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论文编号：	12919
作者编号：	2220160809
上传时间：	2021/12/14 10:11:55
中文题目：	H公司的支付科技赋能平台应用优化研究
英文题目：	Research on application optimization of payment technology enabling platform of H Company
指导老师：	覃家琦
中文关键字：	第三方支付；科技赋能平台；商业模式；移动支付
英文关键字：	Third party payment；Technology enabling platform；Business model； mobile payment.
中文摘要：	中国进入经济新常态将促使 toB 市场的发展，中国的 toB 市场规模体量目前只有美国的 10%，即将迎来爆发。随着互联网巨头地位的确立，个人创新空间在不断压缩，同时个人的流量成本在急剧上升，流量入口大多由互联网巨头占据。在科技赋能平台行业里，出现了从客户创新体验转向为企业提供升级服务的转变态势，经营方向也从获取流量为导向变成为企业解决发展困难为导向，这种服务对象和盈利模式的转变就是科技赋能平台模式的发展趋势。第三方支付行业也是如此，支付机构能否充分利用支付科技赋能平台，进一步创新支付业务，为企业带来传统支付形态以外的红利，是成功引领第三方支付市场下一次爆发性增长的关键。本研究以 H 公司的支付科技赋能平台为研究对象，主要研究 H 公司的支付科技赋能平台的运作模式有什么问题，从公司发展历程、组织架构总结公司发展方向，从公司发展定位、产品体系、产品技术能力和业绩营收等方面总结 H公司支付科技赋能平台模式的发展现状。研究发现，当前支付科技赋能平台存在垄断问题严重、缺乏增长动力、监管难度大、应用衍生新问题等问题，H 公司的支付科技赋能平台同样也存在市场份额不高、营收结构单一、客户覆盖面不广、销售渠道单一、财务和投融资存在风险等问题，产生这些问题的原因是公司发展定位不适应支付行业发展趋势、产业领域赋能深度和广度不足、熟悉产业支付生态产品的技术人才不足、移动支付行业双寡头格局已经形成四个方面。H 公司要想抓住支付市场的下一个风口，必须树立“三个转变”的思路来优化科技赋能平台模式。本研究为 H 公司从五个方面设计了详细的完善方案，目标群体的优化上要加快中小城市和小微商户下沉；行业布局的优化上要加快实现六大重点行业的均衡发展；核心业务的优化上要从支付通道升级为提供定制化支付解决方案；全球化能力的优化上要加快跨境支付前台工具本土化和获取各国牌照；营收结构的优化上要在支付服务收入的基础上增值服务收入。H 公司要确保优化方案能够得到实施，还必须要在人力资源保障、客户关系维护、信息技术支撑、运营成本控制等方面提供必要的保障。这些优化模式和保障对其他中小支付机构具有一定的参考借鉴意义。
英文摘要：	China's entry into the new economic normal will promote the development of Tob market. At present, the scale of China's tob market is only 10% of that of the United States, and it is about to break out. With the establishment of the status of Internetgiants, personal innovation space is constantly compressed, and personal traffic costs are rising sharply. Most traffic entrances are occupied by internet giants. In the technology enabled platform industry, there has been a change from customer innovation experience to providing upgrading services for enterprises, and the business direction has changed from obtaining traffic to solving development difficulties for enterprises. This change in service object and profit model is the development trend of technology enabled platform model. The same is true of the third-party payment industry. Whether Payment institutions can make full use of the payment technology enabling platform to further innovate payment business and bring dividends other than traditional payment forms to enterprises is the key to successfully lead the next explosive growth of the third-party payment market. This thesis takes the payment technology enabling platform of H company as the research object, summarizes the company's development direction from the company's development process and organizational structure, and summarizes the development status of the payment technology enabling platform model of H company from the aspects of the company's development positioning, product system, product technical capability and performance revenue. It is found that the current payment technology enabling platform has serious monopoly problems, lack of growth power, difficult supervision and new application derivative problems. The payment technology enabling platform of H company also has problems such as low market share, single revenue structure, low customer coverage, single sales channel, financial and investment and financing risks, The reasons for these problems are that the company's development orientation does not adapt to the development trend of the payment industry, the lack of depth and breadth of empowerment in the industrial field, thelack of technical talents familiar with industrial payment ecological products, IIAbstract and the formation of a duopoly pattern in the mobile payment industry. If H company wants to seize the next outlet of the payment market, it must establish the idea of "three transformations" to optimize the technology enabling platform mode. This thesis designs a detailed improvement scheme for H company from five aspects. The optimization of target groups should speed up the sinking of small and medium-sized cities and small and micro merchants; In the optimization of industry layout, we should accelerate the balanced development of six key industries; The optimization of core business should be upgraded from payment channel to providing customized payment solutions; On the optimization of globalization capacity, we should accelerate the localization of cross-border payment front desk tools and obtain national licenses; The optimization of revenue structure should add value to service revenue on the basis of paying service revenue. To ensure that the optimization scheme can be implemented, company H must also provide necessary guarantees in terms of human resources guarantee, customer relationshipmaintenance, information technology support, operation cost control, etc. These optimization models and guarantees have certain reference significance for other small and medium-sized Payment institutions.
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