簽訂兩岸服貿協議後台資銀行業進入中國大陸市場策略之研究--以永豐銀行為例

Entry Strategies of Taiwanese-funded Banking Industry into Mainland China after Signing the Cross-Strait Service Trade Agreement--A Case Study on Bank

連素萍(Su-Ping Lien)

指導教授 ： 劉啟群

國立臺灣大學/管理學院/會計與管理決策組/碩士(2014年)

https://doi.org/10.6342/NTU.2014.10424

摘要

台灣政府與中國大陸分別已於2009年11月16日及2010年6月29日簽訂兩岸MOU及ECFA，兩岸經貿關係與合作發展正式邁入新的里程碑，也為台資銀行進入中國大陸金融市場開啟希望大門。2014/3/18又因為太陽花學運事件，有利於台資銀行西進大陸金融市場的《兩岸服貿協議》暫緩擱置，台資銀行要如何調整西進大陸的策略？為提供台資銀行赴大陸拓展金融業務的契機，研究目的如下：

簽訂《兩岸服貿協議》台資銀行業進入大陸發展的優勢與商機？赴大陸投資現況與挑戰？以本研究個案永豐銀行佈局大陸市場的發展機會與戰略，提供台資銀行到中國大陸投資經營，進入模式、顧客目標與業務發展策略的建議。

本研究採用文獻分析法與個案研究法，依據兩岸MOU與ECFA簽訂後之發展，以及海峽兩岸服務貿易協議（CSSTA），探討台資銀行進入大陸銀行業的發展策略。受訪對象為永豐金控之高層決策者，採用深層訪談法，探討其大陸金融市場佈局與策略發展、產業界的競爭地位、預期的效益及資源配置等。

本研究有以下三點結論：
1、設立分、子行或分行轉子行將成為台資銀行西進大陸銀行市場的主要方式。
2、台資銀行西進大陸銀行市場的佈局，初期以長江三角洲（上海、蘇州、昆山）、珠江三角洲（深圳）等台商群聚的區域為主，而後往海西特區（福建）及武漢等，逐步往內陸的村鎮銀行推展。
3、台資銀行積極佈局人民幣兩岸跨境金融，因政策導向在自由貿易區設立據點，將有利於人民幣業務發展。

本研究有以下四點建議：
1、台資銀行面對大陸消費市場的龐大網路商機，可與第三方支付業者策略聯盟，積極佈局兩岸跨境電子商務網路平台金融服務。
2、台資銀行除了以滿足大陸台資企業融資需求外，隨著大陸產業結構政策轉變，應以金融平台支持台商產品創新，從製造代工轉向服務主流的發展策略。
3、大陸金融穩健問題隱憂仍然存在，台資銀行應留意大陸金融風險。
4、建立溝通機制，兩岸服貿協議儘速實質審議，把握市場商機以活絡經濟金融。

關鍵字

MOU ； ECFA ； 兩岸服貿協議 ； 市場進入策略

並列摘要

The Taiwan Government and China signed the Cross-Strait Memorandum of Understanding (MOU) on November 16, 2009, and the Economic Cooperation Framework Agreement (ECFA) on June 29, 2010 respectively. This marks a new milestone in cross-strait economic relations, and opens the door for Taiwanese-funded banks to enter the Chinese financial market. And in light of the Sunflower Student Movement which began on March 18, 2014, the Cross-Strait Service Trade Agreement (CSSTA), which would benefit Taiwanese-funded banks in their entry into the Chinese market, has been delayed for a time. How should Taiwanese-funded banks adjust their strategy in entering the market? At this juncture we provide Taiwanese-funded banks with this study, with the following objectives:

What are the advantages and business opportunities that emerge for the Taiwanese-funded banking industry, from the signing of the CSSTA? What challenges will be faced in the current situation in China? The present study would like to provide suggestion to Taiwanese-funded banks with regards to investment and operation in China, entry strategy, client goals and expansion, through the case study of Bank SinoPac’s strategies in the Chinese market.

Through literature analysis and case study, the present study aims to investigate new developments in light of the MOU, ECFA, and CSSTA, and the various entry strategies that Taiwanese-funded banks could take in the Chinese banking market. In-depth interviews were conducted with high-level decision makers in SinoPac Holdings, exploring developments in placement strategy, where they stand in the competition, and forecasts in profits and distribution of resources.

The present study has 3 findings:
1.The establishment of branches and subsidiaries, and the transition from branches to subsidiaries, will be the primary method of entry by Taiwanese-funded banks into the banking markets in Mainland China.
2.The placement strategy for Taiwanese-funded banks in the banking markets of mainland China would begin in the Yangtze River Delta of Shanghai, Suzhou, and Kunshan, and the Pearl River Delta of Shenzhen, where many Taiwanese businesses are already congregated, then moving towards the Western Taiwan Straits Economic zone of Fujian and Wuhan, gradually working its way to more inland cities.
3.The proactive establishment of inter-strait exchange of the RMB and points of operation in the Free Trade Areas would benefit Taiwanese-funded banks in doing business in the RMB.

The study gives the following four suggestions:
1.In the face of China’s large internet consumer market, Taiwanese-funded banks should seek strategic partnerships with third-party online payment services, in order to establish cross-strait online business and financial services.
2.In addition to meeting the business needs of Taiwanese-funded businesses in China, as China’s industrial structure policies change, banks should support the innovations of Taiwanese businesses, transitioning from OEM and outsourcing to mainstream services.
3.As the problems of stability in the Chinese financial market persist, banks should remain aware of these risks.
4.The establishment of channels of dialogue should accelerate the review process of the CSSTA, stimulating business and finance, in time with the opportunities of the market.

並列關鍵字

MOU ； ECFA ； CSSTA ； Market entry strategy

參考文獻

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