株式会社グローバルインフォメーション
TEL: 044-952-0102
表紙
市場調査レポート

クレジットカードの採算性を理解する

Understanding Credit Card Profitability

発行 Retail Banking Research 商品コード 324691
出版日 ページ情報 英文 184 Pages
納期: 即日から翌営業日
価格
本日の銀行送金レート: 1GBP=147.80円で換算しております。
Back to Top
クレジットカードの採算性を理解する Understanding Credit Card Profitability
出版日: 2015年02月18日 ページ情報: 英文 184 Pages
概要

当レポートでは、クレジットカード事業の発展と成功について調査分析し、信用リスク戦略に必要なツールと戦術、損益計算書の促進要因について検証するほか、ケーススタディも含めて、体系的な情報を提供しています。

確認事項

目次

エグゼクティブサマリー

イントロダクション

セクションA:ケーススタディ

  • 1. American Express (Amex)、米国
  • 2. Australia & New Zealand Banking Group (ANZ)、オーストラリア
  • 3. Chase Bank (JPMorgan Chase Group)、米国
  • 4. Dubai Islamic Bank (DIB)、アラブ首長国連邦
  • 5. MBNA、英国 (Bank of America Group)
  • 6. UniCredit Bulbank、ブルガリア
  • 7. Vanquis Bank、英国
  • 8. Wells Fargo and Company、米国

セクションB:マーケティングとブランド

  • 9. クレジットカードのポートフォリオ
  • 10. 製品開発の問題点
  • 11. 製品発売プロジェクト
  • 12. MasterCard Europe
  • 13. Visa Europe

セクションC:信用リスク戦略

  • 14. 信用戦略機能
  • 15. 消費者カードの評価と分析
  • 16. SME部門のリスク管理
  • 17. Advanta、米国
  • 18. 重大な管理機能

セクションD:業務概要

  • 19. リスク管理業務
  • 20. その他の業務分野
  • 21. 論理的根拠のアウトソーシング
  • 22. アウトソーシングパートナーシップ
  • 23. 対外債権取立会社

セクションE:クレジットカードの採算性

  • 24. 口座ベース開発
  • 25. 融資からの収入
  • 26. 原価ベース

結論

付録

図表

目次

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
Back to Top