個案公司成立於 1998 年其業務主要為肩負國內跨金融機構交易之訊息轉接與結清算作業，2010 年後智慧型手機開始普及，各國也陸續發展行動支付，個案公司領導人認為國內需要發展本土行動支付品，以利國內行動支付產業的發展，於是自 2013 年起個案公司開始發展行動支付至今。
隨著手機科技的進步、民眾喜好的轉變及政府政策因素，個案公司在發展行動支付業務過程中歷經多次危機，惟在經理人有效的領導與策略轉換下，從一開始發展 Trusted Service Manager 技術轉變為Host Card Emulation 技術，再到掃碼支付技術，每次的改變總能化解危機；每次的改變也都是為了做到更便民、更多人願意使用。
近三年來國內成立越來越多行動支付公司，個案公司重新思考發展初衷，進而將整合各業者列為首要任務，並成立「電子支付跨機構共用平台」，透過平台個案公司做到金流與資訊「互聯互通」、「通路共享」，滿足消費者使用單一電支機構 APP，即可進行各項金流功能，2021 年底電支機構跨行「轉帳」的上線僅是攜手合作的起點，未來個案公司將持續發展跨機構消費、繳納費(稅)等多元支付需求，並推動我國電子支付產業發展，及促進產業綜效、根留臺灣，體現普惠金融福利國民。
本論文採用哈佛式個案撰寫法，包含個案本文及個案教學指引兩部分，研究個案公司發展行動支付業務及領導國內市場的過程中，個案公司領導人如何運用策略技巧進行企業轉型，並在兼顧原有業務下拓展行動支付業務，達到左手固本、右手發展的組織靈巧，然而在這八年發展的過程中也面臨到多次的挑戰，領導人透過有效的危機管理策略，將危機變為轉機，最後本研究利用商業模式探討個案公司成功發展行動支付業務並領導市場走向「開放、共享、互通」的經驗作為總結。

F Company was established in 1998, and its business is mainly for information transfer and settlement of domestic financial inter-institution transactions. Smartphones have become popular since 2010. From then on, various countries have continuously developed mobile payment. The leader of F Company believes that local mobile payment brands have to be expanded to help the development of domestic mobile payment industry, therefore, F Company has developed mobile payment since 2013.
Following the progress of mobile phone technology, changes in people’s preferences, and government policies, F Company has experienced many crises during the development of mobile payment business. Nevertheless, with manager’s effective leadership and strategy transformation, crises are always resolved by every change, from Trusted Service Manage technology to Host Card Emulation technology and to barcode scanning technology. Every change of mobile payment is to offer better service to people and make them willing to use mobile payment.
In the past three years, more and more mobile payment companies have established in Taiwan, and F Company has rethought its original intention of the mobile payment development. The primary task of F Company was to integrate various business partners, so F Company established an "inter-institution sharing platform for electronic payment". Through the platform, F Company will achieve “interconnection” and “channel sharing” of cash flow and information, so that consumers can use APP of single electronic payment institution to proceed various cash flow functions. At the end of 2021, the launch of inter-bank “transfer” of electronic payment institutions is merely the beginning of cooperation. In the future, F Company will continuously develop diversified payment needs such as inter-institution consumption and tax payment. Moreover, F Company will promote domestic mobile payment industry, enhance industrial synergy, stay rooted in Taiwan, and embody financial inclusion to nationals.
This thesis is written in the format of Harvard business school cases method, and contains the case study and case teaching guidelines. During the process of studying the case company’s development of mobile payment business and studying the case company’s leading domestic financial market, how the leader of F Company uses strategy skills to help enterprise transformation and to expand mobile payment business III while taking into account the original business and achieving ambidexterity both consolidation and development. However, in the course of eight years development, F Company has also confront many challenges, but the leader turned the crises into turning point through effective crisis management strategies. Finally, this study utilizes business models to discuss the experience of the case company which successfully develops mobile payment business and leads the market toward “Opening, Sharing, and interconnecting”.

英文文獻
1. Augustine, N. R. (1995), Managing The Crisis You Tried to Prevent, Harvard
Business Review
2. Barton, L. (1993), Crisis in Organizations：Managing and Communicating in the
Heat of Chaos, Cincinnati, Oh: College Divisions South-Western.
3. Booth, A. (1993), Crisis Management Strategy, London Routledge
4. Fearn-Banks K. (1996). Crisis Communication: A Casebook Approach. NJ:
Lawrence Erlbaum Associates Publishers.
5. Fink S, (1968). Crisis Management: Planning for the Inevitable. New York:
American Management Association.

中文文獻
1. 于鳳娟譯（2001），Otto Lerbinger 原著，《危機管理》，台北：五南。
2. 何佳倚(2015)，一顆陀螺的夢想─轉動甘樂文創社會影響力，國立臺灣科技
大學管理學院研究所碩士論文，台北市。
3. 宋民泰(2021)，天價罰款啟示─看兆豐銀行如何走出洗錢風暴，國立臺灣科
技大學管理學院研究所碩士論文，台北市。
4. 林文益、鄭安鳳合譯（2002），W.T.Coombs 原著，《危機管理與傳播》，台
北：風雲論壇出版有限公司。
5. 張曉雯(2022)，卡爾驗車廠邁向保險證無紙化之路，國立臺灣科技大學管理
學院研究所碩士論文，台北市。
6. 閭佳譯(2016)，Robert Beno Cialdini 原著，《影響力》，台北：久石文化事業
有限公司。

參考網站
1. MBA 智庫 https://wiki.mbalib.com/wiki/%E9%A6%96%E9%A1%B5
2. 中央銀行 https://www.cbc.gov.tw/tw/mp-1.html
3. 天下雜誌 https://www.cw.com.tw/
4. 金融監督管理委員會銀行局 https://www.banking.gov.tw/ch/index.jsp
5. 個案公司相關介紹 https://www.fisc.com.tw & https://www.twmp.com.tw/
6. 財團法人聯合信用卡處理中心
https://www.nccc.com.tw/wps/wcm/connect/zh/home
7. 維基百科 https://zh.wikipedia.org/wiki/Wikipedia:%E9%A6%96%E9%A1%B5