本文關(guān)鍵詞： 信用卡 差異化營(yíng)銷 SWOT分析 STP理論　出處：《南京農(nóng)業(yè)大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：近年來(lái),利率市場(chǎng)化改革進(jìn)程不斷加快,2012年,中國(guó)人民銀行兩次下調(diào)存貸款基準(zhǔn)利率,2013年宣布自7月20日起全面放開(kāi)金融機(jī)構(gòu)貸款利率管制,中國(guó)利率市場(chǎng)化改革邁出實(shí)質(zhì)性的一步。這一改革給銀行傳統(tǒng)業(yè)務(wù)的利息凈收入增長(zhǎng)帶來(lái)了較大影響,各家銀行紛紛進(jìn)行業(yè)務(wù)結(jié)構(gòu)的調(diào)整,重視發(fā)展中間業(yè)務(wù)尤其是信用卡業(yè)務(wù)。自1985年中國(guó)銀行發(fā)行了第一張信用卡以來(lái),中國(guó)的信用卡業(yè)務(wù)取得了快速的發(fā)展。截止2012年底,全國(guó)累計(jì)發(fā)行信用卡3.31億張,授信總額達(dá)3.49萬(wàn)億元,交易金額達(dá)10萬(wàn)億元,給銀行帶來(lái)了巨額利潤(rùn)。但是,信用卡業(yè)務(wù)的發(fā)展也存在著諸多問(wèn)題。信用卡業(yè)務(wù)屬于規(guī)模經(jīng)濟(jì),因此,許多銀行都把提高發(fā)卡量作為其發(fā)展信用卡業(yè)務(wù)的重點(diǎn),信用卡營(yíng)銷手段單一,信用卡產(chǎn)品同質(zhì)化嚴(yán)重,信用卡動(dòng)卡率得不到改善,信用卡市場(chǎng)相對(duì)飽和等一系列問(wèn)題紛紛涌現(xiàn)。為了提高信用卡市場(chǎng)的競(jìng)爭(zhēng)力,提高其品牌知名度,各家銀行必須認(rèn)清信用卡市場(chǎng)的有效發(fā)展道路,從盲目追求發(fā)卡數(shù)量向注重信用卡質(zhì)量轉(zhuǎn)變,采用差異化的營(yíng)銷發(fā)展策略,使信用卡業(yè)務(wù)能夠可持續(xù)發(fā)展。本文以J銀行為例,首先對(duì)J銀行的發(fā)展歷程、基本業(yè)務(wù)以及信用卡業(yè)務(wù)進(jìn)行了介紹。其次,與北京銀行、上海銀行的信用卡業(yè)務(wù)進(jìn)行橫向比較,對(duì)2007年至2012年J銀行的信用卡業(yè)務(wù)進(jìn)行縱向比較,在此基礎(chǔ)上,對(duì)J銀行的信用卡業(yè)務(wù)進(jìn)行SWOT分析,包括優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)、威脅等,并提出相應(yīng)的應(yīng)對(duì)策略。通過(guò)SWOT分析發(fā)現(xiàn)市場(chǎng)細(xì)分、針對(duì)不同客戶市場(chǎng)提供不同的產(chǎn)品和服務(wù)對(duì)銀行提高市場(chǎng)競(jìng)爭(zhēng)力具有重要的作用。因此,本文以J銀行南京地區(qū)為調(diào)查對(duì)象,對(duì)其信用卡市場(chǎng)進(jìn)行細(xì)分,將其分為高端客戶市場(chǎng)、年輕客戶市場(chǎng)、冷漠型客戶市場(chǎng)、消費(fèi)型客戶市場(chǎng)以及傳統(tǒng)型客戶市場(chǎng),并將J銀行的目標(biāo)客戶定位年輕客戶和高端客戶,并依據(jù)他們的需求和利益點(diǎn)進(jìn)行了市場(chǎng)定位。通過(guò)對(duì)J銀行針對(duì)細(xì)分市場(chǎng)客戶現(xiàn)有的營(yíng)銷策略進(jìn)行分析,發(fā)現(xiàn)其針對(duì)高端客戶市場(chǎng)的產(chǎn)品和服務(wù)都比較缺乏。針對(duì)以上結(jié)論,本文提出了“針對(duì)細(xì)分市場(chǎng),加快產(chǎn)品創(chuàng)新”,“培育特色產(chǎn)品,樹(shù)立個(gè)性品牌”,“加快開(kāi)發(fā)高端客戶市場(chǎng)的信用卡產(chǎn)品”以及“健全信用卡營(yíng)銷渠道”等對(duì)策建議。
[Abstract]:In recent years, the reform of interest rate liberalization has been accelerated. In 2012, the people's Bank of China twice lowered the benchmark interest rate on deposits and loans. On 2013, it announced that it would fully liberalize the interest rates of financial institutions from July 20th. China's interest rate marketization reform has taken a substantial step forward. This reform has had a great impact on the growth of interest net income in the traditional business of banks, and banks have been readjusting their business structure one after another. Attach importance to the development of intermediary business, especially credit card business. Since the Bank of China issued its first credit card in 1985, China's credit card business has made rapid development. As of end of 2012, a total of 331 million credit cards have been issued nationwide. The total amount of credit is 3.49 tillion yuan and the transaction amount is 10 tillion yuan, which brings huge profits to banks. However, there are many problems in the development of credit card business. Credit card business belongs to economies of scale, so, Many banks have made increasing the number of credit card issuers their key point in developing credit card business. Credit card marketing means are single, credit card products are seriously homogenized, and the credit card rate cannot be improved. In order to improve the competitiveness of the credit card market and enhance its brand awareness, banks must recognize the effective development path of the credit card market. From blindly pursuing the quantity of credit card to paying attention to the quality of credit card, adopting the differentiated marketing development strategy to make the credit card business sustainable development. This paper takes J Bank as an example, first of all, the development course of J Bank. The basic business and credit card business are introduced. Secondly, the credit card business of Bank of Beijing and Bank of Shanghai is compared horizontally, and the credit card business of Bank J from 2007 to 2012 is compared vertically. This paper analyzes J Bank's credit card business by SWOT, including strengths, weaknesses, opportunities, threats and so on, and puts forward corresponding countermeasures. Providing different products and services to different customer markets plays an important role in improving the market competitiveness of banks. Therefore, this paper takes the Nanjing area of J Bank as the research object to segment the credit card market. It is divided into the high-end customer market, the young customer market, the cold customer market, the consumer customer market and the traditional customer market. And according to their needs and interests of the market positioning. Through the analysis of J Bank to segment the existing marketing strategy, found that its high-end customer market products and services are relatively lacking. This paper puts forward countermeasures and suggestions such as "to segment the market, to speed up the product innovation", "to cultivate the characteristic products, to establish the individual brand", "to speed up the development of the credit card products in the high-end customer market" and "to improve the marketing channels of the credit card".
【學(xué)位授予單位】：南京農(nóng)業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F274;F832.2

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