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分析台灣金控公司之關鍵風險因子：以風險平衡計分卡結合決策分析實驗室法為基礎之分析網路法
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Although certain study procedures can be conducted only through long-term
implementation in financial holdings, the findings have the following implications:
(a) Past enterprise performance evaluations have tended to focus on financial
indicators. The present study proposes a practical approach for preventing FHCs
from overemphasizing particular objective indictors and underestimating critical
subjective indicators in the customer as well as learning and growth dimensions.
(b) In addition to involving key factors in the operation execution process, the
RM-BSC should be implemented according to an organization’s strategies and
goals. Regarding risk management, coordination and communication between
head offices and branches are insufficient, operational evaluation standards are
required, policies are changeable, and a consensus among employees is lacking.
Therefore, reciprocal communication among employees at all levels is necessary
(Asif and Sargeant, 2000). Regarding leadership, FHCs are typically larger than
other types of companies. Therefore, to facilitate operational processes for
management and risk reduction, standardized and regulated procedures are
required.
(c) To establish an effective risk management system for banks, pressure tests can be
conducted periodically on exposures to assess potential losses in extremely
unfavorable cases. Accordingly, preparations can be made for such occasions.
Before pressure tests are conducted, pressure conditions must be measured by
evaluating past reductions in market liquidity and major incidents resulting from
a chain effect of various factors.
(d) The primary income resources of Taiwan’s security companies are brokerage and
credit transactions. The correlations among derivative financial instruments, the
profit before tax of securities dealers, and the turnover of centralized trading
markets are negative. This indicates that the diversity in development is a crucial
factor for security companies in earning steady profits. FHCs can spread risk by
conducting cross-industry business, thus reducing overall risk.
To maximize market niches, enterprises must rapidly adapt strategies for addressing
environmental changes. Insight into implementation effects and their reflection on the four
dimensions are crucial for contemporary enterprise execution strategies. Although
discussions and the literature on the importance of risk management are abundant and
enterprises’ investments in risk management are considerable, in most cases, attention is
directed to risk management to fulfill legal requirements. In risk management, intuition