I 摘要 信用卡在国内经过三十多年的发展，我国的信用卡产业逐步精细化。消费者对 于个性化信贷产品的需求也日益增长，于是各家银行推出了多种活动丰富功能各 异的信用卡产品供消费者选择，此外随着移动支付电子商务的发展，信用卡作为支 付载体，可以与互联网较好的结合，互联网赋予了信用卡更多的消费使用场景，也 让信用卡的收入渠道不断拓宽，对于各家发卡机构来说，信用卡业务具有广阔的发 展价值。 M 银行作为一家获得信用卡发卡牌照不算久的机构，经过了七年的不断探索， 从无到有，顺利的开展了各项发卡业务，这些意味着 M 银行个金部业务条线的完 善，也是 M 银行加快业务结构调整，提高中间业务收入的关键环节，但是在信用 卡竞争激烈的今天，不仅要光看到成绩，也要看到发展过程中的不足。本文先通过 对M 银行信用卡业务总体运营状况进行介绍，然后对M银行目前产品策略、价 格策略、渠道策略、促销策略等四个维度进行阐述，了解了当前的营销策略，得出 M银行信用卡业务存在产品品种单一，客户权益体验不足，市场定价不灵活，分 期客户门槛固定，宣传渠道较少，互联网+应用不足，消费场景有限等问题，这些 问题已经明显不利于M银行信用卡业务的稳定、长远发展，因此必须结合M银行 实际情况提出改进建议。文中通过PEST分析方法、波力五特模型分析法、SWOT 等分析方法，还有获取的行业内外部信用卡数据对当前的内外部环境进行了详细 的剖析，然后做出了战略选择，认为M银行应结合自身优势，把握互联网发展机 遇，改进营销策略，提振市场竞争力。在对行内外客户进行客群细分的的基础上， 通过对同业内他行信用卡和信用卡分期产品进行的详实资料收集对比，明确了M 银行信用卡目标市场和市场定位，通过运用文献研究法、问卷调查法、对比分析法、 经验总结法等，提出了符合M银行信用卡发展的营销组合策略改进建议，建议表 明，应该在产品上推出高端信用卡、升级现有权益，加强与互联网公司合作，扩大 分期客群；在价格上对团办客户采取专属费率；在渠道上利用互联网优势，深化线 上线下合作；在促销上要进行活动创新，同时提出了M银行营销方案实施保障， 力求走出一条具有M银行特色的地方性城商行经营发展之路。 关键词：营销策略，信用卡，城市商业银行，分期业务，互联网+ ABSTRACT II ABSTRACT Credit card’s industry has been gradually elaborated in China for over 30 developing years. Consumers’ demands on personal credit products is also growing, hence, various banks have launched lots of credit card products with rich activities and consumers also can choose different functions. Moreover, mobile payment e-commerce is developing fast, as a kind of payment carrier, credit card can be linked with Internet better. Internet has given credit cards more consumption scenarios, and also continued to expand the income channels of credit cards. For the card issuing institutions, the business of credit cards has very broad development value. The Bank of M is an institution that has got the credit cards’ issuing license recently. After seven year’s continuing exploration, from scratch to successfully carried out var- ious card issuing business, meaning that the improvement of the business line of the Bank of M has been all completed and it is also a key section for speeding up the adjustment of business structure and increasing the income of intermediary business. However, today, due to the fierce competition of credit cards’ industry, we have to keep a watchful eye on the achievement, and also pay close attention to the insufficient of the development process. First of all, this article introduces the overall operation performance/status of the Bank of M, and secondly to clarify the present product strategies, price strategy, channel strategy, and promotion strategy . Thirdly is that the credit cards’ business of the Bank of M has some problems, for instance, single products’ varieties, insufficient customers’ rights and to experience, and limited consumer scenarios, etc., These problems are obvi- ously not conductive to the stability and long-term development of the Bank of M credit cards’ business, therefore, to start anything on the actual situation , Through analyzes the current internal and external environment in detailed through PEST analysis method, Michael Porter’s Five Forces Model, and SWOT analysis method, as well as obtaining internal and external industrial data of credit card, and then to make strategic choice. It’ s believed that the Bank of M should combine its own advantages, grasp the development chances of Internet industry actively, improve promotion strategy, in order to boost its marketing competitiveness. On the basis of customer segmentation of existing customers, through the collection and comparison of detailed data of credit card and credit card stag- ing products of other banks, this article explains the STP strategy of the credit cards of ABSTRACT III the Bank of M, and brings out the marketing mix strategy according to some literature research, interview research, comparative analysis and experience summary. It is sug- gested that we should introduce high-end credit cards, upgrade existing rights for con- sumers, strengthen the cooperation with Internet companies, and expand phased customer base; adopt exclusive rate for the group customers in terms of price; make good use of Internet advantages to deepen online and offline cooperation; innovate activities in pro- motion, and put forward the guarantee for the implementation of marketing plan of the Bank of M. We are looking forward to developing a local way with the characteristics of the Bank of M. Keywords: Marketing strategy，credit card，city commercial bank，Installment business， Internet+ 目 录 IV 目 录 第一章 绪 论 ..................... 1 1.1 选题背景以及研究意义 ..................... 1 1.1.1 选题背景 ... 1 1.1.2 选题意义 ... 2 1.2 主要内容和研究方法 ......................... 2 1.2.1 主要内容 ... 2 1.2.2 研究方法 ... 3 第二章 信用卡营销文献综述和研究述评 ...... 4 2.1 文献综述 .............. 4 2.1.1 市场营销相关理论 .................. 4 2.1.2 银行信用卡营销 ...................... 5 2.1.3 互联网+在银行信用卡营销的应用 ....................... 8 2.2 研究述评 .............. 8 第三章 M银行信用卡业务营销策略现状及存在的问题 ........... 10 3.1 M银行信用卡业务发展现状 ............ 10 3.1.1 M银行信用卡中心简介 ......... 10 3.1.2 M.银行信用卡业务发展现状 . 10 3.2 M银行信用卡业务营销策略现状 .... 12 3.2.1 产品策略现状 ........................ 12 3.2.2价格策略现状 ......................... 15 3.2.3 渠道策略现状 ........................ 17 3.2.4 促销策略现状 ........................ 18 3.3 M银行信用卡业务营销策略中存在的问题 ................... 18 3.3.1 产品策略问题 ........................ 18 3.3.2 价格策略问题 ........................ 20 3.3.3 渠道策略问题 ........................ 21 3.3.4 促销策略问题 ........................ 21 第四章 M银行信用卡业务营销环境分析 .... 23 4.1 M银行外部环境分析 ........................ 23 4.1.1 PEST分析 23 目 录 V 4.1.2 波特五力模型分析 ................ 25 4.2 M银行的内部环境分析 .................... 28 4.2.1 经营范围 . 28 4.2.2 客户资源 . 28 4.2.3 业绩能力 . 28 4.2.4 人力结构 . 29 4.3.3 业务流程 . 30 4.3 M银行信用卡的SWOT分析 .......... 31 4.3.1 M银行信用卡营销优势 ......... 31 4.3.2 M银行信用卡营销劣势 ......... 31 4.3.3 M银行信用卡营销机遇 ......... 32 4.3.4 M银行信用卡营销威胁 ......... 32 第五章 M银行信用卡营销策略改进思路 .... 34 5.1 M银行信用卡业务STP战略改进思路 .......................... 34 5.1.1 市场细分 . 34 5.1.2 目标市场 . 39 5.1.3 市场定位 . 42 5.2 M银行信用卡营销组合策略改进思路 ........................... 42 5.2.1 产品策略改进 ........................ 42 5.2.2 价格策略改进 ........................ 45 5.2.3 渠道策略改进 ........................ 46 5.2.4 促销策略改进 ........................ 46 第六章 M银行信用卡产品营销优化方案实施保障 ................... 49 6.1 深化互联网+布局 ............................. 49 6.1.1 运营自动化 ............................ 49 6.1.2 建设智慧客服 ........................ 49 6.1.3 数字化转型 ............................ 49 6.1.4 服务平台建设 ........................ 50 6.2 完善人力资源保障体系 ................... 50 6.2.1 绩效考核体系优化 ................ 50 6.2.2 优化培训体系 ........................ 51 6.2.3 优化人力资源配置结构 ........ 52 6.3 完善风险控制机制 ........................... 52 目 录 VI 6.3.1 加强内外部风险控制意识 .... 52 6.3.2 加强信息技