由於金融機構快速增加，但是也因為各金融機構同質性過高，新型金融業務卻未同步成長，導致過多金融機構分食既有金融市場，削價競爭下台灣銀行業的利差越來越低。因為金融機構營運受限傳統產業、股市、房市及資金外移，加上國內直接金融蓬勃發展，銀行吸收存、放款業務不容易，壓縮銀行生存空間。

產業環境改變加速政府政策的改變，2015年1月13日金管會啟動Bank 3.0計畫，開放12項網路金融服務，銀行業如何在齊頭式開放業務中尋找創新利基，做出差異化呢?科技環境改變使金融科技（Fintech）風潮掀起的變革，第三方支付、區塊鏈、P2P放款、自動投資等各種領域的應用程式與平台，正侵蝕傳統金融業。由於全球金融業邁向數位金融趨勢，加上政策推展與業者積極布局，促使銀行產業面臨加速轉型的壓力，包括實體分行於市場中將逐漸退場或數位化等，整體銀行業產業營運模式逐漸改變。
銀行業如何將有限的資源運用以獲取最大利潤，經營策略決策正確與否將嚴重影響銀行獲利與生存空間。台灣銀行業透過國際化的方式拓展市場，成為大部分銀行營運重點及希望提升獲利方法之一，故進一步瞭解銀行組織結構、現況，以及因應數位化浪潮席捲，在此競爭日益激烈的環境中，本研究將以A銀行為例，以個案訪談方式，探討銀行因應策略，如何拓展銀行業務，讓銀行獲利更創佳績。

Because of the rapid increase in financial institutions, but also because of the financial institutions too high homogeneity. New financial Services have not grown up, leading to excessive eating of the financial institutions both in financial markets. Under price competition getting lower and lower banking spreads Taiwan. Because the financial institutions operating limitation of traditional industries, the stock market, the housing market and the relocation of capital, plus, direct financial booming domestic banks to absorb deposit, lending business is not easy, compression banking living space.
The rapid increase in high homogeneous financial institutions with no comprehensive financial service to support leads to existing financial market being eaten by excessive financial institutions. The difference of interest rates in Taiwan banking is getting lower and lower owing to the competition of cutting down the price among Taiwan banking. The existing space for Taiwan banking is compressed because the operation of financial institutions are suffered by the relocation of traditional industries, stock market, housing market and funds, plus the difficulty in the business of deposit and lending caused by the vigorous development of direct financial in domestic banking.
Changing industry environment to accelerate change in government policy, Jan 13,2015 FSC Bank Start program, open 12 Network Financial Services, Banking and finding innovative niche in the block style of Open business, to make the difference of it ? Changing technological environment makes financial technology (Fintech) set off a wave of change, third-party payment, application and platforms in various field of the block chain, P2P lenders, automatic investment, are eroding the trading financial sector. Due to the global financial industry towards digital financial trends, coupled with policy and industry to actively forward the layout, prompting banks to accelerate the transformation of industry under pressure, including physical or digital branches gradually withdrew and so on in the market, the banking industry is gradually changing the business.
The change of industry environment speeds up the change of government’s policy, FSC activated Bank 3.0 program to open 12 Network Financial Service on Jan. 13, 2015, how to find the innovative niche in the block style of open business on an equal footing among banking to make the difference of it? Financial technology (fintech) set off a wave of change resulted by the change of the environment of science and technology. The third-party payment, application and platforms in various fields of the block chain, P2P lenders, automatic investment, etc. are corroding the traditional financial sector. Due to the trend of tending to digital finance for the global financial industry, coupled with policy propagation and active layout from the industry, the banks are facing the pressure of prompting the transformation of industry which includes the withdrawal of physical branch gradually or banking digitalized etc. in the market, the operation mode of overall banking is changing gradually.
Banking and limited use of resource in order to maximize profits, Business strategy decision will seriously affect the correctness of the Bank profit and living space. Taiwan Banking Development through international fashion market, has become the focus of most of Banking and hope to enhance the profitability of the method, it is more about the organizational structure of the bank, the current situation, as well as in response to the digital tide rushing in this increasingly competitive environment, the present study will be A Bank, for example, in the case interviews to explore the bank coping strategies, how to expand banking, allow banks more profitable success.
How to use the limited resources in order to acquire the maximized profit by the banking and whether the business strategic decision is correct or not will seriously affect the profit acquirement and living space of the bank. Through the way of internationalization to expand market becomes one of the methods for the key of operation and the hope in profit enhancement by most of banks. For further realization about the organization structure of the bank, the current situation, as well as in response to the digital tide rushing in this increasingly competitive environment, this present study will take A bank as an example, through individual case interview, we will explore the coping strategies and the way of business expansion for even more profitable success acquirement by the bank.

一、中文文獻 :
王仕茹、李文瑞、黃恆獎，2010年。管理學，華泰書局。
王珍瑞，2002年。銀行經營策略對收益影響之研究，中山大學財務管理研究所碩士論文。
石淼，2004年。台灣地區金融控股公司經營規範、業務整合度與經營績效關係之研究，中原大學企業管理學系碩士論文。
李錦國，2005年。商業銀行從事消費性貸款業務與經營績效關係之研究，中興大學高階經理人財務金融組碩士論文。
李吉仁，2016年。李吉仁管理學，天下創新學院。
司徒達賢，2005年。策略管理新論觀念架構與分析方法，智勝文化。
沈中華、彭金隆、陳業寧，2010年。我國金融控股公司整體經營績效評比，前程文化。
何殷如，2013年。從金融發展評比看我國金融競爭力，台灣銀行台灣經濟金融月刊，第 49卷第 3 期，P39-42。
吳思華，1998年。策略九說，臉譜出版社。
林俊宏譯，2012年，大數據BIG DATA，天下文化。
信託原理與實務，2012年。台灣金融研訓院。
英國經濟學人資訊中心(Economist Intelligence Unit, EIU)
郭禮瑜，2001年。台灣地區銀行業策略群組與經營績效之研究，國立政治大學國際企管行銷組研究所碩士論文。
陳嘉佑，2004年。金控公司子銀行營運策略之研究-以第一銀行為例，成功大學工程管理碩士論文。
黃佩瑩，2005年。消費金融對銀行績效之影響，國立政治大學財務管理研究所碩士論文。
黃俊堯，2015年。看懂，然後知輕重「互聯網+」的10堂必修課，先覺出版。
許士軍，2004年。許士軍談管理，天下文化。
進出口外匯業務，2012年。台灣金融研訓院。
銀行授信實務，2012年，台灣金融研訓院。
劉金華、黃文鴻，2000年。銀行法規，捷太出版。
蕭人琬，2007年。銀行消費性貸款業務之研究，國立臺灣大學管理學院碩士在職專班論文。

二、英文文獻 :
Ansoff, H. I. 1965, Corporate Strategy New York, NY: McGraw-Hill Book Co. Aaker, D.A. 2001, Developing Business Strategies, New York, NY: John Wiley & Sons, Inc.
Campbell, S. 1998, Social Entrepreneurship: How to Develop New Social Purpose Business Ventures. Health Care Strategic Management, pp. 17-20.
Glueck, W.F. and L.R. Jauck, 1984, Business Policy: Strategy Formation and Management Action, 2nd ed.,New York, NY: McGraw-Hill.
Galbraith, C, and D. Schendel, 1983, An Empirical Analysis of Strategy Types, Strategic Management Journal, IV, pp. 153-173.
King,B.2013 , Bank 3.0 銀行轉型未來式, 台灣金融研訓院。
Kotler, P. 1991, The Principle of Marketing, Englewood Cliffs, NJ: Prentice-Hall.
Porter, M.E.1985, Competitive Advantage, New York, NY: The Free Press.
Rumelt, R.P. 1974, Strategy, Structure, and Economic Performance, Boston, MA: Division of Research, Graduate School of Business Administration, Harvard University.
Rumelt, R.P. 1982, Diversification Strategy and Profitability, Strategic Management Journal, 3(4), pp. 359-369.
Teece, David, 1981, The Market for Know-How and The Efficient International Transfer of Technology, Annals of the American Academy of Political and Social Science 458, pp. 81-96.
Venkatrman & Ramanujam, 1986, Measurement of Business Performance in Strategy Research: A Comparison of Approaches. Management Science, 11(4), pp. 801-814.
Viktor Mayer& Kenneth Cukier, 2012, Big DATA：A Revolution That Will Transform How We Live, Work, and Think.
2010 IMD World Competitiveness yearbook、2011 IMD World Competitiveness Yearbook, 台綜院整理。

三、網站資料:
中央銀行金融統計資料: http://www.pxweb.cbc.gov.tw/
中華民國壽險公會: http://www.finance.ncnu.edu.tw/
金管會銀行局: http://www.banking.gov.tw/
A銀行年報: http://www.firstholding.com.tw/
A銀行網站: https://www.firstbank.com.tw
A銀行徵信處: