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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/32118

    Title: 國營金融機構民營化後策略形成分析-以合作金庫銀行為例
    Other Titles: Business strategy formulation for state-own banks after privatization : a case study on Taiwan cooperative bank
    Authors: 史美楠;Shih, Mei-nan
    Contributors: 淡江大學國際貿易學系國際企業學碩士班
    鮑世亨;Pao, Shih-hen
    Keywords: 民營化;國營金融機構;企業使命;內部環境;產業環境;外部環境;Privatizion;State-own Banks;mission statement;Internal Environment;Industrial Environment;External Environment
    Date: 2005
    Issue Date: 2010-01-11 01:43:13 (UTC+8)
    Abstract: 合作金庫銀行自民國35年成立以來,歷六十餘年努力,發展至今已成為家喻戶曉、金字招牌的國內領導銀行。為配合政府政策自今(94)年4月4日起民營化,從國營銀行改制為民營銀行。面對極度競爭之金融發展趨勢,如何在民營化轉型過程中有效結合內部既有優勢,及豐沛之資源透過策略決策,達致企業使命成為具有國際競爭力的銀行,是一個迫切課題。其內外經營環境分析如下:
    Since its establishment in 1946, Taiwan Cooperative Bank (hereinafter referred to as the TCB) has developed into a leading bank domestically with its own long-standing history and fine reputation. In accordance with governmental policy, TCB has already accomplished the privatization on April 1, 2005. In this paper, the author will discuss and analyze those factors of how to effectively integrate the existing internal advantages with varied resources in TCB, as well as through the mechanism of the strategic decision-making to reach its mission statement about turning TCB into a bank with global competitiveness, which stated as follow:
    1. Internal environment: Being a policy-based state-own bank for a long time, TCB has possessed comprehensive resources. No matter it is in terms of asset scale, business achievement, and human resources, TCB has quite a few of those advantages. According to analysis, the biggest advantage TCB had is its plenty knowledge employees. There are about 90% employees of TCB who has passed the national exam and been allocated to TCB, as a result, the internal working atmosphere is harmoniously here. In addition, in terms of the organizational structure, with respondent to the environmental variation all the time, TCB has carried out the organizational reconstruction continuously in order to upgrade the corporate value.
    2. Industrial environment: In the industrial structure, TCB has been defined in the category of competitive industry according to its finance function. Furthermore, TCB’s competitive status is very securely among the industrial competitiveness in virtue of its price advantage.
    3. External environment: While facing and dealing with these issues of the gradual development of domestic economy, the mild Cross-strait relations between China and Taiwan, the relaxation of laws and the arrival of aging society, aside from develop its existing advantage of finance business, TCB also needs to actively develop the international financial business and non-interest income.
    Above all, the competitive strategies of TCB are the diverse development and continuous integration of varied resources and information in order to stride forward to the goal of becoming “the grand bank with global competitiveness.”
    Appears in Collections:[國際企業學系暨研究所] 學位論文

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