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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/31924

    Title: 台灣地區銀行信用卡業務競爭策略形成之探討 : 以T銀行為例
    Other Titles: A study on competitive strategy formulation of credit card business in Taiwan's banking industry : a case study on t bank
    臺灣地區銀行信用卡業務競爭策略形成之探討 : 以T銀行為例
    Authors: 季春亭;Chi, Chen-ting
    Contributors: 淡江大學國際商學碩士在職專班
    林志鴻;Lin, Jyh-horng
    Keywords: 信用卡;卡債問題;競爭策略;企業使命;內部環境;產業環境;總體環境;Credit Card;Card Debt;Mission Statement;Internal Environment;Industrial Environment;Macro-Environment
    Date: 2006
    Issue Date: 2010-01-11 01:25:22 (UTC+8)
    Abstract: 近年來隨著金融自由化、國際化的發展,加上國民生活水準不斷提升、及民眾消費形態及觀念的明顯改變,使得台灣地區銀行信用卡業務發展迅速。而在1991年起金管單位陸續開放銀行之設立,新銀行即策略性地選擇利差較高之消金業務,其中信用卡業務目前已屬成熟型產業,各家銀行為了快速擴展市場占有率造成彼此惡性競爭,進而引發了嚴重的卡債問題,是以本論文想探討在不造成社會問題及嚴重呆帳問題的情況下,台灣地區信用卡業者競爭策略之形成。
    Credit card business has a blooming development in cope with the recent financial deregulation and internationalization, gross national wealth raised also promote proactive consumption concept of the people in Taiwan area .Furthermore, privatized banks were permitted to establish by the authority since 1991,push the new banks strategically devote to develop the high spread consumer banking products accordingly. The credit card business was a very mature banking product up now; in order to increasing the market share of the credit card business it makes the bank’s business keen competition, and negative consumer credit event caused. This paper try to analyze the competition strategy formulation of a credit card issuer based on not causing the serious NPL of card loans and society problems..
    With the case study of T bank (“the Company”), the research sought to discuss the Company’s internal conditions and competitive advantages as well as the actions taken to cope with the changing environment. We can see how the Company achieves its vision and mission effectively by strengthening the strength and improving its weakness. The study aims to develop the business strategy for the Company by well-understanding the industrial trend and identifying the key factors through the theoretical structure and model. By means of the discussing of the formulation of business strategy, the research expects to provide a model for the bicycle manufacturers in Taiwan.
    The case study adopts descriptive research methodology by reviewing related domestic and overseas literatures, collecting primary and secondary information and analyzing the Company based on a theoretical framework. It concludes 3 key factors as follows: the key factors of the internal environment, the industrial environment and the macro-environment are the rapid marketing and innovate to meet the potential needs and instill best –practices in credit control and risk management respectively. With the analysis of the aforementioned three key factors in three dimensions, the research summarizes that “Rapid Innovation” is the key strategic factor for the Company.
    Appears in Collections:[國際企業學系暨研究所] 學位論文

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