Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/136839
|
Title: | 從技術與企業角度比較銀行即服務模式(BaaS)與服務若銀行模式(SaaB) A Comparison between BaaS and SaaB on Technical and Business Dimensions |
Authors: | 林品瑞 Lin, Pin-Jui |
Contributors: | 尚孝純 Shang, Shari 林品瑞 Lin, Pin-Jui |
Keywords: | 銀行即服務 服務若銀行模式 銀行 金融科技 平台化 API Banking-as-a-service Service-as-a-bank banks Fintech Platformization API |
Date: | 2021 |
Issue Date: | 2021-09-02 15:47:30 (UTC+8) |
Abstract: | 銀行將其資源開放給第三方服務提供商,成為服務媒合中心與金融科技推動者,創造了銀行即服務 (BaaS)模式,利用銀行和金融科技公司的優勢,為所有參與者創造價值。傳統上銀行獨佔金融服務,但科技給金融實務帶來劇變。金融科技公司也開始提供金融服務,從而創造了銀服務若銀行模式 (SaaB)。隨著技術不斷革新現有銀行業務,銀行和金融科技公司正在通過應用程式介面(Application Programming Interface,(API)構建平台並共享資源。從而使得這兩種模式的比較成為一個有趣的研究議題。本研究首先定義了BaaS 和SaaB,並選取了6 個具有代表性的案例,每個模式分別選取3個案例進行內容分析。這項研究通過技術和商業角度比較了同一模型的案例,並基於平台的可訪問性、平台的吸引力和生態系統內共同創造的價值來比較兩種模型。這項工作展示了銀行克服老舊系統帶來的挑戰的幾種策略。本研究發現,銀行和金融科技公司在構建平台、開放API、形成生態系統、為所有參與者創造價值方面具有相似之處。但它們扮演著不同的角色。這兩種模式下的企業都是服務交付中心,但有了銀行牌照,銀行就成了金融科技的推動者、監督者和數位轉型加速器。相對的,沒有銀行執照銀行就不能從事金融服務,這使得它們很難向不同的國家擴張。金融科技公司的可訪問性更高,可以更好地吸引客戶並與他人合作。銀行提供量身定制的金融解決方案,因此客戶可以無縫地採用類似的解決方案,從而更容易被取代。相反,金融科技公司受到服務供應商使用多平台問題的影響較小。這項研究表明,傳統的銀行業務已經發生了翻天覆地的變化。銀行與金融科技公司合作,為客戶提供高效、安全的服務,從而降低運營成本。本研究還指出了影響企業經營的關鍵問題,如不同服務的同質性和監管問題。 Making available their resources to third-party service providers, banks are becoming service delivery centers and Fintech enablers, creating the banking as a service (BaaS) model that leverages the advantages of both banks and Fintech companies and creates value for all participants. Fintech companies provide financial services that used to be exclusively provided by banks, thereby creating service as a bank (SaaB) model. As technology continues to revolutionize existing banking practices, banks and Fintech companies are building platforms and sharing their resources through Application Programming Interfaces (APIs), hence making the comparison of the two models an interesting research issue. This study first defines BaaS and SaaB and selects six representative cases, three for each model, respectively, for content analysis. This work compared the cases of the same model via technical and business dimensions and compared the two models based on the accessibility of platforms, the attractiveness of the platforms, and the value co-created within the ecosystems. This work shows several strategies that banks can employ to overcome the challenges posed by their legacy systems. This study finds that banks and Fintech companies are similar in that they both build platforms, open their APIs, form ecosystems, and create value for all participants. However, they play different roles. Businesses in both models act as service delivery centers, but with banking licenses, banks serve as Fintech enablers, supervisors, and digital transformation accelerators. Without banking licenses, banks cannot perform financial services, making it difficult for them to expand to different countries. Fintech companies have higher accessibility, with which they can better attract customers and cooperate with others. Banks provide tailored financial solutions, so customers can seamlessly adopt similar solutions. On the contrary, Fintech companies are less influenced by multihoming problems. This study shows that traditional banking practices have been drastically revolutionized. Banks cooperate with Fintech companies to provide customers efficient, safe services, thereby reducing operation costs. This study also points out the crucial issues influencing businesses’ operation, such as homogeneity among different services and regulatory issues. |
Reference: | The Economist (2019, May), Tech’s raid on the banks Retrieved 26 June 2021, from https://www.economist.com/leaders/2019/05/02/techs-raid-on-thebanks Goh, B., & Yang, Y. (2020, March 10). Alibaba`s Alipay to open app to more services to take on Meituan(para 2-6), Reuters. Retrieved 26 June 2021, Retrieved from https://www.reuters.com/article/us-china-ant-financialidUSKBN20X0TU Dintrans, P., Anand, A., onnuveetil, M., Acharya, A., & Chardukian, A. (2016). How Banking as a Service Will Keep Banks Digitally Relevant and Growing [Ebook] (pp. 1-15). Cognizant. Retrieved from https://www.cognizant.com/us/en/industries/banking-technology-solutions BANK (n.d.) In Macmillan Dictionary. Retrieved 26 June 2021, from https://www.macmillandictionary.com/dictionary/british/bank_1 Bank. (n.d.) In Cambridge Dictionary. Retrieved 26 June 2021, from https://dictionary.cambridge.org/zht/%E8%A9%9E%E5%85%B8/%E8%8B%B1%E8%AA%9E-%E6%BC%A2%E8%AA%9E-%E7%B9%81%E9%AB%94/bank bank (n.d.) In Longman Dictionary of Contemporary English | LDOCE. (2021). Retrieved 26 June 2021, from https://www.ldoceonline.com/dictionary/bank Barone, A. (2021). Bank (Para 1-3). Retrieved 26 June 2021, from https://www.investopedia.com/terms/b/bank.asp BANKING (n.d.) In Macmillan Dictionary. Retrieved 26 June 2021, from https://www.macmillandictionary.com/dictionary/british/banking banking. (n.d.) In Macmillan Dictionary. Retrieved 26 June 2021, from https://dictionary.cambridge.org/zht/%E8%A9%9E%E5%85%B8/%E8%8B%B 1%E8%AA%9E-%E6%BC%A2%E8%AA%9E%E7%B9%81%E9%AB%94/banking AMADEO, K. (n.d.). Banking and How It Works- Can You Imagine a World Without Banks?. Retrieved 26 June 2021, from https://www.thebalance.com/what-is-banking-3305812 First Bank. (n.d.). Four Different Types of Services (para 1-2) | Banking |Retrieved 26 June 2021, from https://localfirstbank.com/article/four-differenttypes- of-services-banking/ Diamond, S., Drury, N., Lipp, A., Marshall, A., Ramamurthy, S., & Wagle, L. (2021). Banking on the platform economy [Ebook] (pp. 3-18). IBM Institute for Business Value. Retrieved from https://www.ibm.com/downloads/cas/8RQVD7RN Hegde, A., Krishnamoorthy, P., Dalai, S., & Anand, V. (2019, May). Banking as a Platform: A New-Age Transformation(para 3-8). Retrieved 26 June 2021, from https://www.infosys.com/iki/insights/new-age-transformation.html Fidor (n.d.). Bank as a Platform l fidorOS - fOS l Digital Banking Platform. (para 1-8). Retrieved 26 June 2021, from https://www.fidor.com/story Jiravachara, P., & Bunsupaporn, K. (2019, NOV). Fintech: friend or foe?(para 1-4) | Deloitte Thailand |FSI. Retrieved 26 June 2021, from https://www2.deloitte.com/th/en/pages/financial-services/articles/Fintechfriend-or-foe.html Deloitte. (2017,Oct). The Future of Fintechs: Risk and Regulatory Compliance (p2-4). Retrieved 4 August 2021, from https://www2.deloitte.com/us/en/pages/regulatory/articles/future-of-Fintechsrisk-and-regulatory-compliance.html KPMG. (2021). Regulation and supervision of Fintech(p 5-10). Retrieved 4 August 2021, from https://assets.kpmg/content/dam/kpmg/xx/pdf/2019/03/regulation-andsupervision-of-Fintech.pdf 18. Brodsky, L., & Oakes, L. (2017 Sep). Data sharing and open banking(para 1-6). Retrieved 26 June 2021, from https://www.mckinsey.com/industries/financial-services/our-insights/datasharing-and-open-banking European Commission. (n.d.). Payment services(para 1-5). Retrieved 4 August 2021, from https://ec.europa.eu/info/business-economy-euro/bankingand- finance/consumer-finance-and-payments/payment-services/paymentservices_en Lombard Bank. (n.d.). Payment Services Directive( para 1-2). Retrieved 4 August 2021, from https://www.lombardmalta.com/en/payment-servicesdirective HSBC (n.d.) Payment Services Directive II (PSD2) (p 2-6) | Global Commercial Banking HSBC. (2017). Retrieved 26 June 2021, from https://www.business.hsbc.com/hsbc-in-europe/payment-services-directive-iipsd2 Dell Boomi (n.d.) Open Banking, PSD2 and the New API Economy. (p 2-6). Retrieved 26 June 2021, from https://boomi.com/wpcontent/uploads/Executive-Brief-%E2%80%93-Open-Banking.pdf Goddard M. (2017). The EU General Data Protection Regulation (GDPR): European Regulation that has a Global Impact.(p 1-4). International Journal of Market Research. 2017;59(6):703-705. doi:10.2501/IJMR-2017-050 Hacquebord, F., McArdle, R., Merces, F., & Sancho, D. (2019). When PSD2 Opens More Doors: The Risks of Open Banking (para 1-5). Retrieved 26 June 2021, from https://www.trendmicro.com/en_us/research/19/i/when-psd2- opens-more-doors-the-risks-of-open-banking.html European Commission. (n.d.). Payment services(para 1-3). Retrieved 26 June 2021, from https://ec.europa.eu/newsroom/fisma/items/658958 Hines, P. (2018, Mar). APIs IN BANKING: UNLOCKING BUSINESS VALUE WITH BANKING AS A PLATFORM (BAAP) (p 3-26). Celent Research. Retrieved 26 June 2021, from https://www.fidor.com/documents/analystreports/ celent-apis-in-banking-unlocking-business-value-with-baap.PDF City Global Perspective & Solutions (GPS). (2018). The Bank of the Future(p.40-42). Retrieved 4 August 2021, from https://www.citi.com/commercialbank/insights/assets/docs/2018/The-Bank-ofthe-Future/39/#zoom=z Ant Group (n.d.)- Digital Daily Life(para 1-3). Retrieved 26 June 2021, from https://www.antgroup.com/en/digital-life Bottomline (n.d.) About us(para 1-6). Retrieved 26 June 2021, from https://www.bottomline.com/uk/about Bottomline (n.d.) Bottomline TreasuryXpress-The future of treasury technology is here(para 1-7). Retrieved 26 June 2021, from https://www.bottomline.com/uk/solutions/treasuryxpress Shah, R.,Kumar, R (2020). Ant Group now makes more money from lending than from payments (para 2-7) | Tellimer. Retrieved 26 June 2021, from https://tellimer.com/article/ant-group-now-makes-more-money-from-lending-t Mayring, Philipp (2000). Qualitative Content Analysis (para 1-28). Forum Qualitative Sozialforschung / Forum: Qualitative Social Research, 1(2), Art. 20, http://nbn-resolving.de/urn:nbn:de:0114-fqs0002204. Krippendorff, K. (1989). Content analysis(p 403-407). In E. Barnouw, G.Gerbner, W. Schramm, T. L. Worth, & L. Gross (Eds.), International encyclopedia of communication (Vol. 1, pp. 403-407). New York, NY: Oxford University Press. Retrieved from http://repository.upenn.edu/asc_papers/226 Zainal, Z. (2007). Case study as a research method(p 1-5). Jurnal Kemanusiaan, 5(1), 1-3. Retrieved from https://jurnalkemanusiaan.utm.my/index.php/kemanusiaan/issue/view/44 Wise (n.d.) The Story of Wise(para 1-3). Retrieved 27 June 2021, from https://wise.com/gb/about/our-story Ant Group (n.d.) - Company Profile (para 1-7). Retrieved 27 June 2021, from https://www.antgroup.com/en/about/introduction Fidor (n.d.) Digital Banking Solutions by Fidor(para 1-3). Retrieved 27 June 2021, from https://www.fidor.com/solutions JBFG. (n.d.). History. Retrieved 4 August 2021, from https://www.jbfg.com/eng/groupevacuation/history/contentsid/151/index.do Wise (n.d.). A 7x cheaper multi-currency account (para 1-5). Retrieved 27 June 2021, from https://wise.com/gb/multi-currency-account/ Wise (n.d.). Wise Card - Borderless( para 1-4). Retrieved 27 June 2021, from https://wise.com/gb/borderless/card Wise (n.d.). Business Account from Wise - UK Bank Account Alternative.(para 1-3). Retrieved 27 June 2021, from https://wise.com/gb/business/ Wise (n.d.). Wise for Banks. (para 1-5). Retrieved 27 June 2021, from https://wise.com/gb/business/banks Businesswise (2021, Jan). TransferWise and Visa Announce Global Partnership Following Successful Collaboration on Cloud Technology. (para 1-8). Retrieved 28 June 2021, from https://www.businesswire.com/news/home/20210126006164/en/TransferWise-and-Visa-Announce-Global-Partnership-Following-Successful-Collaboration-on-Cloud-Technology Patel, B., TransferWise and Mastercard expand their global partnership. (para 1-10). Mastercard Retrieved 27 June 2021, from https://www.mastercard.com/news/ap/en/newsroom/pressreleases/en/2020/august/transferwise-and-mastercard-expand-their-globalpartnership/ Wise (n.d.). Pricing and Coverage | Wise Business. (para 1-5). Retrieved 27 June 2021, from https://wise.com/gb/business/pricing-and-coverage Wise. Wise for banks APIansfers. (para 1-8). Retrieved 4 August 2021, from https://api-docs.transferwise.com/banks#wise-for-banks-api-integration-guideyour-wise-user-experience AWS. (2020). TransferWise Case Study (para 1-11). Retrieved 4 August 2021, from https://aws.amazon.com/cn/solutions/case/studies/transferwise-casestudy/ Klarna (n.d.) About us (para 1-2). Retrieved 27 June 2021, from https://www.klarna.com/international/about-us/ Billingsley, b., (2016). Wall Street Journal. YouTube. Retrieved August 4 2021 from Klarna: Buy Things With Just Email and Zip Code? - YouTube Klarna (n.d.). What is a One-time card and how does it work? (para 1-4) Retrieved 27 June 2021, from https://www.klarna.com/us/customerservice/what-is-a-one-time-card-and-how-does-it-work/ Klarna (n.d.), The only shopping app you need (para 1-3) Retrieved 27 June 2021, from https://www.klarna.com/us/klarna-app/ Klarna (n.d.), Rewards club – Earn rewards when shopping (para 1-4). Retrieved 27 June 2021, from https://www.klarna.com/us/rewards/ Klarna (n.d.), Open Banking | Klarna International (para 1-5). Retrieved 27 June 2021, from https://www.klarna.com/international/business/open-banking/ Klarna (n.d.), Krea & Klarna. (p 1-4) (2021). Retrieved 27 June 2021, from https://www.klarna.com/assets/sites/15/2020/12/01081618/Krea-and-Klarna-Open-Banking-case.pdf Swedbank Research. (2021, Jan). When the USD 11bn equity case is backing the credit case [Ebook] (pp. 1-25). Sweden. Klarna (n.d.). Partner Program. (para 1-5). Retrieved 4 Aug 2021, from https://www.klarna.com/us/business/partner-program/ Klarna (n.d.).Klarna API Reference. (para 1-8). Retrieved 4 Aug 2021, from https://developers.klarna.com/api/?json Klarna (n.d.). Adding Klarna Payments to Your App (para 1-15). Retrieved 4 Aug 2021, from https://developers.klarna.com/documentation/inapp/ overview/steps-klarna-payments/ Businesswire, (2019, Dec). Klarna Selects AWS as Its Preferred Cloud Provider. Retrieved 27 June 2021, from https://www.businesswire.com/news/home/20191202005182/en/Klarna-Selects-AWS-as-Its-Preferred-Cloud-Provider Ant Group, (n.d.). Company Profile(para 1-7). Retrieved 4 Aug 2021, from https://www.antgroup.com/en/about/introduction Alibaba, (2005, Feb). Alibaba.com Launches Online Payment Solution in China (p 1-2). Retrieved 4 Aug 2021, from https://www.alibabagroup.com/en/news/press_pdf/p050202.pdf Alipay (2021, Feb), Third-party Merchant QR Code Payment(para 1-4). Retrieved 4 Aug 2021, from https://global.alipay.com/docs/ac/3rdpartryqrcodenew/intro Alibaba (2021), Fiscal Year 2020 Annual Report (p 38), Retrieved 4 Aug 2021, from https://doc.irasia.com/listco/hk/alibabagroup/annual/2020/ar2020.pdf Alipay (n.d.). help detail (para 2), Retrieved 4 Aug 2021, from https://help.alipay.com/lab/help_detail.htm?help_id=212450&keyword=%B7%FE%CE%F1%B7%D1 Alipay, (n.d.). Documentation(para 1-5). Retrieved 4 Aug 2021, from https://global.alipay.com/docs/ Alibaba Cloud, (n.d.). Alipay: Financial-Grade Database for Online Payment -Alibaba Cloud Case Study(para 1-4). Retrieved 4 Aug 2021, from https://www.alibabacloud.com/tc/customers/alipay iBanknet, (2021, Jan). CBW Bank Financial Reports, Retrieved 4 Aug 2021,from https://www.ibanknet.com/scripts/callreports/viewreport.aspx?ibnid=usa_71859&per=20201231&rpt=RIE&typ=html CBW bank, (n.d.). Online Banking Features (para 1-5). Retrieved 27 June 2021, from https://secure.cbwbank.com JB Financial Group, (n.d.). Introduction. Retrieved 28 June 2021, from https://www.jbfg.com/eng/group-evacuation/obank/contentsid/155/index.do Bonchek, M. & Choudary, S.P. (2013) Three Elements of a Successful Platform Strategy (para 1-12), Harvard Business Review. Retrieved 4 Aug 2021, from https://hbr.org/2013/01/three-elements-of-a-successful-platform Lanteri, A., Esposito, M., & Tsu, T. (2021). From Fintechs to banking as a service: global trends banks cannot ignore (para 13-18). LSE Business Review. Retrieved 4 August 2021, from https://blogs.lse.ac.uk/businessreview/2021/01/19/from-Fintechs-to-bankingas-a-service-global-trends-banks-cannot-ignore/ FBFG (n.d.). Business cases (para 5-6). Retrieved 5 August 2021, from https://www.jbfg.com/eng/group-evacuation/business/contentsid/156/index.do |
Description: | 碩士 國立政治大學 資訊管理學系 107356026 |
Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0107356026 |
Data Type: | thesis |
DOI: | 10.6814/NCCU202101266 |
Appears in Collections: | [資訊管理學系] 學位論文
|
Files in This Item:
File |
Description |
Size | Format | |
602601.pdf | | 1054Kb | Adobe PDF2 | 0 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|