長年在台灣證券市場美日成交額始終維持於五大的永豐金證券股份有限公司（SinoPac Securities）雖然保有每日大量的成交額，但卻在近幾年來，特別是在金融海嘯過後，由於不斷縮減的市場成交額，以及電子下單後各家證券商為了吸引客人鎖不斷提高的折讓率，致使永豐金證券過往依賴客戶交易的手續費與經紀業務收入不斷萎縮，在無法進一步提升市占率的情況下，營收狀況停滯不前。此時，公司執行高層為了因應時代的改變，必須從而做出決策，轉而以財富管理的業務營運模式作為主要的收益來源。然而，公司內部面對金控高層的質疑可能會因此侵蝕到集團內其他事業體的收益，又面臨了員工態度不積極、不願意配合轉型的情況下，葉黃杞執行副總要如何激勵員工、說服高層，就成了最大的考驗。
本個案論文旨在討論：當企業面臨市場現況改變等外在威脅時，領導者該如何透過組織改革、說服員工、職業培訓等一系列配套措施，讓員工與高層接受公司改變的契機。
本個案論文所探討的問題包括：通過葉執行副總在推行永豐金證券財富管理的過程中，討論企業執行與領導階級，如何進行透過組織改革，變革的理由為何，又如何面對及突破阻礙現下所見到的重重阻礙，以期企業朝向永續經營的目標邁進。

SinoPac Securities, which has maintained the top five trading volume on the daily basis for years in the Taiwan stock market, has maintained a large amount of daily trading volume. However, in recent years, especially after the financial tsunami, due to continuous The shrinking market and the ever-increasing discount rates of various securities firms in order to attract more customers have led to the declined income of the brokerage business of SinoPac Securities. The revenue of brokerage business has stagnated. At this time, in order to respond to the changes, the company's senior executives must make decisions accordingly and turn the business model to wealth management as the main source of the future income. However, the company is facing a severe internal discussion from the superior executives that the decision may erode the income of other businesses in the financial holding group. Besides, the transformation is not so attractive to employees either. Employees are not active and unwilling to cooperate with the transformation. How does Ye Huang-Qi’s, the executive vice president of SinoPac Securities, motivate employees and persuade the senior management at the same time?
This case aims to discuss: when a company faces external threats such as changes in market conditions, how leaders should use a series of supporting measures such as organizational reform, persuading employees, and vocational training to allow employees and senior management to accept the opportunity for company change.
The case also discusses: Through Mr. Ye’s Pursuit of wealth management transformation, how may corporate executive and leadership respond to the changes? How to carry out organizational reforms? What are the reasons for the changes? How to face and make breakthroughs Obstruct the obstacles that are seen now, in the hope that the company will move towards the goal of sustainable operation?

中文文獻
1. 徐玄郎（2020）。證券商開放財富管理業務對營運績效影響的研究與分析─以永豐金證券為例。國立台北大學。
2. 徐秀滿（2020）。變革的挑戰-資金整合神流通：群益一戶通。國立台灣科技大學。
網路資源
1. 金融監督管理委員會（https://www.fsc.gov.tw/ch/index.jsp）
2. 臺灣證券交易所（https://www.twse.com.tw/zh/statistics/）
3. 永豐金證券（https://www.sinotrade.com.tw/）
4. 富聯網。永豐金證券總座葉黃杞稱，證所稅造成交易萎縮，券商不轉型難有活路。（https://ww2.money-link.com.tw/RealtimeNews/NewsContent.aspx?sn=821510002&pu=News_0002_2）