現今的金融科技發展，有三股力量會改變金融服務競爭面貌：一、科技的力量：讓中小型企業或新創事業更有能力與大型企業競爭，如FinTech業者即為一例，其透過科技的力量來翻轉及替代金融業者部份服務。二、金融法規的改變：法規日益開放或監理沙盒的應用，讓更多有創意的業者透過創新服務模式進入金融服務領域。三、用戶行為的改變：如用戶對行動裝置的黏著度越來越高，偏好的交易行為模式也逐漸改變，再加上年輕顧客群對於互聯網產業的信任度逐漸提高。這樣的的環境下，也考驗金融業者的服務模式是否能與時俱進，不會被淹沒於金融科技崛起時代。
銀行主要獲利來源大多來至於個人金融、法人金融、財富管理及信用卡等業務。但對於數位金融服務來說，有許多人認為是「放煙火」、「無法獲利」、「就算沒有數位金融、沒有網路，銀行還不是活的好好的嗎」、「對銀行業務有何助益？」、「FinTech不過只是一時的流行吧！」。
柯達(Kodak)案例告訴我們，柯達注意到數位化的發展趨勢，手中也握有超過一千多項的影像專利，但因發展數位化(數位相機)服務就會侵蝕到主要獲利來源-底片事業，因此，組織抑制了數位化服務的發展。但後來的事實在新的業者陸續投入到數位相機服務領域加上網路逐漸發達，改變人們分享照片行為模式，柯達公司最終只好黯然宣告破產。這事實也是在提醒企業，若不革自已的命，最終也會被別人革掉命，再再說明企業不創新就會滅亡！
玉山銀行在2015年成立數位金融事業處，並成為台灣首家設立數位金融長職位之金融機構，認為金融服務應如同水電，當顧客有需要時就可隨手取得相關金融服務，另認為本身是持有金融特許執照的科技業者，代表其想透過科技的力量來改變金融服務模式，以科技的力量來提升原有業務的服務效率、以新服務模式／取得關鍵場景來獲取新的用戶群、以創意的方式來提升用戶價值。
金融服務與其他服務相較，使用頻次較低，如何將金融服務與跨界合作夥伴共創價值，讓金融服務自然而然就融入用戶生活中，間接使用到金融服務，這就是玉山銀行數位金融發展的挑戰，玉山銀行如何在FinTech業者崛起、法規日益開放下、新科技快速演進及用戶習慣改變下，運用有限資源，發展出不一樣的金融服務模式，創造出新的商業模式及合作生態，共同來改變台灣金融服務面貌。
本論文以哈佛個案研究方式撰寫，可用於討論金融科技、破壞式創新、商業模式及商業生態系統等議題。研究目的在了解玉山銀行如何透過科技的力量及跨界合作夥伴來提供新的服務模式，以朝讓金融如同水電般便利的方向發展。

In today's financial technology development, there are three forces that will change the competitive landscape of financial services. First, the power of technology enables small and medium-sized enterprises (SMEs) or new FinTech startups to compete with large enterprises. The FinTech companies are an example of technologies flipping and replacing some of the financial services. Second, financial regulatory or the laws, for example the supervisory sandbox will change the financial service. Third, the change of user behavior using mobile devices that also gradually change. Under such circumstances, financial service must be able to advance with the times in order to not overwhelm by the rise of financial technology.
Most of the bank's main profit comes from personal finance, corporate finance, wealth management and credit card businesses. Many people assume “digital financial services and FinTech are simply a fad”.” Unprofitable and no help for banks”. “Banks will continue to experience profitability without FinTech and Internet”.
The Kodak's case shows that Kodak took note of the digital trends and hold more than a thousand imaging patents, but the development of digitized (digital camera) services erodes into the main source of revenue - photographic film. Therefore, organizations restrain the development of digital services. Kodak Company eventually had to declare bankruptcy when the new players gradually invested in digital camera service, and Internet changed the way people share photos step by step. This fact is to remind all the enterprises, if not, start a revolution voluntarily, will eventually be killed.
Esun Bank set up the Digital Business Development in 2015 and became the first financial institution in Taiwan to set up the position of Chief Digital Financial Officer. Esun Bank believes that financial services should be like hydropower, when customers need it, the relevant financial services can be readily available. Also, Esun Bank sees itself as a technology company with financial license. It means Esun Bank wants to change the mode of financial services and enhance the service efficiency of the original business through the power of technology; to gain a new user base with new service models and key scenarios; to increase user value in a creative way.
Financial services are less frequently used than other services. How to create value with financial services and cross-border partners so that financial services can naturally be integrated into the user's life and use financial services indirectly. This is the challenge for the development of digital finance at Esun Bank. How does Esun Bank develop different financial service models, create a new business model and cooperative ecology, and change Taiwan's financial services with the limited resources, the rapid development of FinTech industry, the opening of laws and regulations, and the rapid evolution of new technologies and user habits?
This paper is written in the way of Harvard case study. It can be used to discuss topics such as financial technology, disruptive innovation, business models and business ecosystems. The purpose of this study is to understand how Esun Bank can provide new service models through the power of technology and cross-border partners, and make financial services be as convenient as hydropower.

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