面對國際金融的新趨勢及加入世貿組織(WTO)後所面臨的競爭衝擊,銀行業務自由化與國際化勢必將成為金融體系未來發展的一股潮流。臺灣銀行業在國際銀行業的強勢競爭下,加上政府二次金改的推動,銀行不斷透過合併擴大規模來提升競爭力。在大陸加入WTO以後,其國內金融市場正對外商金融業逐步開放,而在金融業的先佔優勢情況下,外商銀行與大陸本地銀行正逐漸的建立起與台商的關係。從目前發展情況來看,臺灣的銀行進入大陸的利基正在逐漸消失當中。 本研究採用個案研究法(case study)進行研究。以台灣銀行業已進入或即將進入中國金融市場的台北富邦銀行、台新銀行、中國信託及上海銀行為研究對象,透過次級資料搜集及深度訪談,探討臺灣銀行業赴大陸投資之進入模式決定因素,本研究以環境、策略、組織結構及績效衡量構面來分析,歸納出銀行業進入中國金融市場之關鍵成功因素。本研究的結果如下: 一、本研究發現,環境因素對台灣銀行業進入中國大陸金融市場之進入策略選擇有影響;目標市場的選擇與管理人員組合有相關性;策略夥伴的選擇對經營績效有影響;股權結構因素對台灣銀行進入中國大陸經營績效有影響。 二、環境、策略、組織結構面之關鍵成功因素歸納如下: (一)環境面 1.地主國因素關鍵成功因素歸納為「中國政府配合程度」、「中國金融政策走向」、「兩岸金融監管協商機制」、「銀行產業競爭情況」、「目標市場之潛在客戶數量」、「經濟指標成長幅度」。尤以「中國政府配合程度」、「中國金融政策走向」、「兩岸金融監管協商機制」最為關鍵。 2.母國因素關鍵成功因素歸納為「本國法令的開放程度」、「兩岸金融監管協商機制」、「法令規章及辦法之符合程度」。上述之因素為非常重要之關鍵。 3.公司內部因素關鍵成功因素歸納為「明確的企業定位」、「公司的發展策略」、「公司規模」、「國際化經驗」、「發展產品差異化能力」,公司若具備上述之要素,則其進入策略模式選擇運用較具有彈性與靈活度。 (二)經營策略面之關鍵成功因素歸納為「策略夥伴的選擇」、「設立銀行辦事處選址」、「目標市場區隔與選擇」、「核心能力之掌握」及「網絡關係」,尤以「合作夥伴的選擇」、「目標市場區隔與選擇」、「核心能力之掌握」最為關鍵。 (三)組織結構面之關鍵成功因素歸納為「股權結構」、「人力資源策略」、「組織結構類型」、「管理人員組合」及「管理型態」,尤以「股權結構」、「管理人員組合」、「組織結構類型」最為關鍵。
Under the new tendency of international finance and impact after severe competition after we joining World Trade Organization (WTO), banking liberalization and internationalization will be the new trend to the financial system development. To compete with international banks and result from impetus on the second time financial innovation, Taiwan banks merge constantly to expand their scale for enhancing their competition. In China, after join WTO the domestic financial market gradually open for foreign banks therefore financial business are just in the preemptive position and encourage both of them and foreign banks gradually to establish relationship with Taiwan invested enterprises. Viewing current development, Taiwan banks are vanishing their niche gradually. This study adopt method of case study, target with Taiwan banks which have already entered and or just going to enter China financial markets of Taipei Fubon Bank, Taishin International Bank, Chinatrust Commercial Bank and The Shanghai Commercial and Savings Bank. Through the secondary data search and in-depth interview, we tried to find out the determinants of Taiwan banks entering China model. We analyzed the factors of environment, strategies, organization construction, performance and generalized conclusion as below: 1. We found the environment factors influenced Taiwan banks’ entering China model, target markets selection and managing group are related, strategy partners selection influence the performance, ownership structure influence Taiwan banks performance of entering China. 2. The key success factors (KSF) on environment, strategies and organization construction are concluded as follows. 1.) For environment – i.) Host country’s KSF are China governmental co-operate level, China financial tendency, optimal supervision and solution between Taiwan and China, banks competition, target markets’ potential customers, economic growth index, especially important to China governmental co-operate level, China financial tendency and optimal supervision and solution between Taiwan and China. ii.) Parent country’s KSF are open up level of national law, optimal supervision and solution between Taiwan and China, fitness rules and regulations. iii.) Banks internal KSF are definite orientation, development strategy, bank scale, globalization experience, products variation development. If these capabilities are available, then the entering model will be more flexible and nimble. 2.) For strategies – the KFS are strategy partners’ selection; establish site agency, target markets selection and division, core competency control, network relationship, especially important to strategy partners’ selection, target markets selection and division, core competency control. 3.) For organization construction – the KFS are ownership structure, human resource strategy, organization structure management, managing group, management. Especially to ownership structure, managing group, organization structure.