| 摘要: | 2010年6月29日正式簽署兩岸經濟協議（ECFA）後，雙方銀行業將相互佈局營業。中國大陸是台灣海外投資最多的地區，因台商企業的融資需求，及銀行業者的意願，台灣銀行業進入中國大陸市場的動機也越來越強烈。本論文以個案銀行為例探討ECFA對台灣銀行業會帶來甚麼影響，以及個案銀行如何改變商業模式以因應ECFA下之變局。 EFCA簽訂後，台灣銀行業取得比外資銀行在大陸更有利的競爭條件，有助於提升金融競爭力。但台灣銀行業進入中國大陸市場後，要面臨中國大陸國家政策的變化所帶來的經營與授信風險；另一方面，陸資來台對台灣銀行業可能造成客戶及業務的流失，以及聯徵中心資料的外流。台灣銀行業需要針對這些問題審慎因應。 應用Hamel的商業模式分析架構，本研究發現個案銀行主要的因應策略如下：1.在價值網路構面個案銀行以參股或是策略聯盟方式，可以快速進入市場。2.在核心策略構面個案銀行採行差異化基礎，結合壽險及銀行合作的模式，到大陸市場可以加速開發有效客戶，達到獲利目標。3.在策略性資源構面個案銀行重視核心能力，採用優質而具專業的金融人才，發展功能完善的組織。4.在價格結構構面由於在中國大陸設立營業據點的成本很高，個案銀行採用差異化定價方式，專注客層區隔，鎖定目標市場。After the official signature of the Economic Cooperation Framework Agreement (ECFA) on June 29, 2010, the banking industries across the Taiwan Strait will start arranging their businesses. Chinese Mainland is the largest recipient of overseas investment from Taiwan. With the financing demands of Taiwanese enterprises and the desire of bankers, the motivation of Taiwan’s banking industry to enter Chinese Mainland market has been growing stronger. By taking case banks as examples, this paper aims to explore the impact of the ECFA on Taiwan’s banking industry and how the case banks adjust their business models to cope with the changes under the ECFA. After the signature of EFCA, Taiwan’s banking industry will gain more favorable competition conditions in Mainland than foreign banks, which will be conductive to increasing its financial competitiveness. However, when entering Chinese Mainland market, Taiwan’s banking industry will be confronted with the management and credit risks brought by the policy changes of Chinese Mainland, and on the other hand, the Mainland capital investment in Taiwan may possibly cause flow-away in customer and business to Taiwan’s banking industry and the information outflow of JCIC. Therefore, Taiwan’s banking industry needs to carefully cope with these issues. By using the analysis framework of Hamel’s business model, this study finds that the main coping strategies adopted by the case banks are as follows: (1) In term of value network, the case banks can rapidly access to market by means of buying shares or strategic coalitions; (2) In term of core strategy, the case banks can accelerate the development of effective customers and achieve the profit goals in Chinese Mainland if taking the model of “basis for differentiation and life insurance & bank cooperation as combination”; (3) In term of strategic resources, the case banks value core competencies, employ excellent and professional financial talents and develop full-functioning organizations; (4) In term of pricing structure, as the high costs in setting business service offices in Chinese mainland, the case banks adopt differential pricing and focus on customers segmentation to lock up target markets. |
