Taiwan Financial Industry Competitiveness Analysis - A Case Study on B Commercial Bank

• Main Authors: Feng-Ming Peng, 彭&;#23791;銘
• Other Authors: 鄭雅穗
• Format: Others
• Language: zh-TW
• Published: 99
• Online Access: http://ndltd.ncl.edu.tw/handle/52159951816887463131

碩士 === 元智大學 === 管理研究所 === 98 === This research goal is to explore how the Taiwan’s financial industry strategy could reach an innovative breakthrough and create a sustainable future business by a “forward-looking and macro-thinking” attitude, while undertaking a series of financial reforms and in face of financial crisis. For this case study, we collected research information according to official statistics. We uncover the bank''s competitive strategy in this case by several interviews, interpretation, and cross-analysis of the competitive advantages. The study conclusions and recommendations are described as follows: 1.Differentiation and market segmentation advantages Use of market scope and market differentiation, and continue to view the product revenue, value-added benefits and features of products. Immediate response to changes in the market and adjust customers, pricing and credit strategies. Establishing the personal and corporate financial market; at the same time, create different market position in the commodity pricing strategy. In addition, there is no substitute for the formation of competitive advantage. 2. Brand image of the edge Credibility represents a bank’s quality, and the largest intangible asset of an enterprise is its brand value. The core value of promoting the charitable practices not only brings about the significant amount of charitable funds, but also raise the social awareness for establishing positive brand image ; therefore become outstanding. 3.Create new advantages Product innovation and combine with the resource advantages of financial holding group could provide access to predicting the industry’s trends. With financial liberalization and rapid development of information technology trend, combining with the Internet to develop standard operating procedures and service specifications. In response to the environment and customer needs, restructuring financial innovation value chain to establish their own competitive advantage status. 4. Human resources Human resources are the fundamental factor of competition. Recruitment of talents, retention and training can create of core resources for the company. Only continuous breakthroughs itself from the past, train staff of the capability that response to changes at any time. Business transformation and organizational learning will result in implement the strategy and goals set, gaining competitive advantage.