台資商業銀行佈局東協市場經營模式與策略：以Ｃ銀行為例

Abstract

在台灣銀行家數過多及低利差的環境下，台資銀行業積極將營運觸角延伸到海外市場，擘建新區域版圖以創造更高利潤。隨著東南亞區域經濟整合及新南向政策指引，東協成為新世界工廠與台商生產基地。面對東南亞各國複雜且多元的政經面貌與社會脈絡，台資銀行業者針對不同國家金融監管的申設條件與限制，進入模式可分為合資或新設分行、子行等方式，大型金融機構也時刻評估東協市場上合適標的，以策略聯盟參股或併購方式取得快速參與東協成長的商機。 而台資銀行確立自身的願景與使命，因應對不同新興市場發展的期待，配搭各金融機構的營運成長目標，聚焦特色客群與產品發展，對跨境業務投入多樣的資源和能力。而在經營管理層面中，台資銀行為了適應海外當地文化與環境，就不同海外據點型態，調整組織運營架構，強化內部監理機制，以符合各功能面及業務面管理政策之制度要求。 本研究採用個案研究方式和重點訪談摘要，分析台灣金融業產業環境，檢視台商跨境貿易投資需求，並以跨國企業進入模式，盤點台資銀行佈局東協現況。再運用C-SOP架構，歸納大型台資銀行其海外經營策略與組織設計的方針。並深入以個案C銀行為例，以PEST分析其海外發展佈局的策略依據，與東協各區域的業務目標，最後以銀行內部矩陣型組織管理模式，探討海內外協作的實務運行機制。整體而言，本研究認為台資銀行佈局海外新興市場，須持續投注營運作業、風險控管、數位導入及人才培育，四項關鍵經營資源的系統性配搭，並依據不同市場型態，給予模組化的支援協作，創造與競爭對手差異化的境外金融服務。

Under the highly competitive domestic Taiwanese banking systems and low-interest margins, the Taiwan-funded bank is actively extending its operating footprints overseas and building new regional territories to create higher profits. With the economic integration in Southeast Asia and the guidance of New Southbound Policy, ASEAN has become a new world factory and key production base for Taiwanese companies. Faced with the complex and diverse political, economic landscape, and social contexts of Southeast Asia, Taiwan-funded banks can enter in the form of joint ventures or establish new branches, and subsidiaries in response to the application conditions and restrictions of financial regulation in different countries. In addition, large financial institutions are always evaluating suitable targets, and are seeking opportunities to participate in the growth of ASEAN through strategic alliances, equity investment, or M&A. Taiwan-funded banks have established their own vision and mission, in response to expectations for the development of different emerging markets, they have matched the internal operational growth goals of each financial institution, focused on special customer segments and product development, and invested in a variety of resources and capabilities in cross-border business. In terms of management, to adapt to the overseas local culture, Taiwan-funded banks have adjusted their organizational structures and strengthened their internal supervision mechanisms to meet the requirements of various functional policies. This research use case study methods and key interview summaries to analyze Taiwan's financial industry, examine the needs of Taiwan-funded enterprises in cross-border trade and investment, and spread out the current situation of Taiwan-funded banks in ASEAN by Entry Model. C-SOP framework is then applied to summarize the overseas business strategies and organizational design guidelines of large Taiwan-funded banks. Taking Bank C as an example, it analyzes the strategic basis and the goals of its overseas development layout with PEST analysis. Last, explore the practical operation mechanism of overseas collaboration by using C bank's matrix organization management. Overall, this study concludes that Taiwan-funded banks should continue to focus on the systematic matching of four key resources: business operation, risk control, digital integration, and talent cultivation. To create different financial services from competitors, Taiwan-funded banks can provide modular support and collaboration according to different market types.