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论文编号：	3650
作者编号：	2220100827
上传时间：	2011/11/4 15:54:35
中文题目：	上海联付电子科技有限公司差异化战略研究
英文题目：	Analysis of Differentiation Strategy for U-bill
指导老师：	李莉
中文关键字：	关键词：上海联付电子科技有限公司;战略管理;差异化战略
英文关键字：	Keywords: U-bill;Strategy Management;Differentiation Strategy
中文摘要：	移动支付是指借助移动通信终端和设备以无线的方式进行商业交易活动。经过移动支付产业多年的发展，移动支付的产业链格局也基本形成。尽管移动支付具有较大的市场潜力，但是目前移动支付的发展现状并不如预期。为保证移动支付能够快速、健康的发展，就必须把握移动支付的发展方向和能够对移动支付业务发展产生影响的关键因素，进而找出适应移动支付发展的策略。 2008年，上海联付电子科技有限公司作为新一代移动商务与移动支付开发、应用及内容服务提供商成立了。由于该企业成立时间尚短，在发展战略等方面仍有待完善，如何把握当前的发展机遇，发挥优势，是当前上海联付电子科技有限公司亟待解决的重要问题。本文以此为背景，立足于上海联付电子科技有限公司的实际，通过对其所处环境的进行分析，为该行制定差异化发展战略，并对战略具体实施方案进行讨论，以期达到提高该企业竞争力的目的。本文首先对战略管理理论体系进行了梳理，进而对差异化战略的特点、优势、劣势、适应范围进行了总结。依据上述理论，本文对上海联付电子科技有限公司所处的宏观环境、行业环境和公司内外部综合环境进行了分析。在充分分析了战略的影响因素后，本文将差异化战略作为该行未来的发展战略，并对其实行差异化战略的可行性进行了深入探讨。为企业构建了的差异化战略模式，同时对具体实施策略进行了设计。最后，本文提出了确保差异化战略稳健实施的保障因素。经过分析，本文得出以下结论：包括内容服务提供商、移动运营商、银行等利益群体的移动支付产业链格局已经基本形成，并且移动运营商的地位一直不断强化，随着相关法令的颁布，金融机构在产业链中的地位也不断上升，逐渐由产业链中三方博弈转为双方博弈。联付科技作为第三方移动支付内容与服务提供商，采取大规模铺开业务的成本领先式竞争战略不适应其发展的需要，必须将战略重点集中在优势客户和优势产品上，从而形成竞争优势。同时，联付科技为提升自身的行业地位，必须加强与产业链各方的合作。
英文摘要：	Mobile payments conduct business transactions using mobile communication terminals and devices through wireless way. After years of development of mobile payment industry, mobile payment industrial chain has basically formed the pattern. Although the mobile payment market with large potential, the development of the current status of mobile payments is not as expected. To ensure rapid and healthy development of mobile payment, we must grasp the development direction of mobile payment and key factors which can affect the development of mobile payment, then find out a strategy which adapts to the development of mobile payment. In 2008, U-bill set up. It is a new generation of mobile commerce and mobile payment application and content service provider. This company’s strategies of development still have to be improved because of the short existing time. How to seize the development opportunities and exert advantages is an important currently problem need prompt solution for U-bill. This It analyzes the environment and its development target, and makes a differentiated development strategy according to them. Moreover, it discusses the implementation plan of this strategy. This paper first overviewed the strategy theory and then summarized the feature, advantage, disadvantage and the scope of its applicability. Based on the theory, this paper has set U-bill as a case to research. It discussed the applicability from the political environment, organizational structure, bank background and inner resources. Moreover, this paper has designed the concrete strategy and procedure of the differentiated strategy in order to assure its function. In the end, based on the summarization of the whole paper, the author gives some factors to ensure the implementation of the strategy. After analysis, this paper draws the following conclusion: the mobile payment industry chain has formed, including content service providers, mobile operators, banks and other interest groups. T he mobile operator's status has been strengthened, and financial institution's position in the industry chain has been increasing because of related decrees. As third-party mobile payment content and service provider, U-bill must focus on client strengths and advantages of product, and then create competitive advantage. Large-scale cost leadership competition strategy style cannot meet their development needs. Meanwhile, to upgrade its industry position, U-bill must strengthen the cooperation with the industry chain parties.
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