從與民營銀行的競爭看台灣公股銀行的數位再造之路

Abstract

本論文主要研究目的在於探討台灣公股銀行在數位變遷的世代，面對民營銀行的競爭，應該如何因應，如何著手進行數位再造，才能立於不敗之地，引領未來。 首先以IBM 所提出的數位再造 13個具體建議作法，針對臺灣政府「打造數位化金融環境3.0」計畫進行分析，其覆蓋率為38.46%，進一步以執行優先序來評估，則其覆蓋率也僅為33.33%，建議主管機關對於臺灣金融業的數位轉型，應扮演更積極的角色，藉由政策推動優先項目，引領產業儘速往金融4.0移動。 然後針對臺灣銀行產業數位再造現況進行分析，採用動態競爭的AMC三大驅動要素分析法及競爭者分析法，分別針對台灣公股銀行進行競爭分析，發現國內民營銀行對於公股銀行是屬於直接競爭的狀態，且公股銀行的數位轉型速度貼近主管機關的政策，卻相較落後於民營銀行，因此公股銀行應該先著手執行高優先序的轉型具體作法，以儘速追平民營銀行。 最後公股銀行該如何進一步超越民營銀行，進行數位再造急起直追呢？則採用鑽石模型—策略五要素的評估針對臺灣公股銀行進行策略建議，提出公股銀行可以從公股銀行的利基點企金客戶出發，延伸到個金的客制化服務以及延伸出企金生態圈平台，採用車庫創新的發展方式，逐步完成數位再造，期待公股銀行儘速迎頭趕上，再創高峰。

The main purpose of this thesis is to explore the Taiwan public bank, in the face of the competition of private banks, how to deal with, how to proceed with digital reinvention, in order to be invincible and lead the future. First of all, suggests the Taiwan's financial government should play a more active role in promoting priority projects through policies to lead industries to move to finance 4.0 as soon as possible. Then, according to the analysis of the current situation of digital reinvention of Taiwan's banking industry, the public Bank's digital transformation speed is close to the policy of Taiwan's financial government, but lags behind the private banks, so public Bank should first proceed with the implementation of high-priority sequencing of the specific practice, in order to recover private banks as soon as possible. Finally public bank can be from corporate customers, extended to a consumer customization services and extend the corporate customers ecosystem platform, the use of garage innovative development methods, and gradually complete digital reinvention, Expect public bank to catch up as soon as possible, and then create a peak.