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。 本論文以台灣地區信用卡發行業者-Ｔ銀行為案例，探討在目前信用卡高度競爭的情況下，依個案公司的內部條件、產業競爭優勢及外在環境變化將對其形成之機會與威脅，以發掘其既有的優點、調整其缺點，進而有效達成其企業使命。本論文採用描述性的個案研究方法，透過國內外相關文獻探討、蒐集初級資料與次級資料，建立模型基本架構，歸納出策略形成之關鍵要素，據以發展個案公司的經營策略，歸納結論如下：個案公司內部環境面之關鍵性要素為「市場開發，決策快速」，產業環境面之關鍵性要素為「創新創造潛在需求」，總體環境面之關鍵性要素為「健全風險控管」。總結前述環境面三大關鍵性要素，個案公司競爭策略形成之最關鍵要素為『快速創新』，本論文冀藉由競爭策略形成各要素間之相互關聯性，以做為企業制定競爭策略之參考。 關鍵字：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 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.
