3C產業的特性就是因應消費者流行趨勢，以極度的產業分工與整合，進行快速的技術與工法創新，以及少量多樣的生產方式。在長期間能夠獲致高績效的競爭優勢，企業必須學會如何破壞現狀、創造暫時的優勢、掌握先機與維持動能。運用規模經濟、經驗曲線及範疇經濟的策略邏輯，以及成本至上、差異化及集中化的總體性策略建立競爭優勢，形成超優勢競爭的態勢。 『鉗鍊經濟』是由最上游廠商與最下游廠商之進行聯盟，並結合中間供應商的配合，形成供應鍊的黃金通道，共同開發突破性的創新技術。藉以進行各附屬供應鍊之價值分工與創新重組，建立創新供應鍊產業生態，以達到擴大差異化，快速開發，提高利潤，建立專屬陷入的競爭優勢。 筆記本電腦使用的貼膜鋁板，是由家電產業所常見之貼膜鋼板，開發出新的黏膠，克服脫膠的缺點，以先貼皮後衝壓的方式進行生產。由於皮膜花樣與色彩的設計，可以賦予多彩多樣的外觀變化，貼膜鋁板的目標市場為同時具有多彩圖騰外觀、輕薄機種與高貴質感(金屬)之市場。貼膜鋁板之競爭技術為鎂合金壓鑄品與模內裝飾成形技術，定價部份採用的是市場滲透定價策略。 貼膜鋁板之供應鍊為原材料供應商(鋁板供應商、皮膜供應商與黏膠供應商)，以及5階供應商(貼膜廠、整合者、沖壓廠、組裝廠與品牌商)。利用價值鏈來解析貼膜鋁板的創新供應鍊中，各階供應商的競合態勢，個別分析其顧客、供應商、競爭者與互補者；同時也著手分析各階供應商的專屬陷入與因應對策。貼膜鋁板提供者經由第三者(代理商)進行交易，消除使用者的專屬陷入疑慮；中上游的供應商於開發過程創造相互陷入，增強信任度及優勢競爭。 / The characteristic of 3C industry is based on consumer's fashion trend with the extreme industry work division and integration, to fast innovate on technology and method, and to produce with a small amount and various mode. In order to obtain high performance long-term competition advantage, enterprises must learn how to destroy the current situation, to create the temporary advantage, to master the first chance and to maintain the kinetic energy. To create the advantage competition by using the strategic logic of economies of scale; experience curve and economies of scope, and the generic strategy of overall cost leadership, differentiation and focus, can form the Hypercompetition situation. "Clamping Economics" is initialized by the association of upper stream and downstream manufacturers, cooperated with the middle supplier to form the golden channel, and developing the breakthrough innovative technology. To use the value division and innovative reorganization of each branch supply chain can create the innovative supply chain ecology, in order to reach the competitive advantage of difference extension, fast development, raising profits, set up the holdup asset specificity. The Laminated Aluminum sheets (called LA below)on the notebook computers are produced by lamination – stamping process based on laminated steel on the home electrical device with the improved glue for the peeling issue. Due to patterning and colorful film design can give the various colorfully and patterning appearance, the target markets of LA are the appearances of colorful totem, thin and light, noble feel (metal). The competitive technologies of LA are the magnesium alloy die casting product and the insert molding decoration, and the LA pricing will follow the penetration pricing strategy. The supply chain of LA in including the raw materials supplier (aluminum sheet supplier, film supplier and glue supplier) and 5 levels of suppliers (lamination factory, co-operator, stamping factory, assembly factory and Brand Company). Using the value chain to analyze the co-opetition between the suppliers in the LA innovative supply chain, can identify the customer, supplier, competitor and the complementary role individually, and gives the solutions to each suppliers’ holdup asset specificity. LA provider eliminated the concerns of holdup asset specificity from users by trading the other person (agent). The upper and middle suppliers create two-way holdup to strength the trust and competitive advantage.

根據Canalys公司2014年所發布的統計資料，全球智慧型手機的年出貨量由2011年的5億支，預估到了2018年將會成長到18億支，2013 – 2018的年複合成長率高達12.9%。接下來幾年市場主要的成長力道將會來自以中低階手機為主中國、印度、中東歐及東南亞等新興國家。 在此同時，聯發科以及高通等晶片供應商，採取「公版架構(Reference Design)」的策略提供Turn-key Solution，大幅降低了智慧型手機的設計與製造難度，智慧型手機發展到今，產品及業界供應鏈生態已趨於成熟，對於供應鏈以及製造成本的掌控，成為廠商獲利與否的重要關鍵因素。 個案公司曾在2011年寫下EPS 73元的台股高獲利紀錄，但在2012年驟降為EPS 20元，並於2013年產生虧損。本研究將先以Porter（1980）提出的五力分析法針對手機產業進行分析，以瞭解智慧型手機的產業特性及智慧型手機業者近幾年獲利能力分配驟變的原因，同時分析五力如何影響智慧手機業的經營策略。 隨著產業結構的更迭演進，越來越多學者嘗試採用「互補」的角度來思考「競爭」，不再執著在搶食市場固定大小的餅，而是藉由適度的競爭與合作，把市場的餅做大。本研究將採用Brandenburger與 Nalebuff（1996）所提出的競合理論及價值網(ValueNet)理論，試著探討手機產業如何依據供應者、顧客、競爭者與互補者四種角色，同時融合競爭與合作兩個層面的思維，透過改變賽局的五個要素（又稱PARTS），亦即參賽者（players）、附加價值（added value）、規則（rules）、戰術（tactics）與範圍（scope），來探討H公司的委外策略，藉以提升H公司的獲利能力。 / According to Canalys 2014 research, global smartphone shipments will grow from 500 million units in 2014 to 1.8 billion units in 2018. The CAGR from 2013 to 2018 is 12.9%. Major growth will come from mid-entry level devices in emerging countries like China, India, Middle East and South East Asia countries. At the same time, Turn-key solution from MTK or Qualcomm has lowered the barrier to smartphone industry hugely. The key profit factor for key smartphone companies rely on good control of supply chain and BOM cost. H company has created the record of EPS NT$ 73 in 2011 but dropped to NT$20 in 2012 and started to lose money in 2013. This research will start from 5-force analysis by Porter (1980) and then adopt Coopetition and Value Net theory from Brandenburger and Nalebuff (1996) to explore a better outsourcing strategy for H company in order to lift it’s profitability.

代理與代工雖然本質上都難逃為人作嫁的宿命，但其與品牌原廠間的關係卻是大相逕庭；尤其在工業儀表產業，代理商與原廠間除了代理人與主理人的代理合作關係外，還會因各自是否具備系統整合能力而有著另一種微妙的競爭關係。 所以，本研究是藉由探討一家具有系統整合能力的代理商，在其面對不同原廠時的各種策略邏輯，以深入了解其經營模式與成功因素，及探討代理商要如何經營與原廠的關係、如何依靠原廠資源來茁壯、如何避免辛苦耕耘的市場被原廠過河拆橋、及被終止代理權後如何繼續生存⋯⋯等，代理商與原廠間的各種經營問題，並藉由賽局理論來分析「原廠」與「代理」的各自優勢策略：  代理商的優勢策略思維－”以競促合，合中有競”： 1. 在銷售產品的同時，搭售自行創價的產品及服務，提昇代理商的不可取代性。 2. 對於銷售重心品牌／產品一定要有備案選擇。 3. 要有自知之明，最好／最強的產品不一定最適合，「門當戶對」的代理關係才能長久。  原廠的優勢策略思維－”以戰止競，順昌逆亡”： 不斷強化自身產品、技術層次為目標，使其成為市場上不論是規格、技術、價格、⋯⋯⋯等各方面都是最佳選擇，則代理商只是各種通路的選項之一，絕不會發生”尾巴搖狗”的不合理現象。 而依本研究的實際個案分析結論，發現個案中原廠與代理商的關係並非單純的”合作”或是”競爭”甚或是”雙贏“等靜態關係，其關係應是”競中有合、合中有競”的動態共生關係，而”競”與”合”的存在比例則是隨著時間、賽局、環境等因素的不同而隨時在變化。 / Generally speaking, the fate of the sales agent and the OEM agent are similar in someway, however their relationships with the principals are quite different from each other, especially when it refers to the industrial analyzer business. It will be a kind of co-opetition relationship between agent and principal while the agent or the principal has the capacity of system integration. This study, taking a local Taiwanese company which represents multi foreigner analyzer brands and is capable of system integration, as an example, attempts to figure out the relationship between agent and principal and then develops the dominant strategies of each parties through the case study and the game theory analyzing.  The dominant strategy of agent: enforcing the principal to cooperate by competition, therefore the cooperation contains competing. 1. To strengthen the agent’s corporate image to the customers by bundling the value-added products while selling principals’ products. This is to prevent the principal to replace the agent easily while they want to change the agent or set up the local branch. 2. Agent must always have alternative products as back up, especially for the major income products. 3. A compatible principal is the optima choice, not the best one.  The dominant strategy of the principal: inhibiting the competition by empowering themselves, therefore threating the agent to obey or die. Never allow tail wagging the dog. From this study, it shows the relationship between agent and principal is sort of dynamic “co-opetition” relationship and the existing percentages of “cooperation” and “competition” are varied in time, games, environment, …etc., instead of static one.

Creating standardized infrastructures for new technologies has become a frequent event in recent years, forcing competing firms to together collaborate in order to develop and mutually agree on a common standard. This is due to technologies such as blockchain (distributed ledger) technology that need interoperability to reach its full potential, making the collaboration aspect crucial for organizations that want to adapt to the technology. Therefore, this study’s purpose is to identify and analyze the challenges of creating such a standardized infrastructure. A case study was used to analyze these challenges, which involved experts of blockchain technology and three Nordic banks connected to the blockchain consortium R3. First, a pre-study took place with the help of blockchain experts, who helped identify potential problems regarding blockchain (distributed ledger) technology. Secondly, a main study was conducted consisting of four interviews with key persons representing the banks, in addition to collecting secondary data via news articles, and press releases. With the help of co-opetition theory and a technical description of blockchain (distributed ledger) technology, an analytical model was developed to support the analysis of the data collection. The analysis focus on aspects of co-opetition drivers, co-opetition capabilities, co-opetition dynamics and blockchain aspects, which were used to showcase the challenges of collaborating on creating a standardized infrastructure. The result of this study highlights the importance of learning and educational aspects, the size of a cooperation and threats from other competing solutions, which generates challenges. In addition to the identified challenges, this study has also contributed to an understanding of how these aspects can come to affect a collaboration.

The purpose of this study is to explore the engagement in an innovation ecosystem for knowledge co-creation. It aims at exploring the various aspects of ecosystems, innovation, and knowledge which can drive or hinder actors to engage in collaboration in an innovation ecosystem. A single case study was selected as a research strategy (The OSMaaS project), as it provided us the opportunity to analyze an innovation ecosystem with specific characteristics that few has considered before. Semi-structured interview was used as data collectiontechnique since this interview method offered us the required flexibility to explore in depth theindividual experiences lived during the process of evaluating whether to engage or not to the OSMaaS project. Consequently, a hybrid approach of thematic analysis was selected as methodfor data analysis as it allowed us to interact with the interviewees or the empirical world, theconcepts regarding innovation and ecosystems or theory, and the OSMaaS project or the case study. The findings show that aspects of ecosystems, innovation and Knowledge co-creation aspects such as co-opetition, ecosystem governance and structure, proximity, relative advantage, compatibility, complexity, trialability, observability, competitive advantage, and product development contain factors driving and hindering actors’ engagement in aninnovation ecosystem. These factors are explained within this study and show what have droveand hindered actors to engage in the OSMaaS project.

本研究運用質性研究方法，加以個案研究方式，對於第三方支付模式和實體信用卡虛擬化之非第三方支付模式進行個案分析，以探討在超競爭下，行動支付業者如何透過競爭以及合作策略，形成行動支付生態系統發展模式。本研究所得結論如下： 一、中國和肯亞等開發中國家之金融體系尚不發達，交易雙方出現信任缺口，銀行服務並不健全，金融資源分配不均，因此透過破壞傳統支付體系架構，發揮網路外部性之雙邊市場效應，打造出第三方支付模式之行動支付生態系統，以達到普惠金融發展目標。 二、歐美日等已開發國家之金融體系已臻健全，金融匯兌服務普及，金融監理重視市場公平與金融穩定，因此未破壞傳統支付體系架構，而是透過跨產業競合方式修改現有支付面前端程序，型塑出實體信用卡虛擬化支付模式之行動支付生態系統，以達到優化金融服務目標。 綜合上述結論，可歸納出二項管理意涵：第一項為在金融服務普及率較低的體系，傾向於發展填補信任缺口之第三方支付模式，而在金融服務普及率較高的體系，則傾向於發展提高安全性之實體信用卡虛擬化支付模式。第二項為企業藉由競合策略，既爭取價值也創造價值，其中爭取價值的本質是競爭，而創造價值的本質則是合作，以達到雙贏。 台灣傳統金融服務與超商密集度高，客戶需求被高度重視及滿足，銀行、超商與第三方支付業者形成跨產業競合關係，發展出多元支付方式，因此建構使用單一裝置即可提供多元支付功能之行動支付平台，可做為台灣行動支付生態系統健全發展之解決方案。具體建議為尋求跨產業競合，金融監管持開放態度，培訓金融科技人才，加強資訊安全，以建構完善的行動支付生態系統。 / In the view of hyper-competition, sustainable competitive advantage does not exist, and only by constant innovation in order to obtain a series of short-term competitive advantage. However, business ecosystem could clarify the competition and cooperation relationship between businesses. In this study, qualitative research and case study methodologies are used to find the adoptable mobile payment ecosystem. The third-party payment would fill the trust gap between the parties. Therefore, developing countries should adopt third party mobile payment ecosystem, in order to achieve financial inclusion. The non-third party payment would improve the security of cardholder transactions and reduce the risk of banking. Therefore, developed countries should adopt non-third party mobile payment ecosystem, in order to optimize financial services. The above conclusions can be summarized as two management implications: First, low penetration of financial services tends to develop third-party payment, and high penetration of financial services tends to develop non-third party payment. Second, business co-opetition strategy has the nature of value creation and value capture to achieve win-win situation. Taiwan’s financial service-intensive, customer needs are met, banks, stores can be formed with the third-party payment industry co-opetition relations, the development of a diverse payment methods, and therefore the construction using a single device to provide pluralistic payment function of mobile payment platform, will be suitable for robust development of Taiwan’s mobile payment ecosystem. Suggestions include cross-industry co-opetition, open-minded financial supervision, training financial technology professionals, and strengthen information security.

本研究旨在藉由Brandenburge & Nalebuff (1995)的『價值網絡』(Value Net)模型來探討企業之新創事業如何在所屬的『價值網絡』中，依其策略性定位採取與同一網絡中的其他價值競逐者或合作或競爭的合縱連橫，以遂行其為事業創造顧客價值之目的。 企業在其所屬事業的『價值網絡』中，或藉由靈活地調整自身策略定位，或藉由提昇自己的附加價值、壓抑對手的附加價值，或藉由改變競爭規則、競爭範疇等，以形塑其事業的競爭優勢。 研究發現，新創事業即使在『價值網絡』中具有相對於其它競爭者更不對稱的優勢，若無法為事業創造高於所投入成本的價值，並將所獲得的價值價格化，則所具備的是不具價值的優勢。亦即，新創事業若無獲利能力，則再好的事業構想、再好的商業模式，也無助於新創事業的超越失敗。 企業對於已難以超越失敗的新創事業之進退所採取的策略選擇，固然會受到客觀的退出障礙及理性的策略性考量影響；但，企業對於所屬事業前景的主觀看法及經營者的心理素質更會左右對事業殘局的評估及其因應策略的選擇。 經營具充滿不確定性風險的新創事業並非參加一場僅是一次行動的比賽。因此，企業除了要熟稔其事業在『價值網絡』的定位、靈活運用各項要素以遂行其創造顧客價值的優勢外；對於不如預期之新創事業，更應理性地面對事實及客觀地評估與選擇或進或退之策略，避免因無謂的資源消耗而陷入僵局；也避色因陷入僵局而使得企業失却其它再興的新局！

鋰離子電池（Li-Ion Battery）在筆記型電腦產品的應用性愈來愈高，而臺灣廠商在筆記型電腦產品之產業鏈上素來扮演重要地位，鋰離子電池產業也不例外。然而，環顧目前全球筆記型電腦鋰離子電池產業，日本與韓國廠商一方面供應筆記型電腦所使用的18650電池芯給台灣的電池組裝廠，另一方面在電池組上與台灣組裝廠競爭電池組的市場。而臺灣廠商在日本、韓國等電池芯供應商的夾擊下，該要如何找到出路？ 本研究利用Brandenburger & Nalebuff（1996）在「競合策略」（Co-opetition）一書中發表的賽局理論為架構，利用賽局理論的架構探討臺灣電池組裝廠廠商在全球筆記型電腦鋰離子電池產業的定位。本研究採個案研究法深入訪談個案公司的高階主管，以瞭解其與供應商、競爭者的競合關係。由個案分析與研究發現得出研究結論如下: 結論一：明確的客戶選擇與產品策略，有助於凝聚內部的共識，創造對客戶和對供應商附加價值。 結論二：面對強勢的供應商，並且積極的爭取下游客戶的競爭下，企業要積極扮演好客戶期待的角色，並進一步藉由客戶的力量來提升供應商的服務。 結論三：企業透過不同的價值活動來展現技術和未來的發展力，可以提升在客戶端的價值地位；也可以讓供應商廠感受威脅來提升供貨的服務。 結論四：企業藉由客戶、互補者在其他產業的連結，有助於擴展產品的範圍及開發新的客戶。 / Lithium Ion Battery is getting more widely used at portable electronic products, particularly at laptop PC. In laptop PC industry, Taiwanese manufacturers have been playing important role in the worldwide supply chain, and Taiwanese battery pack makers also have significant share of computing batteries market for laptop PC in past years. Most of computing batteries adopt 18650 Lithium ion cell which is the most significant cost factor of a computing battery pack. Taiwanese battery pack makers source the Lithium ion cells mainly from Korean and Japanese Lithium ion cell suppliers. However, these cell suppliers are not only supply cells to pack makers, but also build the packs to compete against Taiwanese suppliers in pack market. Facing the competition from suppliers in end market, how can Taiwan pack makers survive in the battery pack business? This research uses "Co-opetition" of Game Theory by Adam M.Brandenburger and Barry J. Nalebuff as the framework , adopt case-study method to understand Taiwanese battery pack makers strategies to win the market share, how Taiwan battery pack makers position themselves among their suppliers, rivals and customers, what actions shall Taiwanese pack makers take to sustain in this industry. The conclusions of this research are stated as below 1. Clear and specific customer selection strategy and product plan would help the corporate to reach internal consensus, create value-add to customers and suppliers. 2. Corporate would obtain supports from suppliers through customers’ assistances when the supplier are also a competitor in product end market 3. Corporate would gain better service from suppliers by delivering its innovations and technologies through value activities. 4. Corporate would expand its product portfolio and develops new customers by utilizing the connections with customers and complementors.

近年來資通訊科技與網路帶動了電子商務之發展，網路商店如雨後春筍般的成立，許多具有實體通路的企業，亦紛紛投入網路市場建立網路商店以分食網路市場利潤，成為所謂的「虛實整合」企業。而成功的虛實整合企業不僅需要虛實通路間的相互合作以擴增市場，同時也得克服兩通路間可能因業績而產生自相競食的狀況。由此可知虛實通路間存在既競爭又合作的複雜關係。 因此本研究藉由競合策略的觀點，來探討具實體通路的企業經營虛擬通路的過程以及其虛實通路間的競合關係。研究方法上採取質性的個案研究方式，並以特力集團做為深入的個案研究對象。期望研究成果同時帶來實務上與學術上的貢獻。 本研究所得到的結論如下： 1.企業在已有實體通路下經營虛擬通路時，會將虛擬通路部門定位為行銷平台，並採取「網站接單，但實體出貨」的營運方式，同時也會透過品牌、商品品項、品質及價格等方面的統一來避免消費者的混淆。 2. 企業的虛擬通路部門面對實體通路部門時，會透過換位思考的方式運用利誘和施壓之策略，且同時搭配篩選實體合作店與分配訂單的配套措施，使實體通路部門在競爭下與之合作。 3. 企業的虛擬通路部門面對實體通路部門時，打破營運框架引導網站顧客至實體通路消費，並結合自身的核心優勢吸引更多顧客前往網站瀏覽、下單，以提升其營運業績。 / In recent years, Internet brought along the growth of electronic commerce; Internet shops sprung up like mushrooms, and many companies with physical distribution channels one after another have also invested into online marketing to create Internet shops and to share Internet market profits, becoming so-called “click-and-mortar” business. However, for expanding the market successful “click-and-mortar” businesses not only the enterprises need to ensure mutual cooperation between virtual and physical channels, but at the same time also have to overcome mutual cannibalization of the two types of channels. Thus, it can be seen that there exist both cooperation and competition between virtual and physical channels. The study aims to investigate the operations of virtual channels in the enterprises of “click-and-mortar” with existing physical channels. We will analyze “co-opetition” relations between virtual and physical channels by modifying the framework of game theory’s five elements for the situation of co-opetition. Then, we select corporate group Test Rite International Co., Ltd. for our case study subject and use in-depth interview so major approach for the study. We hope the research results bring both academic and practical contributions. The study will examine research problems from three perspectives. Firstly, how does the company position and manage virtual channels under already with established physical channels. Secondly, how does the department of virtual channels cooperate with the department of physical channels for using its resources? Thirdly, how does the department of virtual channels compete with the department of physical channels? Through the case study in our research, we conclude: (1) The enterprise with established physical channels, positions the department of virtual channels as the platform for distribution and performs the operation mode “take orders by website, deliver products through physical channel”, and avoids confusing customers by unification of brands, product items, quality, and price.(2) When working with the department of physical channels, the department of virtual channels develops inducement and suppression strategy by “putting itself in other’s place” thinking pattern. It makes the department of physical channels cooperate under competition by adjusting measures for choosing cooperation with physical channel stores and distribution of orders. (3) By the special strategies, such as attracting customers to visit virtual channels, the department of virtual channels breaks down the operating framework by combining its own advantages, and wins over more customers to visit the webpage for browsing and ordering, by this increasing the operating performance.

隨著科技進步，支付工具越來越多元化，第三方支付在中美已發展成熟。面對第三方支付平台的崛起，並由主管機關主導開放非銀行業辦理代收代付及儲值業務。本研究以文獻分析法及制度比較法，從台灣金融業者的角度比較第三方支付中信託及履約保證機制所產生的影響，發現信託較履約保證機制為佳；而就制度而言，我國對第三方支付平台儲值款項在消費者權益保障最為嚴謹。銀行在承擔第三方支付業者倒閉風險的同時，亦可選擇自行發展第三方支付業務。 由於國內線上交易市場競爭激烈，為活絡網購市場，網購業者以引進中國網友至台灣網路特約商店消費為目標。本研究分析我國發展跨境代收轉付金流服務之方向，並以玉山銀行為案例，認為在國際第三方支付市場上，以合作取代競爭是值得採行的策略。同時結合台灣優質廠商，應是台灣未來金融業者與第三方支付業者可搶進的利基。 再者，第三方支付產業市場競爭激烈，與金融業產生競爭關係，尤其第三方支付平台所提供理財與放款服務十分具有市場競爭力。但是基於法規要求及各項互補產生的附加價值，產生合作關係，金融業者應審慎選擇與第三方支付業者競爭或合作。根據本研究調查目前我國銀行與第三方支付業者競爭或合作概況，同樣發現為競合關係。 最後，為提升金融業之競爭力，建議應強化電子商務技術能力，善用目前據點優勢，重視客戶反饋及增加創新服務，並積極爭取具有綜效之異業結盟，以爭取賽局有利條件。另建議主管機關為進一步保障消費者，短期宜修改《電子支付機構管理條例》相關子法，中長期宜研擬修改《信託法》。為解決跨境交易監理及課稅問題，則可利用跨境支付管理業務。 / As technology advances, payment systems grow diversity. Third-party payment has matured in China and USA. Facing the rise of third-party payment platform, and opening lead by the authority, what stategies should Taiwan's financial industry choose? The research has analyzed and compared Trust with Escrow in third-party payment, and found that Trust is a better way. As far as legal system is concerned, Taiwan values most on consumer protection. Since banks bear the risk of third-party payment company bankruptcy, they can also choose to develop their own third-party payment services. Due to fierce competition in the domestic online market, online shopping companies dedicate to attract Internet users in China. The research has illustrated the development of cross-border payment managing service, and taken E. Sun Bank as an example. The research explored that financial institution and third-party payment company should cooperate rather than competite in the international market. Combined with high-quality manufacturers, Taiwan's financial institutions and the third-party payment companies could get more profit. In addition, third-party payment industry is a highly competitive market, resulting in a competitive relationship with the financial industry . In particular, financial managing and loan services provided by third-party payment are very attractive. However, financial institutions and the third-party payment companies are forced to cooperate because of regulatory requirements and the value added by complement. Financial institutions should evalute carefully. According to the result of present study, it is co-opetition in this relationship. To enhance the competitiveness, the research suggests that financial institutions strengthen the ability of e-commerce technology, make good use of the advantages of the branches, pay attention to customer feedback, establish innovative services, and actively seek alliance which makes synergy. On the other hand, the research recommend authority amend law. In order to supervise cross-border transactions and taxation, authority could use cross-border payments managing service.