銀行合併及區域中心制度之組織變革與經營策略

Bank Merger,Regional Center System of Organizational Change and Business Strategy

閻家驥(George Yen)

指導教授 ： 郭文忠 博士 ； 徐學忍 博士

元智大學/管理學院/管理研究所/碩士(2005年)

摘要

【摘 要】

近十餘年來，國內金融市場經營生態變動極大，期間有十六家民營商銀，一家工銀加入經營，五家基層金融機構改制商銀，十四家金控成立。從銀行整併風潮中，我國銀行總機構家數雖略有減少，但分行總家數仍逞大幅增加，市場過度金融、惡性競爭態勢並未減緩。在政府政策引導、鼓勵及市場激烈競爭的環境下，多數銀行為求取獲利生存的競爭優勢，對外尋求符合經營利益的適合對象進行併購，以擴大行銷通路營運據點，提升市場佔有率；對內採取改善經營體質、組織變革、市場區隔、商品差異化、制定創新求變的經營策略，以爭取更大的生存利基。
銀行合併重點在於能發揮經營綜合效益，擅長不同業務機能的銀行合併，可產生互補互利作用。跨越不同區域性銀行合併，可彌補分行不足地區業務區域平衡。篩選企業文化背景相近者，整併較易成功。合併除應兼顧規模經濟與範疇經濟外，更需注重最適規模，以利於經營管理及績效掌控。合併前妥善完整規劃人員、資訊、作業、行銷通路系統整合極為重要。
「區域中心」係以任務為導向的組織架構，但並非都能適用於每家銀行。銀行可衡酌自身人員素質、數量、分行家數規模、營運地區範圍等，再行考量是否設置或設置適當類型之區域中心制度。實施區域中心制度仍應賦予分行各項業務的行銷功能，充分發揮以分行為主軸的最大經營績效。
銀行應建立核心業務觀念與自我經營特色，尋求市場定位與經營利基。注重經營、商品、行銷、服務創新，尋求市場區隔，建立組織架構由以往之功能性改以服務客戶為導向之經營理念。銀行分行朝向以行銷服務客戶為導向的小型精緻、多功能型態組織。在人力素質、立地經營條件較佳之分行授權其經營「全功能性業務」，可充分發揮以銷售與服務為主的通路功能，提升經營利潤及績效。在競爭環境下，成功行銷的銀行必須具備優質的經營團隊、合作一致的策略目標與高度行銷技巧的執行力。
銀行屬信用機構首重經營安全，應建立風險控管意識與系統建制。無論辦理企業金融或個人消費金融，仍應著重風險控管，遵循授信5P基本原則與授信機制，確保授信品質。
國內銀行業市場漸趨飽和，銀行可視本身業務需求與能力訂定區域性或國際化經營策略，以配合國內企業客戶生產外移及國際化之產銷策略。加強培訓企劃管理、行銷經營、新金融商品設計、風險控管及國際金融業務經營人才，以應業務競爭之需。
銀行應衡量本身經營目標、文化背景、人才素質條件、營運規模、業務需求等，訂出最適合自身經營的組織架構與制度，追求績效盈餘。組織變革、制度調整時，事前充分溝通協調，並採循序漸進方式，可使人員、交易、組織、制度運作及客戶服務能夠逐步調適，避免組織重疊或資源浪費，減少變革衝擊與執行障礙。

關鍵字

銀行合併 ； 區域中心 ； 組織變革 ； 經營策略

並列摘要

【ABSTRACT】

Last decade, the great impacted on local financial institutions makes market a big change. 16 private commercial banks, 1 industrial bank joining the market, 5 cooperative-units upgrade running commercial bank business, 14 financial holding company had been established. The total amount of bank head office is slightly reduced, however, the branches office around island are still shows off and sharply increased. Over bank and keenly competition have not been slowed down. Under government’s policy guide and encourage, with market keen competition, bankers outwards sought to interests and suitable for the target institutions to merge, inwards to improve managing, organizational change, market segmentation, products differentiation, innovation on business strategy, to expand the market share and existence niche.
The bank merges should focus on the general benefit. Differential-skill functions, cross regional business M & A can produce mutual beneficial profit. Screens the close one of enterprise culture background apt to merge succeed. Merge should consider not only the economics of scale and scope but also the proper scale even more, in order to benefit administration and performance. Preparation for merging appropriate intact planning including personnel, computer system, proceeding, sales channel combination are extremely important tasks.
The‘regional center’is the functional-oriented institutional framework, but may not be suitable for all of banks. The bank can weigh and consider its own background of personnel quality and quantity, branches sizes scale, operate the business regional range, to decide setting up regional center system or not and the proper type of the regional center. Implementing the regional center system should still give the branches office with‘full-function’business to fully worthy of developing branch’s biggest performance.
The bank should set up its own core business concept and characteristic itself and build up customer-oriented institutional framework to regard selling and serving customers function. Branch office is organized for the small-scale exquisite, multi-functional type with the marketing service to customers. To meet the competition environment, the successful bank on marketing must possess high-quality management team, the unanimous tactics goal of cooperation and execution strength of the height marketing skill.
The banking industry is a kind of credit unit, running business safely would be the primary job, should set up the risk control system. No matter handle enterprise finance or consuming finance, bank must focus on the risk management, accord to the‘5P’primary principle of loan and lending mechanism as well, to assure the quality of bank's assets.
The domestic banking institutions market towards saturation gradually, the bank should conclude the regional or global tactics to cooperate with the local enterprise customers’ global marketing strategy. Strengthen train the staff on business planning, marketing management, new financial products design, risk control, international financial business management, in order to meet the demand on business competition.
The bank should weigh its own business objective, enterprise culture, manpower quality, operation scale, enterprise strategy, etc. set up its most suitable for the institutional framework and system to promote the performance and profit. When the system or organizational structure change is adjusted, should fully internal communicate and coordinate in advance, can be adopted and adjusted progressive rightly, avoid organizing overlapping or resources wasting, reduce conflict and obstacle.

並列關鍵字

Bank Merger ； Regional Center ； Organizational Change ； Business Strategy