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|Other Titles: ||The factoring strategies formulation analysis of the local commercial banks in Taiwan : in case of C bank|
|Authors: ||張馨月;Chang, Hsin-yueh|
|Keywords: ||應收帳款;應收帳款承購;策略形成;Factoring;Strategies Formulation|
|Issue Date: ||2010-01-11 01:42:45 (UTC+8)|
With the change of global trading environment and trading practice, Factoring services have been needed for the purpose of funding, hedging and risk management. Furthermore, banks’ profit margin has been shrinking due to reduce of traditional banking loan industry and interest margin. Banks shall aggressively create new business module to increase profit margin.
In recent years, Factoring became one the fastest developing and prevalent financial services products in the global financial market. Factoring banking services was launched and permitted by government''s financial reform in 1994 and became the most popular financial service.
This study concentrates on the current Factoring development of Local Commercial Bank in Taiwan with emphasis on the relationship between business strategy formulation factors and strategies so as to assess the internal environmental factors and external environmental factors through the mission statement of the target company; and thus summarizes the critical factors related to the strategy formulation, thereby initiating business strategies and presenting the findings to the commercial bank factoring services providers. Making use of the explosive case study method, this study has studied the related archives comprehensively, and collected secondary data extensively with findings as follows:
1. With the business mission statement, the internal environmental assessment factors and external environmental assessment factors are crucial for business strategy formulation. As to the target company, the most valuable competence of internal environmental is the professional teamwork and innovations, which is the main strength to achieve the goals of the target company.
2. With the mission statement, this study has assessed the internal and external competitive environment of the target company together with the macro-environmental factors so as to summarize the business strategy formulation factor diagram. The three environmental key factors are sufficient for the target company to formulate its business strategies so as to initiate and modify its specific business strategies.
3. After internal environmental assessment, industrial environmental assessment and macro-environmental assessment, the target company’s competition strategy is develop innovation actively and high-tech services, which will make the target company achieve its mission.
|Appears in Collections:||[國際企業學系暨研究所] 學位論文|
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