Covid-19疫情為健康與經濟帶來嚴重傷害，各行各業皆受到衝擊，而銀行作為提供金流服務的要角，需即刻有因應作為。本研究透過文獻整理與個案分析，就經營策略、數位轉型、永續發展三大面向探討疫情下銀行之因應措施及策略，同時也討論其在後疫情時代面對難題的規劃，以提供未來危機處理應對建議及參考。
研究結果表明，銀行雖擔心中小企業違約風險，但因平時皆有適當的風險控管政策，在疫情下仍可維持彈性。經營方針在此期間變得更加以市場為導向，但公股銀行因有其使命，在經營導向上以配合中央政策為主；而民營銀行則以觀察市場及客戶行為變動為重。在此時期銀行雖較少併購的想法，但會順應趨勢以發展新商機，在民營銀行方面，以推廣金融科技類服務為主，而公股銀行則專注於短期政策對傳統金融業務帶來的機遇。
疫情加速數位轉型的趨勢，成為因應策略的重心，不論在進行內部管理、外部溝通或是發想新商機上，都有關鍵作用。然而，相較於民營銀行，公股銀行可能面臨創新不足，不易滿足數位化時代下客戶的需求。而永續發展方面，除了在環境保護上有所努力，銀行協助客人進行轉為線上作業、臨櫃辦理紓困，並更加關懷客戶與員工。在後疫情時代將面臨的挑戰上，雖升息為銀行之存放款業務帶來益處，但高通膨使經濟環境不穩定，金融市場大幅波動，不僅為銀行之非利息收入業務帶來不確定性，疫情期間紓困大量放貸也可能無法回收。
本文對銀行於後疫情時代之執行策略，提出以下建議：評估與金融科技公司進行整併的可能性、加強關注違約率以及利息外收入業務之風險、持續促進ESG發展以提升未來營運彈性。

The covid-19 pandemic caused serious damage to health and the economy, all industries have been affected. As the providers of financial services, financial institutions have to respond immediately. Through literature compilation and case study analysis, this study examines the responses and strategies of financial institutions in the post-pandemic era in three dimensions: business strategies, digital transformation, and sustainable development. The plans and adoptions for the post-pandemic era are also examined to provide suggestions and references for future crisis management.
The results of the study showed that although banks were concerned about the risk of small- and medium-sized enterprises' defaults, they were able to maintain their resilience under the pandemic because they had appropriate risk management policies in place. During this period, banks became more market-oriented, but public banks, because of their missions, focused on operating in line with central government policies, while private banks focused on observing changes in the market and customer behavior. Although banks are less likely to merge and acquire during this period, they will respond to the trend to develop new business opportunities. In the case of private banks, they will focus on promoting fintech-based services, while public banks will focus on short-term policy opportunities for traditional financial services.
The pandemic accelerates the trend of digital transformation and becomes the critical strategy in response to the pandemic, which is crucial in internal management, external communication, and the development of new business opportunities. However, compared to private banks, public banks may not be innovative enough to meet customers’ needs. In terms of sustainable development, we found financial institutions are not only making efforts to protect the environment, but also taking greater care of their customers and employees.
In terms of challenges in the post-epidemic era, although interest rate hikes have brought benefits to financial institutions' depository business, high inflation has made the economic environment unstable and financial markets highly volatile, creating uncertainty for non-interest income business and the possibility of customers not being able to recover the lending from the relief plan. In this paper, we suggest the following strategies for financial institutions in the post-pandemic era: evaluate the possibility of consolidation with fintech companies, pay more attention to default rates and risks of non-interest income business, and continue to promote ESG development to enhance future operational flexibility.

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