臺灣土地銀行轉型經營策略之研究

Research of the Taiwan Land bank Transformation strategy

莊孟馨(MENG-HSIN CHUANG)

指導教授 ： 陳明璋

國立臺北大學/商學院/企業管理學系/碩士(2010年)

摘要

民國八十年代，是台灣銀行業演變分水嶺，金融體系產生結構性變革。隨著政府推動金融自由化、國際化政策、貨幣資本市場活絡及資訊科技引導金融變革，歷經十年發展，新的競爭者已建立基礎，從九十年代開始，逐漸擴充版圖，金融市場已發展成為完全競爭市場之態勢。
面臨國內、外金融環境變遷，公營行庫不僅需與本國新銀行、外商銀行競爭。且受現行制度及法令規章的限制，也時常配合政策，執行政府交付政策任務，缺乏競爭力，導致經營績效欠佳且無法及時調整經營策略。基於上述動機，本研究選定具公股背景、轉型中之臺灣土地銀行為研究主體。
本研究係採個案研究法進行研究，研究架構係從外在分析開始，以了解個案銀行所處之環境及其帶來之機會與威脅，其次在進行個案內在分析再歸納出個案銀行相對擁有的優勢與劣勢，然後綜合上述內外在分析再歸納出個案銀行面對之轉型策略與經營問題，並以財務分析及營運分析為構面分析其產生之績效。
研究結果顯示，個案銀行面臨轉型困難與瓶頸如下：1.市場開放、同業競爭激烈2.法令規章繁瑣過時，束缚限制太多3.行政機關層層限制4.員工心態保守、態度不夠積極5.長期政治包袱6.資金籌措管道太少、發展受到限制。故轉型策略之選擇上，依據企業本身之問題，採取不同轉型策略：1.經營方向調整策略2.經營型態轉型策略3.產品轉型策略4.市場轉型策略5.經營體質轉型策略。
個案銀行在產業中，獲利能力、經營能力、成長力與員工生產力均優於本國全體銀行總表現。進一步分析，個案銀行在財務分析中，資本適足率、負債/淨值(倍數)及存款成長率表現較差。在營運分析中，其他個人消費貸款、手續費收入方面及整體營業收入方面表現較差。對個案銀行的建議，1.業務朝綜合化發展2.加強金融創新3.積極結盟，增加競爭優勢與能力4.積極主動創造客戶需求。

關鍵字

轉型策略 ； 土地銀行

並列摘要

The 1990s marks the watershed of the banking industry in Taiwan as the structural reform took place in the financial system. With the financial deregulation and globalization policy promoted by the government, the vitalization of the currency capital market and the financial reform triggered by the information technology, the new players have been well-established after 10 years of development and have expand their frontier since the beginning of the last decade to make the financial market a fully competitive environment.
In the face of financial market changes, state-run banks, in addition to competing with local and foreign banks, are constantly required to conform to policies to carry out government assignments in accordance with the current system and regulations and this has resulted in their lack of competiveness, poor operation performance and inability to adjust management strategies. Considering these factors, this study selected the Land Bank of Taiwan, which has the government background and is in the process of transformation.
This study used case study to begin by analyzing externally to understand the opportunities and threats for the bank in the case study. Secondly, the advantages and disadvantages of the bank were summarized after internal analysis of the case. The transformation strategies and operation issues of the bank were sorted out after internal and external analysis were made.
The results showed the challenges and bottlenecks of the bank as follows: 1. Market deregulation and strong competition; 2.Outdated and restrictive laws and regulations; 3.Restrisctions put by administration bodies; 4. Conservativeness and lack of aggressiveness of the employees; 5. Long-time political burden; 6. Development limitation due to few fundraising channels. Therefore, to address these issues, different strategies must be adopted for transformation: 1.The operation direction adjustment strategy; 2.The operation model transformation; 3.The products transformation; 4.The market transformation strategy; 5.The operation nature transformation strategy.
The bank in the case study outperforms the overall performance of the local banks in terms of profitability, management ability, growth ability and productivity. Furthermore, financial analysis showed that the bank had a poorer performance in capital adequacy ratio, debt/net value (times) and deposit growth rate. For operation analysis, the bank had a poorer performance in personal consumption loans, service charge revenues and business revenues. Suggestions for the bank include: 1.Diversify business and services; 2. Reinforce financial innovation; 3.Take an aggressive approach in strategic alliance to increase competitiveness and competence; 4.Proactively create customer needs.

並列關鍵字

Transformation strategy ； Land Bank

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