A Study of an Operating and Strategic Decision Model of Bank Branch Units - An Example from International Bank of Taipei

• Main Authors: LIU CHIN WEN, 劉進文
• Other Authors: Jimmy Lee
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/42129064707439463145

碩士 === 輔仁大學 === 資訊管理學系 === 94 === Presently, domestic banks are excessively in the numbers and commonly operating in small size. The way for one bank’s operations management to achieve regional status is through mergers, which, often is the fastest means to date. Financial institutions which completed mergers must identify and apply new operations mechanism for both existing branches and newly merger ones. It is necessary for each bank to minimize its cost and maximize its profits. This study focuses on operations patterns of bank branches, applies the systematic analysis to characteristics of each local branch and then derives suitable operational methods. First, data, information and knowledge about each branch, customer, transactions, etc. are imported into data warehouse. Second, analytical methods such as AHP (analytic hierarchy process), DEA (data envelopment analysis), OLAP (on-line analytic processing) etc. are applied to data warehouse. This results the most efficient operations mechanism of each bank. It would, also, aid in configuring circumstances such as staff schedule in each branch, therefore, in line achieving efficient resource allocation and maximizing operations targets. In empirical experiment, this study identifies that if one branch operates wealth management business patterns, then it should decrease the amount of resource investment to enhance its efficiency. This, however, potentially degrades service quality of local branch. On the other hand, if one operates flagships or traditional business patterns, then local branch can maintain service qualities, pump additional resources to other branches, and finally maximize resources utilization.