(1) The internal relationship marketing of issuers is a "cancer" in China's credit card market at present, and there are too many invalid cards and sleep card. In order to seize the market, major banks have given front-line account managers more tasks. Fierce market environment, heavy task pressure and lack of effective supervision have led to rampant speculation in the credit card market, and invalid cards and sleep card have flooded the whole market. The cost of issuing cards ranges from tens of yuan to hundreds of yuan. A large number of sleep card and invalid cards, because of opportunistic behavior, caused a huge waste of resources in the entire bank card industry. How to improve the quality of customers and reduce the cost of issuing cards is a major issue facing every bank. This involves the question of whether the sender and receiver of an instruction can form a good interactive relationship. Marketing channels are a series of interdependent organizations that are committed to promoting the use or consumption of products or services. We often compare the marketing channel to a chain, which consists of manufacturers, channel middlemen and end customers. We imagine a bicycle chain. If this chain is only two links connected by a rivet, it will be more difficult to break. However, if the chain is long and connected with multiple rivets, it will be much easier to break. Because every link may be disconnected, the more links, the greater the probability of disconnection. Marketing channels are like bicycle chains, and each contractual relationship links the two links together like rivets on the chain. The more such links, the greater the possible target deviation and the lower the marketing efficiency. The traditional credit card marketing channel chain is generally long, from the head office to the first-level branch, to the second-level branch, to the branch, to the outlet, and the last level is the first-line account manager. Such a long channel chain may lead to the possibility of channel members' target deviation, and the marketing efficiency may be reduced. The head office hopes to improve marketing efficiency, specifically, it hopes that the net increment of credit cards will be large and the total amount of consumer transactions will be high. This is our collective goal and the top goal of the channel chain. We set this goal as the total amount, and the annual net increase of credit cards should reach a certain amount, and the total amount of consumer transactions should reach a certain amount. Then we break this amount down into tier-one branches. There seems to be nothing wrong with this relationship. Let's look at the goal of the last link at the bottom of the channel chain. If I am an account manager of a branch, I will receive a task every year. Suppose I want to issue 100 cards. This is my goal. My goal is to increase 100 cards. At the head office level, the target is still net increment or transaction volume. When it comes to front-line employees, there is only new increment (new increment minus last year's card sales is net increment). The new amount and the net increase are not the same goal, but there is a deviation, and the transaction amount, which is an important goal for the head office, is not reflected in the assessment of front-line account managers at all. At least we can see that the goals of the head office and the front-line account managers are inconsistent. This inconsistency will lead to the decrease of marketing channel efficiency. Similarly, because of inconsistent goals and lack of effective supervision, opportunistic behavior will also occur. (2) Relationship Marketing between Issuer and Customer According to the meaning of relationship marketing, Issuer and customer must actively carry out beneficial interaction and communication, and marketing will no longer be a simple handling and card issuance. Relationship marketing with customers should be said to be the best and relatively easy link in domestic credit card relationship marketing. Generally speaking, it is carried out in the following aspects. First of all, widely distributed, mainly refers to the five major state-owned banks, with many outlets and wide distribution, which is closely related to the lives of ordinary people. The existence of these outlets makes it very easy and necessary to communicate with customers, while other joint-stock banks often use their own price advantages to build their own customer relationship networks in economically developed areas, and have also achieved beneficial results. Secondly, to meet the special needs of customers, such as Suning Appliance Co-branded Card of Bank of Communications, while meeting customers' overdraft consumption, it can also jointly launch some special services with co-branded merchants, which are usually converted into products that customers like in the form of points, and then returned to customers. This can be said to enhance the economic exchanges between the issuing bank and customers, and frequent economic exchanges can enhance emotional exchanges. Third, for the cultivation of high-quality customers, although the size of the user group is the premise of the issuer's profit, with the intensification of competition, the scale is no longer the guarantee of future profit. So ... The idea of developing more new customers is gradually replaced by the idea of providing better products and services for customers. For example, OTO of Bank of Communications adopts the one-to-one service form of account manager and customer, which increases customer loyalty and establishes a stable mutual trust relationship between quality customers and card issuers. Fourth, cross-marketing to some extent. At present, the common form is bank-insurance cooperation or bank-securities cooperation, so that customers can realize that establishing a good relationship with the issuing bank can not only solve the banking business, but also lay a good foundation for investment in securities and insurance fields. In addition, the five major state-owned banks are also acting as agents for a large number of payment and receipt businesses. Although the profits of these services are meager, they also improve the visibility and reputation of banks on the other hand, making customers willing to cooperate with such banks in depth. (3) The so-called external relationship marketing of the issuing bank mainly refers to the marketing problems between the issuing bank and the special merchants, so as to strengthen mutual trust and understanding, make more merchants support the use of credit cards, and also bring benefits to merchants through credit cards. However, in China, external marketing has its particularity. Due to the intervention of China UnionPay, which is different from non-profit organizations such as MasterCard and Visa, the external relationship marketing of credit cards in China is more complicated. Dr. Lin Caiyi, chief researcher of China UnionPay, revealed that by the end of July 2005, there were about 340,000 special merchants accepting bank cards nationwide, accounting for only 3% of all merchants. By 2006, the proportion had increased, but it was still less than 10%. In developed countries, it is generally as high as 90%. At present, many comments accuse the quantity, overall quality and service level of POS seriously affecting the development of bank card marketing business in China. This paper holds that we should look at the essence through phenomena. If credit card consumption can bring more profits to merchants than cash transactions, I believe all merchants will strive to be excellent special merchants without public opinion. The key question is whether becoming a special merchant can increase the profit of the merchant. No, because the natural monopoly of UnionPay is still sandwiched between banks and special merchants, it is the root cause of disputes between banks and merchants and strikes by merchants. The Measures for the Administration of Bank Cards stipulates that commercial banks should charge settlement fees to merchants according to the following standards: hotels, restaurants, entertainment, tourism and other industries should not be less than 2% of the transaction amount, and other industries should not be less than 1% of the transaction amount. From the perspective of special merchants, due to fierce market competition, the general gross profit level of commercial service enterprises is around 5%. If the bank card is used for settlement, 1%-2% of the operating income will inevitably be brushed away, which will inevitably be resisted and rejected by the merchants. However, the issuing bank cannot restrain the cashier of the special merchant from doing anything that is not conducive to credit card consumption. If the issuing bank and the cardholder form a primary market (i.e. card issuing market), then the cardholder and the special merchants form a secondary market (i.e. consumer market). Only when the three are coordinated and orderly can the credit card market develop healthily. At present, issuers, cardholders, special merchants and China UnionPay are unwilling to give up their vested interests, and they cannot establish cooperative relations with each other, let alone mutual trust and mutual benefit.