金融科技時代的創新策略研究：以國泰世華銀行的數位轉型為例

當前各國政府大力提倡金融科技，制定創新計畫，成立推動科技的團隊與組織，以提升國家的競爭力。金融科技的興起，舉凡商業模式、產品結構、行銷通路及作業處理都會逐漸出現變化，傳統金融業的經營思維必須開始轉變，否則會面臨重大挑戰。本研究目的是觀察當前金融市場的巨變，傳統金融產業如何運用創新策略，在金融科技浪潮下進行數位轉型，並基於比較優勢，於適當時機進入市場。本研究以台灣本土大型金融機構之一的國泰世華銀行為個案研究對象，回顧專家學者的理論以建立本研究架構，繼而依研究架構，探究個案在金融科技下的先行優勢，以及導入金融科技的最佳時機及策略布局。本研究以參與式觀察與次級資料蒐集進行研究分析，發現個案公司的品牌忠誠度、稀有資源的優先權、利用買家轉換成本、獲得報酬遞增等現象，完全符合先行者優勢。此外，個案公司成功運用雙軌轉型策略，一方面採用傳統銀行體制的漸進式改革，一方面成立數位研發中心，在最佳時機全面導入金融科技，成為國內運用金融科技的典範之一。

關鍵字

金融科技；雙軌轉型；先行者優勢；最佳進入時機

並列摘要

At present, the governments of various countries are vigorously promoting financial technology (fintech), formulating innovation plans, and establishing teams and organizations that promote technology to enhance the competitiveness of the country. Due to the increased use of fintech, business models, product structures, marketing channels, and job processing will all gradually change. The business thinking of the traditional financial industry must embrace change, or it will face major challenges. The purpose of this study is to observe the tremendous changes in the current financial market, examine how the traditional financial industry uses innovative strategies for digital transformation under the wave of financial technology, and determines how to enter the market at an appropriate time, as based on comparative advantages. This study took Cathay United Bank, which is one of Taiwan's major financial institutions, as the case study object, reviewed the theories of experts and scholars to establish the research framework, and then, explored the precedent advantages of cases under fintech, as based on the research framework, as well as the best timing and strategic layout for the introduction of fintech. This study used participatory observation and secondary data collection to conduct research and analysis, and found that the case company's brand loyalty, the priority of rare resources, the use of buyer conversion costs, and the gain of increasing returns are fully in line with the first mover advantage. In addition, the case company successfully used a two-track transformation strategy, which adopted the gradual reform of its traditional banking system and established a digital R&D center. Hence, it was able to introduce fintech at the best time to become one of the fintech models in Taiwan.