近年來，因國際化、全球化的趨勢，金融業的購併案件，不斷產生，主要是金融業者為了提升競爭力，追求綜效而採取的合縱連橫策略。購併主要的動機：為了提升市場佔有率，利用多角化經營，開拓不同領域，增加營業利潤，擴大經營規模，有些是因為經營不佳，壞帳過高，為了使繼續經營而不得不進行購併；也有些是為了節省成本，提高經營效率。
本研究係以國外金融集團購併國內商業銀行為研究對象。研究主題包括：
1. 收集過去相關的文獻，並參考實務上業界在購併時所考慮的因素等的相關資料，瞭解個案銀行在進行購併目標選擇及購併過程中之所考慮因素。
2. 在上述的考慮因素之下為研究的架構與主軸，用以深度探討個案銀行購併相關過程中所面臨到的挑戰與因應的方法。
3. 利用購併後的相關財務及非財務數據，加以推論該個案銀行購併後是否達成相關預期的成效，以提供業界及政府相關單位參考。
從個案研究，分析比較個案公司購併案行後，本研究之發現有：
1. 經由SWOT 分析，找出渣打銀行台北分行及新竹國際商銀優、劣勢及機會和面臨的威脅。
2. 以渣打集團的布局來看，選擇購併台灣本地銀行，主要動機在於台灣、大陸、香港三地經貿關係密切。
3. 渣打集團選擇購併新竹商銀的動機，中小型銀行的股權較易取得，大型銀行的控制權不易取得，若渣打僅投資新竹商銀而無法取得控制權，勢必無法將其經營策略及方針完全執行，也無法達成預期成效。就業務端、通路端、股權取得分析，新竹商銀皆優於其他一般同類型銀行。
4. 融合過程面臨之挑戰與因應對策，整合電腦資源、改善組織文化差異、解決員工權益問題。
5. 融合後的效益，分行通路、資產排名明顯增加，台灣存、放款業務結構產生改變，整體每股盈餘在2008年第一季上升。重新裝修或新增新的營業設備及環境以提升人員工作效率，改善並縮短作業流程，節省相關作業成本。產品及客戶群的增加，並利用母集團資源及交叉行銷方式，提升銀行獲利。
從個案研究，分析比較個案公司購併案行後，本研究之建議有：
1. 配合未來發展的策略，選擇最適合的購併對象。
2. 政府應減少干預金融機構之購併案，由市場機制決定。
3. 業者應改變的傳統經營觀念，以提高銀行的競爭力為主。
4. 國內銀行應以更開放的心態來面對外商銀行進行購併或策略聯盟，以獲得競爭所需的技巧及擴大資本基礎。

In recent years, mergers of financial institutions are seen constantly as of the trend of internationalization globalization, and the purpose of which is of strategic alliance and cooperation for comprehensive effect mainly to enhance the competitiveness of the financial establishment. The motif of merger is to increase market share, make use of diversified management and operation to explore various areas of markets to boost business profit, and to expand scale of business. On the other hand, some have to carry merger in order to continue business as of poor management and overtly high bad debts; and some others have to conduct merger mainly to cut down cost so as to enhance their management efficiency.
This study would resort to overseas financial conglomerate that merge domestic commercial banking institutes as its research subjects, and the themes of research include:
1. Collect relevant literatures of the past, and take reference to factors in practice when the business is making merger so as to appreciate the factors of consideration when the case bank is conducting merger as well as the choice of merger target.
2. The above-mentioned factors of consideration will act as the structure and axis of the research, and it will be used in-depth to investigate the challenges confronted and measures of coping during the relevant process of merger for the case bank.
3. Relevant financial and non-financial statistics after merger will be used so as to infer if the merger of the case bank has already achieved the expected effect, and the information will be provided for the business and relevant government authorities as reference.
From the case study, this study has following findings with analysis of case banks after the merger:
1. From SWOT analysis, it is to find out the strength, weakness, opportunity, and threat of Taipei Branch of the Standard Chartered Bank and Hsinchu International Commercial Bank.
2. From the deployment of the Standard Chartered Bank, the merger of local bank in Taiwan is mainly focused on the close trade and economic relationship between Taiwan, China, and Hong Kong.
3. The motif of the Standard Chartered Bank to merge Hsinchu International Commercial Bank is primarily because the stock-share of small and medium-sized bank is easier to obtain, while it is more difficult to control large-sized bank. If the Standard Chartered Bank cannot obtain control of the bank with its investment on Hsinchu International Commercial Bank, it would, then, be impossible for it carries out its management strategy and measures, then its expected effect cannot be achieved. As analyzed from the perspective of business, channel, and stock-share, Hsinchu International Commercial Bank is relatively superior to other banking institutes of the category.
4. During the process of fusing, the challenges would be confronted and the coping measures are the integration of computer resources, improvement of difference of organization culture, and resolution of interests and rights of the staff.
5. The benefits after merger can be found with prominent increase of channel and assets ranking, and the structure of saving and loan business has effected with changes, and the surplus per share, as a whole, has increased in Q1 of 2008. In addition, renovation or newly-added business equipment and environment has helped increase working efficiency of the staff, and improved to reduce workflow procedure, saving up relevant operation costs. Furthermore, clients and products are increased, while resources from the Group and cross-marketing are exploited to enhance profitability of the bank.
From the case study, this study has following suggestions with analysis of case banks after the merger:
1. To cope with development strategy for the future, choose the most suitable target for merger.
2. The government should reduce intervention with the merger of financial institutes, and it should be determined by market mechanism.
3. Trade peer of the industry should change traditional concept of management, mainly to enhance the competitiveness of the bank.
4. Domestic bank should be more open-minded to face overseas banks for merger or strategic alliance so as to obtain the needed techniques and expand their basis of capital.

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英文文獻
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網站
1. 公開資訊觀測站http://newmops.tsp.tw/
2. 行政院金融監督管理委員會銀行局http://www.banking.gov.tw/
3. 行政院經濟建設委員會http://www.cepd.gov.tw/
4. 渣打國際商業銀行http://standardchartered.com.tw/
5. 英商渣打銀行http://www.standardchartered.com/
6. 彭博資訊網站 http://bloomberg.com/
7. 國際貨幣基金組織 http://www.imf.org/