研究生: |
李瑞燦 Ruey-tsan Lee |
---|---|
論文名稱: |
銀行業新設分行建制與經營績效之個案研究 Founding New Branches of Banking Industry and Analysis of Operating Performance Case Study |
指導教授: |
周碩彥
Shuo-Yan Chou |
口試委員: |
楊文鐸
none 謝光進 none |
學位類別: |
碩士 Master |
系所名稱: |
管理學院 - 工業管理系 Department of Industrial Management |
論文出版年: | 2008 |
畢業學年度: | 96 |
語文別: | 中文 |
論文頁數: | 85 |
中文關鍵詞: | 資產負債管理(ALM) 、永續關係行銷(CRM) 、商圈(BP) 、電子數據交換(EDI) 、客服中心(CSC) |
外文關鍵詞: | Assets and Liabilities Management (ALM), Continuous Relationship Marketing (CRM), Business Park (BP), Electronic Data Interchange (EDI), Customer Service Center (CSC) |
相關次數: | 點閱:284 下載:1 |
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分行是一家銀行整體結構的基石,也是銀行連結B2B、B2C最主要的交易地點與行銷通路,分行的設立家數與經營的優劣成敗,關係著這一家銀行的興盛與衰敗;故分行數量的多寡,代表著行銷通路網的結構與暢通,這也將是常被社會大家評量銀行競爭實力與決定往來銀行的關鍵所在。
新分行從成立到經營,它不僅除了本身營運須逐年由虧轉盈,進而達到預期的盈餘目標外,分行對於協助國家經濟發展,輔導中小型企業在資金融通上的取得之功能,最重要的是如何兼顧服務民眾,滿足顧客需求的社會功能;因此健全分行組織與調整銀行整體結構,做好內部控制與管理,在政府主管機關法令規章與金融政策之下,應該確實的來加以執行。惟近年來國內金融環境的丕變萬千,在強大的國際金融與國內多家金融機構相互競爭之下,銀行應如何在分行端作更有效率的經營,以利潤中心為導向,積極的強化行銷通路、改變行銷策略、改善銀行體質等,這都是每一家銀行現階段施政目標與努力的方向,讓我國的金融機構能在全球化的大趨勢下,從整合性的功能出發,發揮綜合功效,將金融機構從以前的資金仲介者角色蛻變成資金管理者的角色。
一家體質良好的銀行,基本上要能使經營成本降低,提升風險控管,在妥適的定價政策下,穩健經營,競爭力當更加顯著,讓銀行在全球金融市場的優勝劣敗考驗中永績經營。
A branch is the foundation of the overall structure of a bank, and also the trading site and marketing channel for the connection between the bank and B2B or B2C. The number of branches founded, the pros and cons, or the success or failure of its operation will determine the bank’s prosperity and decline. Therefore the number of branches represents the first-access to network structure and smoothness. This is often assessed by the general public as a key to a bank’s competitive strength and the decision for conducting business.
A new branch starting from foundation to operation, not only needs to pursue turning loss into gain year after year, but also achieve the goal of expected surplus. A branch assists a nation with economic development and gives guidance for small and mid-sized firms to acquire financial intermediation. The most important thing for a branch as a social function is to both serve customers and to satisfy their demand. Therefore, a healthy branching organization and coordinating bank’s overall structure, maintaining a good internal controls and management, under the governmental bureau legal regulations and monetary policies, should be executed firmly.
However, lately our national financial environment varies from time to time, under the influence of the powerful international financial institutions and with many of the domestic financial institutions competing with each other, the banks should focus on profit-orientation, actively strengthen the marketing channels, change their marketing strategies and improve banking constitution in order to operate with more efficiency at the branching sides. While facing the globalization trend, this should be the objective for administration and direction of efforts that each bank should input at this stage, which will in turn allow our financial institutions to restart from integrated functionalities, to reflect the overall efficacy, and to transform the financial institutions from the role of financial brokers into financial managers.
A well-established bank basically needs to lower its operating costs, to increase risk control and management, and under the appropriate pricing strategy to stabilize its operation for retaining remarkable competitiveness, and to sustain development under the test for success or failure in the global financial market.
一、中文部分
1.彭淮南(2007),「中央銀行季刊(第二十九卷第二、三期)」,中央銀行。
2.彭淮南(2007),「本國銀行營運績效季報2007年6月、9月」,中央銀行金檢處。
3.劉榮主、簡明仁(1982),「基層金融設立分支機構問題之研究」,金融研訓中心。
4.陳建成(1991),「台北市銀行服務通路配置合理性之研究」,台北市銀行經濟研究室。
5.Mckissey金融群著、周君鈺譯(2007),「新銀行戰略革新」,台灣金融研訓院。
6.黃達業(2001),「提升我國金融機構競爭力之研究」,台灣金融研訓院。
7.侯鏌、薛琦指導;張紹台、王偉芳、胡漢陽編撰(2005),「台灣金融發展史話」,台灣金融研訓院。
8.張紹台、王如蓉編輯(2006),「台灣.金融.大家談」,台灣金融研訓院。
9.許德南(2007),「今日合庫月刊」,合作金庫銀行調研處。
10.陳木在(1993),「台灣之金融革新及金融市場現代化」,財政部金融局。
11.許嘉棟(1993),「台灣金融自由化之檢討與展望」,基層金融研訓中心。
12.周添城(1995),「區域主義下的台灣經濟」,台北中正書局。
13.黃心怡(2007),「金融業營運趨勢展望調查」,台灣金融研訓院。
14.胡鐸清(2007),「銀行分行經營管理實務」,台灣金融研訓院。
15.溫宗憲(1992),「新銀行設立分支機構決策模型之研究」,國立台灣大學商學研究所碩士論文。
16.陳永達(1996),「金融自由化下我國銀行業的因應與發展」,國立清華大學工業工程研究所碩士論文。
17.鍾怡如(1999),「開放新銀行設立對舊銀行經營效率的影響」,國立政治大學會計研究所碩士論文。
18.陳素梅(2002),「新產品研發、市場行銷與專業知識應用一個案研究」,私立中原大學企管所碩士論文。
19.李師榮(2003),「兩岸商業銀行相關法律規範之比較研究一以商業銀行之設立、組織、業務及監管為中心」,私立世新大學法學碩士論文。
20.蔡松宇(1999),「開放新銀行設立對產業投資的影響」,國立中正大學國際經濟研究所碩士論文。
21.魏嘉佑(1996),「本國銀行設立海外據點與經營績效關係之研究」,亞洲大學國企所碩士論文。
22.古慈音(1995),「台灣分營銀行民營化之研究」,台灣大學財金所碩士論文。
23.黃達業(2000),「2000年金融機構財務績效評比結果」,中華金融學會年會。
24.行政院(2005),「金融機構國內分支機構管理辦法」,金融管理委員會。
二、英文部分
1. Avery Robert B., “Deregulation and the Location of Financial Institution offices”, Economic Review, vo1.27 Iss.3, (1991), pp:30-42.
2. Brown, J.R. and Ralph, D., “Measures of Manifest Conflict in Distribution Channels”, Journal of Marketing Research, vo1.18, (1981), pp.263-274.
3. Berman, B., “Marketing Channels”, N.Y.:John Wiley and Sons., (1996).
4. Carner, William J., “Micromarketing for the Branch Network”, Bank Marketing, vol:23 Iss:6, Jun (1991), pp:26-28.
5. Churchill, G. A.and J. Paul Peter., “Marketing:Creating Value of Customers” 2nd ed., Boston,Mass.:Irwin/McGraw Hill. (1998).
6. Damanpour, F., “Organizational Innovation:A Meta-Analysis of Affects of Determinants and Moderators”, Academy of Management Journal, (1991).
7. Masahisa Fujita and Urs Schweizer., “Location Theory”, London, (1986).
8. Landau, R., “Economic Growth” Scientific America, (1988).
9. Michale J. Webber., “Industrial Location.”,Sage publication, (1984).
10. Bonora, E. A. And Revang, O., “A Strategic Framework for Analyzing
Professional Service Firms ─Developing Strategics for Sustained Performance,’’ Strategic Management Society. (1991).
三、網站部分
1.中央銀行網站之金融統計資料http://www.cbc.gov.tw
2.行政院金管會網站資料http://www.fscey.gov.tw
3.全國碩博士論文網站http://datas.ncl.edu.tw
4.電子時報http://www.digitimes.com.tw
5.財經新聞電子報http://news.tabf.org.tw
6.台灣金融研訓院http://www.tabf.org.tw