國內金控子銀行經營策略之個案研究 -以台北富邦銀行為例

Abstract

近年來，國內銀行經營環境隨著政府積極推動金融自由化及國際化，陸續開放新銀行成立、加入國際貿易組織(WTO)、通過金融六法等相關法令規章的完成，因而讓大部份銀行經營型態有了很大的改變，從早期單一產品為導向的傳統經營模式，轉而進入現在金融控股的多元化行銷，這樣的變化，讓銀行產生相當程度的影響。

本次選定台北富邦銀行作為個案研究的對象，其質化研究主要是想深度探討台北富邦銀行如何透過經營策略與組織架構的調整，讓傳統銀行分行制(日商銀行體系)的經營模式，順利轉型成區域及產業中心並存制 (美商銀行體系)的經營模式，然後再對轉型前後各項調整項目做一個完整的比較分析。

而量化研究分析是把台北富邦銀行轉型前後(2009年至2012年)之各項綜效衡量變數是否顯著，最後再根據上述二個研究所得到的資料加以彙整後，作為本研究結論之參考與建議。

In recent years, through the government actively promoting financial liberalization and internationalization, the domestic new bank was established. In addition, the government joined the World Trade Organization (WTO) and passed Six Financial Laws and other relevant regulations. Therefore, there is a big change on banks’ operating environment. In the early tradition, they were a single product-oriented business, now turned into a diversified financial holding marketing. Through this difference, there is a big influence on bank. In this paper, I select Taipei Fubon Bank as a case study object.

The qualitative research is to explore the depth of Taipei Fubon Bank how to adjust business strategy and organizational structure. The traditional bank branch system (Japanese banking system ) mode of operation smooth transformed into the regional and industrial centers coexist system ( American banking system ) mode of operation. Do a complete comparative analysis about before and after the transition adjustments.

The quantitative research is to analyze the transformation around Taipei Fubon Bank (2009-2012 ). The measurable variables are significant synergies. Finally, based on the information obtained from two researches, we give some conclusion and suggestion.