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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63909

    Title: 智慧型手機於行動銀行運用之可行性分析-以A銀行為例
    Authors: 林平章;Ping,Chang-Lin
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 可行性分析;智慧型手機;策略聯盟;經營模式;行動銀行;business model;feasible analysis;mobile banking;smartphone;stratigic alliance
    Date: 2010-04-20
    Issue Date: 2014-05-08 15:36:31 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 國內智慧型手機的逆勢成長,加上行動電子商務的蓬勃發展,為進入成熟期的銀行產業帶來另一發展機會。目前我國手機持有比率已高於電腦持有比率,且智慧型手機性能、連網速度已足夠提供更豐富的金融服務,銀行業為了降低營運成本,並提供客戶更便利即時的服務,智慧型手機於行動銀行之運用應運而生。
    ;The growth trend of domestic smartphones and the rapid development of e-commerce have brought another development opportunity for the banking industry that has entered the mature stage. Currently, the domestic mobile ownership rate is already higher than the computer ownership rate and the performance and networking speed of smartphones is also able to provide a more extensive financial service. In order to lower the operating cost and provide the customers with more convenient and immediate service, the banking industry has applied smartphones to mobile banking.
    In order to be the market pioneer, Bank A first introduced the innovative service of smartphone mobile banking. Therefore, the study takes Bank A as an example, and performs an in-depth exploration of the feasibility assessment of applying smartphones to mobile banking. The study first focuses on the bank industry and internet banking for industry analysis, and performs an in-depth exploration of the customer demand for internet banking and mobile banking for future development reference, then uses SWOT analysis to process the internal and external environment advantages and disadvantages analysis of Bank A developing mobile banking, and performs an in-depth exploration of whether it is feasible and has development value for Bank A to have smartphone mobile banking from the point of view of the operating model and strategic alliance.
    The study adopted the case study analysis method, and performed interviews with high-ranked managers to collect and analyze relevant literature and secondary data. The result showed that it is feasible for Bank A to promote smartphone mobile banking. The existing customer base and branch channels have brought a huge advantage, and the financial crisis has allowed people to pay more attention to handling immediate cash flow. However, the insufficient professional technology of Bank A and people’s concern for information security are still problems that Bank A has to overcome. In the operating model, Bank A performed sound organizational planning, first develops iPhone and Android platforms and relevant functions to allow mobile banking to bring the competitive advantage of low cost, differentiation and niche market, and considerable wealth potential for Bank A. In addition, Bank A will perform a strategic alliance, including technology professional partnership, cross-marketing and promoting partnership, and complementary business partnerships, etc. to gain benefits, and to share results.
    As Bank A is the domestic smartphone mobile banking pioneer, it is recommended that when other banks want to promote this innovative service in the future, they shall introduce relevant functions and platforms in different phases, focus on the stability of system maintenance and information security, and use existing customer data to understand target customer demand and preference firmly for more effective promotion.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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