本文選題：商業(yè)銀行 + 信用卡��； 參考：《中國海洋大學》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，伴隨著我國國民經濟的持續(xù)增長，居民收入以及消費水平不斷提升，國內市場已經為信用卡產業(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)卡機構和高效率、集群化的的大型專業(yè)服務機構，整個信用卡產業(yè)的總體競爭力仍有待進一步的提升。特別是加入國際貿易組織后，外資銀行已將信用卡業(yè)務作為其重要手段之一，用于搶奪中國境內市場。信用卡市場一旦全面開放，外資銀行將迅速的全面進入國內信用卡各個領域，在分銷渠道上充分發(fā)揮外資銀行在市場營銷、管理機制、發(fā)卡經驗、服務手段等各個方面的優(yōu)勢，在多幣種卡、外卡收單等相關業(yè)務上，同國內商業(yè)銀行展開激烈的業(yè)務競爭。因此，國內商業(yè)銀行必須及時的了解信用卡業(yè)務自身發(fā)展現(xiàn)狀，找出不足并解決當前所存在的問題，加快銀行卡業(yè)務的結構調整功能創(chuàng)新，進而打造出功能齊全、服務完備的銀行卡自有品牌，進而提升國內市場份額，最終提高商業(yè)銀行經營效益，為迎接未來信用卡業(yè)務發(fā)展以及愈演愈烈的市場競爭奠定堅實基礎。 國內信用卡市場出現(xiàn)了快速發(fā)展的局面，無論是發(fā)卡機構還是消費者都在推動著信用卡業(yè)務前行。中國擁有者龐大的信用卡潛在客戶，信用卡業(yè)務的發(fā)展?jié)摿薮�。在目標客戶引導方向上，以利息收入為主的發(fā)卡機構旨在提高消費額，以回傭為主的發(fā)卡機構致力于提高消費頻率；以回傭收益為主的發(fā)卡機構則擁有數(shù)量更為龐大的商戶資源，，以利差收益為主的發(fā)卡機構容易受到資本金的限制，以回傭收益為主的發(fā)卡機構風險較小，發(fā)卡機構盈利方式更為主動。盈利模式本身沒有好壞之分，發(fā)卡機構通常會因其經營性質和營銷策略，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)達國家，中國有其獨具中國特色的國情以及發(fā)展現(xiàn)狀，應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)卡機構需要探索符合自身發(fā)展的信用卡盈利模式、發(fā)展戰(zhàn)略以及風險防范手段，才能促進中國信用卡產業(yè)的健康發(fā)展。 從國內信用卡業(yè)務的現(xiàn)實環(huán)境來看，無論是利差收入還是商戶傭金收入，都難以在短期內單獨支持起信用卡盈利的快速增長。首先，受市場環(huán)境限制，信用卡利差收入規(guī)模仍然較小。國內信用卡產業(yè)的市場環(huán)境決定了單產依靠利差收入 難以支撐信用卡業(yè)務的發(fā)展。從當前“自動還款”業(yè)務及高的采用率可以看出，國內絕大多數(shù)信用卡用戶并不把信用卡當作“消費信貸的工具”，而僅僅是“消費支付的工具”，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。其次商戶回傭面臨不斷下降的壓力，單純依靠商戶會用短期內也難以實現(xiàn)盈利的快速增長。 通過運用數(shù)據(jù)分析，可得出我國商業(yè)銀行信用卡業(yè)務的綜合貢獻度分布不均，整體水平有待提高。各家商業(yè)銀行對于信用卡業(yè)務存在不同的發(fā)展策略，造成了各家商業(yè)銀行信用卡業(yè)務貢獻率的差異。雖然費用收入增加策略的效率低于資產擴張的效率。但是商業(yè)銀行信用卡業(yè)務的中間業(yè)務收入基本來源還是利息收入和收付費收入，因此進行貸款結構調整和進行資產擴張仍是提高信用卡業(yè)務貢獻度的主要推動因素。國內金融市場面臨著金融脫媒以及利率市場化的進行形勢，各家商業(yè)銀行在傳統(tǒng)銀行業(yè)務的盈利空間日漸壓縮，信用卡業(yè)務作為近幾年新興的市場，為商業(yè)銀行貢獻的利潤逐年增加，在商業(yè)銀行進行零售業(yè)務轉型的過程中，信用卡業(yè)務將充當改革發(fā)展的排頭兵，在商業(yè)銀行利潤貢獻方面勢必逐年增長。擴大信用卡貸款規(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)務利潤的主要手段。目前國內商業(yè)銀行信用卡收入中手續(xù)費和傭金收入占比較大，為進一步提高信用卡業(yè)務經營利潤，應積極調整進行信用卡業(yè)務經營結構調整，擴大信用卡貸款規(guī)模，進一步提高中間業(yè)務收入，這對于商業(yè)銀行信用卡利潤的快速提升能夠起到事半功倍的效果。從實施角度看，商業(yè)銀行應落腳于傳統(tǒng)渠道與新興渠道并舉、國內市場與國際市場并舉。商業(yè)銀行應依托廣大分支機構力量，拓展信用卡發(fā)卡、收單和客戶服務業(yè)務，構建信用卡業(yè)務發(fā)展平臺，實現(xiàn)與其他營業(yè)收入業(yè)務的有機融合和優(yōu)勢互補實現(xiàn)信用卡業(yè)務盈利。
[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.

【學位授予單位】：中國海洋大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F832.2

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相關期刊論文 前6條

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