商业银行经营成功的案例分析—以S 银行为例.pdfVIP

中文摘要 台湾银行业近15 年来经营环境剧变,台湾政府大幅开放金融市场,对内造成16 家新银行 抢食,对外遭遇大型国际性银行以雄厚资金并吞,台湾本土银行承受前所未有的挑战,银行倒 闭、被接管、被并购频传,如何面对恶劣的经营环境并能永续发展,值得我们探讨。 S 银行在台湾是一家中型的商业银行，论资产规模及净值，仅位居台湾银行业第13 名， 存款余额及放款余额排名第16 名，与前6 大商业银行相比差距颇大，但2006 年竞争力排 名却名列台湾第一，其经营绩效表现及资产品质亦名列台湾银行业前茅,本文以S 银行为个 案，分析其经营成功之道，并总结出结论如下： 1. S 银行未加入现金卡业务之竞争，是S 银行维持良好资产品质的重要原因。 2. S 银行推展OBU 业务及大陆台商直接授信业务成功¸证明银行具有金融创新能力¸是维 持竞争优势¸提高经营绩效的重要因素。 3. S 银行成功推展财富管理业务¸证明采取结合各部门力量之交叉销售策略¸可提高新业 务经营成效。 4. S 银行组织改造成功，对推展OBU 业务及大陆台商直接授信业务有辅助效果，是面对 产业变化¸维持竞争地位的重要因素。 关键词：成功特征、OBU 业务、大陆台商直接授信、财富管理业务、组织改造 I Abstract The bank industry environment in Taiwan has changed a lot in past 15 years. Thanks to Taiwans government substantially opened financial markets, 16 new domestic banks competed to seize market and at the same time, the large-scale international banks were swallowed up with tremendous fund. Taiwan banks bore unprecedented challenges. Many banks failed, were taken over or were acquired. Therefore, it deserves us to explore how to face the adverse business environment and to gain sustainable development. S Bank is a medium-sized commercial bank in Taiwan. The asset size and net value of S bank ranked only No. 13 in Taiwan banking industry, deposits and lending balances No. 16. Compared with the first six major banks, S Bank has a significant gap, but the competitiveness it ranked first in Taiwan. This paper takes S Bank as an example and analyzes the success of its business, and summed up the following conclusions: 1. S bank did not join the cash card business competition resulted in S bank maintains good asset quality of important reasons. 2. S bank extended OBU business and Taiwan businessmen in mainland China direct credit business success. It proved that the banks must have