發(fā)布時(shí)間：2018-05-29 19:33

  本文選題：移動(dòng)支付 + PEST分析��； 參考：《中國(guó)海洋大學(xué)》2015年碩士論文

【摘要】：隨著移動(dòng)互聯(lián)網(wǎng)的和移動(dòng)電子商務(wù)的發(fā)展,移動(dòng)支付以其全方位全天候的特點(diǎn)滿足了交易各方在支付結(jié)算方面的需求,在世界各國(guó)得到快速發(fā)展。在中國(guó),移動(dòng)支付也成為一項(xiàng)高速增長(zhǎng)的業(yè)務(wù)。但是,一方面《非金融機(jī)構(gòu)支付服務(wù)管理辦法》頒布實(shí)施,降低了開辦支付結(jié)算業(yè)務(wù)的政策壁壘,使得移動(dòng)通信運(yùn)營(yíng)商、第三方支付公司、互聯(lián)網(wǎng)公司、電商企業(yè)多方參與進(jìn)來(lái),打破了商業(yè)銀行在支付結(jié)算業(yè)務(wù)中的壟斷地位,加劇了競(jìng)爭(zhēng)。另一方面移動(dòng)支付國(guó)家標(biāo)準(zhǔn)于2014年最終確立,統(tǒng)一了移動(dòng)支付業(yè)務(wù)的各項(xiàng)技術(shù)標(biāo)準(zhǔn),為移動(dòng)支付發(fā)展帶來(lái)了機(jī)遇。作為國(guó)有控股的全國(guó)性商業(yè)銀行,C銀行在產(chǎn)品創(chuàng)新和業(yè)務(wù)轉(zhuǎn)型方面始終走在前面。支付結(jié)算業(yè)務(wù)是C銀行一項(xiàng)重要的中間業(yè)務(wù),面對(duì)支付結(jié)算的移動(dòng)化發(fā)展,如何把握機(jī)遇應(yīng)對(duì)挑戰(zhàn),制定正確的發(fā)展戰(zhàn)略,成為C銀行發(fā)展移動(dòng)支付業(yè)務(wù)的關(guān)鍵所在。本文運(yùn)用戰(zhàn)略管理相關(guān)理論和分析模型,對(duì)C銀行移動(dòng)支付業(yè)務(wù)進(jìn)行了研究分析,最后得出C銀行移動(dòng)支付業(yè)務(wù)所要采取的戰(zhàn)略和具體的戰(zhàn)略實(shí)施措施。本文首先闡述了移動(dòng)支付定義、分類以及目前移動(dòng)支付三種主要的商業(yè)模式,并分析了國(guó)外具有代表性國(guó)家和地區(qū)移動(dòng)支付市場(chǎng)發(fā)展?fàn)顩r和國(guó)內(nèi)發(fā)展?fàn)顩r,同時(shí)做了對(duì)比分析,發(fā)現(xiàn)國(guó)外的可借鑒之處和國(guó)內(nèi)的不足。然后利用PEST分析方法對(duì)移動(dòng)支付業(yè)務(wù)進(jìn)行了宏觀環(huán)境分析,用波特五力模型進(jìn)行了行業(yè)競(jìng)爭(zhēng)分析。接著對(duì)C銀行移動(dòng)支付業(yè)務(wù)進(jìn)行內(nèi)部分析,簡(jiǎn)要介紹了C銀行歷史和移動(dòng)支付業(yè)務(wù)現(xiàn)狀,并找出存在的問(wèn)題和不足。最后對(duì)C銀行進(jìn)行了SWOT分析,并根據(jù)SWOT戰(zhàn)略組合矩陣分析得出C銀行移動(dòng)支付業(yè)務(wù)戰(zhàn)略方案和戰(zhàn)略實(shí)施保障措施。在公司總體戰(zhàn)略上C銀行應(yīng)該采取SO發(fā)展戰(zhàn)略,利用移動(dòng)支付市場(chǎng)快速發(fā)展的機(jī)會(huì),積極進(jìn)行支付業(yè)務(wù)創(chuàng)新,實(shí)現(xiàn)支付業(yè)務(wù)轉(zhuǎn)型。在競(jìng)爭(zhēng)戰(zhàn)略上采取差異化競(jìng)爭(zhēng)策略,推動(dòng)移動(dòng)支付產(chǎn)品和服務(wù)的差異化建設(shè),并從組織架構(gòu)資源配置、支付渠道建設(shè)、產(chǎn)品開發(fā)、市場(chǎng)營(yíng)銷四個(gè)方面制訂了具體的實(shí)施措施。文章站在商業(yè)銀行的視角對(duì)移動(dòng)支付業(yè)務(wù)進(jìn)行了戰(zhàn)略分析,對(duì)其他商業(yè)銀行具有借鑒意義。但是移動(dòng)支付業(yè)務(wù)在中國(guó)也是處于快速發(fā)展階段,尚未進(jìn)入成熟期,行業(yè)環(huán)境處于動(dòng)態(tài)發(fā)展之中,是否應(yīng)該把移動(dòng)支付作為移動(dòng)金融核心來(lái)發(fā)展值得商榷。作者也深知由于理論水平和實(shí)踐經(jīng)驗(yàn)的限制,使本文在文獻(xiàn)整理、研究深度和戰(zhàn)略實(shí)施措施創(chuàng)新方面存在不足,需要在以后的研究中加以提升和改進(jìn)。
[Abstract]:With the development of mobile Internet and mobile electronic commerce, mobile payment meets the needs of all parties in payment and settlement with its all-weather characteristics, and has been developing rapidly in the world. In China, mobile payment has also become a high-growth business. However, on the one hand, the promulgation and implementation of the "measures for the Administration of payment Services of Non-Financial institutions" has lowered the policy barriers to operating payment and settlement services, enabling mobile communication operators, third-party payment companies, and Internet companies, The participation of e-commerce enterprises breaks the monopoly position of commercial banks in payment and settlement business and intensifies the competition. On the other hand, the national standard of mobile payment was finally established in 2014, which unified the technical standards of mobile payment service and brought opportunities for the development of mobile payment. As a state-owned national commercial bank, Banco C has always been ahead in product innovation and business transformation. Payment and settlement business is an important intermediate business in C Bank. In the face of the mobile development of payment settlement, how to grasp the opportunity to deal with the challenge and formulate a correct development strategy has become the key of C Bank to develop mobile payment business. Based on the theory and analysis model of strategic management, this paper studies and analyzes the mobile payment service of bank C, and finally obtains the strategy and concrete measures to be adopted in the mobile payment service of bank C. This paper first describes the definition, classification and current mobile payment of three main business models, and analyzes the representative countries and regions abroad mobile payment market development and domestic development, and makes a comparative analysis. Find the foreign reference and domestic deficiencies. Then, the macro environment of mobile payment service is analyzed by using PEST analysis method, and the industry competition is analyzed by Porter's five-force model. Then, the internal analysis of C bank mobile payment service is carried out, the history of C bank and the present situation of mobile payment service are briefly introduced, and the existing problems and shortcomings are found out. Finally, the SWOT analysis of C Bank is carried out, and according to the SWOT strategic portfolio matrix analysis, the C Bank Mobile payment business strategic plan and strategic implementation safeguard measures are obtained. In the overall strategy of the company, bank C should adopt so development strategy, take advantage of the opportunity of rapid development of mobile payment market, actively carry out payment business innovation and realize payment business transformation. In the competition strategy, the paper adopts the differentiated competition strategy to promote the construction of mobile payment products and services, and formulates the concrete implementation measures from four aspects of organizational structure, resource allocation, payment channel construction, product development and marketing. From the perspective of commercial banks, this paper makes a strategic analysis of mobile payment services, which has reference significance for other commercial banks. But the mobile payment service is also in the rapid development stage in China, has not entered the mature stage, the industry environment is in the dynamic development, whether should take the mobile payment as the mobile finance core to develop to question. The author also knows that due to the limitation of theoretical level and practical experience, this paper has some shortcomings in literature collation, research depth and innovation of strategic implementation measures, which need to be promoted and improved in the future research.
【學(xué)位授予單位】：中國(guó)海洋大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F832.2;F724.6

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