組織合併時資訊系統整合之研究－以銀行業為例

Abstract

以往的台灣金融市場管制過多且封閉，在金融自由化的過程裡，太多的競爭者如猛虎出柙、飢不擇食，因此伴隨而來的是過度競爭(over banking)。消費者雖然因而受益，但卻由於過度擴張信用、風險意識不足，接踵而至的金融危機，果然是遍地哀鴻、全民買單。 民國86年及87年分別發生了東亞金融風暴與台灣本土金融風暴，銀行為了避免被倒帳而採取緊縮銀根的政策，使得客戶更不易向銀行籌措資金。 自民國91年7月起，政府進行一連串的金融改革工程。第一次金改以「除弊」為重點，即258改革方案；希望在二年內將金融機構壞帳比率降到5％以下，銀行資本適足率(BIS)提高到8%以上。 民國93年6月則成立「區域金融服務中心推動小組」，93年10月20日，再進行以「興利」為主之二次金改，並訂定四大目標。 一、民國94年底前至少3家金控公司市場佔有率(Market share)超過10％。 二、公股金融機構的家數年底以前由12家減為6家。 三、金控家數94年底前減半成為7家。 四、至少1家金控公司到海外掛牌或引進外資。 所以，有台灣銀行與中央信託局合併，合併後台灣銀行資產約三兆元，市占率達11.59%，居台灣金融機構之冠。民國95年5月農民銀行併入合作金庫銀行的體系，至99年9月底，合作金庫銀行國內外分支機構達306家（含營業部及國際金融業務分行、馬尼拉分行、洛杉磯分行、西雅圖分行、香港分行、北京代表辦事處），為全國通路數最多之商業銀行。後來更開放外國銀行合併問題金融機構，如荷商荷蘭銀行併購台東區中小企業銀行、英商渣打銀行併購新竹中小企業銀行、美商花旗銀行併購華僑商業銀行。 併購是企業成長的特效藥，而就因為是特效藥，使用起來必需特別地小心謹慎，不可暴虎憑河、貿然躁進。併購也是企業成長的捷徑，而稱為捷徑，雖然可快速到達目的地，但一路上絕不會是芳草鮮美、落英繽紛。為了要走到桃花源，所遭遇到的困難與阻力必定很多，只有當事人能冷暖自知。

也因此，本論文將從紛亂的金融春秋戰國環境中，尋找一個可資依循的併購解決之道，嘗試以國內對資訊系統及組織整併進行探討，進而從中創造價值、展現應有的效益。

In the past, Taiwan financial market was restrict and conservative. In the process of financial liberalization, many non-self control competitors made business competition overwhelming. Even this situation benefited consumers, but due to the excessive expansion of credit, lack of risk awareness, followed by the financial crisis. The result was really painful over the island. 1997 and 1998, respectively, had the East Asian financial crisis and Taiwan local financial crisis. Banks in order to avoid bad debt, tightened up the financial policy that made companies hard to raise funds from the Bank. Since July 2002, the government conducted a series of financial reform project. The first reform is「Eliminate the shortcoming」 i.e. 258 reform program; hope that within two years, the ratio of bad financial institutions was down to 5%, and the Bank of International Settlement (BIS) ratio increased to 8% In June 2004, the government established 「Regional Financial Service Center Promote Group 」. On 2004 October 20, government again focused on 「introduction Hennessy 」 to dominate the second financial reform, and set four objectives. 1. Before the end of 2005, at least three financial holding companies market share are more than 10%. 2. The total number of public shares financial institution decrease from twelve to six by end of the same year. 3. The total number of financial holding company cut down half as seven by end of the year. 4. At least one of financial holding companies goes overseas listing or attract foreign investment. So, Bank of Taiwan and Central Trust Bureau were merged together and the total assets of about $ 3 trillion NTD which took total market accounting rate up to 11.59% which became the highest in Taiwan financial institutions. Again, Farmers Bank was merged into Cooperation Bank. Later, more merging cases happened on foreign financial institutions, such as ABN AMRO bank merged Taitung Business Bank, Standard Chartered Bank merged Hsinchu Business Bank, and Citibank acquired Overseas Chinese Commercial Bank. Merge and acquisition is the antidote to enterprise growth, but this antidote is also a malady that should take necessary caution before over use. Even this is a shortcut to enterprise growth, and enterprise can quickly reach the destination, but along the way is not easy. In order to go to paradise, the encountered difficulties and the resistance will certainly be many, and only participants can articulate. Therefore, In this troubled financial environment, this paper is looking for a general rule on merge and acquisition solution, try to domestic on information systems and to explore the whole organization and, thus to create good value and show the benefits.