However, the purpose of project marketing is not for the credit card center to simply focus on projects and simply grasp and follow up business opportunities for a certain project. It is to correctly formulate strategic goals for credit card development based on the marketing environment, and through project marketing management, in the corresponding Accurately position yourself within the target market and expand continuous relationships with target card-issuing partners so that you can better predict the future and better control the situation to stay ahead of competitors in the industry. In practice, the author found that as the competition in the credit card business of various banks becomes increasingly fierce, some credit card centers often compete for the same card-issuing partner in a certain industry. As long as they can expand the scale of card issuance in a short period of time, they will spare no effort to win a contract and will not hesitate to sign a contract. Aimlessly imitating or even copying products with the same technical content to meet short-term profits, thus lacking the positioning for the long-term development of the bank's credit card business and the cultivation of core competitive advantages. This situation of "I am here before you quit" seems to be a boom for the entire credit card industry, and the market is booming in the short term. However, in fact, in addition to causing repeated waste of resources, the final group of card issuing partners obtained by the relevant credit card centers is also roughly the same. Similarity, coupled with the fact that merchants have no differentiation in the preferential service conditions promised by the two card issuers, from the perspective of cardholders, it is more inconvenient to manage the credit cards in their wallets, which may easily lead to the recurrence of the "sleeping card" phenomenon. In other words, if Bank A has cooperated with the card-issuing partner to issue credit cards with magnetic stripe media, and Bank B does not understand the strategic positioning of its credit cards and does not yet have the R&D strength and technical capabilities to issue chip cards, it will have a negative impact on the industry. The future development of Bank A lacks technological leadership. For the sake of short-term performance, it joins the repeated magnetic stripe card competition with Bank A and acts as a market disruptor. However, it loses the opportunity to develop high-end products such as chip cards. The consequences are likely to be that not only can it not get Because Bank A seizes the remaining market share after seizing the opportunity, it will also be slow to compete in future high-end product competition. In addition, due to the characteristics of joint projects in the credit card industry, the author realized that it is difficult for any project to be unilaterally handled by the credit card center from beginning to end. Instead, a consortium composed of a series of project stakeholders can coordinate and cooperate steadily. To advance, the above-mentioned project stakeholders include project partners, merchant alliances affiliated with project partners, advertising media, card manufacturers, etc. Therefore, when formulating project marketing strategic goals in the credit card industry, it is necessary to carefully consider what project entry mode to choose. Which project entry mode to choose, that is, what type of partners to find and what types of projects to do, are strategic decisions for the credit card center to choose to enter market segments and increase the accuracy of project marketing. Due to the high degree of competition in the credit card business and the long-term and highly uncertain nature of project operations, the credit card center must spend a lot of time, energy and financial resources in the early planning, mid-term promotion and later maintenance of the project. Therefore, in order to ensure the reasonable allocation and efficient use of resources, companies must selectively enter the project market. When evaluating various market segments, credit card centers must consider the following factors: 1. The comprehensive strength of market segment partners, including industry brand effect, development prospects, profitability, risk level, and competitive environment. 2. The number and structure of potential cardholders obtained through market segment partners. 3. Whether the investment in market segments is consistent with the goals of the credit card center. For example, a large enterprise with high energy consumption and serious pollution is a bank credit card issuance partner with a reduced credit scale. Although it has a large number of employees and its credit level is in line with the bank's credit card issuance policy, once it cooperates with the enterprise on a credit card industry project, it will not be able to achieve social benefits in terms of social benefits. Indicates potential blindness risks. Therefore, credit card centers should shelve this project. Similarly, the choice of project entry mode is based on the credit card center’s own strength and competitive environment, and it is the credit card center’s initiative to choose the role it plays in the project operation consortium - project leader and project partner. This is also what the credit card center places on itself. The process of capability analysis and industry positioning at the project stage (competitive position). The position held in project operations reflects their ability to assume responsibility for completing phased project goals.For example, if a sports portal website carries out project marketing during an internationally renowned sports event and promotes a sports-concept credit card through online marketing, the credit card center will be the project leader and use the click-through rate of the portal sports website to expand the scale of the credit card. The goal of marketing; when cooperating with other marketing departments in the industry to provide comprehensive financial services such as institutional and personal finance, electronic banking, and cash settlement management to a well-known national enterprise, the role of the credit card center in project marketing is a cooperative position. After all, in In the bank's overall operating performance assessment, the contribution of the company's deposit and loan business exceeded that of the credit card business. At this time, when formulating project marketing goals, the positioning of the credit card center should be clearly defined as using credit cards as the focal point for bank-enterprise cooperation, enriching the bank's financial service methods for enterprises, and improving the level of bank-enterprise cooperation. 3. Fully implement resource integration and relationship development. After determining the development strategy, the credit card center must follow its strategic will, continuously improve its project operation capabilities in related fields, and work with card-issuing partners to meet the needs of cardholders. This is The most essential core of industry project marketing is also the fundamental driving force for project marketing to maintain sustainable development. Project operation capabilities include project design and planning capabilities, resource integration and control capabilities, project operation management capabilities, and project core technology platform supply capabilities, etc. Therefore, the credit card center must, under the guidance of strategic guidelines, integrate external resources and Build internal core capabilities to consolidate its functional position in market segments. Integrating external resources refers to the credit card center's ability to control technical and non-technical resources from other organizations during project operations. In the complex operation process of the project, the credit card center often needs to effectively introduce other organizations, such as data warehouse analysis organizations, brand planning organizations, mobile phone text message operators, advertising media agencies, merchant alliances, etc., and use their resources and strength Fill functional gaps to create an overall competitive advantage. Effective integration of external resources depends on the relationship between the credit card center and resource owners. Credit card centers generally adopt different strategic cooperative relationships with external organizations based on the importance of seeking project resource strength, which are basically divided into three models: (1) Market-oriented, establish short-term cooperative relationships, and seek external resources as soon as possible. use. (2) Use relationships as a guide to establish long-term cooperative relationships and improve in-depth control of external resources. (3) Develop resources jointly, utilize complementary capabilities with external organizations, and work closely to create competitive shared resources. Currently, in management theory, the most mentioned thing is to build core competitiveness, and credit card centers engaged in industry joint project marketing are no exception. In the project competition, the credit card center must have stronger strength than its competitors in the same industry, so that the cooperative card issuers can realize that they can do better than their competitors. The strength is reflected in the basic entities and resources owned by the credit card center, which can be combined for project development. The resources of the credit card center are divided into two categories, tangible resources and intangible resources. Tangible resources include: the number of parent bank accounts, types of financial business services, credit card issuance volume, annual consumption, credit card backend system strength, human resources, trademarks, etc.; intangible resources mainly include information, knowledge and card-issuing partner relationships. To create internal core capabilities, the credit card center should select one or more of the above resources to focus on strengthening, highlight its advantages, and ultimately try to win an irreplaceable competitive position in the industry. For example, it can rely on its strong centralized procurement capabilities to occupy the leadership core in cooperative organizations and gain a dominant bargaining position over external resources. Relationship development means that the credit card center looks for target card-issuing partners and purposefully establishes commercial or social relationships with them. This is a new trend in project marketing. In traditional marketing methods, projects are often approached first and then card-issuing partners are approached. When there is a project, all credit card centers rush to the project, but usually they are silent. Therefore, the author believes that credit card centers engaged in industry project marketing should start to evaluate target card-issuing partners and develop relationships with card-issuing partners, and gain first-come-first-served advantages in project business through long-term and lasting relationship maintenance.

On the other hand, although the sparrow is small, it has all the internal organs, which is a significant feature of professional credit card operations. Due to the need for "separation of powers and strict internal control" in job settings, project marketing execution is completed jointly by different departments such as technology research and development, project planning, marketing, fund clearing, financial accounting, risk review, account operations, and customer service. . Therefore, establishing an internal project coordination mechanism to strengthen project marketing execution is not only a legal requirement to effectively fulfill the project agreement with the card-issuing partner, but also an integral part of the credit card center as the parent bank, abiding by the commitment of "everything is for the cardholders" and maintaining integrity. Management, the inherent requirements of establishing a high-quality brand and a good social image. The establishment of an internal project coordination mechanism is inseparable from the following aspects: (1) Department specialization. As far as the execution of joint marketing projects in the credit card industry is concerned, key departments are mainly concentrated in project planning, marketing promotion and production departments (including risk review, account operations and customer service, etc.). Specialization means that people in these departments must be highly qualified for their tasks with the skills, goals, and attitudes appropriate to the functional requirements of the job. (2) Crossing organizational boundaries. This means that the project departments involved in the project have to maintain close contact with the environmentally relevant parts outside the credit card center. (3) Horizontal connections between departments. This requires technical, planning, promotion and production personnel to share ideas and information. Therefore, the author believes that around the new credit card marketing model of project marketing in the credit card industry, the credit card center should boldly break through the departmental barriers of the line management system when designing its internal organization, form a cross-functional project team, and establish an internal coordination mechanism to make the project Ensure a high level of communication and coordination throughout the entire cycle, so that project planning, program design, technology development, product production and customer service fully meet the requirements of cooperative card issuers, try to avoid the problem of disconnection between production, marketing and customer service, and strengthen project marketing execution, and ultimately gain sustainable market competitive advantage. (Editor: Chen Yanjiao)[Let me say a few words]