未來銀行業者的『財富管理』業務將會有成長契機，既有的業者要如何來掌握這股潮流與商機，其後風險報酬與財富管理業績達成發展策略是本研究欲探討的主題。本研究採用Lin and Pao (2004)提出之策略評估架構，考量個別公司在其使命陳述下，藉由結合7S模式、五力模型及PESTEL 等環境因素，建立本研究分析架構，歸納出企業競爭策略形成之重要相關因素，以提供銀行業參考，結論結果整理如下： 一、個案C銀行以廠商理論進行內外部環境評估，並藉由評估結果，掌握策略形成要素。 二、在個案C銀行之共同願景為「服務、效率、創新」，善用「差異化與創新產品服務」達成銀行財富管理預期業績目標以形成最佳策略。 The future of the banking industry''s wealth management business will have the opportunity to grow, both in the industry how to master this trend and business opportunities, then the risk-reward ratio to achieve the performance and wealth management business is the development of this study was to investigate the subject. 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 evaluate each interrelated factors, 7S model to analyze internal environment, Five Forces model to access external environment and PESTEL for overall environmental assessment. From the results of these assessments, we calculate the important relative factors that influence enterprises form their competitive strategies. While conclusions, and hope to provide the reference of the domestic banking sectors as operators. The two conclusions are as the following: (1) The case C bank this thesis has found out internal and external to the firm theory environmental assessment, and by evaluating the results, the formation of the elements to master strategy. (2) Under the case C bank’s common vision for the "service, efficiency, innovation," use "differentiated and innovative products and services," is expected to reach the wealth management performance goals in order to form the best strategy to achieve their goals.
