我國銀行業最適規模與分行整併之研究

Abstract

分行是銀行拓展業務的最前線，也是銀行通路中最主要的獲利來源；我國銀行業者長期存在分行越多越好的觀念。然而由分行家數最多的個案銀行營運及財務指標皆未臻佳境的現象，讓我們對「數大就是美」的分行佈建策略感到疑問。經過探討個案銀行分行整併的經驗與DEA實證資料的分析，發現該銀行在評估期間，規模效率皆低於整體平均值，但純粹技術效率皆達最適，顯示整體不效率主要來自規模不效率，且該行皆處於DRS(規模報酬遞減)的階段，因此實證結果可支持其整併分行調整其規模，應屬正確可行的。 從個案銀行的分行整併經驗，我們也觀察到透過分行整併可提高分行均勻分佈的地理經濟效益及提升員工每人貢獻度，並釋放多餘人力以供總機構來彈性配置、增進營運效率；但對於分行整併可能影響客戶交易習慣與忠誠度，以及員工配合意願等，須有適當的配套措施加以因應，方能保留整併所帶來的效益。但規模調整的長期綜效亦需長時間觀測，因此吾人建議未來的研究方向，能進一步將時間拉長，以利觀察規模調整後，其效率的變化。

Branches are on the front lines of business development of banks, and are also the main income sources as well. For a long time, Taiwan banking industry believes that the more branches a bank has, the better performance a bank can deliver. We found it doubtful when trying to apply this idea to the case bank in this thesis, which possess the most number of branches but “below average” business and financial performance. We wonder whether “the bigger the better “network-building strategy is applicable to current banking industry in Taiwan. From the results of DEA tests, we found that the pure technical efficiency of the case bank is at optimal level but the scale efficiency is below average, indicating that the inefficiency of the bank mainly due to its scale. In Addition, that bank is facing decreasing return to scale (DRS) throughout the test period, therefore the empirical results support its recent branch consolidations. From the experience of the case bank, we learned that branch consolidation could improve geographical distribution of branches and enhance the contribution of each employer; it could also help to release extra human resources from branches for headquarter to better allocate. On the other side, such consolidations may impact clients’ transaction habits and loyalties, and employers’ willingness. To keep the benefits of branches consolidations, banks need supporting policies. While it may need longer time to see the real effects of size adjustment of banks, people may set up a longer test period to see the efficiency change after adjustment.