運用策略地圖提升銀行獲利之研究

• Main Author: 鄭慧姬
• Other Authors: 葉鳴朗
• Format: Others
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/82812693009345723666

碩士 === 中華大學 === 經營管理研究所 === 95 === With the rapid change of the domestic financial market, and the stimulants of information advancement, causing consumer awareness, the bank industry has become a total competitive one. Facing free competition, banks should lower the cost and raise the quality to be more competitive. Robert Kaplan, a professor from Harvard University, and David Norton, the CEO of Nolan Norton Institute, invented the Balanced Scorecard, which evaluates performance by integrating strategies. This research is based on the notion of the Balanced Scorecard, through the four perspectives, financial, customer, internal process, and learning and growth, to make the strategy map, to integrate inter-organization communication, and to focus all the resources on the highlighting strategies, so that the whole team can move toward the same direction. That is to say, the Balanced Scorecard provides the concrete structure of converting strategies into action plans. Case study research is used in this thesis to question how well the case bank performs after strategy map is introduced, and how the four perspectives of the Balanced Scorecard changes after the queuing machine is introduced, The thesis explains that by analyzing the four perspectives of the Balanced Scorecard, beginning with employees' learning, how the bank changes the internal process, influences customer satisfaction, and achieves the anticipated financial goal at last. The results of this study were: 1.Simply introducing the queuing machine can neither reduce the waiting time of customers nor raise customer satisfaction efficiently. Evaluation is the crucial step. Moreover, raising the quality of employees, training managers to produce management behaviors, and modifying operation processes are the necessary coordination. 2. In the profit squeeze era, it is difficult to produce profit. Companies should employ other activities, e.g. reducing the business and guiding the manpower to more productive activities, to lower the cost. 3. The level of service quality is highly relevant to that of the operation performance. The higher the service quality, the better the operation performance.