台灣金融產業近年來面臨國外企業準備投入國內市場，而國內又是戰況激烈的窘境，致使台灣金融業藉由合併方式快速擴大企業規模以提昇企業競爭優勢。金融證券合併勢在必行，一般併購企業大多忽略了行銷問題，併購後整合在行銷中對併購表現的影響,產生於合併後的市場相關績效，以及併購可能失去顧客的風險。 在整合階段期間,管理人員常常忽視顧客相關的任務。在顧客部分要降低其對合併公司的將來關係的不確定性影響如: 價格的變化、產品的變化和服務公平性的變化及接觸人員變化。本研究以金融證券業合併中之法人業務為個案研究對象,因為在金融證券業中法人業務最需要投入更多的資源及在金融證券業合併中資源的需要盤點,結合,以期望能滿足顧客的需求,進而產生合併的綜效,經由對金融證券業法人主要客戶的深度訪談,了解金融證券法人客戶的需求,同時衡量自身的能力,訂定出有效且可行的策略目標,以能達到金融服務業的主要競爭力要素的優勢策略:
1. 差異化管理的優勢策略:
2. 品質管理的優勢策略:
3. 生產力管理的優勢策略:
同時以平衡計分卡的四大構面來執行策略及衡量績效管理
從以上的論點我們可以很清楚的了解策略與願景經由財務、顧客以至於內部流程與學習成長構面逐項層層展開，並經由學習成長構面反向的往上實現。本文為探索性的研究,藉由文獻的探討並實際的以訪談的方式了解個案公司的經營模式: 由麥克.波特(Michael E. Porter)的五力分析了解產業狀況,及合併的理論架構,Kaplan & Norton (2000)的策略核心組織,提出可能的改善方案,作為個案公司及相關業者未來發展的參考。

As Taiwan’s financial market runs into more and more competitive surroundings in recent years, owing to the policy as for opening of the entrance of corporations from overseas（e.g., foreign direct investment, or FDI）, financial industry turns out to be more crowded with participants, domestic or international. Consequently, most of financial companies seek ways for merge in order to enhance performance, enlarge market share, and create further competitive advantages, especially those of financial securities.
In comparison of merge in non-financial with financial companies, most of cited references pay less attention on the following aspects of concern, which are (1) integration of different marketing activities executed by different sectors before merge, (2) the relation between marketing integration and the process of merge, (3) customer relationship during merging, e.g., how to decrease overall feeling about the uncertain future on the possible change in the relationship between customers and new emergent company after merge. Henceforth, I develop three modules for the application to the business on the part of relationship between companies during merge and their institutional customers. Module 1: business model serving for institutional customers during merge. Module 2: a proposal of modeling of strategy map and causality map, by taking into account of marketing between different companies before merge. Module 3: based on Module 1 and 2, a design for enhancing communication and good performed cooperation among members of sector.
The purpose for the research is the following: to develop optimal strategy map and causality map, through by the understanding of customers’ requirement, given current conditions-before-requirement of company.
The main framework of this research is organized by referring to Kaplan-Norton’s book, “ Theory of Merge”, 2000.

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