傳統地區性銀行之競爭策略-
T銀行中部分行為例

國內金融市場在面對激烈的市場競爭，銀行與客戶間之服務，實體通路仍有其影響力及必要性，特別是以傳統授信與存款業務為基礎，並與客戶面對面接觸及交流延伸的相關業務更為重要，使得分行的價值格外受到重視。本研究以在臺灣設立超過百年，具有悠久發展史及變革之指標的公股T銀行，位於中部工商業核心區域的C分行為研究對象。本研究採用個案研究與次級資料分析，透過麥肯錫7S模型及波特競爭五力分析模型對C分行的產業競爭環境進行分析並找出因應之競爭策略；進而運用SWOT分析瞭解該C分行之優勢、劣勢、機會與威脅，最後透過SWOT之矩陣策略分析後，求得C分行營運之最適競爭策略。研究結果發現依據麥肯錫7S模型分析得知在內部環境中，C分行較為突出的競爭優勢為「策略與技能」；而透過波特競爭五力分析模型發現「供應商的議價能力」中，存款戶之議價能力較高；「購買者的議價能力」上，既有企業戶議價能力強，新創企業議價能力弱；政府開放純網銀設立，為「潛在競爭者進入的威脅」;「現有廠商的競爭力」中，同質性銀行多且競爭；民間借貸為「替代品的威脅」。最後由SWOT分析及矩陣策略分析得出C分行之營運最適競爭策略分別如下: 1.深耕中小企業，以充分了解中小企業各項金融需求。2.爭取政府及公、民營大型企業或優先承作專案金融業務。3.分行經理應強化本身管理技能及領導統御能力。4.嚴格執行公司治理、內部控制及風險管理。5.提供青年創業資金、退休人員貸款，提供多樣專案低利率。6.鼓勵行員取得證照及定期專業知識能力教育訓練及測驗，培養金融相關行銷能力。7.培養行員在放款與銷售之專業訓練，即時執行交叉行銷需求。8.持續加強客戶關係管理及作業效率以爭取商機。9.以中小企業為目標資金來源，提供員工薪資轉帳及存款優惠等10.培養行員在放款與銷售之專業訓練，即時執行交叉行銷需求。11.持續加強客戶關係管理及作業效率以爭取商機。最後依據時間之長短順序，擬定分行之短中長期策略。此研究結果可供傳統地區分行針對個別特性差異進行內外部分析，進而採行適合的競爭策略，以因應多變的產業環境。

關鍵字

銀行業；分行；競爭策略；麥肯錫7S模型；波特五力分析模型

並列摘要

Facing the competitive national financial market, the services and physical channels between banks and customers are influential and necessary. Especially, the extended business generated by face-to-face contact and communication with customers based on traditional credit and deposit business. The branch is particularly essential, and the value of the branch is therefore distinctly valued. In this thesis, the main focus and the research objet will be a branch, which has been over a hundred years and has a long history of development and reform in Taiwan’s T banking industry. The branch is located in the central of Taiwan and within the industrial and commercial core area. This study uses case studies and secondary data analysis to analyze the C branch’s industrial competitive environment through the McKinsey 7S model and Porter’s five competitive forces analysis model and find out the corresponding competitive strategies; and then use SWOT analysis to understand the advantages, weaknesses, opportunities, and threat of the C branch. Finally, after analyzing the SWOT matrix strategy, we can find the most suitable competitive strategy for the operation of C Branch The results of the study found that based on the analysis of McKinsey’s 7S model, it is known that in the internal environment, C branch’s more prominent competitive advantage is “strategy and skills”. Through the Porter’s five competitive power analysis model, it is found that among the “suppliers’ bargaining power”, depositors have higher bargaining power. In terms of buyer’s bargaining power, existing corporate households have strong bargaining power, but new startups have weak bargaining power. The threat of entry by potential competitors is that the government opens the establishment of online baking. The existing competitors are the similar bank in the market. Private lending is the threat of substitutes. Finally, based on SWOT analysis and matrix strategy analysis, the most suitable competitive strategies for the operation of C branch are as follows: 1. Deeply cultivate SMEs to fully understand the financial needs of SMEs. 2. Strive for government, public and private large-scale enterprises or priority to undertake project financial business. 3. Branch managers should strengthen their own management skills and leadership abilities. 4. Strictly implement corporate governance, internal control and risk management. 5. Provide youth entrepreneurial funds, loans for retirees, and provide a variety of projects with low interest rates. 6. Encourage employees to obtain licenses and regular professional knowledge and ability education training and testing to cultivate financial-related marketing capabilities. 7. Cultivate professional training in lending and sales, and implement cross-marketing needs in real time. 8. Continue to strengthen customer relationship management and operational efficiency to seize business opportunities. 9. With small and medium-sized enterprises as the target source of funds, provide employees with salary transfers and deposit discounts, etc. 10. Cultivate professional training for bankers in lending and sales, and immediately implement cross-marketing needs. 11. Continue to strengthen customer relationship management and operational efficiency to seize business opportunities. Finally, according to the time sequence, the short-, medium- and long-term strategies of the branches are formulated. The results of this research can be used for traditional regional branches to conduct internal and external analysis based on the differences in individual characteristics, and then adopt appropriate competitive strategies to respond to the changing industrial environment.