【作者】 张洁懿；

【导师】 曹玉书；

【作者基本信息】 北京交通大学 ， 产业经济学， 2008， 博士

【摘要】 网上支付企业是互联网企业中非常具有代表性的企业类型,它将近十年的发展历程是整个互联网企业发展的一个缩影。同时,它还是互联网行业中,资金流量最大、具有一定金融业特征的企业。网上支付企业的业务直接影响着其它所有需要通过网上支付的互联网公司以及需要通过网络销售产品和服务的传统企业。因此,网上支付行业的健康发展和核心竞争力构建是一个十分重要的命题。有关网上支付企业核心竞争力的研究目前还处于空白阶段,关于互联网企业核心竞争力的研究都只停留在就赢利模式方面的讨论上。第二章通过对核心竞争力理论文献进行了系统回顾,综合运用经济学、管理学、网络经济学、战略管理理论、博弈论、市场营销学等理论,应用到网上支付企业这个新兴的互联网企业中,在第三章构建了网上支付企业核心竞争力理论体系。这个理论体系包括网上支付企业核心竞争力的网络经济特性、网上支付企业作为信用中介的博弈模型、网上支付行业的竞争性垄断市场结构、网上支付企业的五种力量分析、网上支付企业的梯度竞争优势分析、网上支付企业的长尾理论和蓝海战略。通过对网上支付行业环境、产业链和主要企业的分析,在第四章创新性地定义了网上支付企业核心竞争力的概念:以企业长期积累的物质资源、人力资源和无形资源为基础,通过企业资源管理机制和整合创新机制而形成企业能力,再通过企业的综合能力整合企业的政府关系和上下游企业关系等等制度环境和市场环境,最终通过有利的环境因素和企业能力再形成企业资源的一种循环作用的动态自组织系统。企业的有形资源、人力资源和无形资源是网上支付企业核心竞争力的源泉。企业的管理能力、创新能力和整合能力是网上支付企业核心竞争力的动力。企业的制度环境和市场环境是网上支付企业核心竞争力的外部保障。资源要素分为物质资源、人力资源和无形资源三部分,物质资源包括现金资本和实物资本。人力资源包括管理团队、核心员工和专业人才。无形资源包括公司品牌、企业文化、研发成果和用户安装量等。能力要素包括管理能力、创新能力和整合能力,管理能力包括组织优化能力、营销能力和资源管理能力。创新能力包括技术创新能力、价值创新能力和学习应变能力。整合能力包括外部价值链整合和公关能力。环境要素包括制度环境和市场环境。在前面的定义和影响要素分析的基础上,第五章结合网上支付行业的分析调研和综合30位业内专家意见,建立了网上支付企业核心竞争力评价指标体系,包括:资金,管理团队,用户安装量,公司品牌,企业文化,市场份额,收入增长率,创新能力,技术水平,政府关系,上下游企业关系11个指标。根据行业调查数据,运用层次分析法和聚类分析法,对8个网上支付企业的核心竞争力水平进行实证研究,两种评价方法结论彼此印证,且符合网上支付行业的现状,依据评价结果将目前网上支付企业核心竞争力状况做了系统总结,并得到四点启示:1、网上支付企业的核心竞争力与企业成立先后时间无直接关系。2、网上支付企业核心竞争力与市场份额有关。3、核心竞争力评价排名与企业整体的实力和规模相关性强。4、网上支付企业在部分评价指标上的优势有连带作用。基于梯度竞争优势和指标综合评价,提出依据一横一纵两个角度,对网上支付企业核心竞争力的培育提出了方向。纵向从时间序列来看,结合网上支付企业梯度竞争优势的特点,分析了核心竞争力培育的时间阶段和重点,提出企业在不同发展阶段所需要培育的核心竞争力要素。横向从核心竞争力识别、评价和提升的过程分析,根据与网上支付行业中其它企业横向比较的核心竞争力评价指标中的弱项,揭示针对不同指标要素以何种手段和方法来提升和培育核心竞争力。第六章提出了针对网上支付企业核心竞争力评价指标的十大提升策略。即创业文化策略、产品主流化策略、企业规模化策略、提高客户满意度策略、多重价格策略、自传播营销策略、学习型组织与价值创新策略、次动者优势策略、政府公关与危机公关策略、战略联盟策略。将网上支付企业核心竞争力理论、评价分析结果与企业战略管理实践相结合。更多还原

【Abstract】 Online payment companies are very representative types of internet enterprises and their nearly a decade development is a microcosm of the entire internet business. Meanwhile, compared with other internet companies, online payment enterprises have the largest cash flow and significant financial characteristics. Their business directly influence both the internet and traditional companies which need to pay online to sale their products and services. Therefore, the healthy development and core competence construction of online payment enterprises are very important propositions.The research on the core competence of online payment enterprises is still in a blank stage, and the research on the core competence of internet companies stays in the discussion of business model. Chapter Two has carried on a review to the core competence theory literature, by using the theories synthetically, such as economics, management science, the network economics, the strategy management theory, game theory, marketing theory, etc. Chapter Three constructed core competence theory system of online payment enterprises in light of related theories. This theory system including network economic characteristics of online payment enterprises core competence, the game model of online payment enterprises as an intermediate, the marketing structure of competitive monopoly, five forces analysis, the gradient competitive advantage of online payment enterprises, the long tail theory and blue ocean strategy.Based on the analysis of online payment enterprise characteristics, environment and the industrial chain, Chapter Four has innovatively defined of core competence of online payment enterprise as follows: It is a dynamic loop and self-organized system, which takes the long-term accumulation of physical resources, human resources and intangible resources as foundations, forms the enterprise ability through resource management mechanisms and integrated & innovative mechanisms, integrates the government relations and supplier & consumer relations to make a better policy and market environment, and creates enterprise resources by favorable business environment and company ability. The physical resources, human resources and intangible resources are foundations of the core competence of online payment enterprises. The management, innovation and integration capabilities are the driving force of the core competence of online payment enterprises. The policy and business environment are the external security of the core competence of online payment enterprises. Physical resources include funds and materials. Human resources include management team, core staff and professionals. Intangible resources include branding, corporate culture, R&D and registered users. Management capabilities include organization optimization, marketing ability and resources management. Innovation capabilities include technological innovation, value innovation and learning capabilities. Intergration capabilities include the value chain intergration and PR ability.Through investigation and collecting the experts’ advice, Chapter Five set up the the evaluation index system of online payment enterprise, which including the funds, management team, registered users, branding, corporate culture, market share, revenue increment, innovation ability, technical strengths, government relations, client relations. According to the industrial investigation data, Analytical Hierarchy Process and hierarchical cluster analysis have been used to the empirical research on the core competence level of eight online payment enterprises. The results of these two analyses match each other and reach four inspirations: 1.The level of core competence has no direct relation with the launch time. 2. The level of core competence has relations with the marketing share. 3. The ranking is highly relevant with the strength and scale of the enterprises. 4. Several indicators have strong correlation.Based on the gradient competitive advantage and evaluation index, from two angels of horizontal and vertical, Chapter Six puts forward the directions of how to cultivate the core competence. Vertically from the time series, according to the gradient competitive advantage of online payment enterprises, the dissertation points out the key ability in different stages of development. Horizontally from the process of identification, evaluation and cultivation of core conpetence, according to the weaknesses of evaluation indicators, the dissertation finds the methods to enhance and cultivate the core competence. Finally, the ten promotion strategies have been proposed including entrepreneurial culture, mainstream products, large-scale enterprise, customer satisfaction, multiple price, word of mouth marketing, learning organization and value innovation, second-mover advantage, government PR and crisis PR, strategic alliance.更多还原