電子支付產業廠商之經營與發展策略分析--以 Global Payments 公司為例

研究問題與目的依據2020年銀行局提供的資料顯示，台灣現行信用卡機構有中國信託、富邦銀行、台新銀行...等31家、電子支付機構有街口支付、橘子支付...等 5家、電子票卷有悠遊卡公司、愛金卡公司...等 5家，另有第三方支付機構約7000家，身為唯一外商信用卡機構的 Global Payments Taiwan 要如何在競爭激烈的紅海中脫穎而出？支付產業分析全球支付產業呈現一個多樣且複雜的格局，新興的支付方式如同雨後春筍般的出現，其中，以電子錢包、銀行轉帳、和信用卡為市場主導者。儘管使用比例不斷下降，但現金仍然是線下（面對面）銷售最受歡迎的付款方式，但是，全球每個地區的現金使用量都在下降，短期內這個趨勢會持續下去。台灣支付產業技術與市場趨勢台灣地區在2020年的民間消費總額約為新台幣9.6兆，現金支付仍然是國人主要的交易方式。信用卡歷經數十年的發展，已經廣為大眾接受，使用率逐年穩定提升，由2010年的20.57%，持續上升至2020年的31.41%。ATM 網路轉帳購物以及ATM繳稅，近年來保持穩定的佔比，未來發展性比較不被看好。另外，ATM 網路轉帳購物，缺乏長期、精確的統計數據，但是由財金公司的公開資料顯示，90% 的個人對企業轉帳為網路購物，因此推估數據仍具有高度參考價值。電子票證（如：悠遊卡）主要為交通費用，發卡量雖大，交易金額不高，隨著「電子支付機構管理條例」於2020年12月立法院三讀通過，未來將會併入電子錢包。電子錢包的交易佔比雖然很小，但自2018開始快速提升，再加上「電子支付機構管理條例」的政策做多，未來前景可期。產業主要競爭者分析選擇台新銀行 - 信用卡收單部門，聯合信用卡中心 (NCCC) - 信用卡收單業務，LinePay 等三家業者，作為主要競爭對手分析。另外，總部位於阿姆斯特丹的Ayden，在在二十三個國家設有辦事處，是 GP母公司的強勁競爭者，由於受到法規的限制暫時無法進入台灣市場，反而在台灣市場與 GPTW 有合作的關係，現階段並未將其列入競爭者分析，但必須保持警戒、關注其發發展狀況，避免將來法規改變後，先進者優勢瞬間消失，造成巨大威脅。 Global Payments 台灣分公司 1984年3月，滙豐銀行在台灣設立台北分行，並開辦國際企業金融業務。隨著業務開展，1989年開始辦理信用卡收單業務，1995年開始信用卡發卡業務。2005年隨著母公司的戰略決定， Global Payments 與滙豐銀行簽訂協議，合資成立「環滙亞太信用卡股份有限公司台灣分公司」，公司於次年成立時，雙方各以 50% 持股，合作經營台灣市場。2012年 Global Payments 進一步收購滙豐銀行剩餘全部股份，至此滙豐銀行完全退出 Global Payments 台灣分公司的營運。 Global Payments 台灣分公司的資源與能力法規保障：新進門檻保護、外商進入門檻保護、專業門檻保護、政府為了稅收，積極要求跨境電商落地經營。金融專業：金流調度能力、Risk （風險管理）、Credit （風險審查）、Compliance （法規遵從）、AML（Anti-Money Laundering，洗錢防制）、KYC（KYC，Know Your Customer，客戶身份識別）等能力。全球覆蓋：全球大部分國家提供信用卡收單服務、一地串接，全球聯通、支援各種貨幣、商戶總部清晰掌握全球脈動。獨立性：專營支付、信用卡收單，容易與一般綜合銀行合作，競爭較少；沒有收單業務的銀行，選擇GP沒有風險；有收單業務的銀行，願意與GP合作，而不願意與其他綜合商業銀行競爭；可以提供業者間協作平台。技術能力：OmniChannel 全通路整合能力、電子商務環境串接能力、新興技術導入速度、國際趨勢導入速度、行動支付、場景支付 Global Payments 台灣分公司事業組合分析信用卡零售業務 Retail，瘦狗型業務 Dogs：採用差異化策略，輔以穩定型戰略。電子商務 EC，明星型的業務 Stars：採用增長型的戰略，但是時時保持警覺以免投資方向錯誤。動態貨幣轉換 DCC，屬於金牛型業務 Cash Cows：採用穩定型的戰略，持續維持目前市場的份額，持續產出現金。分期付款業務 IPP，明星型的業務 Stars：保持投資與市場同步成長，同時積極的掠取對手的市佔率，適合採用增長型的戰略。電子錢包 eWallet，問題型業務 Question Marks：新興業務，必須謹慎思考它的未來性，如果增長前景可期，便應持續投入資金，快速跟上市場發展，甚至超越競爭對手，採用增長型的戰略。 Global Payments 台灣分公司事業策略信用卡零售業務策略（Retail ）：快速導入相關技術，藉此位於市場的領先地位，擴大市場佔有率。電子商務業務策略（EC，eCommerce)GP僅能提供部分服務，必須有清楚的市場定位，利用差異化的策略，加以取捨。動態貨幣轉換業務策略（DCC，Dynamic currency conversion）：由於市場已經成熟，新進競爭者增加，因此營收成長空間逐步減少，此項業務將採保守的方式，維持客戶關係、維持服務品質為主要目標。 GP 的分期付款業務策略（IPP，Installment Payment Plans)：GP屬於市場上新的挑戰者，目前已經小有基礎，掌握大部分的刷卡銀行，以及許多重要商戶，整體市場有不少的成長空間，競爭對手也存在許多服務的問題，因此此項業務屬於GP的具高成長業務。電子錢包（eWallet)：步驟一：將原本的 SmartPay (金融卡) 升級成 TaiwanPay。步驟二：透過 TaiwanPay ，接收市場上所有的電子錢包。步驟三：透過與其他策略夥伴的合作，接受跨境的電子錢包。研究結論探討 Global Payments Taiwan 所處支付產業(及總體)環境及關鍵因素競爭激烈的傳統信用卡支付業，31家有執照的業者必須透過價格競爭、差異化策略爭取生存空間。在新興支付的衝擊下，信用卡支付業迎來新的轉機，加速擁抱新的支付科技，可以改變從業者排名。從平台的角度，信用卡平台面臨取代者，電子錢包平台的挑戰，能不能加速轉型、反守為攻，是目前信用卡平台的重點。針對 Global Payments Taiwan 的主要競爭者進行研究分析台新銀行-信用卡收單部門：在收單領域有很強的競爭優勢、電子商務小幅領先同業，雖然面對電子錢包轉型略顯緩慢，但是市場佔有率已經明顯領先。聯合信用卡中心-信用卡收單業務：半官方地位，使其稍具優勢，但不突出。在電子商務、電子錢包投資落後，造成 NCCC 市佔率逐年下滑。 LinePay：各路新興支付中， LinePay 具有社交媒體的領先優勢，市佔率成長迅速，加上LineBank 加持，儘管目前處理的金流量偏低，未來潛力可期。探討 Global Payments Taiwan 事業組合及公司策略信用卡零售業務手續費 Retail：是各項業務的基礎，採用差異化策略，輔以穩定型戰略，擴大市占率。電子商務 EC：採用增長型的戰略，但需保持警覺以免投資方向錯誤。動態貨幣轉換 DCC：採用穩定型的戰略，持續維持目前市場的份額，持續產出現金。分期付款業務 IPP：積極的掠取對手的市佔率，採用增長型的戰略。電子錢包 eWallet：具有成長潛力高，應持續投入資金，採用增長型的戰略。針對 Global Payments Taiwan 主要事業進行競爭與平台策略分析面臨支付產業兩大平台間的競、合，Global Payments 以平台協作者的角色，可以利用跨平台的優勢，彼此運用、發揮綜效：信用卡平台：採用差異化策略，擴大 Retail 業務；增長型的戰略，搶攻EC、IPP市場；穩定型的戰略，持續DCC獲利。電子錢包平台：在兩大平台勝負未分之前，提早投資；利用雙平台優勢，配合政策指定清算中心，擴大服務信用卡商戶，佈局電子錢包市佔率。

關鍵字

信用卡；電子支付業；電子錢包；支付；金流

並列摘要

Research Questions and Objectives According to the information provided by the Banking Bureau in 2020, there are 31 existing credit card Acquirers in Taiwan. Including China Trust, Fubon Bank, Taishin Bank... etc. The electronic payment institutions including Jiekou Payment, Orange Payment... etc. There are 5 Electronic Stored Value Card (ESVC) institutions including Easy Card Company, iCash ...etc. In addition, there are more than 7000 third-party payment institutions. As the only foreign Acquirer institution, how can Global Payments Taiwan stand out in the fierce competition? Payment Industry Analysis The global payments industry presents a diverse and complex pattern. Emerging payment methods are springing up like mushrooms after a rain. Among them, e-wallets, bank transfers, and credit cards are the market leaders. Despite the declining use ratio, cash is still the most popular payment method for offline (face-to-face) sales. However, the use of cash in every region of the world is declining, and this trend will continue in the short term. Payment industry technology and market trends in Taiwan In Taiwan, the total private consumption in 2020 is about NT$9.6 trillion. Cash payment is still the main transaction method. After decades of development, credit cards have been widely accepted by the public, and the utilization rate has steadily increased year by year, from 20.57% in 2010 to 31.41% in 2020. ATM online transfer shopping and ATM tax payment have maintained a stable proportion in recent years, but the future growth is less promising. ESVC mainly covers transportation expenses. Although the amount of cards issued is large, the transaction amount is not high. As the "Regulations on the Management of Electronic Payment Institutions" passed the third reading of the Legislative Yuan in December 2020, they will be incorporated into e-wallets in the future. Although the proportion of electronic wallet transactions is small, it has been increasing rapidly since 2018. Coupled with more policies in the "Regulations on Electronic Payment Institutions'', the future prospects are promising. The major competitors in the industry Taishin Bank-Credit Card Acquiring Department, United Credit Card Center (NCCC)-Credit Card Acquiring Business, and LinePay are selected as the main competitors for analysis. In addition, Ayden, headquartered in Amsterdam, which operates in 23 countries, is a strong competitor of GP's HQ. Due to legal restrictions, it is unable to enter the Taiwan market. Instead, it has a cooperative relationship with GPTW in the Taiwan market. At this stage, it has not been included in the analysis of competitors, but it is necessary to maintain vigilance and pay attention to its development to avoid the threat of any future changes in regulations. About Global Payments Taiwan In March 1984, HSBC established a Taipei branch in Taiwan and opened international corporate financial services. With the development of business, credit card acquiring business began in 1989, and credit card issuing business started in 1995. In 2005, following the strategic decision of the parent company, Global Payments signed an agreement with HSBC to establish a joint venture "Global Payment Asia Pacific Credit Card Co., Ltd. Taiwan Branch". When the company was established the following year, both parties held 50% shares and cooperated in business operations in the Taiwan market. In 2012, Global Payments further acquired all the remaining shares of HSBC. So far, HSBC has completely withdrawn from the operation of the Global Payments Taiwan branch. Resources and capabilities of Global Payments Taiwan Protected by laws and regulations: the government regulations prevented new players in the market. Financial major: cash flow scheduling ability, Risk management, Credit management, Compliance, AML (Anti-Money Laundering), KYC (Know Your Customer)...etc. Global coverage: Capable of acquiring services in most countries in the world. Independence: Focus on the payment profession. Easy to cooperate with other commercial banks, less competition. Technical capabilities: OmniChannel capabilities, e-commerce environment connection capabilities, speed to adopt emerging technologies, align with global trends. Global Payments Taiwan branch business portfolio analysis Credit card retail business, skinny dog business: Adopt a differentiated strategy, supplemented by a stable strategy. E-commerce EC, star business: Adopt a growth strategy, but always stay alert to avoid the wrong investment direction. Dynamic currency conversion DCC, cash cows business: adopts a stable strategy, continues to maintain the current market share, and continues to produce cash. Instalment payment plent business IPP, star business: Keep investment and the market growing simultaneously, and actively grab the market share of opponents, suitable for adopting a growth strategy. E-wallet eWallet, question marks business: An emerging business, GPTW must carefully consider its future. If the growth prospects are promising, GPTW should continue to invest funds to quickly keep up with market developments, and even surpass competitors, adopting a growth strategy. Business Strategy of Global Payments Taiwan Credit Card Retail Business Strategy (Retail): Quickly adopt related technologies to take a leading position in the market and expand market share. E-commerce business strategy (EC, eCommerce): Due to capability limitation, it must have a clear market positioning, use differentiated strategies, and target selected market segments only. Dynamic currency conversion business strategy (DCC): As the market has matured and new competitors have increased, the room for revenue growth is gradually reduced. This business will adopt a conservative approach, maintaining customer relationships and maintaining service quality as the main goal. Installment Payment Plans (IPP): GP is a new challenger in the market. A small foundation was established. The overall market growth is promising, the competitor lacks investment, it’s a high-growth business. Electronic wallet (eWallet): Step 1: Upgrade the SmartPay to TaiwanPay. Step 2: Capable of receiving all kinds of e-wallets on the market through TaiwanPay. Step 3: Accept cross-border e-wallets through cooperation with other strategic partners. The research conclusions Explored the payment industry (and overall) environment and key factors which the Global Payments Taiwan participated in. 31 licensed acquirers must strive for survival through price competition and differentiation strategies. Under the impact of emerging payments, the credit card payment industry is in a new turning point. Accelerating the embrace of new payment technologies can change the ranking of market share. From the platform economy perspective, the credit card platform is facing the challenge of the e-wallet platform. Accelerating the transformation and defensively can protect future growth. Research and analysis on the major competitors of Global Payments Taiwan Taishin Bank-Credit Card Acquiring Department: It has a strong competitive advantage in the acquiring field, and e-commerce is ahead of the industry. Although slightly slow responding to the e-wallet transformation, it’s market share has been clearly ahead. National Credit Card Center-Credit Card Acquiring Business: Semi-government organization gives it an advantage. The backward investment in e-commerce and e-wallet has caused the NCCC market share to decline year by year. LinePay: Among the various emerging payment channels, LinePay has a leading edge in social media, and its market share has grown rapidly. With the support of LineBank, although the current gold flow process is low, the future potential is promising. Discuss the Global Payments Taiwan business portfolio and corporate strategy. Credit card retail business fee, Retail: It is the foundation of other businesses lines. It adopts a differentiated strategy and is supplemented by a stable strategy to expand market share. E-commerce, EC: Adopt a growth strategy, but be vigilant to avoid the wrong investment direction. Dynamic Currency Conversion, DCC: Adopt a stable strategy, continue to maintain the current market share, and continue to produce cash. Instalment business Plan, IPP: Actively grab the market share of opponents and adopt a growth strategy. Electronic wallet, eWallet: It has high growth potential and should continue to invest funds and adopt a growth strategy. Analyze the competition and platform strategy of Global Payments Taiwan. Facing the competition and cooperation between the two major platforms of the payment industry, Global Payments, as a platform collaborator, can take advantage of the two platforms: Credit card platform: Adopt Differentiated strategy to expand Retail business; growth strategy to attack the EC and IPP markets; stable strategy to continue DCC profitability. E-wallet platform: Invest early before the outcome of the two platforms is divided; take advantage of the dual-platform, coordinate with the policy-designated clearing center, expand the service of credit card merchants, and deploy the market share of e-wallets.