| Summary: | 碩士 === 東吳大學 === 企業管理學系 === 98 === Whether it is opportunities or threats in an environment, S Bank always manages to consistently achieve excellent performance. So, what is the secret to its success? Magretta (2002) once said that “The actual performance of all organizations is closely related to the strategies adopted.” Mintzberg (1979) once said that “Strategies are intermediary factors bteween an organization and its enviornment.” Therefore, it is appropriate to explore how S Bank has achieved excellent performance from the strategic viewpoint.
This study explores S Bank’s strategy management model, appropriateness, strategic evolution, and performance of the corporate-level strategy from 2004 to 2009 with an aim to determine: 1. the processes and models of strategy making, launch, execution, and control; 2. the appropriateness of the strategies; 3. the variability and characteristics of the strategic revolution, as well as the evolution results; 4. the interference factors affecting the strategic performance, and whether or not the strategic performances of the dimensions in the strategic map are closely correlated; 5. if the strategies form a competitive advantage; and 6. the research findings in this study are expected to provide valuable information for the practitioners and academic communities.
In this paper, the “secondary data method” supplemented by the “expert interview” were adopted to conduct research on the bank cases. The study findings have shown that: 1. the strategic management model is the fundamental for the success of the company strategies, that is, a good model design may ensure achievement of the financial targets; 2. the strategic appropriateness is an interference factor for whether or not strategic targets are achieved. Thus, engagement in strategic appropriateness testing can enhance strategic quality. In addition, the strategic map dimensions may have low correlation, due to factors such as “resource allocation within the execution units,” “the competency levels of the execution units,” “the number of execution units engaged in strategic item allocation,” and “key performance indicators, KPI,”; 3. the competitive advantage comes from superior financial performance while the financial performance depends on the high degree of strategic target achievement, so the strategic target performance and competitive advantage are closely correlated; 4. from the strategic evolution analysis, the strategy intention and strategic elements of the company are summarized. With the business management results as a reference, the company’s operation model was introduced; 5. the short-term strategies and middle-term and long-term strategies do not entirely have matched relationships; 6. with the interaction matrix of the TOWS matrix, analysis of the complexity of interactions of situational factors was conducted in which the “negative” related judgment approaches were added in addition to the original “positive” and “none” related judgments. The middle-term and long-term strategic items with the advantages of the two theories, namely, resource-based view and competitive-advantages environment view combined were in turn generated; 7. in general, S Bank’s adoption of the strategic management system and strategies had been a success. The strategic execution results not only displayed consistent and excellent financial performance, they also possessed more outstanding competitive advantages, and the strategic development direction coincided with the pre-set vision and mission. However, the capability to increasing customer value still needs to be strengthened in order to achieve the customer goals of being “the best” and achieving the “highest satisfaction.”
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