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|Title: ||Business Strategy & Financial Strategy for Charge/Credit Card Company|
|Keywords: ||Business Strategy & Financial Strategy for Charge/Credit Card Company|
|Issue Date: ||2009-09-12T04:51:15Z
|Abstract: ||Charge / Credit card market is very competitive in Taiwan which grew from nothing in 1989 to 44 Million cards by the end of 2004. With the brutal competition in this industry, issuers tend to lower their profit margin to trade for the higher market share. What is their ultimate objective? How they prioritize their business strategy and finance strategy in different competition stage?|
Understand the credit card market and prospect segmentation definitely play a big role for issuers to scope their target prospects then design the right product to fit their selected cardmembers’ needs. Compare the world leading card issuer Citibank with the largest issuer in Taiwan Chinatrust Commercial Bank, what make the world’s largest issuer can not be the number one in Taiwan? What is the impact on different business strategy and financial strategy? How regulator should react to proper discipline the over-heated credit card market?
From financial analytical method perspective, what should be the right measurement to be used in the credit card market? ROI, NPV or RORC?
In this thesis, I also cover the discussion between “Niche Market but High Margin Approach” and the “Mass Market but Low Margin Approach” together with the importance of the organizational impact. To provide a insight on the different strategy to be used in the different business developed stage.
With all the above, I put together the conclusion and suggestion of my own to the Charge / Credit Card business.
|Reference: ||Chinese Portion|
1. 邱志聖，策略行銷分析架構與實務應用，2001，9月，107 – 132
2. 行政院金融監督管理委員會銀行局網站 http://www.boma.gov.tw/ct.asp?xItem=31468&ctNode=1291
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(Nov.2004), Taiwan Rating Corp.
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|Source URI: ||http://thesis.lib.nccu.edu.tw/record/#G0919327181|
|Appears in Collections:||[經營管理碩士學程EMBA] 學位論文|
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