從資源基礎理論探討銀行進軍第三方支付之機會與挑戰

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Title:	從資源基礎理論探討銀行進軍第三方支付之機會與挑戰
Other Titles:	The third-party payment opportunities and challenges to Taiwanese banking industry from resource-based view
Authors:	王玉惠;WANG, YU-HUI
Contributors:	淡江大學企業管理學系碩士在職專班李月華;Lee, Yueh-Hua
Keywords:	第三方支付;資源基礎理論;Third party Payment;Resource-Based
Date:	2016
Issue Date:	2017-08-24 23:41:46 (UTC+8)
Abstract:	各家銀行在資源不同的情況下，進入第三方支付的方式不盡相同。根據資源基礎理論，銀行於思考跨足第三方支付業務，進行經營策略選擇時，應當分析本身所具備之獨特的資源與能力，與競爭優勢進行連結，經由內部資源與能力的累積與培養，以形成長期的競爭優勢。本研究的目的即欲找出銀行之核心資源與能力，同時歸納出銀行之關鍵優勢與劣勢並提出策略方案之建議。本研究依「比較個案研究法」，藉由資源理論基礎探討銀行業進軍第三方支付之機會與挑戰。研究發現，銀行在資本額、品牌形象、民眾信賴感、金流清算及國際結算、提供金融商品服務這幾項皆具關鍵優勢；故建議銀行應強化本身的關鍵資源與能力，進行優勢資源內涵之轉移，以創造持續性的競爭優勢。另外，已經建置第三方支付平台的銀行，應加速推廣第三方支付服務，讓更多買家或賣家加入銀行所建置之平台，銀行才能收集到更多的交易資訊，產生大數據的分析效益，更精準地找出銀行各項金融商品服務的潛在客戶，帶來提升存款、貸款、投資的效益。尚未自行開發第三方支付平台的銀行業者，透過與第三方支付業者結盟，亦能達到同樣的目的，只是因為資訊流掌握在第三方支付業者手中，就銀行經營產品的角度上，難免提高了部分的難度，但只要能做到雙方互利互惠，「銀行+平台結盟」的模式亦能創造與自建第三方支付平台相同的效益。 Due to different resource circumstances, banks use various methods for the introduction of third party payments. According to the resource-based view, when considering entering third-party payment services, banks are making a business strategy selection. Therefore, they should analyze the linkages between their unique resources and capabilities, and their competitive advantages. Subsequently, they can employ their accumulation and cultivation of internal resources and expertise to form long-term competitive advantages. The goal of this study is to identify the core resources and capabilities of banks, and summarize key advantages and disadvantages to formulate recommendations for strategic planning. As such, this study adopts the comparative case study method from a resource-based theoretical perspective to explore the challenges and opportunities faced by the banking industry when introducing third-party payments. The results show that banks have key advantages with regard to capital, brand image, public trust, cash-flow liquidity, international transactions, and the provision of financial products and services. Therefore, it is recommended that banks strengthen their key resources and capabilities, and pivot towards their resource advantages to create sustainable competitive advantages. Furthermore, banks which have already established third-party payment platforms should promote quicker third-party payment services to attract more buyers and sellers to the platform. This also allows banks to collect a greater volume of transaction data and generate an analytical advantage using big-data, enabling them to more precisely search for potential customers of financial products and services, thus benefitting deposits, loans, and investments. Banks that have not developed a third-party payment platform can also reap similar benefits through alliances with third-party payment firms. Since information will be held by the third-party payment firm, this method has a higher degree of difficulty from the perspective of banking product management. However, if it is possible to create a mutually beneficial “bank + platform alliance” model, benefits such as those generated by self-established third-party payment platforms are still possible.
Appears in Collections:	[Graduate Institute & Department of Business Administration] Thesis

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