發(fā)布時(shí)間：2018-04-23 00:02

  本文選題：商業(yè)銀行 + 信用卡��； 參考：《中國海洋大學(xué)》2014年碩士論文

【摘要】：中國擁有亞洲乃至全球最大的潛在信用卡持卡人群體，伴隨著我國國民經(jīng)濟(jì)的持續(xù)增長，居民收入以及消費(fèi)水平不斷提升，國內(nèi)市場(chǎng)已經(jīng)為信用卡產(chǎn)業(yè)的發(fā)展提供了規(guī)�；陌l(fā)展空間。由于目前我國尚不具備具有國際競爭力、規(guī)模較大的專業(yè)發(fā)卡機(jī)構(gòu)和高效率、集群化的的大型專業(yè)服務(wù)機(jī)構(gòu)，整個(gè)信用卡產(chǎn)業(yè)的總體競爭力仍有待進(jìn)一步的提升。特別是加入國際貿(mào)易組織后，外資銀行已將信用卡業(yè)務(wù)作為其重要手段之一，用于搶奪中國境內(nèi)市場(chǎng)。信用卡市場(chǎng)一旦全面開放，外資銀行將迅速的全面進(jìn)入國內(nèi)信用卡各個(gè)領(lǐng)域，在分銷渠道上充分發(fā)揮外資銀行在市場(chǎng)營銷、管理機(jī)制、發(fā)卡經(jīng)驗(yàn)、服務(wù)手段等各個(gè)方面的優(yōu)勢(shì)，在多幣種卡、外卡收單等相關(guān)業(yè)務(wù)上，同國內(nèi)商業(yè)銀行展開激烈的業(yè)務(wù)競爭。因此，國內(nèi)商業(yè)銀行必須及時(shí)的了解信用卡業(yè)務(wù)自身發(fā)展現(xiàn)狀，找出不足并解決當(dāng)前所存在的問題，加快銀行卡業(yè)務(wù)的結(jié)構(gòu)調(diào)整功能創(chuàng)新，進(jìn)而打造出功能齊全、服務(wù)完備的銀行卡自有品牌，進(jìn)而提升國內(nèi)市場(chǎng)份額，最終提高商業(yè)銀行經(jīng)營效益，為迎接未來信用卡業(yè)務(wù)發(fā)展以及愈演愈烈的市場(chǎng)競爭奠定堅(jiān)實(shí)基礎(chǔ)。 國內(nèi)信用卡市場(chǎng)出現(xiàn)了快速發(fā)展的局面，無論是發(fā)卡機(jī)構(gòu)還是消費(fèi)者都在推動(dòng)著信用卡業(yè)務(wù)前行。中國擁有者龐大的信用卡潛在客戶，信用卡業(yè)務(wù)的發(fā)展?jié)摿薮蟆Ｔ谀繕?biāo)客戶引導(dǎo)方向上，以利息收入為主的發(fā)卡機(jī)構(gòu)旨在提高消費(fèi)額，以回傭?yàn)橹鞯陌l(fā)卡機(jī)構(gòu)致力于提高消費(fèi)頻率；以回傭收益為主的發(fā)卡機(jī)構(gòu)則擁有數(shù)量更為龐大的商戶資源，，以利差收益為主的發(fā)卡機(jī)構(gòu)容易受到資本金的限制，以回傭收益為主的發(fā)卡機(jī)構(gòu)風(fēng)險(xiǎn)較小，發(fā)卡機(jī)構(gòu)盈利方式更為主動(dòng)。盈利模式本身沒有好壞之分，發(fā)卡機(jī)構(gòu)通常會(huì)因其經(jīng)營性質(zhì)和營銷策略，而采取不同的信用卡盈利模式。中國信用卡的發(fā)展不同于西方發(fā)達(dá)國家，中國有其獨(dú)具中國特色的國情以及發(fā)展現(xiàn)狀，應(yīng)探索符合中國國情的信用卡發(fā)展戰(zhàn)略，不能僅靠簡單的模仿，中國的信用卡發(fā)卡機(jī)構(gòu)需要探索符合自身發(fā)展的信用卡盈利模式、發(fā)展戰(zhàn)略以及風(fēng)險(xiǎn)防范手段，才能促進(jìn)中國信用卡產(chǎn)業(yè)的健康發(fā)展。 從國內(nèi)信用卡業(yè)務(wù)的現(xiàn)實(shí)環(huán)境來看，無論是利差收入還是商戶傭金收入，都難以在短期內(nèi)單獨(dú)支持起信用卡盈利的快速增長。首先，受市場(chǎng)環(huán)境限制，信用卡利差收入規(guī)模仍然較小。國內(nèi)信用卡產(chǎn)業(yè)的市場(chǎng)環(huán)境決定了單產(chǎn)依靠利差收入 難以支撐信用卡業(yè)務(wù)的發(fā)展。從當(dāng)前“自動(dòng)還款”業(yè)務(wù)及高的采用率可以看出，國內(nèi)絕大多數(shù)信用卡用戶并不把信用卡當(dāng)作“消費(fèi)信貸的工具”，而僅僅是“消費(fèi)支付的工具”，信用卡利差盈利模式雖然存在，但由于規(guī)模太小而無法給銀行帶來高額回報(bào)。其次商戶回傭面臨不斷下降的壓力，單純依靠商戶會(huì)用短期內(nèi)也難以實(shí)現(xiàn)盈利的快速增長。 通過運(yùn)用數(shù)據(jù)分析，可得出我國商業(yè)銀行信用卡業(yè)務(wù)的綜合貢獻(xiàn)度分布不均，整體水平有待提高。各家商業(yè)銀行對(duì)于信用卡業(yè)務(wù)存在不同的發(fā)展策略，造成了各家商業(yè)銀行信用卡業(yè)務(wù)貢獻(xiàn)率的差異。雖然費(fèi)用收入增加策略的效率低于資產(chǎn)擴(kuò)張的效率。但是商業(yè)銀行信用卡業(yè)務(wù)的中間業(yè)務(wù)收入基本來源還是利息收入和收付費(fèi)收入，因此進(jìn)行貸款結(jié)構(gòu)調(diào)整和進(jìn)行資產(chǎn)擴(kuò)張仍是提高信用卡業(yè)務(wù)貢獻(xiàn)度的主要推動(dòng)因素。國內(nèi)金融市場(chǎng)面臨著金融脫媒以及利率市場(chǎng)化的進(jìn)行形勢(shì)，各家商業(yè)銀行在傳統(tǒng)銀行業(yè)務(wù)的盈利空間日漸壓縮，信用卡業(yè)務(wù)作為近幾年新興的市場(chǎng)，為商業(yè)銀行貢獻(xiàn)的利潤逐年增加，在商業(yè)銀行進(jìn)行零售業(yè)務(wù)轉(zhuǎn)型的過程中，信用卡業(yè)務(wù)將充當(dāng)改革發(fā)展的排頭兵，在商業(yè)銀行利潤貢獻(xiàn)方面勢(shì)必逐年增長。擴(kuò)大信用卡貸款規(guī)模，提高信用卡利息收入水平是提高商業(yè)銀行信用卡業(yè)務(wù)利潤的主要手段。目前國內(nèi)商業(yè)銀行信用卡收入中手續(xù)費(fèi)和傭金收入占比較大，為進(jìn)一步提高信用卡業(yè)務(wù)經(jīng)營利潤，應(yīng)積極調(diào)整進(jìn)行信用卡業(yè)務(wù)經(jīng)營結(jié)構(gòu)調(diào)整，擴(kuò)大信用卡貸款規(guī)模，進(jìn)一步提高中間業(yè)務(wù)收入，這對(duì)于商業(yè)銀行信用卡利潤的快速提升能夠起到事半功倍的效果。從實(shí)施角度看，商業(yè)銀行應(yīng)落腳于傳統(tǒng)渠道與新興渠道并舉、國內(nèi)市場(chǎng)與國際市場(chǎng)并舉。商業(yè)銀行應(yīng)依托廣大分支機(jī)構(gòu)力量，拓展信用卡發(fā)卡、收單和客戶服務(wù)業(yè)務(wù)，構(gòu)建信用卡業(yè)務(wù)發(fā)展平臺(tái)，實(shí)現(xiàn)與其他營業(yè)收入業(yè)務(wù)的有機(jī)融合和優(yōu)勢(shì)互補(bǔ)實(shí)現(xiàn)信用卡業(yè)務(wù)盈利。
[Abstract]:China has the largest potential credit card holder group in Asia and the world. With the continuous growth of our national economy, the income and consumption level of the residents are increasing. The domestic market has provided the scale of development space for the development of credit card industry. The overall competitiveness of the whole credit card industry remains to be further improved. Especially after joining the international trade organization, foreign banks have taken credit card business as one of its important means to snatch the domestic market. Once the credit card market is comprehensive, the credit card market is comprehensive. Opening up, foreign banks will quickly and comprehensively enter the various fields of domestic credit cards, and give full play to the advantages of foreign banks in marketing, management mechanism, card issuing experience, service means and so on in the distribution channels. In the related business of multi currency card and foreign card receipt, the foreign banks will compete with domestic commercial banks in the fierce business competition. Therefore, the country is engaged in fierce competition with the domestic commercial banks. It is necessary for the commercial banks to understand the current status of the credit card business in a timely manner, find out the shortcomings and solve the existing problems, accelerate the structural adjustment of the bank card business, and then create a complete function and complete service of the bank card its own brand, and then improve the market share in the country, and ultimately improve the business efficiency of the commercial banks. It will lay a solid foundation for the future development of credit card business and the increasingly fierce market competition.
The domestic credit card market has developed rapidly, both the issuer and the consumer are pushing forward the credit card business. China has a huge credit card potential customers, and the credit card business has a great potential for development. In the direction of target customers, the interest based issuer is aimed at increasing the consumption, The issuing agency, based on the domestic service, is committed to increasing the consumption frequency. The issuing agencies, based on the return on earnings, have a larger number of business resources, and the issuers with the main profit margin are easily restricted by the capital. The risk of the issuing agencies based on the return of the domestic profit is smaller, and the profit mode of the issuing agencies is more active. The model itself has no good or bad points. The issuing agencies usually adopt different credit card profit models because of their management nature and marketing strategies. The development of China's credit cards is different from that of western developed countries. China has its unique Chinese characteristics and development status. It should explore the development strategy of credit card which is in line with the national conditions of China. By simple imitation, China's credit card issuing agencies need to explore the profit model of credit card that conforms to its own development, the development strategy and the means of risk prevention, in order to promote the healthy development of the Chinese credit card industry.
From the real environment of the domestic credit card business, it is difficult to support the rapid growth of credit card profit in the short term, whether it is profit income or merchant commission income. First, the market environment is limited and the scale of credit card difference income is still small. The market environment of domestic credit card industry determines that single production depends on the profit margin.
It is difficult to support the development of credit card business. From the current "automatic repayment" business and the high adoption rate, it can be seen that most of the credit card users in China do not regard credit cards as "consumer credit tools", but only "consumer payment tools", although credit card difference profit model exists, but is too small to be given. Banks bring high returns. Secondly, commercial merchants are facing a downward pressure. Relying solely on merchants will be difficult to achieve rapid growth in profits in the short term.
Through the use of data analysis, it can be concluded that the overall contribution of the credit card business of commercial banks in China is uneven distribution and the overall level needs to be improved. There are different development strategies for the credit card business of various commercial banks, which have caused the difference in the contribution rate of the credit card business of various commercial banks. But the basic source of the middle business income of the commercial bank's credit card business is the interest income and the income of the payment. Therefore, the adjustment of the loan structure and the expansion of the assets are still the main driving factors to improve the contribution of the credit card business. As a result of the situation, the profit space of the commercial banks in the traditional banking is becoming more and more compressed. As a new market in recent years, the profit of the credit card business is increasing year by year. In the process of the commercial bank's retail business transformation, the credit card business will serve as the leader of the reform and the profit contribution of the commercial bank. Increasing credit card loan scale and increasing the level of credit card interest income are the main means to improve the profit of commercial bank credit card business. At present, the domestic commercial banks' credit card income is more than the Commission and commission income. In order to further improve the credit card business profit, the credit card industry should be adjusted actively. The adjustment of the business management structure, the expansion of credit card loan scale and the further improvement of the income of the intermediary business can double the effect of the rapid promotion of the profit of the commercial bank credit card. With the strength of the broad branch of the branch, credit card issuing, receipt and customer service, credit card business development platform, organic integration with other business revenue services and complementary advantages to achieve credit card business profit.

【學(xué)位授予單位】：中國海洋大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.2

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