政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/146428

政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/146428

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政大機構典藏 > 商學院 > 企業管理研究所（MBA學位學程） > 學位論文 > Item 140.119/146428

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題名:	跨境支付產業之商業模式與策略行銷4C理論分析：以Verifone為例 Analysis on the Business Model and 4 Cs of Marketing Strategy within the Cross-Border Payment Industry : Verifone as Case Study
作者:	李芝儀 Lee, Chih-Yi
貢獻者:	巫立宇林智偉李芝儀 Lee, Chih-Yi
關鍵詞:	電子商務跨境支付跨境第三方支付策略行銷4C 商業模式圖BMC E-commerce Cross-border Payment Third-party Payment Business model canvas BMC Marketing strategy 4Cs
日期:	2023
上傳時間:	2023-08-02 13:31:30 (UTC+8)
摘要:	隨著網際網路蓬勃進展帶動了電子商務全球化的發展，已經進入消費者習以為常在網路向全世界任何角落的商家購買商品的年代，又逢2020年新冠肺炎疫情爆發人們減少面對面的交流，現金交易的比例也減少，轉而向非接觸式數位支付方式，使得商家勇於跨足於海外市場並邁向全球，進而延伸出的跨境電子商務的蓬勃進展。然而跨境電商與國內電商存在很大的差異性，必須顧及語言與文化上的差異、金流問題、物流問題、關稅及當地法規限制，而其中最重要也最複雜的一環就是金流相關的服務，線上支付的方便性已經是現代人生活中不可或缺的服務，企業面臨跨境問題來探討不同的經營策略與適切的應對執行方針。跨境第三方支付機構進入此產業規模日趨壯大，各個機構為了競爭更強調「支付工具」的功能，提供彈性更多元化的數位支付管道，確保交易過程順暢安全與保障買賣家雙方權益，跨境第三方支付機構的經營重點在於以日新月異的科技做廣泛結合，提供多樣化、個性化與高附加值的服務。本研究藉由企業個案瞭解產業中的電子商務中非金融業的科技玩家跨境第三方支付機構，探討消費者及商家對於跨境第三方支付機構電子支付使用之意向，以及消費者對於電子支付的期望感受，進而深入挖掘跨境第三方支付機構支產業特性。研究方式藉由商業模式圖了解實務的運作模式，說明機構中九大元素的實況，分析價值、需求、供給與財務四大導向的策略；並且從策略行銷4C理論分析商家的各項成本；當中訪問跨境第三方支付機構的Verifone業務部門主管，進行兩次的質化訪談，每次時間約為一小時，訪談內容主要為詳細的公司內部情況與策略方針，還有對數位支付產業的前景與未來發展趨勢之看法，並探討實際業態與日後的大環境變化，以期能夠提升對市場敏銳度與應變能力。透過策略行銷4C架構釐清Verifone與競爭者Digital River、FastSpring之間的條件差異，而從分析結果可以得知Verifone在外顯單位效益成本上有一定的競爭優勢，提供比競爭對手更多且完善的高性價比服務；在買者資訊蒐集成本方面因Verifone知名度在產業中較難與競爭者匹敵，所以帶給買者的資訊搜尋成本較高；由於知名度不足導致商家容易對服務品質產生疑慮與不確定性，產生合作時蘊藏了許多未知曉的風險，因此買者道德危機成本也相對較高；而本產業中因其終端消費者所有消費相關資訊與數據在跨境支付服務機構之間難以轉換，必須花費大量的轉換成本，因此買者專屬陷入成本對商家而言皆為高。最後給予Verifone建議：（一）服務精進與優化，以維持外顯單位效益成本低（二）增加跨境支付服務知名度，以降低買者資訊搜尋成本（三）建立信任感，以降低買者道德危機成本（四）往API導向發展，以平衡買者專屬陷入成本（五）線上線下結合 With the vigorous development of the Internet, the globalization of e-commerce has been greatly driven. Consumers are used to buying goods from merchants in any corner of the world online. In 2020, when the COVID-19 broke out, people would reduce face-to-face transactions and the proportion of cash transactions decreased. Shifting toward contactless payment encourages merchants to step into overseas markets and globalization, which extends the flourishing growth of cross-border e-commerce. However, there are great differences between cross-border e-commerce and domestic e-commerce. Language and cultural differences, cash flow issues, logistics issues, tariffs and local regulatory restrictions must be taken into account, and the most important and complicated part is cash flow. Furthermore, the convenience of online payment has become an indispensable service in the life of modern people. Faced with cross-border issues, enterprises need to discuss different business strategies and appropriate implementation policies. The scale of third-party payment processors entering cross-border e-commerce industry is growing day by day. In order to compete, various processors emphasize the function of "payment tools" and provide more flexible and diversified payment channels to ensure smooth and safe digital transactions and to protect the rights and interests of both buyers and sellers. The business focus of third-party payment processors lies in the extensive integration of ever-changing technologies to provide diversified, personalized and high value-added services. This study uses corporate cases to understand the third-party payment processors of non-financial technology players in the e-commerce industry and to explore the intentions of consumers and merchants using third-party payment processors for electronic payment, as well as consumers` expectations and feelings about electronic payment. Moreover, I hope to dig deeper into the characteristics of the third-party payment processors. The research method is to analyze the various costs of the merchants from the 4Cs theory of marketing strategy, and to understand the practical operation modes through the business model canvas (BMC)describing the real situation of the nine elements in the organization and analyzing the four-oriented strategies of value, demand, supply and finance. Among visiting the head of the business department of the third-party payment processors Verifone, I conducted twice times qualitative interviews, each time about 1 hours, and the interview content is mainly detailed inner operations of the company and strategic guidelines. In addition to views on the prospects and future development trends of the digital payment industry, we discuss the actual business format and future changes in the general environment so as to improve the market sensitivity and adaptability. The 4Cs framework of marketing strategy clarifies that Verifone has a certain competitive advantage in the explicit benefit-cost unit compared with competitors Digital River and FastSpring, and provides more comprehensive services than competitors; the cost of consumer information collection is relatively high, because Verifone’s reputations is difficult to match with competitors in the industry; the cost of moral crisis is also high, and It is also due to lack of reputations that merchants have doubts about service quality offered by Verifone and have many unknown risks in cooperation; in this industry, exclusive maintaining & transferring costs is harmful and high to merchants, because all consumption-related information and data of end consumers must spend a lot of switching costs as switching cross-border payment service providers. Finally, give Verifone advice: (1) Refining and optimizing services to maintain low the explicit benefit-cost unit (2)Increase the reputations of cross-border payment services to reduce buyers` information search costs (3) Build a sense of trust to reduce the cost of moral crisis for buyers (4)Towards API-oriented development to balance the maintaining & transferring costs of buyers (5) Combination of online and offline services
參考文獻:	104人力銀行(2023)。Digital River https://www.104.com.tw/company/cip9ftc。n.。搜尋日期：2023年3月26日。 FastSpring(2023)。https://fastspring.com/company/。搜尋日期：2023年3月26日。 Gastaldi, Irene, Ghiron and Calabrese(2008). Innovation and competition in two-sided markets: the case of payment systems. International Journal of Management and Network Economics, 2008, vol. 1, Issue 1. TokenInsight (2020)。區塊鏈整合支付、跨境、消費，數位貨幣「支付產業」。TI 研究報告。呂昊旻、趙雪情(2022)。全球跨境支付特徵、問題及前景。中銀研究，2022 年第 5 期（總第 120 期）。邱志聖(2014)。策略行銷分析，架構與實務應用。台北：智勝文化事業有限公司。林潔琛、段思宇(2020)。跨境對公支付繁榮生長背後：三大痛點凸顯，行業亟待變革。第一財經。翁世吉、林宗達、時薇茜(2017)。全球數位金融浪潮「跨境電子支付平台」啟航。時報網站財金資訊季刊。高志昕(2019)。跨境支付之發展趨勢，資策會產業情報研究所，工商時報 A9版。陳宜君、池世欽(2016)。亞太電商概覽。KPMG。陳植(2020)。跨境支付科技戰：火拼T+0結算降低匯兌風險。21世紀經濟報導。張郁芝(2014)。我國發展電子商務之現況與未來趨勢－以跨境第三方支付為例。經濟研究年刊　第14期。張述平、楊國明(2006)。跨境第三方支付競爭策略創新。電腦知識與技術，2006 (17)。黃云宣(2022)。紙鈔不再是主流！「零接觸支付」加速成長，2022 年將迎來６大趨勢。未來商務。黃郁敏(2016)。跨境第三方支付法律制度之研究。博碩士學位論文全文資料庫。電子商務時報網站(2021)。疫情下數位金融產業的發展銀行跨境支付篇，台北市廣告代理商業同業公會，典藏新聞。楊佼(2020)。疫情下跨境電商支付需求猛增高額成本是最大痛點。第一財經。簡琮盛(2018)。台灣電子支付平台發展與創新策略研究─以支付寶做對照分析。博碩士學位論文全文資料庫。
描述:	碩士國立政治大學企業管理研究所(MBA學位學程) 110363016
資料來源:	http://thesis.lib.nccu.edu.tw/record/#G0110363016
資料類型:	thesis
顯示於類別:	[企業管理研究所（MBA學位學程）] 學位論文

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