台灣銀行業進入中國大陸發展之策略探討

Abstract

台灣銀行業在國際銀行業的強勢競爭下，加上政府二次金改的推展，正面臨強大的競爭壓力。在大陸加入WTO以後，其國內金融市場逐漸對外開放，從2006年底開始，中國銀行業將全面對外開放，這些都將使得銀行業的競爭格局和經營業態發生重大的變化，外商銀行與大陸本地銀行已逐漸的建立與台商的關係。從目前發展情況來看，台灣的銀行進入大陸的利基正在逐漸消失當中。 本研究採用個案分析研究法（case study）進行研究。以台灣銀行業已經或即將進入中國金融市場的國泰世華銀行、台北富邦銀行、中國信託及上海銀行等四家銀行為研究代表個案，參酌大陸商業銀行制度，參考文獻探討及問卷訪談，應用環境、策略、組織及績效衡量等四個構面來加以分析，歸納出以下的結論︰ 一、環境、經營策略、組織架構面之關鍵重要因素歸納如下︰ (一)、環境面 1、地主國及母國因素的重要因素歸納為「中國政府配合程度」、「中國金融政策方向」、「中國法令開放程度」、「台灣法令開放程度」、「兩岸金融監理協商機制」、「台灣法令之符合程度」。 2、在產業及公司內部因素的重要因素歸納為「中國銀行產業競爭情況」、「大陸金融市場潛在客戶」、「母公司�公司的規模」、「開拓大陸市場的決心」。 (二)、經營策略面之關鍵因素歸納為「香港佈局」、「購併子銀行」、「先佔優勢」及「網絡關係」。 (三)、組織架構面之關鍵因素歸納為「股權結構」、「人力資源政策」、「管理人員組合」及「管理型態」。 二、環境因素對台灣銀行業進入中國大陸金融市場之進入策略的選擇有重要的影響；而策略聯盟夥伴的選擇及入股的股權結構是影響投資中國大陸市場之經營績效的關鍵因素。 三、最後依據上述研究的結果，分別對台灣銀行業者及台灣政府部門提出相關的建議，做為其進入中國大陸營運及台灣政府施政的參考，完成本研究之目的。

Taiwan banking is facing strong pressure from both the surging competition of the international banking world, and also the second major financial reform in Taiwan. After joining WTO, Mainland China has gradually opened its domestic financial market to the outside world. The Chinese banking system will also have been opened overall to the outside world by the end of 2006. All of these factors have greatly changed the competitive pattern and the management situation of banks in China. The foreign banks and Chinese local banks have already established a relation with Taiwanese businessmen. According to the current development, Taiwan banks are gradually losing the opportunity to enter the financial market of Mainland China. This research adopts the Case Study Method which is one of the analytic approaches based on analyzing real examples. We have targeted Cathay United Bank, Taipei Fubon Commercial Bank, ChinaTrust Bank and The Shanghai Commercial & Savings Bank as four representative cases of Taiwan banks. Some of them have already entered the financial market of Mainland China, and some of them are just going to do so. Through referring to the commercial banking system of Mainland China, the documents and data search, and the questionnaire with in-depth interviews, we analyzed four aspects of environment, strategies, and organizational construction and performance measurement, coming to the following general conclusions: 1、The important key factors of environment, operational strategies and organizational construction are summed up as following: (1)Environment: (i) The important factors of the host country and the parent country are: ' The degree of Chinese government’s cooperation ', ' the tendency of China's financial policy ', 'the open level of Chinese law ', 'the open level of Taiwanese law ', ' the memorandum of understanding between Taiwan and China ', and 'the degree of according with Taiwanese law '. (ii) The important factors of the industry and internal factors of the company are: ' The competitive situation of China banking industry ', 'the potential customers of the financial market in Mainland China ', ' the scale of parent company / company ', and ' the will to develop the market of Mainland China '. (2)The key factors of operational strategies are: 'The overall arrangement in Hong Kong ', 'the acquisition & the merger of subsidiary bank ', ' first- mover advantage ', and 'relationship'. (3)The key factors of organizational construction are: ' Structure of equity right ', ' policy of human resources ', ' staff combination ', and 'type of management '. 2、The environmental factor exerts the most important influence on the choice of entry strategies for Taiwan banks entering the financial market of Mainland China. Moreover, both the choice of strategic alliance partners and the structure of equity right are key factors influencing the operational performance of investment in the financial market of Mainland China. 3、Lastly, according to the result of the above-mentioned research, we separately offer relevant suggestions as a reference for Taiwan banks which are just going to enter and operate in Mainland China, and also for the administration of Taiwan Government, in order to finish the purpose of this research.