The Case Study of Business Model for T Financial Holdings in Taiwan

• Main Authors: Yen-Chen Chen, 陳燕貞
• Other Authors: Yau-Sheng Tsai
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/s2w4fq

碩士 === 國立臺北科技大學 === 管理學院經營管理EMBA專班 === 102 === The liberalization of Taiwan`s banking sector began from 1984 when the government has modified decree in additional branches, and liberalization of interest rates. There are lots of financial institutions set up due to the regulation lifted and decree liberalized by the government. The banking business model must constantly innovate to meet the financial industry increasingly competitive environment. Kim and Maubrogne (2006) considered "value" and "innovation" must be synchronized considerations. The purpose of this study is trying to investigate how to establish the bank business model while incorporating innovative elements and the value enhancement. At the same time, a proposed banking business model innovation will be explored from the integrated framework of operating activities and profit flows. This study is proposed a new business model which is consisted of nine elements by Osterwalder (2010), including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships and cost structure, for the T finance holdings. The study revealed that through business model innovation, value proposition can provide to meet their needs for a particular demographic, and structural analysis of the costs and create new revenue streams structure helps to maintain the core competitiveness of the financial sector in the face of global competitive environment. This research hopes the financial results of the bank''s business model innovation, the future will help the domestic industry to think of other financial operating policies of reference.