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市場調查報告書

理解信用卡的獲利能力

Understanding Credit Card Profitability

出版商 Retail Banking Research 商品編碼 324691
出版日期 內容資訊 英文 184 Pages
商品交期: 最快1-2個工作天內
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理解信用卡的獲利能力 Understanding Credit Card Profitability
出版日期: 2015年02月18日 內容資訊: 英文 184 Pages
簡介

本報告提供信用卡產業的發展與成功調查分析、信用風險策略中與必要的工具關於策略、損益清單的推動因素驗證、案例研究等有系統的資訊。

確認事項

目錄

摘要整理

簡介

章節A:案例研究

  • 1. American Express (Amex),美國
  • 2. Australia & New Zealand Banking Group (ANZ),澳洲
  • 3. Chase Bank (JPMorgan Chase Group),美國
  • 4. Dubai Islamic Bank (DIB),阿拉伯聯合大公國
  • 5. MBNA,英國 (Bank of America Group)
  • 6. UniCredit Bulbank,保加利亞
  • 7. Vanquis Bank,英國
  • 8. Wells Fargo and Company,美國

章節B:行銷和品牌

  • 9. 信用卡的組合
  • 10. 產品開發的問題點
  • 11. 產品銷售計劃
  • 12. MasterCard Europe
  • 13. Visa Europe

章節C:信用風險策略

  • 14. 信用策略功能
  • 15. 消費者卡的評估與分析
  • 16. SME部門的風險管理
  • 17. Advanta,美國
  • 18. 重大的管理功能

章節D:業務概要

  • 19. 風險管理業務
  • 20. 其他業務領域
  • 21. 理論性根據的外包
  • 22. 外包夥伴關係
  • 23. 對外帳款催收公司

章節E:信用卡的獲利能力

  • 24. 戶頭為基礎的開發
  • 25. 融資的收入
  • 26. 原價為基礎的

結論

附錄

圖表

目錄

Overview:

This Executive Report discusses the development and operation of a successful credit card business. It reviews the principal tools and tactics that are required to deliver a sound professional credit risk strategy, and examines the factors that drive the profit and loss account. The report includes numerous case studies that provide examples of the many different types of credit card products and solutions offered around the world.

Table of Contents

ACKNOWLEDGEMENTS

  • About the author: David J Cavell FCIB
  • About the publisher: RBR
  • Confidentiality
  • Disclaimer

TABLE OF CONTENTS

TABLE OF FIGURES

EXECUTIVE SUMMARY

  • Section A: The case studies
  • Section B: Marketing and Marques
  • Section C: Credit risk management
  • Section D: Operational overview
  • Section E: Credit card profitability
  • Conclusions

INTRODUCTION

  • Objectives
  • Why credit cards?
  • Four (and three) party payment systems
  • Card issuing business models
  • Co-branded schemes
  • Affinity schemes
  • Private label schemes
  • Conclusions

SECTION A: CASE STUDIES

  • 1. American Express (Amex), USA
    • 1.1. Background
    • 1.2. Strategic diversification
    • 1.3. The small business sector
    • 1.4. Conclusions
  • 2. Australia & New Zealand Banking Group (ANZ), Australia
    • 2.1. Background
    • 2.2. Consumer credit cards
    • 2.3. Small business credit cards
    • 2.4. Conclusions
  • 3. Chase Bank (JPMorgan Chase Group), USA
    • 3.1. Background
    • 3.2. The Chase credit card business
    • 3.3. Consumer products
    • 3.4. Small business products
    • 3.5. The Ultimate Rewards programme
    • 3.6. Conclusions
  • 4. Dubai Islamic Bank (DIB), UAE
    • 4.1. Background
    • 4.2. Strategic repositioning
    • 4.3. Committing to the Islamic credit card
    • 4.4. The DIB Islamic credit card portfolio
    • 4.5. Conclusions
  • 5. MBNA, UK (Bank of America Group)
    • 5.1. Background
    • 5.2. MBNA
    • 5.3. The affinity proposition
    • 5.4. Conclusions
  • 6. UniCredit Bulbank, Bulgaria
    • 6.1. Background
    • 6.2. Retail banking and the women's sector
    • 6.3. The ‘Donna’ concept
    • 6.4. The Donna classic Visa credit card
    • 6.5. Conclusions
  • 7. Vanquis Bank, UK
    • 7.1. Background
    • 7.2. The target segments
    • 7.3. The product
    • 7.4. Conclusions
  • 8. Wells Fargo and Company, USA
    • 8.1. Background
    • 8.2. The consumer card products
    • 8.3. The business credit card products
    • 8.4. Other consumer and business card issues
    • 8.5. Conclusions

SECTION B: MARKETING AND MARQUES

  • 9. The credit card portfolio
    • 9.1. The consumer credit card portfolio
    • 9.2. The ‘electronic’ or online credit card
    • 9.3. The standard card
    • 9.4. The Gold card
    • 9.5. The Platinum card
    • 9.6. The exclusive credit card
    • 9.7. The private label credit card
    • 9.8. The SME credit card portfolio
  • 10. Product development issues
    • 10.1. Key drivers of customer take-up
    • 10.2. New card concepts
    • 10.3. Core card features
  • 11. The product launch project
    • 11.1. Product validation
    • 11.2. Customising the package
    • 11.3. Card design and production principles
    • 11.4. Going to market
    • 11.5. Conclusions
  • 12. MasterCard Europe
    • 12.1. Background
    • 12.2. MasterCard and the small business sector
    • 12.3. Understanding the SME sector
    • 12.4. Segmenting the market
    • 12.5. The new card proposition
    • 12.6. Go to market
    • 12.7. Staff and channels
    • 12.8. Conclusions
  • 13. Visa Europe
    • 13.1. Background
    • 13.2. The credit card products
    • 13.3. The ‘Classic’ card:
    • 13.4. The ‘Gold’ card:
    • 13.5. The ‘Platinum’ card:
    • 13.6. The ‘Infinite’ and ‘Signature’ cards:
    • 13.7. Other issues
    • 13.8. Conclusions

SECTION C: CREDIT RISK STRATEGY

  • 14. The credit strategy function
    • 14.1. The scope of scoring
    • 14.2. Application scoring and related techniques
    • 14.3. Limit management
    • 14.4. Authorisations
    • 14.5. Collections strategies
    • 14.6. Scorecard monitoring and strategy analysis
    • 14.7. Provisioning
    • 14.8. Infrastructure requirements for credit strategy
    • 14.9. Conclusions
  • 15. Scoring and analytics for consumer cards
    • 15.1. Background
    • 15.2. Identifying and evaluating prospects and customers
    • 15.3. Managing ongoing relationships
    • 15.4. Fighting fraud
    • 15.5. Conclusions
  • 16. Risk management for the SME sector
    • 16.1. Background
    • 16.2. Defining SMEs
    • 16.3. The use of scoring
    • 16.4. Credit reference agency data
    • 16.5. Summary
  • 17. Advanta, USA
    • 17.1. SMEs and the credit cycle
    • 17.2. Introducing Advanta
    • 17.3. Business development
    • 17.4. 2006 the turning point!
    • 17.5. Risk management strategy
    • 17.6. Conclusions
  • 18. Critical management functions
    • 18.1. The steering committee
    • 18.2. The programme manager
    • 18.3. Conclusions

SECTION D: OPERATIONAL OVERVIEW

  • 19. Risk management operations
    • 19.1. Application processing
    • 19.2. Authorisations
    • 19.3. The collections function
    • 19.4. Fraud administration
  • 20. Other operational areas
    • 20.1. Background
    • 20.2. The customer service function
    • 20.3. The customer dialogue
    • 20.4. Managing the call centre
    • 20.5. The payment systems organisation (PSO) ongoing relationships
    • 20.6. Operational accounting
    • 20.7. Mailing and plastic card production
    • 20.8. Premises issues
    • 20.9. Contingency planning!
  • 21. Outsourcing the rationale
    • 21.1. Comprehensive capabilities
    • 21.2. Third party processing who is using it?
    • 21.3. Why use a service provider?
    • 21.4. Conclusions
  • 22. The outsourcing partnership
    • 22.1. Defining the service requirements
    • 22.2. Contracts and service level agreements
    • 22.3. Getting started
    • 22.4. Managing the service provider
    • 22.5. Conclusions
  • 23. External debt collection agents
    • 23.1. Background
    • 23.2. Collection operations
    • 23.3. Engaging with the debtor
    • 23.4. The cost of collection
    • 23.5. Conclusions

SECTION E: CREDIT CARD PROFITABILITY

  • 24. Account base development
    • 24.1. Applications received
    • 24.2. Decline rate
    • 24.3. Accounts opened and closed
    • 24.4. Total number of accounts (year end and average)
    • 24.5. Active accounts
    • 24.6. Key metrics
  • 25. Income from lending and other sources
    • 25.1. Aggregate outstandings
    • 25.2. Percentage of balances revolving (earning interest)
    • 25.3. Yield, funding cost and net margin
    • 25.4. Income from sales turnover
    • 25.5. Cash advance income
    • 25.6. Creditor protection insurance income
    • 25.7. Card fees
    • 25.8. Other income
  • 26. The cost base
    • 26.1. Background
    • 26.2. Marketing costs
    • 26.3. Operating costs in-house and outsourced
    • 26.4. The payment systems organisations (PSO)
    • 26.5. Other business costs
    • 26.6. Bad debt and fraud costs
    • 26.7. The bottom line

CONCLUSIONS

  • Credit cards for all
  • Credit risk management and operations
  • Profitability

APPENDIX: CONTRIBUTORS

TABLE OF FIGURES:

  • Figure 1: Reward points by product and scheme
  • Figure 2: Qantas points by product and scheme
  • Figure 3: Dubai Islamic Bank card rewards
  • Figure 4: The dedicated Donna branch in Sofia
  • Figure 5: The new Donna logo, developed in-house
  • Figure 6: The EU's SME Enterprise Definitions
  • Figure 7: Advanta corporate and business credit cards
  • Figure 8: % of receivables and FICO score
  • Figure 9: Breakdown of TSYS accounts by type
  • Figure 10: Debt collection agent tranche analysis
  • Figure 11: Time to first payment analysis
  • Figure 12: Pro forma profit and loss account
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