| dc.description.abstract | It is possible that due to the limited scale of the e-buissness, the banks do not help deal with the problem of cash flows. Paying with credit cards leads to the additional cost to small transaction sellers, because of the high application threshold and the limitation of the service charge. Conversely, it is also not worthy for the buyers, who may have additional service charges buying Apps with credit cards. Not to mention the inconveneince in direct bank transfers, and the possible fraud hidden in the online transactions. Thus, it is necessary to strengthen the reliability over virtual online tradings. Especially, with the rising trade frequency between cross-straits, the internet transparency accelerates e-commerce transactions. Therefore third-party payment service arises at an opportunity among the prospering online shopping needs, providing the protection and confidentiality of personal information, the escrow of payment, reducing costs for collection, and more convenient secure payment tools, etc.
With the development of e-commerce in recent years, the domestic third-party payment service is booming as well, whether financial or non-financial institutions are eagerly joining this market. Through analyzing the trends in the external environment, this study focuses on the business strategy of the case bank and the current third-party payment business development, and further interprets and compares the business models of third-party payment services having been running in Taiwan, its value proposition, and relative ompetitive advantages. The purpose is to make recommendations for the case bank on how to develop third-party payment services in the future.
Subjects chosen for the research are the financial institutions of the third party payment industry. Data was collected from relevant literatures, in-depth face-to-face interviews, secondary data analysis, and case study analysis.
This study adopts Porter’s Five Forces Model to analyze the industry structure of the third-party payment service, as well as through SWOT analysis for financial institutions to explore the development of third-party payment. Finally, with the analysis of the pros and cons from the four dimensions interviews, we thus provide suggestions to other financial institutions having been implemented third-party payment service.
The results show that the third-party payment service is in an intense competition. However, there is still no specifically designed law for the implementment, so the financial institutions remain competitive advantage.
While building the platform model for the third-party payment, financial institutions not only can create the platform by themselves, but also can collaborate with third-party payment companies by providing a full range of payment services to raise the population of more potential consumer groups.
In order to have higher customer loyalties, various financial institutions have different competitive strategies and business models to meet customers demand. The third-party payment needs to provide cross-border, international payments, and to develop the O2O(Online To Offline) business model in order to increase customer base, generate additional revenue streams in order to maintain the entity′s operations . | en_US |