產品市場重疊程度與生產資源相似程度對廠商競爭策略的影響：以台灣信用卡產業為例

The Impact of Market Commonality and Resource Similarity to Firms' Competitive Strategies: A Case Study of Taiwan's Credit Card Industry

本研究主要探討2009年07月後存續之台灣信用卡發卡公司，因信用卡在市場的重疊程度和生產資源的相似程度，對廠商間競爭策略的影響。我們首先利用結構內容分析法，將從2004年九月到2009年十月間的38991筆有關信用卡競爭資料，選出793筆可以明確辨識競爭互動，然後依廠商競爭互動型態歸類。爾後，再從廠商信用卡在市場的重疊程度和生產資源的相似程度，探討台灣信用卡發卡廠商的競爭策略和反應。研究發現當競爭廠商間的市場的重疊程度愈大時，彼此之間互相採取競爭行動的可能性愈高。再者，當競爭者與焦點廠商的生產資源的相似程度愈高時，焦點廠商對競爭者採取競爭性行動的可能性愈低。但當焦點廠商與競爭者的資源相似性愈高時，雙方相互競爭與回應的可能性反而愈高。若同時考慮市場重疊程度、生產資源相似程度及其交叉效果時，焦點廠商與競爭對手的市場重疊程度和生產資源相似程度均呈現偏高時，競爭者進入焦點廠商市場的可能性較高，但焦點廠商選擇退出該交戰市場的可能性也較高；若兩者均呈現偏低時，焦點廠商會傾向進入或持續鞏固某一特定市場，但競爭者可能選擇退出該市場。

In the dynamic competition race, market commonality and source similarity could impact characteristics of firms' strategies interdependently and simultaneously. The study investigates firms' dynamic strategic interactions with structure content analysis first and Chen's (1996) empirical model in Taiwan's credit card market. The results reveal that: 1. firms' competitive interactions increase in market commonality; 2. but decrease in source similarity; 3. higher the firms' market commonality is, more the actions and responses are which is contrary to Chen's (1996) findings; 4. the cross effect of market commonality and source similarity establishes that new entrants are more likely to compete with the incumbent while market commonality and source similarity are higher and vice versa.