The Analysis of Taiwan-Funded Bank's Operation Strategies in China Market-Examples from DBS China Bank and First Sino Bank

• Main Authors: Cheng,Chin-Fang, 鄭靜芳
• Other Authors: Han,Chien-shan
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/77701718994588928866

碩士 === 輔仁大學 === 金融與國際企業學系金融碩士班 === 100 === Many of Taiwan-capital banks’ customers run business in China. In the past, Taiwan-capital banks were not allowed to open branches to serve those industries running business in China, which results to financial services breakage between banks and customers and loss of core competence. After MOU（Memorandum Of Understanding of financial supervision of cross strait banks, securities, future and insurance）and ECFA（Economic Cooperation Framework Agreement）build up the frame of financial cooperation cross strait and open the gate for banks cross the strait to practice practical business. Taiwan-capital banks have high expectation on their development in Chinese market. However, since 2001 Taiwan-capital banks started to open offices in China, and not allowed to do business until 2010. During these ten years, financial service operators from other countries enjoyed their achievement and advancement by taking the opportunity of Chinese government open the market of financial services, enlarged their service network, and participated joint capital with Chinese banks. The development of Taiwan-capital banks in China is at least 5-10 years behind that of foreign financial service providers. To shorten the learning process of Taiwan-capital banks running business in Chinese market, this study is to look into the commonality and differences of management strategy in China of Taiwan-capital banks and DBS and First Sino Bank , who have similar background as Taiwan-capital banks and have many year experiences in developing business in China, and to find out what Taiwan-capital banks can learn from DBS and First Sino Bank in terms of business development, and finally with reference to the niche and situation of Taiwan-capital banks to conclude various management strategy suitable for Taiwan-capital banks to adopt in terms of their development in China as below: 1、To enlarge investment scale,including increase operation network, joint- stake, becoming 100% foreign bank…etc 2、To build up strong business relationship with Taiwanese corporate customers in China. 3、To proceed financial innovation, research and development 4、To comply with Chinese government plans to increase business development 5、To continue the progress of strategic alliance, including customers transfer through Taiwanese business association, cooperate with guarantee companies, underwriter, or credit reinforce provided by government, and cooperation within the same industries 6、To build up good relationship with local politician and businessmen 7、To work on brand image 8、The strategy of internationalization and localization of human resource