從點數生態圈熱門產品之分析探討金融業之經營策略

Abstract

在法規、經濟、社會以及科技進步下，行動支付商、科技提供商迅速崛起並加入支付市場之競爭，使傳統金融服業受到強大的威脅。為鞏固顧客忠誠度、刺激消費金額和增加重複購物頻率，金融服務業期望建立跨產業的點數生態圈，以留住核心顧客並提升顧客效益。然而，如何挑選合適的商品吸引消費者是一個很重要的議題。本文針對信用卡發行銀行的潛在點數生態圈進行研究，共有兩大發現：(一)透過輿情分析平臺針對四種點數兌換商品類別進行關鍵字、網路聲量、情緒、來源分析，結果顯示許多實際兌換數量高的產品並沒有對應的網路聲量，但「咖啡類」產品的網路聲量和兌換數量皆高，是未來想建立點數生態圈廠商可以優先考慮的合作品項。(二)建議發卡銀行朝向「同中求異」與「異中求同」兩個層次進行改善。首先利用社群輿情分析來建立累點端和兌換端的差異化，接著進行跨系統的整合，針對不同客群之特徵與需求給予不同的支付體驗。在累點端，可藉由場景驅動的整合策略，有助於將創新和運營流程整合，在兌換端，改以VIP行銷策略思維切入客群與商品的經營，以「客戶」為出發點而非「產品」。在開放式點數生態圈的框架中，針對合作之特約商店進行跨系統的優惠整合，使其在面對不同層面的客群時，也能滿足不同客群的需求，以全面優化點數生態圈之用戶體驗，讓既有客戶有感，同時吸引新客戶辦卡，建立差異化形成另一項競爭優勢。

In the wake of regulatory and technological advances, mobile payment providers and technology providers are rapidly emerging, putting the traditional financial services industry under strong threat. In order to strengthen customer loyalty, stimulate spending and increase the frequency of repeat purchases, the financial services industry is looking to build a cross-industry ecosystem of points to retain core customers and enhance customer benefits. This study focusing on potential membership ecosystems of credit card issuers had two major findings: 1. Analysis of keywords, online buzz, sentiment, and online sources for four product categories commonly included in membership ecosystems via a public opinion analysis platform revealed that many products in high demand did not generate corresponding buzz, though the “coffee category” is an example of a product category which is both in high demand and able to generate a high level of online buzz, making it a category that companies seeking to build membership ecosystems should prioritize. 2. It is recommended that credit card issuers working with open-loop membership ecosystems use public opinion analysis platforms to establish differentiation in terms of point accumulation and exchange mechanisms by (1) using public opinion analysis platforms to identify different lifestyles and consumption patterns that can be used to formulate personalized financial rewards, and (2) It is suggested that card issuing banks should make improvements at two levels: 'seeking differences in the same' and 'seeking similarities in differences'. The first is to use internet volume to establish differentiation, followed by cross-system integration to provide different payment experiences for different customer segments' characteristics and needs. On the accumulation side, a scene-driven integration strategy can be used to help integrate the innovation and operation process, and on the redemption side, a VIP marketing strategy can be used to enter into the operation of customers and products, with 'customers' as the starting point instead of 'products'. In the framework of the open point ecosystem, the cross-system integration of special offers for the partner stores enables them to meet the needs of different customer segments while facing different levels of customer segments, so as to optimize the user experience of the point ecosystem, make existing customers feel good, and at the same time attract new customers to apply for the card, so as to establish differentiation and form another competitive advantage.