Development course and experience analysis of JCB
Release date: June 8, 2005 17: 14: 00 Source: Strategic Development Department of China UnionPay Author: Tang Yi
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First of all, the three stages of JCB development
(1) was the number one credit card company in Japan in 1960s and 1980s.
(B) In the 1980s and 1990s, it became a dark horse galloping the international market.
(c) After 1990s, it accelerated its global expansion and became an international card issuing brand.
Second, JCB competitive strategy analysis
(1) Cooperate with multinational companies such as Visa according to strategic needs.
(2) Obtaining cardholders and merchants in a flexible way.
(C) to build a high-quality customer service system
(4) Implement the cardholder's long-term maintenance strategy.
(e) Establishing an organizational structure for global management.
(6) Establish and improve the service pricing system.
Editor's note: JCB originated in Asia and Japan, and it is the only international bank card brand that does not originate in Europe and America. Learning from JCB's development, overseas expansion, cardholder service system and organizational design has important reference value for China's bank card industry to improve its international competitiveness.
First of all, the three stages of JCB development
Throughout the development of JCB, it can be divided into three stages: 1960s and 1980s were the main stages for JCB to establish and develop its domestic market and build its organizational system; The 1980s and 1990s were the main stages for JCB to explore the international market and consolidate the domestic market. Since 1990s, it has been the main stage for JCB to improve and consolidate its organizational structure, optimize its global services and continue to participate in international competition.
(1) was the number one credit card company in Japan in 1960s and 1980s.
The historical background of 1 and JCB.
The establishment of JCB started almost at the same time as the Japanese credit card industry. In the 1960s, the macro policy of Japanese credit card business was to operate separately. Commercial banks are restricted by policies and cannot directly participate in credit card business. If they want to participate in the operation of bank cards, they need to set up a special credit card company, and JCB came into being under such a big environment.
1960, Sanhe bank and Japanese letter merchants are planning a joint venture to establish a credit card company. The main intention of Sanhe Bank in choosing Japanese trust merchants to set up a credit card company is that although Sanhe Bank is the earliest bank in Japan to operate retail finance business, it has no experience in credit management, and joint venture with Japanese trust merchants can take advantage of Japanese trust merchants in this respect, so the two companies jointly established JCB in 196 1 year and 1 month.
2. Moderate domestic competitive environment
Before and after the establishment of JCB, the competition pattern in Japan's credit card market was mainly characterized by "no direct competition". Under the policy of separate operation, commercial banks have set up credit card companies in JCB, such as Sumitomo Credit Card Company (established in 1967), Diamond Credit Card Company DC (established in 1967), United Credit Card Company UC (established in 1969) and Million Credit Card Company MC (established in/kloc-). As the parent company of a credit card company is a commercial bank, it is decided that the main channel for credit card companies to obtain cardholders is through the bank counter of the parent company. Therefore, at that time, credit card companies issued cards mainly through commercial banks, and the cardholders of credit card companies were also individual customers of their parent banks, so there was no competition for cardholders among credit card companies.
3. Popular product positioning and rapid business growth.
JCB card and Dinka are the earliest two card brands in the development history of Japanese credit card industry. At that time, American Diner Credit Card Company established Japanese Diner Credit Card Company in Japan, 1960, which mainly distributed diner cards to local high-end customers, with a small number of cards issued. After JCB was established, it decided to choose a different road from the high-end user card issued by Dalai, and positioned the card as a Volkswagen JCB card.
In order to meet the demand of Japanese overseas travel, JCB took the lead in cooperating with American Express 1967 to issue a short-term American Express card valid for one month to JCB cardholders. Later, in the 1970s, temporary JCB overseas special cards were issued with the help of the overseas networks of Visa and MasterCard.
JCB, which is in the early stage of the development of Japan's credit card industry, is ahead of other credit card companies in both card issuance and transaction volume. In 1970s and 1980s, its business volume increased exponentially (see table 1), and JCB card became the most popular credit card in Japan.
Table1:Business growth of JCB in 1970s and 1980s.
age
Number of cardholders
Transaction amount during the year (Japanese yen)
1972
Break through 6.5438+0.0000 people.
――
1974
――
Break through 654.38+000 billion
1976
Break through two million people
――
1978
――
Break through 200 billion
1980
Break through 3 million people
Break through 300 billion
4. Initially establish the organizational structure.
JCB merged with Osaka Credit Bureau established in the same year on 1968, and was integrated into a new JCB company in June of the same year; 1973, JCB established JCB Service Co., Ltd. to provide services for JCB cardholders; 1978, the company name was changed to JCB Co., Ltd., which laid the foundation for taking the road of collectivization in the future. Later, Japanese letter merchants sold some shares to some city banks, such as Mitsui Ye Quan Bank, Concord Bank and Daiwa Bank, which further improved the shareholder structure.
(B) In the 1980s and 1990s, it became a dark horse galloping the international market.
1, the formation of internationalization ideas
In the early 1980s, the Japanese government relaxed the foreign exchange control system and greatly relaxed the restrictions on ordinary citizens taking foreign currency abroad, and the number of Japanese tourists traveling abroad at their own expense increased day by day [1]. Almost all credit card companies want to launch card products that can be used abroad in time, so they join the networks of Visa and MasterCard to issue international cards or universal cards at home and abroad.
At that time, although JCB occupied more than 50% of the Japanese credit card market, Visa, MasterCard and American Express successively entered the Japanese market, and cooperated with various credit card companies to launch card products that catered to Japanese overseas use (see Table 2). JCB is facing the crisis of losing its cardholder and brand.
Table Visa and other multinational companies enter the Japanese market [2]
multinational corporation
Cooperation situation
comment
visa
1980 In February, Sumitomo Credit Card Company cooperated with Sumitomo Credit Card Company to issue universal cards at home and abroad for the first time.
Adopt an annual fee-free strategy.
Sumitomo Credit Card was renamed Visa Card.
Visa Japan was established in May 1980.
Encourage relevant credit card companies of local banks to participate in issuing Visa cards.
MasterCard credit card
198 1 cooperated with three credit card companies, DC, MC and UC, and began to issue universal cards at home and abroad.
American express
In April, 1980, a branch was established in Japan.
198 1, American express card is issued in Japan.
Facing the competitive pressure, there are three options for the future development of JCB: the first is to become a member of Visa or MasterCard like other credit card companies; The second is to develop overseas alone; The third is to maintain the cooperation with American Express at that time. JCB believes that if you choose the first method, you can use the powerful overseas merchant network of Visa and MasterCard, but you will lose the established JCB card brand. At the same time, JCB only transfers money to merchants twice a month. After cooperation with Visa and MasterCard, there are financial risks in the transfer, and the cardholder service system related to JCB brand may not be realized after joining foreign card organizations; If you choose the second method, you can use domestic services to serve overseas cardholders. Although it took a long time, it was a huge gain. If we choose the third way and keep the cooperation with American Express in China, the future of JCB brand will be dim, just as Sumitomo Credit Card and Visa will lose their own brands.
JCB judged (according to Gu, vice president of Sanhe Bank) that the world famous cards were all American brands at that time, but according to the Japanese economic growth trend, going abroad was the trend. If people who go abroad use JCB cards, then JCB can become an international card brand. At the same time, JCB cooperated with American Express to issue short-term overseas use cards in the early days, and has established a certain merchant base overseas, with about 20,000 merchants, so JCB is determined to develop overseas business alone.
2. Fully explore the international market with the help of tourism.
The first step of JCB's internationalization is the places in the Asia-Pacific region where Japanese people go the most: Hongkong, Taiwan Province Province, Hawaii, etc. At the same time, it sends personnel to more cities around the world where Japanese people go, and develops markets. 198 1 At the beginning of the year, JCB sent personnel to develop cooperation institutions in Hong Kong; In the same year, he entered the China market to seek an agent bank; In the summer of the same year, with the help of travel companies, airlines and other forces, JCB first opened travel agency services in 16 major cities around the world; 10, 165438+ organized personnel to visit Hawaii and sent relevant personnel to Hawaii to develop business. Starting from 1982, we mainly explored the European market and sent three people to explore the merchants in London, Paris and Rome. Settlement of liquidation and other matters in Denmark, Switzerland, the Netherlands and Belgium; The accredited personnel gradually seek merchant resources from Eastern Europe and Western Europe to 60 countries including the Middle East and Africa. By 1984, JCB had 30,000 merchants in 35 countries and 300 cities, exceeding the target of 20,000 merchants set at that time.
3. Build an organizational structure system that adapts to the internationalization strategy.
In order to cope with the development of the international market, JCB set up JCB Travel Co., Ltd. in 1980, set up JCBI International Company, a wholly-owned subsidiary in Hong Kong, and set up JCBI (Asia) Co., Ltd. in the same year; 1982 in order to adapt to management and explore the markets of many countries around the world at the same time, JCB established the international department at its headquarters, namely the counterpart management department of JCBI International Company. The main responsibility of the international department is to manage and control JCBI, and constantly send personnel to JCBI. The planning and system management personnel of the international department also hold corresponding positions in JCBI.
In order to cooperate with the development of regional market in the middle and late 1980s, JCB established its American headquarters in the United States on 1987. 1988, the European headquarters was established in Britain, and American branches were established in Chicago and new york. 1989 opens an office in Paris.
Technically, in order to integrate the global merchant management system, 1989 launched a system supporting global merchant management, which laid a technical foundation for JCB to expand its overseas merchant network on a large scale in the future.
4. Actively respond to the fierce competition of gradually opening up the domestic market.
In the 1980s, there were two major changes in Japan's domestic credit card competition environment: First, in 1982, Japan abolished the ban that banks could not issue cards, and credit card companies helped commercial banks to issue cards one after another. The whole Japanese credit card industry launched the competition for issuing franchise rights, and some commercial banks began to issue credit cards with their own brands; Secondly, after 1988, there was a trend of issuing both Visa and MasterCard in Japan (called dual in Japan). With the issuance of dual cards, merchants of Visa and MasterCard are also open to each other [3]. It can be seen that the financial reform of the Japanese banking industry and the further opening of the Japanese market have led to more foreign-funded institutions, commercial banks and credit card companies participating in card issuance and acquiring business, and the Japanese credit card market has begun to face unprecedented fierce competition.
JCB took advantage of the opportunity that banks were allowed to issue cards and launched a large number of franchise card-issuing businesses with commercial banks. Gu Cun of JCB personally helped Mitsubishi Bank, Sanhe Bank, Changyang Bank, 77 Bank and Chiba Bank to set up JCB franchise departments. JCB has set up dozens of franchise departments with city banks and local banks.
After 1988, card issuers can join different networks at the same time, so the competition is mainly between card issuing brands. On the one hand, JCB has made great efforts to develop domestic special merchants, on the other hand, it has established franchise card-issuing relationships with more card-issuing institutions, and made great efforts on the characteristics of the JCB card products launched. As Masaaki Ikeuchi, president of JCB, thinks: JCB will pay more attention to T&; E subdivide the market and turn duality into a great opportunity for JCB to expand the market.
(c) After 1990s, it accelerated its global expansion and became an international card issuing brand.
1, basically achieving comprehensive overseas card issuance.
After striving for global merchant resources in the 1980s, JCB initially tried to issue overseas cards. In the 1990s, on the basis of accumulating a certain scale of overseas special merchants, JCB cards were quickly launched in major countries or regions where Japanese people exchanged (see Table 3).
Table 3: JCB overseas card issuing flow chart
age
Issuing country and region
age
Issuing country and region
1985
Hong Kong: First issue of overseas credit cards
1989
United States: issuing credit cards in cooperation with Bank of America
1990
Thailand and Britain
1993
South Korea
1994
Italian and Taiwan Province provinces.
1995
Singapore, Australia and Germany
1996
Philippines, Saudi Arabia and Indonesia
1997
China, Netherlands and Switzerland.
1999
New Zealand and Spain
2000
Malaysia
2. Build a global customer service system.
Compared with the networks of Visa and MasterCard, JCB's global network is still very limited, and most cardholders are Japanese, so JCB is at a competitive disadvantage in the overseas acceptance network, so JCB thinks its feature is thoughtful and considerate service.
In order to provide services to overseas cardholders, JCB has specially set up the Plaza VIP Service Center. 1April, 990, JCB opened its first JCB Plaza (VIP service center) in Paris, France, and then successively established Plaza VIP service networks in Tokyo, Toronto, Kuala Lumpur, Atlanta and Amsterdam. The main functions of the square are: providing service windows, directly providing services to cardholders, analyzing information, launching new services, local marketing and card promotion, and business outlets. Technically, JCB is connected online in squares all over the country, providing all kinds of appointments and information search. In addition to providing Japanese services, it also provides English, Chinese and Korean services for individual regions. From 65438 to 0997, based on the squares all over the world, JCB successively launched the tourism and entertainment information processing system TIPS[4], which managed the information of all squares in the world in a unified way, supported cardholders to inquire about hotel information, and provided services such as agency reservation.
Up to now, JCBI has set up 33 VIP service centers (JCB Plaza) and 17 "JCB information service desks" around the world to provide global cardholders with travel information and other services, such as purchasing tickets, booking restaurants, hotels, air tickets and renting cars. The launch of Plaza attracted many overseas Japanese. Some overseas Japanese without JCB cards returned to Japan to apply for JCB cards after discovering JCB's thoughtful Japanese service.
3. Consolidate the organizational structure and optimize the technical support system.
The 1990s was a crucial period for JCB to establish and improve its global organizational structure. On the one hand, with the further development of overseas markets, JCB has set up branches in some major cities; On the other hand, capital operation is used to increase capital and share, attract shareholders and take the road of collectivization.
JCB's overseas operation experienced exploration in the 1980s, and basically formed a mature operation mode after entering the 1990s. 199 1 year, the registered capital of JCB increased to 6.6 billion yen. At the same time, it began to operate JCB's global operation system, and reached a relatively mature stage in terms of capital and technology, which can fully support JCB's overseas business expansion. Therefore, after 1990s, JCB set up a large number of overseas branches, and its overseas business flourished. According to the different local access policies and the needs of JCB's development strategy, JCBI has set up different forms of branches and unincorporated institutions in different countries or regions, including subsidiaries, branches, representative offices and liaison offices, and even set up the National Law Bank (JCB Bank N.A) in the United States, from 65438 to 0993. Up to now, JCBI has established 12 subsidiaries in Hongkong (Asia), Singapore, Australia (Oceania), Taiwan Province Province, Thailand, USA (Los Angeles), Europe (London), Italy, Germany, Austria, Canada, Cronia and other countries and regions. Set up 7 branches in new york, Chicago, San Francisco, Honolulu, Gold Coast, Auckland, Seoul and other cities; Eight representative offices have been established in Beijing, Shanghai, Dalian, Manila, Kuala Lumpur, Jakarta, Geneva and Madrid. Four liaison offices have been set up in Tsim Sha Tsui, Mong Kok and Paris.
From 65438 to 0995, JCB Co., Ltd. established a holding subsidiary, Japan Credit Card Network Co., Ltd., which owns 85% of JCB's shares. The company specializes in JCB global networks, including JCB networks in Japan and abroad. In July 2000, in order to continuously develop and consolidate JCB's merchant market in Japan, JCB and UFJ jointly established Japan Merchant Service Co., Ltd. (JMS), with JCB headquarters holding 55% of the shares. (See Table 4)
Table Basic information of five important subsidiaries of JCB
name of the company
Founding time
Holding proportion
Business description
JCB service co., ltd
1973
100%
Provide free services for JCB cardholders, mainly information services and reservation services.
Jinjiang travel co., ltd
1980
100%
Provide cardholders with various travel-related services free of charge.
Japan International Credit Card Company
198 1 year
100%
Engaged in the establishment and management of overseas institutions, overseas card issuance and cardholder services.
JCN credit card network company
1995
85%
Operate JCB global network system, including JCB networks in Japan and abroad, and provide network technical support.
Japan commercial service co., ltd
In 2000,
55%
As a pre-marketing merchant of JCB in Japan, small and medium-sized merchants give priority to JCB.
Second, JCB competitive strategy analysis
(1) Cooperate with multinational companies such as Visa according to strategic needs.
In the process of internationalization, JCB maintains the principle of independent development, that is, the independence of JCB brand and JCB service; On the other hand, we have always maintained cooperation with multinational companies such as Visa, MasterCard and American Express, and rapidly improved JCB's service to overseas cardholders through moderate cooperation in a certain field or scope.
1. Cooperation with Express
As early as the 1960s, when there was a wave of going abroad in Japan, JCB cooperated with American Express to issue short-term special card service JCB cardholders with the help of American Express's overseas acceptance network. Because it had no overseas acceptance network, it was eager to launch JCB cards to meet the needs of Japanese people going abroad. However, when JCB strategically decided to develop overseas alone, it did not hesitate to show American Express the "decision not to issue dual-brand cards with American Express" [6].
After entering the 2 1 century, JCB and American Express entered a new period of cooperation in order to expand the coverage of their overseas merchants and increase the service for cardholders. They established a strategic alliance in merchant acceptance and receipt, and each opened the global market to the other side [7]. Both sides believe that this cooperation can enhance their strength in overseas markets with lower cost and higher efficiency, and quickly expand the scope of business acceptance. The specific agreements between the two parties are as follows: ① In the Japanese market, JCB will open some merchants who cannot accept American Express cards to American Express, and at the same time, JCB will take orders for these merchants and continue to develop new merchants to serve the existing merchants of American Express in Japan; ② In Australia, New Zealand and Canada, American Express will open some T&; E-site merchants and merchants with large transaction volume, and American Express will take orders from JCB for these merchants and continue to develop new merchants to serve the existing merchants of JCB in these markets; (3) In the United States, American Express has technically opened its own terminal to JCB.
2. Cooperation with Visa and MasterCard
Although the extensive overseas acceptance network of Visa and MasterCard is a great threat to curb JCB's overseas development, JCB has never stopped cooperating with them in some sub-sectors since it embarked on the road of internationalization. While expanding overseas POS acceptance network, JCB mainly relies on Visa Plus and MasterCard Cirrus network for overseas ATM services.
In addition, at present, the electronic wallet implemented by JCB in Japan is mainly the EMV standard implemented by Visa and MasterCard. In terms of risk control, JCB and four other international credit card brands, such as Visa and MasterCard, set up risk management committees to participate in sharing relevant crime data, assist in collecting relevant evidence, exchange the latest trends of criminal activities, organize international exchange meetings, notify acquiring institutions and merchants to strengthen prevention, hold lectures and participate in seminars and other activities.
(2) Obtaining cardholders and merchants in a flexible way.
The early development process of JCB is mainly manifested in the operation mode of credit card companies, which develops business by issuing cards and receiving bills in person, thus forming a closed network in China. However, since 1980s, Japanese commercial banks were banned from issuing cards, and JCB began to explore overseas markets, and gradually adopted brand marketing operation mode. With the global network layout of Visa and MasterCard basically formed, it selectively establishes relations with overseas institutions through franchise contracts. From the perspective of developing the operation mode of cardholders and special merchants, JCB has essentially broken through the closed network operation mode (see Table 5).
Table summary of JCB's mode of expanding cardholder and merchant markets at home and abroad.
domestic
transmarine
Find the cardholder
I personally issue cards.
L authorized card issuance (1)
I personally issue cards.
L franchise card issuance
Get a merchant
L personal development (2)
L agent receipt (3)
L agent receipt (4)
L franchise receipt (5)
L personal development (6)
Remarks: Since (1) 1982, JCB has helped commercial banks to set up franchise departments to issue JCB cards;
(2)JCB directly signs bilateral agreements with merchants, and JMS has been responsible for recommending merchants to JCB since 2000;
(3) JCB develops merchants on behalf of the acquiring bank, and JCB jointly examines the rights of merchants to terminate their contracts and signs a tripartite agreement. Such merchants account for about 30% of JCB domestic merchants;
(4) Similar to (3), before 1989, most overseas merchants of JCB adopted this mode, and JCB mastered overseas merchants by itself;
(5)JCB began to develop merchants in the United States from 1989, and began to develop merchants by using chartered acquiring institutions, and then chartered acquiring institutions signed bilateral agreements with merchants;
(6) Use global branches to directly develop merchants, and at the same time rely on travel companies and airlines to develop merchants.
JCB can use multiple modes to issue and receive cards in the same country, such as the United States, Australia, the Netherlands and Singapore. JCB also introduced the mode of the third-party processor, and cooperated with the third-party processing institutions to collect orders. In expanding ATM networks, JCB not only relies on the ATM networks of Visa and MasterCard, but also cooperates with Star and American Express, or directly connects with local commercial banks, such as BOH, Bank of China and KICC.
For the choice of agency cooperation and joining mode, JCB mainly considers the local market situation and the laws, regulations and policies of the host country. For example, in the United States and Taiwan Province Province, JCB mainly adopts the franchise mode; In China, in the past, JCB mainly adopted the agency cooperation mode, but with the development of the credit card market in China and the improvement of the acceptance environment after 2003, JCB gradually changed the agency mode into the franchise mode.
(C) to build a high-quality customer service system
JCB has always advocated "attentive service" and supported the growth of card issuance and transaction volume by providing cardholders with high value-added services (see Table 6). JCB has made great efforts in cardholder service for two main reasons: First, Japan has directly developed from cash consumption to credit card consumption, and has never experienced credit tools such as personal checks before, so it is necessary to emphasize high value-added services to attract cardholders when marketing credit consumption; Second, compared with Visa and MasterCard, JCB has no advantage in global acceptance network coverage, but the advantage of JCB lies in Japanese local culture, providing special services that meet the needs of Japanese cardholders, and is conducive to establishing competitiveness that foreign multinational companies cannot match and imitate.
To sum up, JCB's service system includes the following levels:
1. Set up specific departments or branches in organizational design to provide organizational guarantee for JCB cardholder services.
From the organizational structure, JCB headquarters has "Quality Management Department" and secondary departments have "Customer Service Department"; The "Member Service Department" is directly established at the headquarters; The 24 branches under JCB business headquarters are partly responsible for member management and promotion; JCB has also established two subsidiaries, JCB Service Co., Ltd. and JCB Travel Co., Ltd., to provide cardholders with various free services; In overseas markets, JCBI has set up 32[8] JCB Plaza VIP service centers (see Appendix) and several street service windows.
2. Establish an innovative mechanism for service development.
In order to distinguish the service from other brands and constantly update the service content, the main function of the "Trafficking Promotion Department" under JCB headquarters is to develop new service content. In order to adapt the newly launched service to the market demand, the Ministry of Trafficking Promotion has established a monthly proposal meeting system to collect new ideas from two channels: one is to collect the suggestions and opinions of cardholders, and the other is to collect the ideas of company employees. Generally, 5-6 proposals will be put forward every month, including new services and improvement of existing services, and the company will adopt at least one proposal.
3. Establish cardholder information analysis system.
In the aspect of serving cardholders, JCB introduced a data-based marketing model to establish and strengthen a stable cardholder group. JCB started the J-Mark [9] system from 1.995 to 1.05, which centralized the cardholder's attributes, when, how much money he bought and how many times he spent. Technically, the system directly leads to the trading terminal; In terms of management, the system is set up by the promotion department and the sales department to establish and support new products and new promotion activities in real time. JCB has mastered almost all the consumer transaction information of cardholders through this system, which is an important basis for JCB to provide targeted services for cardholders.
4. Provide personalized service and establish cardholder club.
JCB provides dozens of paid membership club services for cardholders with different lifestyles. For example, cardholders can join the JCB club, pay an annual fee of 3,708 yen, enjoy all kinds of goods and drinks, have free information magazines every month and enjoy cash back service. Join the sumo club and pay an annual fee of 5 150 yen to participate in activities jointly organized by JCB and Japan Sumo Association; Join the matchmaker's club, pay an entrance fee of 500 yen, and you can book wedding places and other services through JCB.
Table JCB Customer Service Dialogue Window Summary
Service window
service content
service center
A comprehensive window for information, products and applications (available in Japan 10)
Integrated information center
Analyze customer problems throughout the year (Tokyo, Osaka and Fukuoka)
call center
Card loss reporting, credit line inquiry, etc. (24 hours)
JCBDesk、JCBPlaza
There are 3 1 JCBPlaza overseas and 1 in Tokyo.
Special VIP lounge
According to the needs of cardholders, it is established overseas.
Aviation Services
Narita Airport and Kansai Airport
Other service points: special telephone window for female card, special telephone window for gold card and special telephone window for company.
(4) Implement the cardholder's long-term maintenance strategy.
On the basis of building a more comprehensive customer service system, JCB has strengthened its service to cardholders, which embodies the strategy of maintaining long-term cardholders from service development and product innovation to cardholder market segmentation analysis and providing high value-added services.
1. Generally speaking, new products and services are constantly introduced through the use of innovative mechanisms.
JCB attaches great importance to the design of its credit card products and services, and the driving force for innovation comes from several aspects: First, JCB believes that product differentiation cannot last forever, and products launched by different credit card brands will imitate each other, so product differentiation is temporary and can only attract new cardholders and promote existing cardholders to use their cards within a period of time after launch; Second, in order to meet the needs of JCB's affiliates to maintain JCB cardholders, JCB needs to continuously introduce new products and services; Third, in order to better implement loyalty programs, a JCB cardholder. JCB believes that the attraction of the card consists of the network coverage of the card organization, the services of the card issuer and the cardholder loyalty programs (such as the points plan), and the continuous introduction of new card products is part of the implementation in loyalty programs.
2. Combine the cooperative brand card with the points plan to realize different service functions.
There are more than 400 kinds of cooperative brand cards issued by JCB, including JCB cards launched in cooperation with airlines, retailers, manufacturers, service companies and non-profit organizations. Most JCB co-branded cards are equipped with corresponding points plans. The advantages of effective combination of co-branded cards and points are as follows: first, it can enhance the service added value of JCB cards; Second, the points plan can promote the frequency of card use and increase the loyalty of cardholders; Third, the valid information of the cardholder can be obtained.
Judging from JCB's experience in issuing co-branded cards, the most popular one in Japan is the co-branded card issued in cooperation with airlines. Generally, this kind of card provides a "frequent flyer card swiping plan" [10]; From the perspective of issuing cost, the issuing cost of JCB's co-branded cards with airlines and department stores is lower than that of other co-branded cards.
Judging from the experience of issuing identification cards by JCB, the holders of JCB cards issued in cooperation with specific societies such as alumni associations and baseball associations have become loyal JCB cardholders because of their deep feelings for the societies, and they can use JCB cards for a long time. Therefore, ID cards that provide special services mainly rely on the cardholder's feelings for the community to maintain the cardholder relationship.
Table Example of Joint Card/ID Card issued by JCB
JCB card name
Corresponding service
Toyota JCB card
Get 30 points for using every 1000 yen in Toyota related stores; General special merchants get 15 points every time they use 1000 yen. When buying a new car, each point is equivalent to 1 yen, and when checking the car, every 3 points is equivalent to 2 yen. The upper limit is 300 thousand yen. Annual fee 1250 yen.
JCB Central Alliance [1 1] membership card
Hold a banquet for cardholders and baseball players and present photos.
ANA JCB card
1000 yen = 1 points = 10 mile.
It takes at least 20 thousand miles to enjoy the free round-trip ticket of Japan International Airlines.
KDD JCB card
100 yen = 5 points.
Can exchange KDD long-distance telephone service
3. Provide cardholder services with Japanese national characteristics.
The cardholder group of JCB is mainly concentrated in Japan and overseas cardholders related to cross-border consumption in Japan. Therefore, adding Japanese national characteristics to JCB's cardholder service will help attract cardholders on the one hand; On the other hand, it can form differentiated services with bank card brands from the United States such as Visa and MasterCard, which is of great significance for JCB to maintain the cardholder market, use domestic cardholders to go abroad and explore the international market.
JCB's Japanese service is mainly reflected in providing thoughtful Japanese service for cardholders. Japan's overseas travel service