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论文编号：	13382
作者编号：	2320190348
上传时间：	2022/6/13 22:31:36
中文题目：	中小型第三支付公司数字化转型研究——以e公司为例
英文题目：	Research on the Business Digital Transformation of Third Party Payment –e Company as an Example
指导老师：	张建勇教授
中文关键字：	第三方支付；数字化转型；小微商户；收单服务
英文关键字：	The third-party payment；Digital transformation；Small and micro merchants；Acquiring Business
中文摘要：	第三方支付发源于互联网，支付方式从传统现金交易、刷卡交易等线下交易方式向线上交易方式转变，其本质是基于互联网技术的支付工具。第三方支付的角色概念从最初的支付工具逐步发展成为支付通道、支付平台以及支付生态，第三方支付行业也逐步走进产业支付时代。一方面宏观环境发展持续鼓励支付行业发展，5G、云计算、大数据等新兴技术快速普及并为商业发展提供了良好的应用场景，实体经济由于产业结构、疫情影响等各种原因迫切需要改革转型，多重因素推动各行业经济向电子化、数据化、智能化方向高效发展，为支付行业发展提供了有利的宏观环境基础。另一方面，第三方支付行业经过一段时间的发展，也暴露出支付机构发展两极分化等结构性问题。第三方支付头部机构引领行业技术革新与发展趋势，但同时也垄断市场，利用技术优势、客群优势、平台资源优势等全方位碾压中小型第三方支付机构。中小型第三方支付机构勉强维持企业经营，面临利润下滑、竞争激烈、市场萎缩等艰难局面。从行业阶段性发展特征来看，头部第三方支付机构与中小型第三方支付机构呈现出完全不同的企业发展模式与创新逻辑。中小型第三方支付机构在当前发展环境中面临多方压力，业务发展陷入增长困境，难以实现可持续性发展，面临转型困难局面。本研究以中小型第三方支付机构为主要研究对象，从SCP研究范式展开，通过对第三方支付行业环境、产业结构、机构行为及行业表现等结构-行为-绩效分析，解读在当前产业支付阶段第三方支付行业的发展趋势与未来方向。重点分析当前产业环境下，中小型第三方支付机构结合产业环境及自身资源条件找准自身当前发展定位。在数字化发展的环境下，中小型第三方支付机构利用现有业务及客群基础，通过为小微企业提供数字创新服务，可以巩固交易场景，发展新型业务模式。将数字化转型与服务小微商户数字化服务相结合，突破传统支付机构盈利模式逻辑。中小型第三方支付机构借助其互联网资源优势，从单纯金融中介服务向金融科技服务转型，从服务商户角度出发，提供更高品质、更高质量、更多便利的商户数字化服务，从而实现支付机构与商户的共同成长、共同发展，探索出一条走出当前阶段中小型第三方支付机构发展困境的道路。行业生存环境的剧变，导致中小型第三方支付机构难以模仿或复制头部支付机构发展模式，必须走自主探索发展道路。本文从中小型第三方支付机构角度分析，提出以现阶段核心收单业务为基础，发展标准化支付产品模块。以服务小微商户数字化转型为抓手，践行支付机构数字化转型发展道路。实现中小型第三方支付机构自身业务转型与可持续经营的创新发展目标。本文在探讨业务创新模式的基础上，以e公司业务模式探索尝试为案例，介绍了中小型第三方支付机构服务小微商户数字化转型的初级阶段发展案例。
英文摘要：	Third-party payment originated from the Internet. It is a transitional transfer of payment methods from offline physical transactions such as cash and credit card transactions to online payment methods. Its business essence is a payment tool based on Internet technology. The concept of third-party payment has gradually developed from the initial payment tool to payment channel, payment platform and payment ecology, and the third-party payment industry has gradually entered the era of industrial payment. On the one hand, the development of the macro environment continues to encourage the development of the payment industry. Emerging technologies such as 5G, cloud computing, and big data are rapidly popularized and provide good application scenarios for business development. The real economy urgently needs reform and transformation due to various reasons, such as industrial structure and the impact of the epidemic. Multiple factors promote the efficient development of the economy of various industries in the direction of electrification, digitization, and intelligence, which provides a favorable macro-environmental foundation for the development of the payment industry. On the other hand, after a period of development in the third-party payment industry, structural problems such as the polarization of the development of payment institutions have also been exposed. The leading third-party payment institutions lead the industry's technological innovation and development trends, by the same time they monopolize the market, taking advantage of technological advantages, customer volume advantages, and platform resource advantages to comprehensively crush small and medium-sized third-party payment institutions. Small and medium-sized third-party payment institutions try to maintain the business situation, facing declining profits, fierce competition and shrinking market. Wait for a difficult situation. Judging from the characteristics of the industry's staged development, the leading third-party payment institutions and small and medium-sized third-party payment institutions present completely different enterprise development models and innovation logic's. This research takes small and medium-sized third-party payment institutions as the main research object, and starts from the SCP research paradigm. The development trend and future direction of the third-party payment industry. Focusing on the analysis of the current industrial environment, small and medium-sized third-party payment institutions find their current development orientation based on the industrial environment and their own resource conditions. In the context of the digital development of the entire economic industry, the existing business and customer base are used to consolidate transaction scenarios by providing digital innovation services for the digital transformation of small and micro enterprises. Combining the innovation and breakthrough of business model with the digital transformation of serving small and micro merchants, it breaks through the logic of profit model of traditional payment institutions. Small and medium-sized third-party payment institutions take advantage of their Internet resources to transform from pure financial intermediary services to financial technology services, and from the perspective of serving merchants, provide higher-quality, higher-quality, and more convenient digital services for merchants, so as to realize payment institutions. Growing and developing together with merchants, we have explored a way out of the current development dilemma of small and medium-sized third-party payment institutions. The drastic changes in the living environment of the industry have made it difficult for small and medium-sized third-party payment institutions to imitate or replicate the development model of head payment institutions, and must explore the development path independently. This paper analyzes from the perspective of small and medium-sized third-party payment institutions, and proposes that on the basis of the core acquiring business at this stage, with the digital transformation of serving small and micro merchants as the starting point, the digital transformation service path of payment institutions is taken to realize the business transformation of small and medium-sized third-party payment institutions. Innovative development goals with sustainable operations. On the basis of discussing the business innovation model, this paper introduces the development case of the primary stage of the digital transformation of small and medium-sized third-party payment institutions serving small and micro merchants by taking the business model exploration of e-company as an example.
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