金融科技公司之間的動態競爭-第三方支付案例

Abstract

在新興科技不斷推陳出新的趨勢下，金融科技的創新也改變了既有的商業生態系統，本文藉由中國近年來興起的金融科技公司-支付寶（阿里巴巴集團）與財付通（騰訊集團），在中國新興的第三方支付業務發展與競爭的個案，來探討他們如何透過第三方支付的商業生態系統演化，除了利用生態系統內成員間在互利的基礎下共同合作來擴大生態系統，而在這些競爭的歷程中，本文採用動態競爭理論中的分析架構，從市場共同性與資源相似性的競爭者分析，並配合察覺、動機及能力分析方法（簡稱AMC分析工具），以雙邊對偶式的比較方法驗證出個案中的兩家企業在商業生態系統演變中如何針對競爭者發動攻擊行動與防禦回應策略，找出市場共同性與資源相似性的交互作用影響關係得出以下的結果： (一)在商業生態系統形成階段，企業競爭存在著競爭不對稱性，由於市場共同性與資源相似性的競爭不對稱性，競爭企業與對手互相採取競爭性行動的可能性不同。 (二)在商業生態系統擴張階段，雖然市場共同性與資源相似性愈高，焦點企業對競爭者採取競爭性的行動可能性不高，但是，若為了擴張商業生態系統並取得競爭優勢，可藉由生態系統中成員的資源互補下，發動多點競爭行動。 (三)在商業生態系統穩定階段，雖然市場共同性與資源相似性愈高，競爭者對焦點企業回應競爭性的行動可能性愈高。 (四)在商業生態系統穩定階段，市場共同性與資源相似性愈高，焦點企業對競爭者在競爭性行動與回應上，動機與能力是個重要的驅動因子，且有下列兩點發現： 1.只要動機是對公司有績效可圖，即使能力資源不足尚可從生態系統中找到資源互補的成員結為盟友，參與競爭性行動發起攻擊或採取回應。 2.即使動機對公司暫無利潤，但是可透過商業生態系統中的成員進行資源互補，發動競爭性行動，一起成長並擴大商業生態系統，此研究結果於此理論並未加以探討。 過去的研究多偏向靜態的產業分析，本研究藉由第三方支付業者的商業生態內之動態競爭過程，將具有理論與實務結合的研究結果作為本文的參考價值所在。Under the trend of emerging technologies，the innovation of financial technology has also changed the existing business ecosystem。This article explores how they are through third parties through the rise of China’s emerging financial technology companies，Alipay (Alibaba Group) and Tenpay (Tencent Group)，in the emerging third-party payment business development and competition in China。The evolution of the commercial ecosystem of payment，in addition to using the members of the ecosystem to work together to expand the ecosystem on the basis of mutual benefit，in the course of these competitions，this paper adopts the analytical framework in dynamic competition theory，from market commonality and resources。Similarity analysis of competitors，combined with awareness，motivation and ability analysis methods (AMC)，using a bilateral dual comparison method to verify how the two companies in the case attacked competitors in the evolution of the business ecosystem。Action and defense response strategies to find out the interactions between market commonality and resource similarity have the following results： (一)In the stage of formation of the commercial ecosystem，there is competition asymmetry in enterprise competition。Due to the asymmetry of market commonality and resource similarity，the possibility of competitive actions between competitors and rivals is different。 (二)In the stage of commercial ecosystem expansion，although the market commonality and resource similarity are higher，it is unlikely that the focus enterprise will take competitive action against competitors。However，if it is to expand the commercial ecosystem and gain competitive advantage，Multi-point competition is launched by complementing the resources of members of the ecosystem。 (三)In the stable stage of the business ecosystem，although the market commonality and resource similarity are higher，the competitors are more likely to respond to the competitive action of the focus enterprises。 (四)In the mature stage of the business ecosystem，the higher the market commonality and resource similarity，the focus enterprises are an important driving factor for competitors in competitive actions and responses，and the following two points are found： 1.As long as the motive is to be profitable for the company，even if the resources are insufficient，it is possible to find members with complementary resources from the ecosystem and become allies，participate in competitive actions to launch attacks or respond。 2.Even if the motives have no profit for the company，they can complement each other through the resources of the business ecosystem，launch competitive actions，and grow together and expand the business ecosystem。 The results of this study are not discussed in this theory。 In the past，the research mostly focused on static industrial analysis。This research uses the research results of the combination of theory and practice as the reference value of this paper through the dynamic competition process in the commercial ecology of third-party payment providers。