Strategic Groups and Operating Performance of the Non-Financial Holding Banks in Taiwan

• Main Authors: Chen, Guan-Neng, 陳冠能
• Other Authors: LIU, HSIANG-HSI
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/09699926118093379144

碩士 === 國立臺北大學 === 合作經濟學系 === 93 === Taiwan’s financial system was experienced by several revolutions and impacts. The government adopts the policy of liberalization and internationalization. Taiwan area had participated in WTO in January 2002. The domestic financial organizations had to come up against foreign financial groups. Besides, “The Law of Financial Holding Banks” provides integrations of differential industries for financial industry in 2001. To face the domestic financial institutions are integrated and merged by leading banks, it makes non-financial holding banks face more difficulties and challenge environments. Recent years, some of them perform better than intra-industry competitors and financial holding companies. It means that operational strategy and performance indeed need research further. The main purposes of this study are as follows: firstly, it suggests the key strategic factors for non-financial holding banks. Secondly, according to analysis of strategic group is realized by banker to know the characteristics and competitors of intra-and inter-groups. Thirdly, to study the significant difference of performance among the strategic groups, make banker to realize what strategic group could earn most profit in its niche market. Finally, by discussing subject of mobility barriers, it makes banker know how to cross mobility barriers among groups and increase benefits by themselves. Basically, this research is based on the strategic concept of Professor Si Hua Wu. Using the multivariate statistical analysis, selecting cluster analysis, factor analysis, discriminate analysis and One-Way MANOVA to confirm the strategic groups, and analyze the performance among them. In this research, it has proved that there are six strategic groups in Taiwan’s banking industry, including steady finance, venture finance, niche finance, synthetic finance, enterprise-orienting finance and customer-orienting financial groups. There is significant difference among six groups in five key strategic factors and show that mobility barriers exist among them. Based on the estimated performance index, only profit index is no significant, and the steady financial group acts the best but venture financial group acts the worse.