數位轉型下臺灣聯名信用卡之經營策略與發展：以C銀行為例

信用卡作為消費支付工具對於台灣的消費市場扮演至關重要角色，台灣首張簽帳卡發行於1973年，1989年為配合金融國際化，台灣開放國際信用卡業務，VISA國際信用卡組織進入台灣，透過台灣的信用卡發卡機構(銀行)發行信用卡，從此台灣的信用卡也從簽帳卡型態轉化為具有先消費後還款之借貸功能的信用卡，接續有MasterCard、JCB等國際信用卡組織進入台灣信用卡市場，也點燃了台灣信用卡市場的競爭之火；時至今日，信用卡已由早期定義的融資工具轉為支付工具，然市場競爭依舊激烈。據金管會公佈最新統計至2021年1月底止，計有33家信用卡發卡機構，總流通卡數約 5,033萬張，總有效卡數約3,303萬張，累積簽帳金額約3.2兆元。對信用卡持卡人來說，信用卡不僅是支付工具，同時須具有消費優惠及附加權益功能，且優惠權益豐富度越高才得以受持卡人青睞，在此情況下進而壓縮信用卡發卡銀行業者的獲利空間，加上電子支付的崛起，行動支付業者的競爭從線下到線上，眾多的行動支付業者爭相搭上熱潮。面對如此激烈的競爭，信用卡發卡機構(銀行)為突破此困境，除了撙節費用的節流之外，聯名策略是開源的解法之一，透過兩個或以上的品牌進行異業合作，結合雙方的優勢，吸引目標客群，以創造雙方品牌價值最大化及客戶滿意度提升，進而為企業獲利為目標。此研究以台灣信用卡發卡量最大的銀行與LINE Pay間的策略合作個案作為研究對象，討論個案公司與LINE Pay合作各個階段之商業模式與發展策略，闡述個案公司如何利用聯名策略在信用卡市場強得先機。研究結果指出，當聯名雙方對彼此的價值主張有一定程度的認同與合作之產品定位達到一定程度之一致性後，可以為持卡人帶來更高層次之價值創造，為信用卡增加識別度的同時提升客戶黏著度與滿意度。最後，茲將本研究的結論整理歸納出信用卡發卡機構(銀行)的合作模式及未來的經營策略建議，以取得信用卡市場的競爭優勢。

關鍵字

信用卡； LINE Pay ；聯名卡；聯名策略；個案研究

並列摘要

Credit cards play a vital role in Taiwan's payment market, and the first debit card in Taiwan was issued in 1973. Under the internationalization of finance, multinational financial services corporation such as VISA, Master Card, and JCB had entered Taiwan successively in 1989 and issued credit cards with local banks. With the function of deferred payment, credit cards turned out to be the mainstream in the market. Today, credit cards have changed from a financing tool to a prevailing payment tool. According to the statistics from Financial Supervisory Commission, there were 33 credit card issuers, a total of 50.3 million cards in circulation with about transaction amount of 3.2 trillion NT dollar. To cardholders, credit card is not only a payment tool, but also a way to earn extra bonuses and benefits. The higher the rewards, the more cardholders will be favored. However, to the issuers, the intense competition of credit card market and the prevalence of mobile payment imposed a great threat to the probability of credit card. In the keen competition, credit card issuers strive to break through the dilemma with co-branding strategy. It is one of the solutions to create new sources of income by combining the strengths of two or more brands in a cross-industry cooperation, sharing the common goal to attract target customers and to maximize the brand equity. This study investigates the co-branding strategy between the largest local credit card issuer and LINE Pay, illustrating how the strategy and business model works in each stage. The results indicate that the shared value proposition and consistent product positioning will more likely to deliver higher value creation for cardholders. It also escalates brand recognition and adhesion for the both companies. Finally, this study also proposes the co-brand strategies and managerial implications for credit card issuers in the perspective to maintaining competitive advantages in the credit card market.