隨著全球金融環境快速變遷，資金與專業人才之跨境流動日益頻繁，亞洲各主要經濟體皆積極布局區域金融樞紐地位。新加坡與香港憑藉成熟之監理制度與稅務誘因，長期主導亞洲資產管理市場。為提升金融競爭力並促進區域均衡發展，臺灣政府推動「亞洲資產管理中心」政策，並於2025年正式啟動高雄示範專區。此一政策不僅為國家金融發展策略之一環，亦肩負引導資金回流與活絡南部產業經濟之政策目標。
高雄銀行作為深耕南臺灣之在地核心金融機構，於政策推動背景下面臨由傳統商業銀行轉型為具資產管理功能銀行之關鍵契機。本研究旨在探討高雄銀行參與亞洲資產管理中心高雄專區後，其策略定位、資源配置與經營效益之變化，並分析其所面臨之機會與挑戰。
研究方法採質性研究設計，以高雄銀行為單一個案進行分析，資料蒐集方式包括次級資料分析（政府政策文獻、銀行年報及國際金融報告）與半結構式深度訪談。訪談對象涵蓋銀行高階管理主管、律師、會計師、南部中小企業主及外部金融專家，並透過三角驗證法交叉比對不同資料來源，以提升研究結果之信度與效度。
研究結果顯示，高雄銀行進駐專區後，其策略定位呈現「深耕在地、連結國際」之雙軌發展方向。從資源基礎理論觀點分析，其核心競爭優勢主要來自長期深耕南部市場所累積之在地信任資本與政策協同能力，此類資源具備高度不可替代性，使外部競爭者難以於短期內複製。實證結果亦顯示，專區政策有助於吸引高資產客戶資金回流，帶動資產管理規模成長，並提升手續費收入於整體獲利中之占比，改善過往偏重利差收入之獲利結構；同時，藉由發展家族辦公室相關服務，銀行品牌形象與客戶黏著度亦獲得提升。
惟研究亦發現，高雄銀行於轉型過程中仍面臨國際金融專業人才不足及產品線廣度有限等挑戰。綜合研究結果，本研究建議高雄銀行應聚焦南部家族企業之傳承與資產配置等利基市場，並透過人才培育、數位轉型與策略聯盟等方式，強化其資產管理服務能量，以發揮政策效益並提升長期競爭力。

With rapid changes in the global financial environment, cross-border flows of capital and professional talent have intensified, prompting major Asian economies to actively position themselves as regional financial hubs. Singapore and Hong Kong have long dominated the Asian asset management market through mature regulatory frameworks and tax incentives. In response, the Taiwanese government has promoted the “Asia Asset Management Center” policy, officially launching the Kaohsiung Pilot Zone in 2025. This policy aims not only to enhance national financial competitiveness but also to facilitate capital repatriation and stimulate industrial development in southern Taiwan.
As a core local financial institution deeply rooted in southern Taiwan, Bank of Kaohsiung faces a critical opportunity to transform from a traditional commercial bank into an asset management–oriented bank under this policy framework. This study aims to examine changes in the bank’s strategic positioning, resource allocation, and operating performance following its participation in the Kaohsiung Pilot Zone, as well as to analyze the opportunities and challenges encountered during this transformation.
This research adopts a qualitative case study approach, focusing on Bank of Kaohsiung as a single case. Data were collected through secondary data analysis, including government policy documents, bank annual reports, and international financial reports, as well as semi-structured in-depth interviews. Interviewees included senior bank executives, lawyers, certified public accountants, small and medium-sized enterprise owners in southern Taiwan, and external financial experts. Triangulation was employed to enhance the reliability and validity of the research findings.
The results indicate that after entering the Pilot Zone, Bank of Kaohsiung adopted a dual-track strategy of “deep local engagement and international linkage.” From a resource-based view （RBV）, the bank’s core competitive advantages stem primarily from locally accumulated trust capital and its ability to align with policy initiatives. These resources exhibit high non-substitutability, making them difficult for competitors to replicate in the short term. Empirical findings further reveal that the policy facilitated capital repatriation by high-net-worth clients, contributing to growth in assets under management and increasing the proportion of fee-based income, thereby improving the bank’s earnings structure. In addition, the development of family office–related services enhanced brand value and client retention.
However, the study also identifies challenges, including shortages of international financial professionals and limited product diversity. Based on the findings, this study suggests that Bank of Kaohsiung should focus on niche markets such as succession planning and asset allocation for family-owned enterprises in southern Taiwan, while strengthening its asset management capabilities through talent development, digital transformation, and strategic alliances to fully realize policy benefits and enhance long-term competitiveness.

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