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| Title: | 吸納多棲客戶到動態金融科技生態圈之策略: 以支付系統之個案研究為例
Strategies to Attract Multi-Homing Customers into Dynamic Fintech Ecosystems- A Case Study of Multiple Digital Payments |
| Authors: | 邱淑鈴
Chiu, Lynn S.L. |
| Contributors: | 尚孝純
Shang, Shari S. C.
邱淑鈴
Chiu, Lynn S.L. |
| Keywords: | 數位支付
多棲支付用戶
金融科技生態系統
共同演進生態系統
共同學習生態系統
跨業務策略
使用者數位行為意圖
競合合作
個人化參與
忠誠獎勵
Digital Payments
Multihoming Customers
Fintech Ecosystems
Co-evolving ecosystems
Co-learning ecosystems
Cross Business Strategy
User digital behavior intentions
Coopetition
Personalization Engagement
Loyalty Rewards |
| Date: | 2023 |
| Issue Date: | 2023-08-02 14:03:40 (UTC+8) |
| Abstract: | 在數位支付市場中，有些消費者僅使用單一支付錢包，而其他許多消費者則使用多個支付服務進行交易。關於新支付系統的興起，本研究探討多棲支付客戶的行為決定因素。本研究旨在了解數位支付服務供應商如何透過跨業務策略動態擴展商業接觸點，豐富數位生態系統，並避免顧客使用多個支付服務的陷阱。
透過綜合消費者行為相關文獻，我們構建了一個二維研究框架，其中一個決定因素是使用者由線下行為轉向線上意圖，另一個決定因素是數位支付接觸點由便利性到跨業務平台。為了廣泛探討這一問題，我們選取來自英國、美國、新加坡、日本、韓國、香港和台灣等的14個數位支付系統作為研究案例。透過支付使用者數位行為和支付場景接觸點的相互作用，我們將研究案例分為四類：(1) 零售商類型：數位支付服務供應商起源於零售商，其在商店內購物支付具有高度的便利性，並提供客戶面對面的數位支付指導。支付服務供應商透過獎勵顧客忠誠度來擴展持續回購意願。(2) 社交媒體類型：數位支付使用者通常是數位原生代，他們在社交媒體或網絡上進行購物和支付。支付服務供應商可能沒有實體或線上店鋪，但具有整合金流的許可，並利用虛擬金融科技生態系統的網絡效應增進電子支付頻次。(3) 傳統銀行力圖透過與提供銀行即服務(BaaS)技術解決方案的金融科技公司合作，以重新配置銀行商品價值鏈，並實現內嵌金融服務，與擁有廣大客群的商務平台合作，並維持其業務增長。(4) 虛擬銀行專注於早期接觸，捕捉下一代的流行趨勢和盈利能力。這類支付服務向兒童提供財務管理方面的素養，並在父母支持和監督下不斷努力成為他們成年後的財務合作伙伴。
本研究針對不同類型的支付服務供應商如何透過日常接觸吸引多棲支付客戶，並在其金融科技生態系統中持續使用其支付服務，分析支付服務供應商數位創新商業模式、企業間合作與競爭等面向。研究結果揭示了策略制定的軌跡和生態系統交織的方法。零售商類型的支付服務供應商透過多角化業務擴展，提供點數回饋顧客、以擴展持續回購忠誠度；社交媒體類型的支付服務供應商匯聚媒體數位服務內容暨網絡效應，並提供新興小額資金轉帳的數位服務；傳統銀行通過實現銀行即服務（BaaS）重新配置銀行價值鏈；虛擬銀行培養兒童的財務素養，並在其一生中持續提供延伸的金融服務。
在數位支付競爭中，客戶的多棲支付行為是不可避免的。支付服務供應商可能在短期成功後、隨即因競爭者的策略操作，而再次遭遇另一波的多棲支付威脅。因此，支付服務供應商需要探索動態跨業務合作策略，不斷與同在動態金融科技生態系統的利益相關者共同演進，並讓用電子支付使用客戶擁有更廣泛、無縫的購物體驗和忠誠度且持續的使用。
In digital payment markets, some consumers use only one payment wallet while many others engage in multi-homing with a variety of payment services. Regarding the diffusion of new payment systems, we examined the determinants of the adoption of multi-homing behavior. This study aims to understand how digital payment providers dynamically expand business touchpoints with cross-business strategies to enrich the digital ecosystem and avoid the trap of multi-homing in customers.
By synthesizing consumer behavior-related literature, we constructed a two-dimensional research framework with one determinant of user digital behavior from offline to online intentions and the other determinant of digital payment touchpoints from convenient accessibility to cross-business platforms. To explore this on a broader scale, we selected 14 digital payment systems from the UK, the US, Singapore, Japan, Korea, Hong Kong, and Taiwan. With the interplays of user digital behaviors and payment touchpoints, we categorized the study cases into four types. (1) Retailer type: users who originated from retailers with high access to in-store shopping with face-to-face guidance for payment adoption. Payment Providers offer rewards for customer loyalty and expand user wallet share to bundle recurring businesses. (2) Social Media type: users are usually digital natives with high access to social media or the Internet who shop and pay digitally. Providers might not own physical or online shops but have licenses to aggregate money flows through revamping the network effects of virtual fintech ecosystems. (3) Traditional banks strive to work with fintech companies providing Banking-as-a-Service (BaaS) technology solutions to reconfigure the banking value chain and enable embedded financial services to sustain their business growth. (4) Virtual Banks focus on early-life engagement to capture the next generation from popularity to profitability. This type of payment provides children with literacy in financial management with parental support and monitoring, and they continuously strive to be their financial partners as the children transition into adulthood.
The research analyzed business growth models and inter-firm collaborations and coopetition in terms of how the different types of payment providers attract multi-homing customers through daily-life engagement and sustain them in their fintech ecosystems. The research results revealed the trajectory of strategy formulation and the approach of interweaving ecosystems. The retailer type of payment providers diversified the business to expand user wallet share and bundle recurring businesses; the social medial type of payment providers aggregated media contents and revamped network effects for the new money flows; traditional banks enabled BaaS to reconfigure the banking value chain; virtual banks nurtured the financial literacy of children and vertically engaged with extended financial service throughout life.
Customers’ multi-homing behavior is not avoidable in digital payment competition. Payment providers may encounter multiple waves of multi-homing threats after a short period of success. A dynamic cross-business collaboration strategy should be explored to continuously co-evolve the stakeholders of dynamic fintech ecosystems and allow users to have broader and more seamless shopping experiences and continual usage. |
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| Description: | 博士
國立政治大學
資訊管理學系
109356505 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0109356505 |
| Data Type: | thesis |
| Appears in Collections: | [資訊管理學系] 學位論文
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