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论文编号：	3139
作者编号：	2120082624
上传时间：	2011/6/1 22:24:35
中文题目：	我国商业银行信用卡商业模式与营销策略研究
英文题目：	China Commercial Bank Credit Card Business Model and Marketing Strategy Research
指导老师：	许晖
中文关键字：	商业模式;信用卡;营销策略;战略定位;商业银行
英文关键字：	Business Model; Credit Card; Marketing Strategy; Strategic Positioning; Commercial Bank
中文摘要：	我国信用卡市场方兴未艾，信用卡产品营销如火如荼，但是商业银行信用卡盈利模式单一，产品缺乏差异化，在激烈的市场竞争环境中难以持续发展。同时2008年席卷全球的金融海啸对我国信用卡市场也产生了巨大的影响，信用风险急剧上升，商业银行信用卡盲目发卡得到遏制，简单追逐规模经济的“跑马圈地”阶段基本结束，我国信用卡市场进入到“后跑马圈地”阶段，信用卡市场发展出现了继续追求规模和寻找商业模式创新的两类商业银行。基于当前信用卡经营环境的深刻变化，我国商业银行越来越感到创新商业模式的重要性和迫切性。如何才能在新阶段取得竞争优势，实现可持续盈利目标已成为一个迫切需要解决的问题。 论文从商业银行信用卡营销环境分析入手，对我国商业银行信用卡的发展阶段、盈利环境及现状进行分析，指出了信用卡四个发展阶段及其特点，提出了信用卡收入来源及发展趋势，在新环境下信用卡的盈利困境。同时运用PEST战略环境分析法对我国商业银行信用卡商业模式构建环境进行了分析，提出了商业银行信用卡战略定位和三种基本商业模式，并对不同发展阶段下的商业银行提出了信用卡商业模式的选择。具体而言，国有商业银行最适合采取成本领先模式，中小股份制商业银行最适合差异化模式，新进入市场的地区城市商业银行最适合产品创新模式。此外，商业模式的选择不同与之对应的营销策略也相异。 论文以中信银行为例进行了典型案例分析，运用波特五力模型分析信用卡的竞争环境。最后以商业模式9要素模型为框架，以电子商务模式为例详述了商业模式的构建过程，并采用SWOT方法分析了差异化营销策略，说明了电子商务模式下营销策略的选择。 为了提升我国商业银行信用卡的可持续盈利能力和竞争优势，提出了以下几条对策：在信用卡“后跑马圈地”阶段，选择差异化商业模式，加强信用卡差异化产品和服务的开发，选定目标客户群，采取差异化定价策略和个性化服务渠道。同时开拓新的信用卡收入来源，引入更多的信用卡关键合作伙伴，把握科技发展趋势积极开展信用卡的电子商务模式营销。
英文摘要：	Credit card market of China is booming, credit card product marketing in full swing, but the single profits model of commercial bank credit card, lack of product differentiation, in the fierce market competition is difficult to sustainable development. While in 2008 the global financial crisis has also had a huge impact on China credit card market, sharp rise in credit risk, commercial banks issuing credit cards have been checked blindly, simply chasing economies of scale "staking" Stage of the end of the credit card market in China into to "after staking" stage, the credit card market appeared to continue to pursue the development of the scale and find business model innovation commercial banks. Credit card business environment based on the current profound changes, China's commercial banks to feel more and more innovative business models the importance and urgency. How to gain competitive advantage in the new stage, to achieve sustainable profitability goals has become a pressing need to address the problem. This article from the commercial bank credit card analyzing the marketing environment of China's commercial bank credit card stage of development, environment and profitability analysis of the current situation points out the four stages of development and characteristics of credit cards, credit cards proposed revenue sources and trends in the new environment the profitability of credit card difficulties. At the same time the use of Strategic Environmental Analysis PEST Commercial Bank of China credit card business model built environment of the analysis, strategic positioning of commercial banks and credit card are three basic business models, under different stages of development and commercial banks to the credit card business model choice. Specifically, the state-owned commercial banks to take the most appropriate mode of cost leadership, joint-stock commercial banks are most suitable for small and medium differential mode, the new entrants’ city commercial bank market, the most suitable product innovation model. In addition, the business model of the choice of different marketing strategies is also corresponding differences. In this paper, an example of a typical CITIC Bank case study, the use of credit cards Porter five forces competitive environment model. Finally, 9 elements of model business model as a framework, e-commerce model as an example details the process of building business models, using SWOT analysis of the differences in marketing strategy, e-commerce model that the choice of marketing strategy. Commercial bank credit card in order to enhance the sustainable profitability and competitive advantage, this paper proposes several measures of the following: credit card, "after staking “stage, choose different business models, strengthen the credit card products and services between the development, selection Target customer base, to differential pricing strategies and personalized service channels. At the same time open up new credit card revenue, the introduction of key partners for more credit card, grasp the trend of technological development of e-commerce mode active credit card marketing.
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