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    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/119736


    Title: 務本乘時，金融業的競合雙融：以新型態支付為例
    The co-opetition of the financial sector: a case study of electronic payment in Taiwan
    Authors: 楊宜敏
    Yang, Yi-Min
    Contributors: 黄國峯
    楊宜敏
    Yang, Yi-Min
    Keywords: 新型態支付
    競合策略
    價值網
    競爭者分析
    場景金融
    商業模式
    Date: 2018
    Issue Date: 2018-08-29 15:50:15 (UTC+8)
    Abstract: 支付為 Fintech 發展六大核心之一，在金管會提出「電子化支付比率五年倍增計畫」、行政院提出行動支付普及率達到 90%的政策目標，國內新型態支付產業蓬勃發展，金融業面對國、內外新型態方案高度競爭，除了自建方案，也與各業者積極合作，延伸支付場景。

    本研究係以金融業視角，探討新型態支付的競合策略，以競合理論之 PARTS策略分析國內新型態支付市場之價值網，以競爭者分析之市場共同性與資源相似性，探討金融業新型態支付方案與主力支付方案之競爭者圖像，再以場景金融概念設計商業模式，進行研究、收斂結論並提出因應建議。

    在新型態支付價值網中，金融業與其他新型態支付業者存在既競爭又合作的關係；由競爭者分析，金融業發展自建支付方案與主流行動方案具競爭不對稱性。在可預見的未來，體驗、通路、數據為三大競爭關鍵，新型態支付價值網將漸趨龐雜，對金融業而言，相較競爭，運用自身的核心優勢與支付價值網生態系夥伴協同合作，建構共營模式更形重要。

    金融業者應跳脫閉環式商業思維，思考如何在質變及引發商務的整合情境中銜接新型態支付生態系，運用自身核心能力及優勢，改變組織疆界，與平台業者發展場景金融商業模式，借力使力，建構互利共生的新夥伴關係，進而從開放資源、擴大價值、翻轉獲利等面向，突破高同質性的競爭僵局並提升經營效率。
    Reference: 一、中文部分
    1.巫和懋，夏珍，賽局高手＿全方位策略與應用，時報文化，台北，民國91 年。
    2.陳明哲， 2010 ，動態競爭智勝文化事業有限公司。
    3.葉重新(2001)：教育研究法。台北：心理。

    二、英文部分
    1.Ansoff, H.I., Implanting Strategy management, Prentice＿Hall, New York,1984.
    2.Brandenburger, A.M. and Nalebuff B.J., CO＿OPETITION, Currency Doubleday,New York, 1996.
    3.Chen, M. J. 1996., Competitor analysis and inter-firm rivalry: toward a theoretical integration. Academy of Management Review, 21(1), 100-134.
    4.Chen, M. J., 2008. Reconceptualizing the Competition-Cooperation Relationship: A Transparadox Perspective. Journal of Management Inquiry, 17(4), 288-304.
    5.Chen, M. J.,& MacMillan, I.C. 1992. Nonresponse and delayed response to competitive moves: The roles of competitor dependence and action irreversibility. Academy of Management Journal, 35: 359-370.
    6.Chen, M. J., & Miller, D. 1994. Competitive attack, retaliation and performance –an expectancy-valence framework. Strategic Management Journal, 15(2), 85-102.
    7.Chen, M.J., Smith, Ken G., & Grimm, C.M., 1992, Action Characteristic as Predictors of Competitive Response. Management Science, 38, 439-455.
    8.Chen, M. J., Su, K. H., & Tsai, W., 2007. Competitive tension: the awareness-motivation-capability perspective. Academy of Management Journal, 50(1), 101-118.
    9.Chen,M. J.,1998. Competitive Strategic Interaction: A Study ofCompetitive Action and Responses. Unpublished Doctoral Dissertation,University of Maryland.
    10.Gimeno,J., and Fink, G. R. 1994. Induction of pseudohyphal growth by overexpression of PHD1, a Saccharomyces cerevisiae gene related to transcriptional regulators of fungal development. Mol. Cell. Biol. 14, 2100-2112.
    11.Gimeno, J., andWoo, C. Y. 1996. Do similar firms really compete less? Strategic distance and multimarket contact as predictors of rivalry among heterogeneous firms. Organization Science.
    12.Jacobson, R. 1992. The Austrian school of strategy. Academy of Management Review, 17(4), 782-807.
    13.Johnson, M. W., Christensen, C. M., & Kagermann, H. （2008）. Reinventing yourbusiness model. Harvard business review, 86（12）, 57＿68.
    14.Karnani, A., and Wernerfelt, B. 1985.Research note and communication: Multiple point competition. Strategic Management Journal, 6(1), 87-96.
    15.Lindgart, Z., Reeves, M., Stalk, G., & Deimler, M. S. （2009）. Business ModelInnovation. When the game gets though, change the game, The Boston ConsultingGroup.
    16.Montgomery, C. A. 1985.Product-market diversification and market power. Academy of Management Journal, 28, 789-798.
    17.Osterwalder, A., & Pigneur, Y. （2010）. Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers.
    18.Porter, M. E. 1980. Competitive strategy: techniques for analyzing industries and competition. New York: The Free Press.
    19.Peteraf, M. A. 1993. The cornerstones of competitive advantage. Strategic Management 70.
    20.Schumpeter, J. A., 1934. The theory of economic development. Cambridge, MA: Harvard University Press.
    21.Schumpeter, J. A., 1950. Capitalism, socialism, and democracy. New York: Harper.
    22.Smith, F. I., & Wilson, R. L. 1995. The predictive validity of the karnani and wernerfelt model of multipoint competition. Strategic Management Journal, 16(2), 143-160.
    23.Teece, D. J., Pisano, G., & Shuen, A. 1997. Dynamic capabilities and strategic 71 management. Strategic Management Journal, 18, 509-533.
    24.Tversky, A. 1977. Features of similarity. Psychological Review, 84(4), 327-352.24.
    25.Weihrich,Heinz,1982,the SWOT Matrix – A Tool for Situational Analysis,Long Range Planning,London,Apr,Vol.15,Iss.2,pp.54-66.
    26.Yin, Robert K, 1994,Case study research: Design and method. CA: Sage.

    三、網際網路
    1.數位時代，2015.12.21，世界經濟論壇研究報告出爐！6張表，掌握FinTech創新關鍵。from：https://www.stockfeel.com.tw/
    2.科技報橘，2015.12.17，神解析！WEF 用 3 張圖神解 Fintech，創意、商機、knowhow 全都包。
    from：https://buzzorange.com/techorange/2015/12/17/fintech-in-future/
    3.哈佛商業評論，2013.4，競爭者分析：「市場共同性－資源相似性」架構。from：https://www.hbrtaiwan.com/article_content_AR0002306.html
    4.Inside，2018.1，電子支付去年交易 188 億元 街口支付成第 6 家專營電支機構。from：
    https://www.inside.com.tw/2018/01/12/jkos-is-the-sixth-electronic-payment-company
    5.中時電子報，2018.1，行動支付拚場 LINE Pay最靚
    from：http://www.chinatimes.com/newspapers/20180201000325-260204
    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    104932106
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0104932106
    Data Type: thesis
    DOI: 10.6814/THE.NCCU.EMBA.059.2018.F08
    Appears in Collections:[Executive Master of Business Administration] Theses

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