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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/32041

    Title: 台灣地區金融控股公司競爭策略形成之分析 : 以C金融控股公司為例
    Other Titles: 臺灣地區金融控股公司競爭策略形成之分析 : 以C金融控股公司為例
    A study of the formulation of competitive strategies by financial holding companies in the Taiwan area : a case of C financial holding company
    Authors: 蔡育騰;Tsai, Yuh-terng
    Contributors: 淡江大學國際商學碩士在職專班
    林志鴻;Lin, Jyh-horng;賴錦璋;Lai, Chin-chang
    Keywords: 金融控股公司;使命陳述;市場導向經營;Financial Holding Company;mission statement;market-oriented operation
    Date: 2005
    Issue Date: 2010-01-11 01:34:35 (UTC+8)
    Abstract: 本研究屬於以描述性之研究方法,並透過國內外相關文獻探討、次級資料之蒐
    Based on productive approach, the research analyses the C financial holding company through study of relatively representations, collection of secondary data, and exploring relevant literature. The research takes advantage of the past and current, competitive situation of domestic banks to estimate competitive strategy that a financial holding company will conduct. Moreover, the ultimate goal of this research is to find relationship between competitive strategy and elements of shaping the competitive strategy. Through analyzing and estimating the C financial holding company, the research will assist the financial industry to understand external and internal, environmental elements. Furthermore, this research would provide a reference for the financial industry on decision-making as well as on business strategy.

    In applying the competitive advantage strategic analysis model, this research was gathered by using C financial holding company as an actual target model for the case study, and once analyzing this company, three major conclusions have been made as follows:
    1. In the financial business industry, C financial holding company positioned at「market-oriented operation」strategic business units, and sufficiently controlled key factors of success advantages.

    2. C financial holding company at the present time possesses fidelity and loyalty from employee、the integration effectiveness of marketing channels、brand name and business image, and effective leadership in upper operating management over subsidiaries’ communications & coordination in primary resources advantage.

    3. In the process of defining goals and establishing intention strategies, C financial holding company can fully manage opportunities from the market environment, and develop the actual competitive advantage that organizations maintain. However, some other competitive advantages and industry key success require further reinforcement, including customer relationship management、brand name and other business images、product innovation、research & development, and international competition abilities, etc..
    Appears in Collections:[國際企業學系暨研究所] 學位論文

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