Credit Card Marketing Strategy For Chinese Commercial Banks

Being one of the most important intermediary services tools in commercial banks, credit card business of domestic banks has by far lagged behind developed countries, no matter in the macro social credit system and internet management, or in the microcosmic business philosophy, operation mechanism and marketing mix. In the meanwhile, credit card service is also the weakest link in China commercial banks' business operation. Therefore, it turns to be quite significant to develop and strengthen China credit card industry learning the experience of developed countries based on China social condition. This article just discusses the marketing perspectives, aiming to explore the credit card marketing strategy appropriate for China commercial banks.This article has analyzed the marketing status of credit card industry by employing the theories as management, marketing, brand management, strategic management and bank credit, etc.It is concluded through different analysis. First of all, the domestic commercial bank should be inside-out and adopt the offensive strategies instead of defensive strategies through SWOT analysis; Next, using the hypothesis market structure theory of Philip . Kotler, it is suggested he domestic commercial bank take the first-mover advantage and become the leader. As a matter of fact, they should target the credible middle class and civilian, rather than the popularly so-called high-end customer or those as loan-enjoying customer in US banks; In addition, Marketing QFD, a new theory, is applied for analyzing 4P and 4C. It emphasizes that CS(customer satisfaction)means the target customer's satisfaction, but not that of all customers; Finally, it brings forward the strategies of credit card business for China commercial banks including the product strategy, price strategy, promotion strategy, channel strategy and branding strategy, which is the core part of this article. While, this article also give some analysis of the newly emerging marketing model, and indicate that the commercial bank can only survive by continuous innovation.