本研究以台灣地區之14家金融控股公司2003年至2012年營運資料建立其評估經營績效的模式。首先以決策實驗室法(DEMATEL)作績效評估的投入產出變數之因果關係檢定;並依此變數導入多階段資料包絡法(Multi-stage DEA)評估經營效率。另以灰預測(Grey forecast)模型,研判未來經營之預測值,.並將此模式應用至BCG管理矩陣,分析金控公司在營運四階段的績效屬性,提出改善經營建議。 以DEA效率之技術無效率而言,台灣地區金控公司在業務、營收、經營三階段技術無效率之原因,來自規模無效率所產生。獲利階段來自純技術無效率產生。由規模報酬分析,在業務能力階段,大部分金控公司在業務能力上處於最適業務規模;營收能力階段有27%並未達最適業務規模,21%在獲利能力上並未達最適業務規模,26%在經營能力上並未達最適業務規模。 由多階段DEA分析達相對平均值之金控公司對應用BCG管理矩陣,在四營運階段達相對平均值屬於明星象有25%;屬於金牛有75%。其意涵為營運效率高的金控公司,需思考在成本考量下產品價格競爭力,新技術、新產品、新市場的開發是否達到獲利成長的規模。
This study constructed a model for assessing the operational efficiency of 14 FHCs with their operational data during 2003-2012. The cause-effect relations of the input and output variables in the efficiency assessment were examined with DEMATEL. Next, multi-stage DEA was applied to assess operational efficiency with the selected variables With these data, grey forecasting as the forecasting value of future operation. This model was combined with the BCG management matrix to analyze the four operational stages of FHCs the status of operation and to make suggestions for improvement. As shown in the DEA of BCC inefficiency, the CCR/BCC inefficiency in sales, revenue, and operation accounted for the BCC inefficiency. As BCC inefficiency is the RTE cause of profit reduction. In RS analysis, 14 FHCs were in an optimal business scale in sales ability. And 27%, 21%, 26% of these 14 FHCs were not in an optimal business scale in revenue ability, profit ability and operation ability. By comparing relatively Multi-stage DEA efficient and Grey predict application with the BCG matrix analysis, reached the opposite average in all operating stages, 25% were stars and 75% were cash cows. This implication that FHCs with high revenue efficiency must consider the price competitiveness of products, and if the scale of new technology, new product, and new market development can promote growth scale.