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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/32162

    Title: Business strategy analysis and development for a regional bank : the case of h bank
    Other Titles: 區域性銀行經營策略之研究與發展 : 以H銀行為例
    Authors: 韓燕如;Han, Yen-ju
    Contributors: 淡江大學國際商學碩士在職專班
    林江峰;Lin, Chiang-fang
    Keywords: 銀行經營策略;區域性銀行;SWOT;Banking Business Strategy;Regional Bank;SWOT
    Date: 2007
    Issue Date: 2010-01-11 01:46:52 (UTC+8)
    Abstract: 我國金融環境近年來快速變遷與金融整合,中小型區域銀行固然有著長期且良好的客戶關係,但也存在著規模經濟過小、知名度不高、營運據點太少及員工專業知識不足、、等劣勢,因而在金融控股公司與全國性銀行的競爭下,面臨極大的經營壓力。本研究以相關文獻探討與金融環境分析為始,了解區域性銀行所面臨的挑戰並對個案銀行進行SWOT分析。依據SWOT分析之結果,以Michael Porter 的基本策略(generic strategy):差異化策略和專注等兩項構面,以及Ansoff的其他策略選項(alternative strategy direction):退出、強化、市場滲透、市場發展及產品發展等五項構面做為分析工具,分別針對現況進行探討並提出策略擬定之建議,以期提供個案銀行或面臨類似處境之北區區域性銀行經營策略之參考,建立未來競爭優勢並發展成為「小而美」的區域銀行。

    (2) 針對部分風險過高、成本過高且不具經濟效益之商品,及早退出市場;加強客戶服務品質及提昇員工專業能力則屬應強化之目標;利用現有客戶推薦新客戶的方式增加客戶群;與關係進行企業策略聯盟以擴充產品面;發展土地、建築融資及其相關商品成為銀行利基市場。
    Regional banks have faced tremendous challenges amid the rapid changes and consolidations in the local financial market. Although regional banks have relatively long term and stable client relationship, they also have weaknesses such as low publicity, smaller operating scale, limited branch network and lack of well trained staff, etc. This research therefore aims at identifying business strategies for regional banks to complete with other commercial banks and financial holding companies. Starting from review of literature and environment analysis, it then conducts a SWOT analysis for H Bank. Based on the findings, this paper adopt Michael Porter’s generic strategy approach and Ansoff’s alternative strategy direction to develop various business strategies in the areas of pricing, differentiation, withdrawal, consolidation, market penetration, market development and product development
    Based on the research finding and analysis, the following recommendations are proposed for H Bank to establish its business strategies.
    (1) In terms of generic strategy, differentiation strategy in brand awareness or service quality can be adopted to create unique brand image against traditional commercial banks. In stead of accept all kinds of customers without any segmentation, H Bank should focus on specific target customers and product line.
    (2) For other alternative strategies, withdrawal from unprofitable markets should be considered and more specific client segmentation should also be implemented. Moreover, human resource development as well as system enhancement to lift customer service standard should be adopted. Furthermore, via strategy alliance, partnership as to wealth management and real estate and land financing can also boost the revenue sources.
    Appears in Collections:[國際企業學系暨研究所] 學位論文

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