銀行設置區域中心效益之探討-以某公營行庫為例

A Study of Effects and Benefits After Establishing the Bank Regional Center

黃清課(Ching- Keh Hwang)

指導教授 ： 游雅雯

亞洲大學/管理學院/經營管理學系碩士在職專班/碩士(2010年)

摘要

銀行業原由經營以利差為主要獲利來源，開始朝向注重以手續費收入，做為主要利潤來源的營業方向，而近年來為了求生存避免陷入惡性競爭的局面，不得不重新思考改變銀行內部組織，希望藉由組織改造，以配合銀行營業方向的改變，增加獲利目標。
本研究以銀行設置區域中心效益之探討，藉以探討成立區域中心之效益。本論文以問卷調查方法設計相關問題對該行經理級以下行員進行調查與了解，並分析其調查結果。另外，針對區域中心成立之前二年（2003~2004）與成立後二年（2006~2007）之會計期間為研究範圍。以傳統的財務比率法做前後比較分析，從財務結構、經營管理能力與獲利能力方面來評估，加上本國銀行的平均數比較，證實區域中心確實有其存在的價值，能降低逾期放款、提高授信品質、降低成本。
本研究經問卷調查及專家訪談結果作以下結論，成立區域中心後，經營上較符合專業化、作業標準化，有助於提升授信之效率及品質，並有降低逾期放款的成效，且其效益仍有逐年提升趨勢，因此區域中心有其存在的必要，不過成立區域中心後，如何降低人事成本，提升服務品質為重要問題。然而區域中心並非萬靈丹，經營階層是否全力支持，是它成功與否最大的關鍵。

關鍵字

銀行區域中心、專業化、標準化、經營效益 ； HASH(0xb00954c) ； HASH(0xb0095c4)

並列摘要

Banking industry in Taiwan begin to pay attention to fee income instead of interest margin as the main profit-making source . In order to avoid falling into the situation of malignant competition and seek survival in recent years, they have to think deeply and change organization inside the bank again. They hope to transform by organizing, which can cooperated with the bank’s operating direction and increase the profit-making goal.
This research sets up the discussion of benefit of regional centre with the bank and probe into the establishing benefit of the regional centre. This research designs relevant questions to carry on the investigation and understand to the office staff under grade of manager in the bank by questionnaire investigation method and analyze its investigation result. In addition we review the two years period before establishing of regional center (2003-2004) and two years after that (2006-2007) to compare the effects of establishing a regional center.
We use traditional finance ratio method to compare that before and after; to evaluate financial structure, managed ability and profit ability. We also compare with the average of native banks, and confirm that the value of regional center can reduce the overdue loan, promote the quality of credit reclaim, and reduce the cost.
This research is done the following conclusions by questionnaire investigation and expert's interview result:
After establishing the regional centre, it relatively accords with specialization, standardization to manage, improving efficiency and quality of the loans, reducing their NPL. Such benefit still has the tendency to improve year by year, so it is necessary to establish the regional centre in a bank. But it is an important problem how to reduce the cost of personnel and raise service quality after establishing the regional centre in a bank. It must be pointed out that regional centre is not a panacea, its success or not depends on the fully support of the management.

並列關鍵字

Bank regional center, Specialization, ardization, Operational performance.

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a. Journal Papers