台灣銀行業數位發展研究

Abstract

導入數位能力似乎已經是現今企業經營的主流共識，因為人類社會正處於一個科技蓬勃發展的世代，從人類社會過去發展的歷史軌跡，人類文明所累積的智慧結晶，透過發明與創新不斷地改變人類的生活與商業模式，從生產、製造、行銷、服務等各種面向均高度地使用先進技術，創造出差異化競爭的成功方程式。金融業屬於服務業的一個環節，而服務業營業模式本身較不涉及實體設備與物品，因此透過虛擬化的數位服務程度應為比較高，本研究的主要目的是想印證台灣的銀行業在這一波的數位發展當中，若數位導入比較先進與完備的銀行其企業競爭力試否會比同業高 ? 本研究以量化及質化說明台灣若干銀行在數位服務領先的競爭優勢，並以玉山商業銀行為例，進行深入性探討玉山銀行數位轉型之道。 另外金融科技(Fintech) 憑藉網路與數位載具不斷地推陳出新，由於建構平台式的金融服務資源取得的容易性、營運成本的低門檻以及指數型的業務爆發性，這些金融科技業者利用破壞性競爭的模式，挑戰傳統銀行數世紀以來高聳的壁壘。傳統銀行必須本身數位蛻變之外，另外可謀求與數位原生業者建構以客戶為中心之場景金融生態系統，才不會在數位的洪流當中慘遭滅頂。 台灣的銀行業在提升數位能力時，本研究提出三種觀點可供台灣銀行業者作為參考，一個是企業整體數位轉型，另一個是成立副產品線，再者可以利用投資參與外部新創公司的建立，以上這三種方法並非互斥性，而是可以審視形勢，逐漸落實數位金融的實力。

Digital transformation is a keystone enabler for enterprises rolling into next chapters of business. Advanced Technology and remarkable innovation keep nurturing new lifestyles and updating modern business models, achieving prominent success in various industries including manufacturing, production, marketing, and service industries. With this, financial industry is considered overlapped with service industry in that both deliver high virtual application and low physical goods trading. This research considers and analyses the possibilities and competitivities of adopting digital electronic technologies for transformation of classical banks into modern digital banks, using E.SUN Banks as a case, with both qualitative and quantitative verifications. Fintech, the merging of finance and modern Internet-based technology, has rapidly presented itself as an powerful disruptor to traditional financing business, featuring lower institutional operation cost, higher business scopes and growth, and broader accessibility of platform-based financial service. While classical banks are struggling to survive in the coming era where digital technology and big data are poised to shake up financial service industry, they need to grow and create beyond previous cores, into a new customer-centered ecosystem. The paper proposes three methods of implementation for Taiwan banking executives: (1) general corporation digital transformation, (2) Spin-offs, or (3) start-ups investment, which shall be considered for advantage complementation and strategy compatibility.