發(fā)布時間：2018-05-29 19:33

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

【摘要】：隨著移動互聯(lián)網(wǎng)的和移動電子商務(wù)的發(fā)展,移動支付以其全方位全天候的特點滿足了交易各方在支付結(jié)算方面的需求,在世界各國得到快速發(fā)展。在中國,移動支付也成為一項高速增長的業(yè)務(wù)。但是,一方面《非金融機(jī)構(gòu)支付服務(wù)管理辦法》頒布實施,降低了開辦支付結(jié)算業(yè)務(wù)的政策壁壘,使得移動通信運營商、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,打破了商業(yè)銀行在支付結(jié)算業(yè)務(wù)中的壟斷地位,加劇了競爭。另一方面移動支付國家標(biāo)準(zhǔn)于2014年最終確立,統(tǒng)一了移動支付業(yè)務(wù)的各項技術(shù)標(biāo)準(zhǔn),為移動支付發(fā)展帶來了機(jī)遇。作為國有控股的全國性商業(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銀行一項重要的中間業(yè)務(wù),面對支付結(jié)算的移動化發(fā)展,如何把握機(jī)遇應(yīng)對挑戰(zhàn),制定正確的發(fā)展戰(zhàn)略,成為C銀行發(fā)展移動支付業(yè)務(wù)的關(guān)鍵所在。本文運用戰(zhàn)略管理相關(guān)理論和分析模型,對C銀行移動支付業(yè)務(wù)進(jìn)行了研究分析,最后得出C銀行移動支付業(yè)務(wù)所要采取的戰(zhàn)略和具體的戰(zhàn)略實施措施。本文首先闡述了移動支付定義、分類以及目前移動支付三種主要的商業(yè)模式,并分析了國外具有代表性國家和地區(qū)移動支付市場發(fā)展?fàn)顩r和國內(nèi)發(fā)展?fàn)顩r,同時做了對比分析,發(fā)現(xiàn)國外的可借鑒之處和國內(nèi)的不足。然后利用PEST分析方法對移動支付業(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)競爭分析。接著對C銀行移動支付業(yè)務(wù)進(jìn)行內(nèi)部分析,簡要介紹了C銀行歷史和移動支付業(yè)務(wù)現(xiàn)狀,并找出存在的問題和不足。最后對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銀行移動支付業(yè)務(wù)戰(zhàn)略方案和戰(zhàn)略實施保障措施。在公司總體戰(zhàn)略上C銀行應(yīng)該采取SO發(fā)展戰(zhàn)略,利用移動支付市場快速發(fā)展的機(jī)會,積極進(jìn)行支付業(yè)務(wù)創(chuàng)新,實現(xiàn)支付業(yè)務(wù)轉(zhuǎn)型。在競爭戰(zhàn)略上采取差異化競爭策略,推動移動支付產(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)、市場營銷四個方面制訂了具體的實施措施。文章站在商業(yè)銀行的視角對移動支付業(yè)務(wù)進(jìn)行了戰(zhàn)略分析,對其他商業(yè)銀行具有借鑒意義。但是移動支付業(yè)務(wù)在中國也是處于快速發(fā)展階段,尚未進(jìn)入成熟期,行業(yè)環(huán)境處于動態(tài)發(fā)展之中,是否應(yīng)該把移動支付作為移動金融核心來發(fā)展值得商榷。作者也深知由于理論水平和實踐經(jīng)驗的限制,使本文在文獻(xiàn)整理、研究深度和戰(zhàn)略實施措施創(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】：中國海洋大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F832.2;F724.6

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