| 摘要: | 2005年的卡債風暴，造成整個台灣信用卡產業連續兩年虧損，銀行為卡債風暴付出慘痛的代價。過去被銀行視為主要營收來源的循環利息及預借現金，在消費者認知信用卡的本質為「支付工具」而非「借貸工具」的同時，已不再有高利潤的空間。2007年信用卡整體產業的營收約為594億元，較2005年大幅縮水四成以上。
信用卡產業在後卡債時期，相關行銷策略及經營方式與過去略有不同，本研究首先對台灣的卡債風暴的成因及影響進行探討；其次，探討產業的競爭概況，本研究選擇產業分析工具之「五力分析」及「產業生命週期」，以掌握產業的結構與競爭情形，並瞭解產業生命週期特性。
從五力分析發現，信用卡的主要競爭威脅來自於產業內業者間之競爭，此外，信用卡具有全球通用的特性，任何產業的交易均可經由信用卡完成，現階段並未有替代性產品出現的威脅。再從產業生命週期分析得知，台灣信用卡已進入衰退成熟階段，消費者的喜好與支付習慣已被建立，市場已漸趨穩定，較難大幅成長，整體而言，若銀行能記取卡債風暴的教訓，信用卡前景仍然大有可為。
為了研擬後卡債時期之產業發展，本研究分別從總體環境及個體條件二方面來分析，總體環境方面考量經濟、政治、社會及科技等環境因素；個體條件方面則從個案銀行之文化、人才管理、資訊系統、品牌通路等條件分析其競爭優勢。最後，再彙整個案公司及產業的目標行銷及行銷組合的方法，並透過專家訪談分析其策略發展背景。
本研究對於後卡債時期的信用卡發展，得到以下結論：未來信用卡市場仍會持續購倂、銀行將積極耕耘客戶關係管理、信用卡代償市場將會更加激烈、信用卡將成為消費者與供應商間之重要通路、使用者付費的觀念將會被重建、新科技將持續運用與發明。並對產業提出以下建議：銀行應持續加強風險管理並提昇信用風險預警能力、市場應建立不良機構之退場機制、銀行已經歷完整的信用卡產業生命週期發展經驗，未來可朝向國際化發展，以開創產業的新藍海。
;The Credit Card Insolvency Crisis of 2005 caused a two-year revenue deficit for the credit card industry in Taiwan. The banks painfully paid a price for it. Revolving Interest and Cash Advance used to be two main sources of revenue for the banks in Taiwan; however, they were no longer making such profit after the crisis. The primary reason was that consumers gradually realized that credit cards were actually “payment tools” but not “financial instruments”. In 2007, the total revenue for the credit card industry in Taiwan was 59.4 billion New Taiwan Dollars, which was a 40 percent reducing compare to 2005.
During the late period of Credit Card Insolvency Crisis, the marketing strategies and management of the credit card industry were slightly different from the ones before. This research started by emphasizing on the causes and effects of the Credit Card Insolvency Crisis in Taiwan. Later, it provided an outline on the industry competition which was conducted by two methods of industry analysis- Five Strength of Analysis and Industry Life Cycle. The purpose for using these two analysis methods was to comprehend the structure and competition of the industry, and to have a better understanding on the characteristics of its industry life cycle.
According to the findings from Five Strength Analysis, the main threat in the competition was within the industry. In addition, due to the global characteristic of credit card, trades in any industries could all be done through credit cards. Currently, there were no threats of replacement from other industries. As for industry life cycle, credit card industry in Taiwan had entered the Decline Maturity Stage, which meant consumers’ paying preferences and habits were firmly established and the market was hard to grow by a wide margin due to stabilization. As a whole, the future of credit card in Taiwan was still bullish if the banks truly learned a lesson from the crisis.
For locating the future of credit card industry in the later period of Credit Card Insolvency Crisis, the research analyzed it from two points of view: the overall environment analysis and the individual condition analysis. In the overall environment analysis, it focused on the environmental factors, such as economy, politics, society and technology. In the individual condition analysis, however, the focus was turned to factors like bank culture, personnel management, information system, distribution channel…and so on. To sum up, it provided some case studies on Target Marketing and Marketing Mix along with the professional interviews through which we would have a closer look on the background of its strategy development.
The conclusions drown from the findings were as follows: 1. Merger between the banks would continue to be the trend, 2. Customer Relationship Management would be the main task for most banks, 3. The market of balance transfer would be more competitive than ever, 4. Credit card would become an important medium between consumers and suppliers, 5. The concept of User Charge would be rebuilt, and 6. New technologies would continue to be invented and applied. Aside from the above, some suggestions were also made in the thesis statement: 1.The banks shall improve their credit risk management and their early warning ability when credit risk occurred, 2.For the dysfunctional institutions, resolution procedures shall be made. 3. Since the banks had already experienced the complete life cycle of the credit card industry, globalization was highly recommended for creating a brand new “Blue Ocean”. |
