中文摘要
近几年来，移动互联网及移动支付的发展，将支付业务及银行卡收单业务推到
了金融市场竞争的前沿。无论是商业银行，还是第三方机构，亦或是各大线上电商
平台等，都致力于推进支付业务的更新与发展。白热化的市场竞争，一方面加速了
支付业务技术产业的更新迭代，另一方面产品同质化也引发了严重的价格战。与此
同时，收单业务能够同时兼顾B、C两端的客户，因此具有突出的竞争优势，其在
各大实体经济中的渗透能力，在整个国民经济“大动脉”以及各个经济“毛细血管”
中的带动作用，更是推动着服务商在发展的过程中积极寻找全新的发展突破口，实
现业务的创新与升级。
从2016年九月份开始，我国的《关于完善银行卡收费定价机制的通知》开始
在全国范围内实施，在此之后，国内的银行卡受理业务就此开始了全新的发展阶段。
近几年微信、支付宝及其他支付机构的进入，加剧了银行卡收单业务市场的变革。
G银行在收单市场即将迎来转型时期布局收单业务，必须不断寻求改善自身短板，
采用适合自身业务的竞争战略，才能在收单市场上寻求突破口。因此，G银行在当
前时期有效的选择适合银行卡收单业务的竞争战略格外重要。
本文基于企业管理竞争战略理论，对G银行银行卡收单业务竞争战略的选择和
实施进行了研究。首先，对银行卡收单业务的相关概念做了简单的介绍，并对竞争
战略相关理论做了梳理。其次，运用PEST分析、波特五力模型、SWOT分析等对G
银行银行卡收单业务的外部环境和行业环境进行了分析。然后，对G银行银行卡收
单业务的竞争战略进行了总结和选择，确定了差异化竞争战略。最后，基于差异化
竞争战略的思路，提出了竞争战略的具体内容，并就实施差异化竞争战略设计相关
保障机制。因此，采用差异化竞争战略，形成竞争对手难以复制的差异化特征，为
大多数客户所接受，用差异化优势来提升G银行银行卡收单业务的整体竞争力。
关键词：G银行；银行卡收单业务；竞争战略

ABSTRACT
In recent years, the development of mobile Internet and mobile
payment has pushed the payment business and bank card acquiring business
to the forefront of competition in the financial market. Both commercial
banks, third-party institutions, and major online e-commerce platforms are
committed to promoting the renewal and development of payment business.
White hot market competition, on the one hand, accelerated the payment
business technology industry updates and iterations, on the other hand,
product homogeneity has also led to serious price war. At the same time,
acquiring business takes into account both B and C customers, thus gaining
outstanding competitive advantages, its penetration ability in the major real
economy, in the whole national economy "arteries" and various economic
"capillaries" in the role of driving, but also This has driven service providers
to actively seek new development breakthroughs in the process of
development and achieve business innovation and upgrading.
Since September 2016, China's "Notice on Improving the Pricing
Mechanism of Bank Card Charges" has been implemented nationwide, after
which the domestic bank card acceptance business has started a brand new
development stage. The entry of WeChat, Alipay and other payment
institutions in recent years has intensified the changes in the bank card
acquiring business market. g bank, which is laying out its acquiring business

in the acquiring market in the upcoming transformation period, must
continuously seek to improve its shortcomings and adopt a competitive
strategy suitable for its business in order to seek a breakthrough in the
acquiring market. Therefore, it is particularly important for G Bank to
effectively choose a competitive strategy suitable for its bank card acquiring
business in the current period.
Based on the theory of enterprise management competition strategy,
this thesis studies the selection and implementation of the competitive
strategy of bank card acquiring business of Bank G. First, based on the
existing knowledge, it briefly introduces the related concepts of bank card
acquiring business, and combs the related theories of competitive strategy.
Secondly, according to PEST analysis, Porter's five forces model, SWOT
analysis, etc., the external environment of the bank card acquiring business
of G Bank and the internal environment of the company are analyzed. Then,
it summarized and selected the competitive strategy of bank card acquiring
business of Bank G, and determined the differentiated competitive strategy.
Finally, based on the idea of differentiated competition strategy, the specific
content of the competition strategy is proposed, and the relevant guarantee
mechanism for the implementation of the differentiated competition strategy.
Therefore, a differentiated competition strategy is adopted to form a
differentiated feature that is difficult for competitors to replicate, which is
accepted by most customers. The differentiated advantage is used to enhance
。。。以下略