2002年 46 圖3-5瑞穗金融集團企業重組後組織圖－2004年 48 圖3-6瑞穗金融集團的風險管理系統 52 圖3-7瑞穗金融集團的風險管理系統-市場與流動性風險管理 52 圖3-8 新生銀行的風險管理系統 56 圖3-9 長期信用銀行的風險管理系統 57 圖3-10 新生銀行的經營模式 66 表目錄 表2-1 創新的十二個面向 21 表2-2 經營模式的定義及組成要素 23 表2-3 經營模式理論分類 26 表3-1瑞穗集團的改革計劃 49 表4-1新生銀行獲利情況 74 表4-2 瑞穗金融集團獲利情況 74 表4-3 瑞穗集團逾放比 74 表4-4傳統與創新後經營模式比較表 78 表4-5 瑞穗集金融團與新生銀行經營模式的差異 80 表4-6 兩種經營模式創新的類型 81 | zh_TW |
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| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0094362015 | en_US |
| dc.subject (關鍵詞) | 經營模式 | zh_TW |
| dc.subject (關鍵詞) | 策略性思考 | zh_TW |
| dc.subject (關鍵詞) | 經營模式創新 | zh_TW |
| dc.subject (關鍵詞) | Business Model | en_US |
| dc.subject (關鍵詞) | Strategic thinking | en_US |
| dc.subject (關鍵詞) | Business Model Innovations | en_US |
| dc.title (題名) | 泡沫經濟後日本金融業經營模式創新變革:瑞穗金融集團與新生銀行之個案探討 | zh_TW |
| dc.type (資料類型) | thesis | en |
| dc.relation.reference (參考文獻) | 一、中文資料 | zh_TW |
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| dc.relation.reference (參考文獻) | 13.何喻方譯（1999）：銀行革命-資訊科技與存亡之戰。台北，寰宇商業。（Mark Carrington, Phili Langguth, Thomas Steiner(1997), The Banking Revolution, Pitman Publishing,） | zh_TW |
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| dc.relation.reference (參考文獻) | 17.王柏鴻譯（2003）：新泡沫經濟－日本銀行的泡沫與曙光。台北，時報文化。（Gillian Tett(2003),Saving the Sun, HarperCollins Publishers, inc.） | zh_TW |
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| dc.relation.reference (參考文獻) | 22. 趙碧華、朱美珍譯（2000）：研究方法。台北，雙葉書廊有限公司。（Allen Bubin & Earl Babbie, Research methods for social work(2000)） | zh_TW |
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| dc.relation.reference (參考文獻) | 二、網站資料 | zh_TW |
| dc.relation.reference (參考文獻) | 瑞穗金融集團網站：http://www.mizuho-fg.co.jp/english/ | zh_TW |
| dc.relation.reference (參考文獻) | 新生銀行網站：http://www.shinseibank.com/english/index.html | zh_TW |
| dc.relation.reference (參考文獻) | 行政院金融監督管理委員會網站：http://www.fscey.gov.tw/mp.asp?mp=2 | zh_TW |
| dc.relation.reference (參考文獻) | 中央銀行網站：http://www.cbc.gov.tw/ | zh_TW |
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