外商銀行於台灣中小企業部門之經營分析 – 以三家外商銀行為例

Abstract

本研究之個案研究法以定性分析研究方法進行歸納，進而取得探索性之研究發現，以直接觀察與深度訪談來增加資料來源的多元性。運用文獻探討、資料蒐集，及與個案公司之高階管理者深度訪談後，探討外商銀行如何運用資源及能耐，發展出核心競爭力，並隨環境之變動而調整其競爭策略，以發展難以模仿之核心競爭優勢。然後，根據我國銀行產業之競爭態勢及三家個案公司之深入訪談，將策略規劃/目標、資源與能耐、核心競爭力、外在環境、競爭策略及競爭優勢等做一分析彙總，發展出命題。 命題發展如下: 命題一、採行差異化策略與集中差異化策略之方式，較能在因應環境需求，創造或尋找出利基市場，創造獲利。命題二、被併購銀行之資產品質優良與否，將會影響到併購之外商所採行的核心競爭力之運用及價值創造。命題三、採取較似本土銀行之授信政策之外商，較能迅速增加客戶關係與依存度，進而創造交叉銷售的機會。命題四、國際化程度越高、涉略的區域市場越廣，較能以全球化投資佈局的角度，前瞻性的規劃，開發創新產品，引領趨勢，具全球化佈局之策略。命題五、採取垂直整合策略依其集團資源所創造的產品線，在競爭層次方面已將產品品質、服務品質晉升至品牌優勢之階段，其品牌權益優勢為企業帶來具差異化的核心競爭力。 本研究發現，國內之外商銀行面對產業競爭強烈、替代品威脅強，以及價格競爭的現況下，應加強於差異化的核心競爭力發展，建立品牌優勢，並強化政策彈性以創造並維持利基市場，再利用此利基因素強化客戶關係，達到最大化獲利之營運模式。

This thesis uses case study to analyses the business strategy of SME departments in three foreign banks in Taiwan. To obtain the key decision factors employed in the planning of their business strategies, we apply resource-based theory to explore the core competences and continuous competitive advantages of these banks, and observe how they adjust their strategies on each stage in current market. According to competitive situation of the bank industry and the results of questionnaire survey, we develop five propositions and a competitive strategy model by summarizing the results from our analyses concerning their goals, resources and capabilities, core competences, external environments, competitive strategies, and competitive advantages. We discover that banks, especially these foreign banks, are facing the high industrial competitiveness, medium level of threat from potential competitors, high threat of substitution, high buyer’s power, lower level of threat of supplier’s power, and increasing threat of the substitution. We conclude that foreign banks should focus on the key products, which they are capable of, and increase revenue from the cross-selling service. Moreover, they should work to take advantage of their unique resources to develop the unsubstitutive capabilities and core competences for long term competitiveness. Finally, these foreign banks need to use their international networks to enhance their relationships with their clients and to create high brand values in Taiwan. Keywords: Foreign bank, Resource-based view, Core competences, Competitive strategy