本文以C銀行為個案研究對象，採用Lin and Pao (2004)之理論架構，並以使命陳述來作為各項分析的基礎，討論企業內部的7S模式，以及競爭戰略分析的五力模型，並依據PESTEL架構探討總體環境，分析探討C銀行競爭策略的形成要素，最後再藉由推動特定的業務「拓展微型企業金融服務」下，擬定出最適的競爭策略，藉以了解C銀行是否適合執行此項業務並能夠完成企業使命。 Taiwan''s financial environment is having a difficult challenge. In addition to the booming direct finance and more new banks to the already crowded market, the interest spread is gradually reduced. This is a challenge for the domestic banking industry which heavily relies on the interest income as the main revenue. In the past, local banks preferred to conduct business with large and medium enterprises. The main source of revenue for local banks is coming from those enterprises. Because of the changed economic climate, the traditional mode of operation can no longer guarantee a steady revenue for the local banks. This study tries to explore whether it is appropriate for local banks to invest more resources on financing micro enterprises instead of the lump sum loan from large and medium enterprises. To conduct business with the micro enterprises, who are disadvantaged by their size and hard to compete for information, the local banks have more control on this market. The local banks can utilize SME credit assurance to finance micro enterprises and remove the barriers from micro enterprises who lack the collateral. The local banks, on the other hand, will gain more revenue by a higher interest rate.
The object of this study is C bank and Lin and Pao (2004) theoretical framework is the tool employed in this study. The framework uses mission statement as the foundation to analyze each interrelated factors, 7S model to analyze internal environment, Five Forces model to access external environment and PESTEL for overall environmental assessment. The results of these assessments will be the formulate to establish a competitive strategy, “expand financing service to micro enterprises”, for C Bank. By deploying this specific strategy, we can verify whether this strategy would benefit C bank and comply with its mission statement.