摘 要
2004年4月中國大陸為防範投資成長過速而導致經濟失控之虞，總理溫家寶宣佈將實施宏觀調控政策，從產業面、金融面著手，採行政手段、市場手段雙管齊下，透過貨幣政策、信貸政策、外匯管理措施、土地管制措施、產業政策措施，希能達成平穩較快發展之戰略目標，宏觀調控對大陸整體經濟發展產生重大影響
，而大陸台商自也不能倖免。
依台灣證交所及櫃買中心統計迄2010年第三季截止，台灣之上市、櫃公司有960家赴大陸投資，累計投資金額合計匯出新臺幣10,886億元，投資規模不可謂不大，對大陸經濟發展也貢獻不少，相對的，對當地銀行業之融資需求也日益加深，故突然面對大陸因實施宏觀調控而採取之緊縮授信及外匯管制措施，大部分大陸台商於大陸之營運週轉可說都深受影響。
而台灣政府為因應大陸台商所面臨之困境，適時修訂台灣地區與大陸地區人民關係條例，及臺灣地區與大陸地區金融業務往來許可辦法，實質開放台灣銀行業國際金融業務分行(以下簡稱ＯＢＵ)對大陸台商授信之大門，此舉可說是，自1949年政府遷台後，對大陸金融政策之另一重大突破。
Ｓ銀行，國內第一家獲准開辦ＯＢＵ對大陸台商授信業務的銀行，於權衡當時內外在環境的變化後，即運用兩岸三地上海銀行策略聯盟平臺，鎖定大陸市場，以大陸台商為ＯＢＵ授信目標，運用台灣政策開放優勢，與當時受宏觀調控處處制肘的大陸銀行業既競爭又合作下，以從事價值提供而非價格競爭的經營理念，逐步開展大陸台商授信策略，迄今已成國內銀行業經營兩岸三地台商業務最佳品牌之一。
本研究將研究對象聚焦到一個個案銀行上，研究方法上以資料蒐集及專家訪談方式對個案銀行推廣大陸台商授信策略做深入的研究，經由企業競爭優勢、企業SWOT分析及策略聯盟的觀點容來探討Ｓ銀行推廣兩岸三地台商授信業務的競爭優勢，研究中歸納出Ｓ銀行的成功關鍵因素為：
(1)擁有能凝聚向心力的領導中心及經營團隊；(2)成功運用兩岸三地上海銀行策
略聯盟的競爭優勢。
另外本研究亦透過資訊蒐集、專家訪談、等方式進行，收集產、官、學專家意見，再進行分析、比對、歸納。企圖找到Ｓ銀行業推廣大陸台商授信業務未來之展望。其中專家訪談以金融業中的高階經理人，產業有赴大陸投資設廠之財務主管為受訪對象，進行調查，期能結合各專家及產業財務主管的看法與意見，來提升此研究的完備性，以期待可整理出一些可廣泛參考的成果，以供Ｓ銀行未來推廣大陸台商授信策略的參考。
【關鍵詞】大陸台商授信，策略聯盟。

Abstract
In April 2004, China was concerned that speedy development of Investment might lead to an uncontrollable economy. Therefore Prime Minister Chia-Pao Wen announced to apply Macro Adjustment Policy starting from the fields of industries and economy, by using both strategies of administrating and marketing through polices of currency, crediting, foreign exchange management, land management, and industry policy management in the hope of reaching the goal as a stable development. These adjustments have caused great impacts on China’s entire economic development and on Taiwanese businessmen in China.
According to the statistics from Taiwan Stock Exchange Corporation and Gretai Securities Market, till the 3rd quarter of 2010, there are 960 listed companies at stock exchange market and over-the-counter market investing in China with accumulated investment amount of NT$10,886 hundred billion. Such a huge investment scale has done quite a great contribution toward economic development in China. Meanwhile, local banking industry in China is facing an increasing demand on financing. Owing to the tightened crediting and foreign exchange management carried out in China on the grounds of Macro Adjustment Policy, most Taiwanese businessmen in China have been deeply influenced regarding the cash flow during operating business.
Seeing the difficulty that Taiwanese businessmen in China are confronting, Taiwanese government timely revised Act Governing Relations Between The People Of The Taiwan Area And The Mainland Area and Regulations Governing the Banking Activity and the Establishment by Financial Institution Between the Taiwan Area and the Mainland Area and literally opened the door toward OBU crediting for Taiwanese businessmen in China. It is significant break through for Taiwan’s economy policy towards China since the government moved to Taiwan in 1949.
S Bank was the first bank authorized to process OBU crediting for Taiwanese businessmen in China. After evaluating the changes of the environment, S Bank applied Greater China Shanghai Bank Strategic Union Platform in the market of China with OBU crediting targeting Taiwanese businessmen in China. Together with Taiwan’s opening policy and competitive corporation with China banking industry which was restricted by Macro Adjustment Policy, S Bank hold a operating philosophy as a value provider instead of a competitor to expend its strategy of crediting for Taiwanese businessmen in China. Until now, S Bank has become one of the best banks in Taiwan banking industry regarding operating the business with Taiwanese businessmen in Greater China.
The object of this research is focused on an individual bank. With research method of collecting information and interviewing with experts, this research was probe into the strategy S Bank used to promote crediting for Taiwanese businessmen in China. In the viewpoints of industry competitive advantage, industry SWOT analysis, and strategy union to discuss the competitive advantage that S Bank has for promoting crediting of Taiwanese businessmen in Greater China. The key points to the success of S Bank can be concluded as follows:
(1) Possessing a leading core condensing centripetal force and a team of management
(2) Successfully exercising the competitive advantage of Greater China Shanghai Bank Strategic Union
Furthermore, in this research all the information collected, interview of the experts, and all the opinions given by professionals from the industry, government, and academic fields have been analyzed, compared, and concluded in the hope of finding the future prospect for S Bank to promote crediting affairs of Taiwanese businessmen in China. During the research, the interviewed experts include senior managers in financing industry and financial supervisors from industries which have invested and established factories in China. With the combined thoughts and opinions from experts and industry financial supervisors, the completeness of this research will be upgraded and hence generally referable achievements can be expected to be organized as a reference for S Bank to use as a strategy for promoting crediting for Taiwanese businessmen in China.
Keywords: Crediting for Taiwanese Businessmen in China, Strategic Union。

摘 要..............................................................iv
Abstract............................................................vi
目 錄..............................................................ix
圖 次..............................................................xi
表 次..............................................................xv
第一章 緒論.........................................................1
第一節 研究背景與動機............................................1
第二節 研究範圍與目的............................................3
第三節 研究內容與限制............................................5
第二章 文獻探討......................................................7
第一節 企業競爭優勢..............................................7
第二節 SWOT 分析................................................10
第三節 策略聯盟.................................................12
第三章 研究方法.....................................................16
第一節 研究設計.................................................16
第二節 研究架構.................................................18
第三節 研究流程.................................................19
第四章 台商大陸投資及兩岸金融政策...................................20
第一節 大陸台商簡介.............................................20
第二節 台灣大陸金融政策演變過程.................................31
第三節 宏觀調控後大陸金融政策...................................53
第五章 大陸台商授信業務與競爭分析..................................109
第一節 法源....................................................109
第二節 瞭解大陸台商............................................114
第三節 大陸台商舉借外債介紹....................................140
第四節 競爭者分析..............................................154
第六章 個案銀行大陸台商授信策略....................................169
第一節 個案銀行描述............................................169
第二節 策略定位................................................190
第三節 策略執行績效............................................194
第四節 未來環境分析與策略展望..................................212
第七章 結論與建議..................................................235
第一節 研究結論................................................235
第二節 執行建議................................................237
參考文獻...........................................................242
一、中文部分.......................................................242
附 錄...........................................................243
一、外部專家訪談題綱...............................................243

參考文獻
一、中文部分
1.方至民，2010，策略管理：建立企業永續競爭力，二版，台北：前程文化事業　　　
　有限公司。
2.方至民，2006，國際企業管理：建構全球營運優勢，台北：前程文化事業有限
公司。
3.邱怡仁，2002，我國銀行業進軍中國大陸之行銷策略研究－以Ｓ銀行為例，中
山大學高階經營碩士學程專班碩士論文。
4.林志宏，2005，宏觀調控對大陸台資企業之銀行融資行為與策略的影響，臺灣
　大學管理學院財務金融組碩士論文。
5,姚崧齡，1994，陳光甫的一生，傳記文學叢刊。
6.陳雅慧，2007，獨木不成舟：上海銀行董事長榮鴻慶和父親榮宗敬的故事。
7.上海商業儲蓄銀行，2005年，本行歷史發展系列介紹，上銀季刊79~81期。
8. 上海商業儲蓄銀行，2011，上海商業儲蓄銀行簡介。
二、參考網站:
1.經濟部投審會，http://www.moeaic.gov.tw/。
2.金管會，http://www.fscey.gov.tw/Layout/main_ch/index.aspx?frame=1。
3.中央銀行，http://www.cbc.gov.tw/mp1.html。
4.上海商業儲蓄銀行，http://www.scsb.com.tw。
5.上海商業銀行，http://www.shacombank.com.hk。
6.上海銀行，http://www.bankofshanghai.com。
7.大陸國家外匯管理局，http://www.safe.gov.cn/model_safe/index.html。
8.中國人民銀行，http://www.pbc.gov.cn/。
9.中華人民共和國海關總署，http://www.customs.gov.cn/publish/portal0/。
10中華人民共和國商務部，http://www.mofcom.gov.cn/。