A Study of the Critical Success Factors and Operational Performance of Financial Holding Companies Following a “Cross-Business” Business Model – Using the Examples of the Chinatrust Financial Holding, Cathay Financial Holding, and Fubon Financial Holding

• Main Authors: Chih-Chung Liao, 廖墀崇
• Other Authors: Tser-Yieth Chen
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/62681042345385224676

碩士 === 銘傳大學 === 管理學院高階經理碩士學程 === 93 === This study examines the “cross business” model as employed by financial holding companies to determine related critical success factors. Companies selected for inclusion in this study were categorized based on operational characteristics. Data was collected through in-depth interviews and analyzed in a systematic manner. Our analysis of secondary data and information collected through interviews suggested the following principal conclusions: 1) As financial holding companies are able to provide consumers with a “one stop shopping” solution, such firms are able to provide value that exceeds the sum of its constituent parts; 2) In choosing a business partner or acquisition target, a financial holding company should select an entity which either complements the firm’s existing business or shares common strategic objectives; 3) The value of a potential partner’s brand (or brands) is an important factor considered when a financial holding company contemplates forming a cross business partnership; 4) In cases where a cross business partnership / merger involves two different industries and business cultures, the clashes and disparities that emerge between the two frequently cause the collapse of the nascent association; 5) During the process of cross business integration, handling personnel reorganization and position reassignments effectively is critical to the success of integration efforts; 6) Diversification is a method through which financial holding companies expect to grow in size, which is expected to drive further professionalism and internationalization within the firm and raise competitiveness in core competencies, resulting in the attainment of reasonable profit levels and sustainable operations; 7) The first strategic priority of most financial holding companies is to increase market share.