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论文编号：	12201
作者编号：	2320180345
上传时间：	2020/12/15 0:02:10
中文题目：	Q银行信用卡业务竞争战略研究
英文题目：	Research on competition strategy of Q bank credit card business
指导老师：	胡望斌教授
中文关键字：	信用卡；竞争战略；商业银行
英文关键字：	Credit card; Competitive strategy; Commercial bank
中文摘要：	摘要 近年来，我国信用卡业务快速发展，信用卡盈利在银行的整体盈利中占比越来越大，是未来银行业务战略定位的重要组成部分。然而，在信用卡业务高速发展的同时，随之而来的问题也在逐渐显现。客户身份信息被盗用、伪造信用卡和信用卡盗刷等欺诈风险频发，信用卡套现的现象也屡禁不止。面对复杂多变的经济形势，尤其自年初的疫情以来，信用卡行业风险逐渐暴露，不良率直线飙升。随着越来越多的中小银行拿到信用卡发卡批复，行业竞争日益加剧，加之互联网经济和第三方支付平台的迅猛发展，传统的竞争战略在当前激烈的竞争环境中已经不再适用。为了Q银行信用卡业务在未来能够持续健康快速发展，研究出适用的竞争战略急需被提上日程。 本文首先引入了竞争战略的概念，对总成本领先战略、差异化战略和集中战略进行了简要概述，简单介绍了本文用到的相关工具和方法。通过战略群组分布对当前信用卡行业进行了初步分析，然后通过宏观经济环境分析、行业结构化分析、行业机会和威胁等对Q银行信用卡业务的外部环境进行了分析。从Q银行信用卡中心职责、当前业务资源和能力以及信用卡业务发展的优劣势等方面，对内部环境进行了分析，发现目前业务发展所面临的主要问题所在。结合Q银行发展历程和发展现状，明晰了Q银行的业务发展布局和信用卡业务发展规划。对信用卡业务及主要产品进行分析明确了Q银行信用卡业务的竞争战略目标定位，通过对三大竞争战略分别进行可行性分析，找到每种竞争战略的优势和劣势，从而选择出最适合目前发展的竞争战略，即差异化竞争战略。 对于选择出的竞争战略，结合内外部价值链分析，从产品定位、营销创新、技术运营和风险管控等维度进行差异化战略实施。最后通过组织架构梳理、资源配置优化、金融科技创新、风险合规管理和企业文化建设保障差异化竞争战略的顺利实施。希望可以通过消费新场景布局，精细化管理水平提升，解决目前发展中遇到的一部分问题，为Q银行信用卡业务发展提供些许参考建议。 关键词：信用卡；竞争战略；商业银行
英文摘要：	Abstract In recent years, with the rapid development of China's credit card business, credit card profits account for more and more in the overall profits of banks, which is an important part of the strategic positioning of banking business in the future. However, with the rapid development of credit card business, the following problems are gradually emerging. Customer Identity Stolen, counterfeit credit cards and credit card fraud risk of frequent, credit card cashing phenomenon is also repeated. In the face of a complex and volatile economic situation, especially since the beginning of the epidemic, the credit card industry risks gradually exposed, non-performing rates soared. With more and more small and medium-sized banks getting credit card approvals, competition in the industry is intensifying, coupled with the rapid development of the Internet economy and third-party payment platforms, the traditional competitive strategy is no longer applicable in the current competitive environment. In order to develop the credit card business of Q bank continuously, healthily and rapidly in the future, it is urgent to find out the suitable competitive strategy. This paper first introduces the concept of competitive strategy, summarizes the total cost leadership strategy, differentiation strategy and concentration strategy, and briefly introduces the relevant tools and methods used in this paper. This paper analyzes the current credit card industry through the distribution of strategic groups, and then analyzes the external environment of Q bank's credit card business through the analysis of macroeconomic environment, industry structure, industry opportunities and threats. This paper analyzes the internal environment from the aspects of the responsibilities of the credit card center of Q bank, the current business resources and capabilities, and the advantages and disadvantages of the credit card business development, and finds out the main problems faced by the current business development. Combined with the development history and current situation of Q bank, the business development layout and credit card business development plan of Q bank are clarified. This paper analyzes the credit card business and its main products, defines the competitive strategic target of Q bank's credit card business, and finds out the advantages and disadvantages of each competitive strategy through the feasibility analysis of the three major competitive strategies, so as to select the most suitable competitive strategy for the current development, namely the differentiated competitive strategy. For the selected competitive strategy, combined with the internal and external value chain analysis, the differentiation strategy is implemented from the product positioning, marketing innovation, technology operation and risk management. Finally, through the organization structure, optimization of resource allocation, financial technology innovation, risk compliance management and corporate culture construction to ensure the successful implementation of differentiated competition strategy. The author hopes to solve some problems in the development of Q bank's credit card business and provide some suggestions for the development of its credit card business. Key words: Credit card; Competitive strategy; Commercial bank
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