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    題名: 證券業數位轉型關鍵成功因素探討-以C公司為例
    Exploring the Key Success Factors of Digital Transformation in the Securities Industry: A Case Study of Company C
    作者: 莊俊賢
    Chuang, Chun-Hsien
    貢獻者: 黃國峯
    莊俊賢
    Chuang, Chun-Hsien
    關鍵詞: 數位轉型
    雙軌轉型
    數位金融
    線上開戶
    社群媒體
    Digital transformation
    Dual-track transformation
    Digital finance
    Open account online
    Social media
    日期: 2024
    上傳時間: 2024-08-05 12:39:33 (UTC+8)
    摘要: 數位轉型是近年來各產業的熱門關鍵字，本研究以數位平台觀點並透過C證券公司歷年股東會年報，分析其在2013年~2023年期間進行的數位轉型措施，嘗試找出其關鍵成功因素。

    依據證交所資料統計，臺灣證券業近十年開戶數累計增加554萬戶，電子下單金額佔比2010年約佔30%，至2013年12月大幅成長至81.42％。臺股成交金額與交易人數不斷創新高，然而受託買賣業務人員卻是逐年減少。證券業已經是高度成熟發展的產業，各證券公司能夠提供的投資服務差異不大，市場幾乎呈現大者恆大趨勢。截至2013年證交所統計顯示，前5大券商的臺股交易量約佔整體38.90%。

    本文透過C公司數位金融部門與數位服務發展歷程，研究C證券公司數位轉型成長軌跡。C證券公司2015年設立數位證券處作為數位轉型的主要籌劃單位，並採用雙軌轉型模式，2017年設立數位分公司，透過線上廣告與社群媒體宣傳，並利用線上開戶作為主要獲客工具。2021年疫情來臨時達到開戶高峰，2022年臺股經紀業務市佔率正式成為第五大券商。

    歸納研究Ｃ公司數位轉型成功之關鍵因素，包含：領導人全力支持、正確定義轉型範圍、集團品牌強化數位服務信任感、數位服務提升用戶投資體驗以及COVID-19疫情加速數位轉型。整體來說，C證券公司數位轉型的成功因素，與歷年學術研究的論點多有相符之處，金融相關產業或可從中找出符合自身條件的關鍵因素做為數位轉型參考。
    Digital transformation is the most popular keyword across industries in recent years. From the perspective of a digital platform and through Company C’s annual reports, this study analyzes the digital transformation measures undertaken by Company C over the period from 2013 to 2023, attempting to identify the key factors of success.

    According to the statistics from the Taiwan Stock Exchange, the total number of securities accounts in the Taiwan securities industry has increased by 5.54 million in the last decade. The proportion of online trading has risen from about 30% in 2010 to 81.42% by December 2013. Trading volumes and the number of investors in the Taiwan stock market have continuously reached new highs, yet the number of securities trading personnel has decreased annually. The securities industry is highly mature, with little difference in investment services offered by different firms, and the market share has hardly changed. As of 2013, the top five brokerage firms accounted for about 38.90% of total trading volume in Taiwan stocks.

    This paper studies the digital transformation trajectory of Company C through the history of its Digital Finance Department and Digital Service Development. Company C established the Digital Securities Department in 2015 as the main planning unit for digital transformation and adopted a dual-track transformation model. In 2017, it established a digital subsidiary, promoted through online advertising and social media, and used online account opening as the primary customer acquisition tool. The peak of account openings was reached during the COVID-19 pandemic in 2021, and by 2022, Company C officially became the fifth largest brokerage in terms of market share in Taiwan stock brokerage business.

    The study concludes the key factors for the successful digital transformation of Company C, including full support from leadership, proper definition of transformation scope, a sense of digital service trust strengthened by the Group brands, the user investment experience enhanced by digital services, and the acceleration of digital transformation due to the COVID-19 pandemic. Overall, the successful factors of Company C's digital transformation align with many academic research points over the years, and the finance-related industries may find key factors applicable to their own conditions for digital transformation reference.
    參考文獻: 一、中文部分
    1.司徒達賢（2024），策略管理講義，https://ba.nccu.edu.tw/zh_tw/download/DownloadOthers
    2.沈柏延（2012），從動態能力的觀點探討企業的數位轉型，政治大學科技管理與智慧財產研究所博士論文
    3.金融監督管理委員會（2016），金融科技發展策略白皮書
    4.林淑娟（2016），臺灣證券業發展策略-以C證券公司為例，政治大學經營管理研究所碩士論文
    5.陳姿親（2017），證券業從事財富管理之行銷策略研究-以S金控為例，政治大學經營管理研究所碩士論文
    6.詹文男、李震華、周維忠、王義智及數位轉型研究團隊（2020），數位轉型力：最完整的企業數位化策略×50間成功企業案例解析，臺北，商周出版
    7.鄭雅琪（2011），《臺灣經濟研究月刊》 34卷6期Pp. 101-107
    8.鄭貞茂、李郁怡（2017），消費者保護優先的金融科技，哈佛商業評論中文版，2017年1月，臺北，遠見天下出版
    9.龔奕寬（2016），放寬證券商得以線上方式提供投資人開戶及服務，證券暨期貨月刊，第三十四卷 第五期
    10.Alexander Osterwalder, Yves Pigneur（2012），獲利世代：自己動手，畫出你的商業模式，臺北，早安財經出版
    11.Brett King (2013)，Bank 3.0－銀行轉型未來式，孫一仕譯，臺灣，臺灣金融研訓院出版
    12.Porter, M.E. (2008)，波特新論競爭五力The Five Competitive Forces That Shape Strategy，哈佛商業評論中文版2008年1月號
    13.Scott D. Anthony, Clark G. Gilbert, Mark W. Johnson（2019），雙軌轉型：既有業務再升級＋發掘市場新缺口，翻轉創新的兩難，林立雪譯，臺北，寶鼎出版

    二、英文部分
    1.Bughin, J. & Catlin, T. (2017), What Successful Digital Transformation Have in Common, Harvard Business Review.
    2.Chamorro-Premuzic, T. (2021), The Essential Components of Digital Transformation, Harvard Business Review.
    3.Frankiewicz, B. & Chamorro-Premuzic, T.(2020), Digital Transformation Is About Talent, Not Technology, Harvard Business Review.
    4.Gartner (2019), Digital business transformation. Gartner Information Technology Glossary, https://www.gartner.com/it-glossary/digital-business-transformation
    5.i-scoop (2019), Digital transformation: online guide to digital business transformation. https://www.i-scoop.eu/digital-transformation/
    6.Karim, R. (2020), Digital Transformation Challenges in the Japanese Financial Sector: A Practitioner’s Perspective. In: Khare, A., Ishikura, H., Baber, W. (eds) Transforming Japanese Business. Future of Business and Finance. Springer
    7.Nagel, L. (2020). The influence of the COVID-19 pandemic on the digital transformation of work. International Journal of Sociology and Social Policy.
    8.Porter, M.E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57, 137-145.
    9.Soto-Acosta, P. (2020). COVID-19 Pandemic: Shifting Digital Transformation to a High-Speed Gear. Information Systems Management, 37, 260 - 266.
    10.World Economic Forum(2015), The Future of Financial Services－How disruptive innovations are reshaping the way financial services are structured, provisioned and consumed
    描述: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    111932098
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0111932098
    資料類型: thesis
    顯示於類別:[經營管理碩士學程EMBA] 學位論文

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