政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/156804

政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/156804

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政大機構典藏 > 國際金融學院 > 國際金融碩士學位學程 > 學位論文 > Item 140.119/156804

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题名:	運用平衡計分卡探討銀行跨國併購之績效表現──以星展銀行為個案分析 Analyzing the Performance of Cross-Border Mergers and Acquisitions in the Banking Sector Using the Balanced Scorecard: A Case Study of DBS Bank
作者:	林昱仁 Lin, Yu-Ren
贡献者:	林恩平江彌修 Lin, An-Ping Chiang, Mi-Hsiu 林昱仁 Lin, Yu-Ren
关键词:	平衡計分卡跨國併購銀行業星展銀行績效分析 Balanced scorecard Cross-border mergers and acquisitions Banking industry DBS Bank Performance evaluation
日期:	2025
上传时间:	2025-05-02 14:55:08 (UTC+8)
摘要:	本研究以平衡計分卡為分析框架，探討銀行業跨國併購之績效表現，並以星展銀行為個案分析對象。隨著全球金融市場競爭加劇，銀行透過併購擴展業務版圖已成為重要的成長策略。然而，併購過程涉及組織整合、風險管理、客戶關係維護及財務效益等多重挑戰。因此，本研究透過平衡計分卡四大構面——學習與成長、內部流程、顧客服務及財務表現，系統性檢視星展銀行於併購前後的整體績效。本研究選取星展銀行近年來三項具代表性的跨國併購案作為研究範疇，包括2018年併購澳盛銀行在亞洲五個市場的個人金融與財富管理業務、2020年併購印度Lakshmi Vilas Bank、2022年併購花旗銀行台灣子公司的消費金融業務。研究透過公開財務數據、業界報告及客戶滿意度調查，分析這些併購案對星展銀行內部組織調整、營運效率、風險管理、顧客體驗及財務表現之影響。研究結果顯示，星展銀行在併購後的內部組織調整與人力資源管理方面，透過內部轉職與外部招募策略有效控制離職率並提升人均培訓時數，展現高度的適應性。然而，在併購初期，由於整合成本與系統轉換，營運效率短期內受影響，營業費用率一度上升，但隨著整合完成，費用率逐步下降，顯示規模經濟效益的發揮。風險管理方面，儘管印度Lakshmi Vilas Bank的不良貸款比率較高，星展銀行透過強化風控與資產重組，使不良貸款比率維持穩定。此外，併購後不同客群的客戶滿意度變化不一，財富管理及中小企業客戶滿意度提升，但個人銀行業務則因系統整合與服務轉型出現短期波動。財務表現方面，星展銀行透過併購擴大市場份額，品牌價值與股東權益報酬率顯著提升，資產報酬率亦穩步成長，證明其在併購後成功提升整體競爭力。 This study employs the Balanced Scorecard as an analytical framework to examine the performance of cross-border mergers and acquisitions in the banking sector, with DBS Bank as the case study. As competition in global financial markets intensifies, banks increasingly rely on mergers and acquisitions as a strategic approach to expand their market presence. However, the merger and acquisition process present multiple challenges, including organizational integration, risk management, customer relationship maintenance, and financial performance optimization. This study systematically assesses DBS Bank’s overall performance before and after its acquisitions using the four dimensions of the Balanced Scorecard—learning and growth, internal processes, customer service, and financial performance. This research focuses on three representative cross-border mergers and acquisitions undertaken by DBS Bank in recent years: the 2018 acquisition of ANZ’s personal banking and wealth management businesses across five Asian markets, the 2020 acquisition of India’s Lakshmi Vilas Bank, and the 2022 acquisition of Citibank Taiwan’s consumer banking business. By analyzing publicly available financial data, industry reports, and customer satisfaction surveys, this study evaluates the impact of these acquisitions on DBS Bank’s organizational restructuring, operational efficiency, risk management, customer experience, and financial performance. The findings reveal that post-acquisition, DBS Bank effectively managed internal restructuring and human resource integration through internal job rotations and external recruitment, reducing turnover rates while increasing employee training hours—demonstrating strong adaptability. However, during the initial integration phase, the bank faced short-term operational inefficiencies due to integration costs and system transitions, leading to a temporary rise in the cost-to-income ratio. Over time, as integration efforts stabilized, operational costs declined, reflecting economies of scale. In terms of risk management, despite India’s Lakshmi Vilas Bank having a high non-performing loan ratio, DBS Bank successfully maintained asset quality through enhanced risk control measures and portfolio restructuring. Customer satisfaction trends varied across segments post-acquisition: wealth management and small and medium-sized enterprise clients reported improved satisfaction, whereas personal banking customers experienced short-term disruptions due to service transitions and system integration. From a financial perspective, DBS Bank’s acquisitions expanded its market share, strengthened brand value, and significantly improved return on equity, while return on assets exhibited steady growth—demonstrating the bank’s ability to enhance overall competitiveness through mergers and acquisitions.
參考文獻:	Lin, C.-Y., & Lee, H.-T. (2010). The bigger the better? Merger and acquisition performance of financial holding corporations: Empirical evidence from Taiwan. Emerging Markets Finance & Trade, 46(1), 96-107. Taylor & Francis, Ltd. Lee, T.-H., Liang, L.-W., & Huang, B.-Y. (2013). Do mergers improve the efficiency of banks in Taiwan? Evidence from stochastic frontier approach. The Journal of Developing Areas, 47(1), 395-416. College of Business, Tennessee State University. Hsu, S.-Y., Lu, C.-C., Xiao, Y.-H., & Chiu, Y.-H. (2023). Two-stage evaluation of the pre-merger potential gains of Taiwan financial holding companies: Dynamic network slack-based measure analysis approach. Springer Science+Business Media, LLC, part of Springer Nature. MarketLine. (2025). DBS Group Holdings Ltd. DBS Group Holdings Limited MarketLine Company Profile. Business Source Complete. Speculand, R. (2021). World's best bank: A strategic guide to digital transformation. Bridges Business Consultancy Int Pte Ltd. Long, K. (2024). DBS continues to lead ASEAN bank rankings. The Banker, 50, June 1, 2024. The Financial Times Limited. Bhusan, S., Basu, S., & Naresh, G. (2022). Lakshmi Vilas Bank-DBS India Bank merger: Done in haste? IUP Journal of Corporate Governance, April 2022. Business Source Complete. Ho, J. L. Y., Wu, A., & Wu, S. Y. C. (2014). Performance measures, consensus on strategy implementation, and performance: Evidence from the operational-level of organizations. Accounting, Organizations and Society, 39(1), 38-58. 吳安妮、劉俊儒（2001）。員工面、內部營運面及顧客面對財務績效影響之實證研究。台灣管理學刊，1(1)，125-150。杜荷鈴 (2015)。台灣商業銀行併購之收益績效研究 (碩士論文)。國立高雄應用科技大學金融系金融資訊碩士班。陳雅鈴 (2013)。外商銀行併購本國銀行經營效率之分析──以花旗、渣打、滙豐、星展銀行為例 (碩士論文)。國立政治大學商學院金融學系碩士班。徐曼芬 (2012)。外資銀行併購本土銀行後的經營績效評估──以星展銀行為例 (碩士論文)。銘傳大學應用統計資訊學系碩士班。李瑩暖 (2012)。銀行併購績效之探討──以花旗銀行和華僑銀行為個案研究 (碩士論文)。國立雲林科技大學財務金融研究所碩士班。陳美玲 (2016)。銀行併購績效的探討──台灣和美國的銀行個案研究 (碩士論文)。國立中央大學財務金融系碩士班。陳天志、趙儷純、王晶蕓、葉梅芳、蔡佩茹 (2008)。銀行購併活動前後經營績效差異之研究──以我國上市、上櫃銀行為例。南亞技術學院財務金融系南亞學報。許忠正、張敏彥、林財源 (2010)。購併對經營績效影響之研究──以台灣金融機構為例。吳鳳學報, 18, 2010年12月1日。高宇曦、赵宇华 (2013)。新加坡星展银行国际化发展战略对我国商业银行的启示。辽宁经济管理干部学院学报 (Journal of Liaoning Economic Management Cadre Institute), 2013(01)。龐志文 (2011)。外商銀行併購本國銀行之效益分析──以花旗銀行併購華僑銀行為例 (碩士論文)。國立東華大學管理學院高階經營管理碩士在職專班。苗舜堂 (2008)。台灣金融控股公司購併後經營效率之探討 (碩士論文)。朝陽科技大學財務金融系。申玉蓮 (2005)。金融控股與購併之綜效分析 (碩士論文)。國立高雄第一科技大學金融營運系。
描述:	碩士國立政治大學國際金融碩士學位學程 112ZB1025
資料來源:	http://thesis.lib.nccu.edu.tw/record/#G0112ZB1025
数据类型:	thesis
显示于类别:	[國際金融碩士學位學程] 學位論文

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