我國金融環境近年來快速變遷與金融整合，中小型區域銀行固然有著長期且良好的客戶關係，但也存在著規模經濟過小、知名度不高、營運據點太少及員工專業知識不足、、等劣勢，因而在金融控股公司與全國性銀行的競爭下，面臨極大的經營壓力。本研究以相關文獻探討與金融環境分析為始，了解區域性銀行所面臨的挑戰並對個案銀行進行SWOT分析。依據SWOT分析之結果，以Michael Porter 的基本策略(generic strategy)：差異化策略和專注等兩項構面，以及Ansoff的其他策略選項(alternative strategy direction)：退出、強化、市場滲透、市場發展及產品發展等五項構面做為分析工具，分別針對現況進行探討並提出策略擬定之建議，以期提供個案銀行或面臨類似處境之北區區域性銀行經營策略之參考，建立未來競爭優勢並發展成為「小而美」的區域銀行。  

      本研究結果針對個案銀行提出以下之建議
 (1)差異化方面，則應著重於關懷及服務社區客戶，從事社區服務慈善活動，並提供財稅、會計等免費諮詢服務，以創造具在地便利性及服務之差異化形象；重新訂定目標客戶之區隔，專注於中小企業的開發及推廣理財商品。
 (2) 針對部分風險過高、成本過高且不具經濟效益之商品，及早退出市場；加強客戶服務品質及提昇員工專業能力則屬應強化之目標；利用現有客戶推薦新客戶的方式增加客戶群；與關係進行企業策略聯盟以擴充產品面；發展土地、建築融資及其相關商品成為銀行利基市場。

Regional banks have faced tremendous challenges amid the rapid changes and consolidations in the local financial market. Although regional banks have relatively long term and stable client relationship, they also have weaknesses such as low publicity, smaller operating scale, limited branch network and lack of well trained staff, etc. This research therefore aims at identifying business strategies for regional banks to complete with other commercial banks and financial holding companies. Starting from review of literature and environment analysis, it then conducts a SWOT analysis for H Bank. Based on the findings, this paper adopt Michael Porter’s generic strategy approach and Ansoff’s alternative strategy direction to develop various business strategies in the areas of pricing, differentiation, withdrawal, consolidation, market penetration, market development and product development
.       		
  Based on the research finding and analysis, the following recommendations are proposed for H Bank to establish its business strategies.
(1) In terms of generic strategy, differentiation strategy in brand awareness or service quality can be adopted to create unique brand image against traditional commercial banks. In stead of accept all kinds of customers without any segmentation, H Bank should focus on specific target customers and product line.
(2) For other alternative strategies, withdrawal from unprofitable markets should be considered and more specific client segmentation should also be implemented. Moreover, human resource development as well as system enhancement to lift customer service standard should be adopted. Furthermore, via strategy alliance, partnership as to wealth management and real estate and land financing can also boost the revenue sources.

Table of Contents


Acknowledge                                               i
Abstract                                                 ii
Table of Contents                                        iv
List of Figures                                          vi
Listof Tables       vii                                           

Chapter 1 
Research Overview
1.1Background and Research Motivation	1
1.2Research Objective	2
1.3Research Scope and Limitation	2
1.4Research Structure and Methodology	4
 
Chapter 2 
Literature Review  
2.1Research Review of Regional Banking and  Commercial Banking Strategies  	6
2.2Theoretical Review of Major Strategy Development Model	14
 
Chapter 3 
Environment Analysis and Challenges of Taiwan Regional Banks  
3.1Banking Industry Overview   	18
3.2Overview of Regional Bank Operation	20
3.3Business Challenges of Taiwan Regional Banks	27
3.4The Future Development Outlook for Regional Banks	32

Chapter 4 
H Bank’s Current Business Performance and SWOT Analysis
4.1H Bank Business Background and Overview 	34
4.2Current Business Outlook	36
4.3Operating performance	39
4.4SWOT Analysis of H Bank	41

Chapter 5 
H Bank’s Business Strategy Analysis and Development   
5.1Business strategy development based on SWOT analysis  49
5.2Generic Strategy Development	52
5.3Alternative Strategy Directions	54
	 
Chapter 6 
Conclusions and Suggestions
6.1Research Findings and Conclusions   	61
6.2Suggestions	62
6.3Ending remarks and Future research directions	63
reference                                              64

List of Figures

Figure 1-1Flower of Research	5
Figure 2-1Development strategies     15
Figure 2-2Three generic strategies   16
Figure 2-3Alternative directions for development  17
Figure 3-1Framework of Taiwan Financial Institutions  18
Figure 3-2Banks classification in terms of total assets  21
Figure 3-3Historical trend of local commercial bank  28
Figure 3-4Branch growth trend local banks   28
Figure 3-5Recent trend of direct/indirect financing   29

                                                    
List of Tables

Table 3-1	Number of financial Institutions of Dec.2005    20
Table 3-2	Business ranking of north regional banks and main financial holding companies	     22
Table 3-3	Comparison of financial performance for regional banks and selective banks  	     23
Table 3-4	Electronic Services and Branch Statistics	24
Table 3-5	Employee Statistics (2005)   25
Table 3-6	Branch location comparison of regional bank and national bank    32
Table 4-1	Industry type of lending customer in H Bank as of 30 Jun. 2006     37
Table 4-2	H Bank financial performance  	39
Table 4-3	H Bank financial report for 5 years	40
Table 4-4	Business Market Share of north Taiwan regional banks	40
Table 4-5	Report on the Survey of Family Income and Expenditure in Taiwan Area, 2005	42
Table 4-6	Commercial Bank’s Operating Income as 2005	45
Table 4-7	Summary of H Bank SWOT analysis	48
Table 5-1	General business strategy based on SWOT analysis	51

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Web-site

www.banking.gov.tw , Financial Supervisory Commission, Executive Yuan, 2006

www.dgbas.gov.tw

www.stat.gov.tw

www.cier.edu.tw

www.cbc.gov.tw