近年來，金融機構爭相開辦信用卡收單業務，並以低價策略競爭，嚴重影響國內信用卡收單機構對於特約商店手續費收益之維持，本研究將以財團法人聯合信用卡處理中心（以下稱聯卡中心）為個案研究對象，如何在信用卡收單產業過度競爭下，利用其獨特資源及核心能力，創造差異化服務以提升競爭優勢，避免長期陷入價格競爭，另以該組織之特殊性及核心能力，如何配合政府推動國內電子支付五年倍增計畫之政策，拓展新的應用通路及導入創新應用。
　　本研究將以資源基礎理論為架構，探究聯卡中心之內部資源與能力，透過內部資源的最佳配置以發展出和同業競爭者與眾不同的信用卡交易功能，為客戶提高附加價值，同時如何利用其競爭優勢在信用卡收單產業持續保持領先地位之策略。另採質性之個案研究為方式，利用次級資料之蒐集及與聯卡中心之高階主管、客戶（特約商店）及收單同業，就該組織之核心能力、競爭優勢及競爭策略等議題深度訪談並加以分析。
　　本研究獲得綜合結論：
　　聯卡中心具有完整特約商店通路管道及長期累積的通路合作關係，高階管理決策層對趨勢發展及市場變化的洞見觀察能力，加上組織對人員的長期培訓，對產業知識及實務經驗累積厚實，可將政策執行方案予以落實推動。充份利用有效資源掌握機會，發揮組織能力，持續推出符合市場期待之各種不同應用平台建構競爭優勢，以此方式長期運用，維持正循環。更以此與其他收單機構間形成明顯之差異化及獨有性，藉由這些差異化功能為客戶創造價值，在高度競爭市場不採價格競爭，而以差異化策略維持市場領先地位。深切期盼，各收單機構若能運用有效資源與核心能力調整策略方向，面對國內整體民間消費仍有70%為「現金交易」，不僅信用卡收單業務甚至整體電子支付產業長期發展仍可期待。

Many financial institutions started their credit card acquiring business in recent years, and they competed at low prices which seriously affected the commission revenue from merchants in Taiwan. This essay presents a case study about the National Credit Card Center (NCCC) and it will analyze how the NCCC provides differentiated services to improve its competitive advantage by using exclusive resources and core competence in order to avoid long-term price competition in this excessively competitive credit card acquiring business industry. Moreover, because of the unique position of the NCCC and by using its core competence, this essay will also analyze how it expanded new channels and implemented innovative applications by following the government policy “Program to Double E- Payment Usage Ratio within Five Years”.
The structure of this essay will be from a Resource-Based View to survey the internal resources and competence of the NCCC. Through the optimal allocation of internal resources, the NCCC develops diverse credit card transaction functionality providing additional value for its clients. In the meantime, the organization will formulate a strategy to maintain the leading position in the credit card acquiring business industry by using its competitive advantage. The essay utilizes qualitative research methods, including collecting secondary data and conducting in-depth interviews and obtaining analyses from senior executives of the NCCC, clients (merchants), and other acquirers on the topics such as core competence, competitive advantage, strategies and so on.
The conclusions of this essay are as follows:
There are intact merchant channels and strong relationships with merchants. Senior executives provide insight on trends and changes in the market. The NCCC provides long-term training for employees which provides knowledge and experience of the industry. Based on the analysis conducted for this essay the NCCC should be able to carry out the government’s policy. The NCCC sustains long-term growth and creates a competitive advantage by taking opportunities and using available resources to launch different applicable platforms to meet market expectations. These create a distinctive advantage which creates value for clients as well as maintains a leading position in this highly competitive market, but not through adopting low pricing strategies. Finally, even though 70% of all transactions are “cash transactions”, if all other acquirers can allocate available resources and adjust their strategies according to their core competence, the long-term development of the credit card acquiring business and the electronic payment industry as a whole, is still optimistic.

論文審定書 i
誌　謝 ii
摘　要 iii
Abstract iv
目　錄 vi
圖　次 viii
表　次 x
第一章　緒論 1
第一節　研究背景與動機 1
第二節　研究目的 2
第三節　研究流程 2
第四節　研究範圍 3
第二章　文獻探討 4
第一節　資源基礎理論 4
第二節　競爭優勢 7
第三節　資源基礎理論與策略的關係 11
第四節　競爭優勢與策略的關係 13
第三章　研究設計 15
第一節　研究結構 15
第二節　研究模式 16
第三節　研究方法 18
第四節　資料分析 21
第四章　信用卡收單產業及個案收單機構介紹 22
第一節　信用卡收單產業介紹 22
第二節　個案收單機構介紹 31
第五章　個案收單機構競爭優勢之分析 51
第一節　有效資源及核心能力之分析 51
第二節　持續建構競爭優勢與經營策略之分析 56
第三節　個案收單機構收單業務未來發展 66
第六章　結論與建議 68
第一節　結論 68
第二節　對信用卡收單機構之建議 71
第三節　後續研究建議 72
參考文獻 73
一、中文 73
二、英文 73
三、網路 74
附　錄 76

參考文獻
一、中文
方至民，2000，企業競爭優勢，前程文化。
方至民，2016，企業經營策略講義，國立中山大學。
王宇文，2004，「信用卡業務聯合行為之研究-聯合信用卡中心運作限制之檢討」，
公平交易季刋，12（2）。
司徒達賢，1995，「資源基礎理論與企業競爭優勢關係之探討」，政治大學企業管
理研究所(NCCUBUAG)。
楊慧華，2002，「企業文化、企業願景、經營策略與經營績效之關係研究」－以
台灣國際觀光旅館為實證，國立成功大學企業管理研究所，碩士論文。
蔡承志，2013，「台灣信用卡收單市場之研究」，長庚大學管理學院碩士學位學程
在職專班，碩士論文。
簡金河譯，2008，信用卡及其他經營與管理，台灣金融研訓院。

二、英文
Aaker, D. A., 1984,” Developing Business Strategies ”. New York John Wiley & Sons.
Barney, J.B. 1991,”Firm Resources and Sustained Competitive Advantage”, Journal of
Management, 17 (1), pp. 99-120.
Day, G.S. and R. Wensley 1988 , Assessing Advantage: A Framework for Diagnosing
Competitive Superiority, Journal of Marketing, Vol 52.
Grant, R.M.1991,”The Resource-Based Theory of Competitive Advantage:
Implications for Strategy Formulation,” California Management Review, Vol.33,
Spring, pp.114-135.
Hamel, G. 1994,The concept of core Competence. In Hamel, G. and Heene, A (Eds.),
Competence-based competition, 11-33. New York: Wiley.
Hamel, G. and C. K. Prahalad 1990,”The Core Competence of Corporation”, Harvard
Business Review, 68 (3) ,pp.79-91.
Hill, C. W. and Jones, G.R. 1998, Strategic management theory, Ed. 4.Boston, MA:
Houghton Miffilin Company.
Hofer, C.W. and Schendel D. 1978, Strategy Formulation: Analytical Concepts, St. Paul: West Publishing Co.
Kluyver, C.A.de 2001, Strategic Thinking: An Executive Perspective, 1st, Prentice
Hall, Inc.
Penrose. Edith T 1959, The Theory of the Growth of the Firm, John Wiley, New York.
Porter, M.E. 1980, Competitive advantage. New York: Free Press.
Porter, M.E., 1985, ”Competitive Advantage: Creating and Sustaining Superior
Performance”, New York: Free Press.
The Nilson Report (2017, SEPTEMBER). 1116,6-7.
Wernerfelt,1984. A Resources-based View of the Firm, Strategic Management Journal,
Vol. 5, No. 2. pp.171-180.

三、網路
中國信託金融控股股份有限公司，2017，第二季法說會簡報P15，
http://ir.ctbcholding.com/c/financial_analyst.php
自由時報
http://news.ltn.com.tw/news/business/paper/1164940
金融監督管理委員會銀行局全球資訊網
https://www.banking.gov.tw/ch/index.jsp
信用卡業務機構管理辦法第2條
http://law.fsc.gov.tw/law/LawContent.aspx?id=FL006433
銀行法第47-1條
http://law.moj.gov.tw/Law/LawSearchResult.aspx?p=A&k1=銀行法&t=E1F1A1&TPage=1
聯合信用卡處理中心全球資訊網
http://www.nccc.com.tw