本研究以個案分析為研究方法，針對國外金融控股公司之發展策略構思、經驗進行總體策略研究，以『策略』、『創新』、『管理』理論思維來探討台灣金融控股公司從規模、經營策略、行銷能力、競爭力等四大構面指標，分析我國金控公司成立至今彼此金控間消長、未來核心競爭力及應走方向？金控間併購對整體金融市場關鍵影響？CEO(Chief Excetive Operation)未來策略與創新之思維願景，是否能帶領公司跨出台灣，面對大中華經濟區或華人市場尤其中國大陸帶來競爭威脅和龐大商機，做相關決策與佈局，藉由文獻探討、個案訪談及國內外相關個案結論如下：
(1) 規模指標：台灣金控大者較易生存，專注高利潤區隔市場如：財富管理。小而美金控要活存空間相對機會較小。「民營金控併公營金控」效益最大
(2) 經營策略指標：以壽險為主體金控，經營綜效應比較顯著如：國泰金控；國外案例如：花旗集團與旅行家併購之綜效。把多角化策略建立在某種核心的技術或能力上才容易成功如：Citigroup、HSBC即是。
(3) 行銷能力指標：以廣大通路據點、市佔率、財富管理能力、企業形象及資訊整合能力為未來行銷能力重要指標。創新產品開發，利基市場區隔有利行銷效能提升，行銷策略思考方向關係行銷EOR(Era Of Relationship)。
(4) 競爭力指標：先佔優勢能力、區域合作、資源有效整合、競合策略、國際化能力是未來台灣金控得以勝出要件。經濟規模、多角化、差異化、創新經營，強化金控公司市場競爭力量，未來才能與國際級公司相抗衡。
此外，對未來經營策略與大中華經濟區應有佈局個人建議如下：雄厚的資本額、緊密的企業資源整合能力及更為綿密的整合式行銷網絡，將是未來決勝的關鍵。故對於資本額相對較小的台灣金融業而言，應考慮與香港金融業進行整合，尤其是與已經於大陸紮根的香港業者合作更為有利。而對台灣金控而言，應先整併國內金融業，擴大規模，提高獲利與競爭力，才有實力做好大中華經濟區佈局。希望此研究能提供業界參考並有拋磚引玉之效。

Taiwan Financial Holding Company's Strategies and Deployment
Student: Chi-Wei Lin Advisor: Dr. H.G.Chen
Institute of Technology Management National Tsing Hua University
By using the case study methodology, I took a foreign financial holding company as an example to study their experience in executing their development strategy. I used the theories of strategy, innovation and management to study the Taiwan’s financial holding company and analyzed their development, core competence and future target based on following four dimensions: Scale, Operating Strategy, Marketing Capability, and Competitiveness. Besides, I also studied how a merger between financial holding companies would influence the whole financial market, and what would be the CEO’s
future strategy and innovative vision to lead the company to operate outside of the Taiwan market and to take the advantage of the mainland China economic growth. Through the research of documents, individual interview and domestic/foreign cases study, I got following conclusions:
(1) From the index of Scale, the big financial holding company would be easier tosurvive in Taiwan. After merging, the holding company should focus on high profit market especially the wealth management. Besides, considering the best competitiveness and sales performance, a private holding company should merge with the state-run holding company to get the best benefit.
(2) From the index of Operating Strategy, taking life insurance as the main operating entity would perform best. Besides, diversification business with some core technology and ability would succeed more easily. (e.g. Citigroup, HSBC).
(3) From the index of Marketing Capability, sales channels, market share, ability of wealth management, image and the integration of information systems would be the most important marketing capability in the future. Besides, product innovation and niche maket differentiation by using the market strategy of EOR (Era of Relationships) would beneficially promote the marketing efficiency.
(4) From the index of Competitiveness, priority, reginal coopration, information integration, competition stategy, internationalization would be the main conditions to be competitive in the market. Using the scale of economies, diversification, differentiation and innovation to strengthen the competitiveness in the market would be the best way to compete with other international companies.
In addition, my suggestions for future operational strategy and positioning in the economic area of mainland China are as below: the keys to get future success are large capitalization, integration ability of enterprise resources and marketing channels. However, to the small-scale Taiwan financial holding companies, they could consider to merge with Hong Kong financial holding companies especially with the ones who have already had branches in the mainland China. So, to merge domestic financial holding companies, enlarge the scale, increase the profititability and competitiveness in advance are the most important ways to increase a financial holding company’s actual strength to gain a foothold in mainland China. I hope this research could be a good reference for the field of financial holding business and also for the follow-up study.

中文部份

一、資料庫及年報方面
1. 金融統計月報。
2. 亞虎奇摩網站 www.yahoo.com.tw。
3. Google網站。
4. 國泰金、中信金、富邦金網站。
5. 2002中國統計摘要，北京，中國統計出版社。2002年中國統計年鑑，北京，中國統計出版社。1999、2000、2001年中國證券市場年報，北京，中國金融出版社。
6. 銀監會網站。

二、書籍方面
1.彭金隆(2004,9)金融控股公司法制監理與經營策略，智勝文化事業有限公司。
2.湯明哲(2003,1)策略精論 基礎篇，天下遠見出版股份有限公司。
3.許士軍、張逸民、陳苑欽、李金梅、黃君慧譯(2004,7)企業策略，台灣培生教育出版股份有限公司。
4.許士軍、趙義隆、胡瑋珊、鄭佳雯譯(2004,7)國際企業，台灣培生教育出版股份有限公司。
5.伍忠賢(2004,8)事業經營策略實戰全書，商周出版。
6.包爾斯 Tab Bowers、計葵生Greg Gibb、黃偉權Jeffrey Wong著(2004,2) 亞洲銀行新未來，時報文化出版企業股份有限公司。
7.馬丁•梅耶 Martin Mayer大銀行家 The Bankers:The Next Generation (1999,4) 商周出版。
8.Larry Bossidy & Ram Charan著 應變 Confronting Reality(2004,11)天下遠見出版股份有限公司。
9.彼得•杜拉克Peter F. Drucker 管理的使命Management: Tasks, Responsibilities, Practices (2002,2) 天下雜誌股份有限公司。
10.彼得•杜拉克Peter F. Drucker 管理的實務 Management: Tasks, Responsibilities, Practices (2002,2) 天下雜誌股份有限公司。
11.彼得•杜拉克Peter F. Drucker 管理的責任 Management: Tasks, Responsibilities, Practices (2002,2) 天下雜誌股份有限公司。
12.Jim Collons 著 齊若蘭譯 Good to Great 從A到A+ (2002,9)遠流出版事業股份有限公司。
13.金錯刀 著 公司凶猛(2004,3) 智富出版有限公司。
14.克里斯汀生 Clayton M.Christensen，雷諾 Michael E.Raynor著 ，創新者的解答 The Innovators Solution(2004,1) 天下雜誌股份有限公司。
15.司徒賢達著 管理學(2005,1) 天下遠見出版股份有限公司。
16.布藍登伯格(Adam M.Brandenburger)與奈勒波夫(Barry J.Nalebuff)「競合策略」。

三、研討會方面
1.陳盈潔、楊宗麟、許 嫙專題題目：區域經濟體對臺灣的影響及未來發展。
2.「第九屆兩岸金融學術研討會」論文輯要。

四、期刊論文方面
1.楊淑蓉(2002.6)朝陽科技大學碩士論文─「金融控股公司總體策略的研究－以富邦金控為個案研究」。
2.許黎鈴(2003,6)國立清華大學碩士論文─「策略創新之互動演化觀點-以台灣花旗銀行為例」。
3.李佳純「以資源基礎理論探討持久競爭優勢形成之因素-以ePaper 電子報聯盟為例」。
4.浦筱德(2001,7)國立中山大學管理學院碩士論文─「集團企業多角化與資源整合管理機制的探討─以太平洋建設集團為例」。

五、報章及雜誌
1.遠見雜誌 2005,12。
2.今周刊 51期 2004,10,25。
3.參考經理人月刊 2005,02,P79。
4.管理雜誌 2005,2 ,P42 。
5.經理人月刊2005,02 朱博湧─創新淺說。
6.管理雜誌2005,3 369期。
7.今周刊 54期 2004,10,24。
8.財富管理 2005 Apr. 。
9.天下雜誌 2004,6,15，2003,10,1。

英文部份
1.First Mover (Dis)Advantages: Retrospective and Link with the Resource-Based View作者： Lieberman, M. B. and D. B. Montgomery期刊(書名)： Strategic Management Journal卷期： No. 19, pp. 1111-1125年代：1998摘要者：周秀蓉

2. Competitive Advantage by Michael E.Porter,

3.George 5 Day and David j.Rebstein,WHARTON on Detitive Competitive
strategy,1997.john Wiley&Sons,New York,NY.Reprinted by permission of john Wiley&Sons,Inc. Comelis A.de Kluyver(Strategic Thinking 2005,1 p24~25)