Editor’s introduction: When talking about loans in the past, many people thought of bank credit card loans, but now the emergence of Huabei, Baitiao, Weilidai, etc. has slowed down the growth of credit card issuance. The Internet dividend has faded and cannot bring in many incremental customers. In the era of inventory, how to do a good job in user marketing and management? The author of this article will analyze and share with you from three aspects. Recently, I have been reading the "defining" classic "Marketing Management" by Dr. Philip Kotler, the father of world marketing, and I have gained quite a lot, especially since it explains the complete marketing path and methodology. I would like to combine the content in the book with credit card operations and share some of my own insights. Let’s first look at the credit card issuance data. According to statistics from the Central Bank, as of the end of the first quarter of 2021, the number of credit cards and debit cards in use across the country has reached 784 million (749 million in the same period last year). The growth rate has dropped to 4.6, and the average number of credit cards issued per capita has reached 784 million. The number of credit cards and debit cards combined increased to 0.55 (compared to 0.53 in the same period last year). Considering that my country still has 40% of its permanent population in rural areas, as well as a large number of users such as Huabei, Weilidai, Baitiao, etc., the per capita number of generalized credit card holders is far more than this. A CICC research report gave an estimate of more than 1.76 credit accounts per capita. Looking at another set of Internet data, the 47th "Statistical Report on China's Internet Development" released by the China Internet Network Information Center (CNNIC): As of December 2020, the number of Internet users in my country reached 989 million, and the number of mobile Internet users reached 986 million. The Internet penetration rate reaches 70.4. The growth rate of Chinese Internet users will drop to 3.6 this year. Taking into account children and the elderly, Internet traffic has almost reached saturation. Based on the above data, we can clearly see that the growth rate of credit card issuance is slowing down. If banks want to add new card-issuing customers, they must either grab customers from other banks or grab customers from Huabei Baitiao. The Internet dividend has faded and cannot bring in many incremental customers. In the stock era, how to do a good job in user marketing and management has become the hottest topic at the moment. 1. Analyze demand from a marketing perspective. Going back to the book of marketing guru Philip Kotler, there is the simplest definition of marketing, "obtaining profits while meeting customer needs." Breaking down the meaning of this sentence, the most important subject-predicate relationship is "meeting customer needs." From the pre-sales, sales and after-sales of the marketing life cycle, marketing = demand management, user operation management and customer relationship management. As the first step in the top-level design of a product/brand, demand management requires a large amount of energy to be invested in sufficient market research and product design at the beginning. The concepts involved are STP (Segmenting, Targeting, Positioning) and 4P theory (product, price, place, promotion). Take credit card products as an example. A bank is preparing to issue a new credit card product. Four card products were considered, namely: women's card, supermarket card, a certain milk tea co-branded card, and city characteristic card. According to Kotler's theory, from the perspective of demand, demand can be divided into three dimensions: need, demand, and want. This is similar to Maslow's hierarchy of needs theory. Women's cards and supermarket cards both meet simple material needs. A certain milk tea co-branded card actually carries a certain need for brand recognition, while a city characteristic card represents a higher level of self-identity. From the perspective of market competition, both women's cards and supermarket cards face competition from multiple products in the same industry; while co-branded cards and city feature cards can rely on brand and local resources to avoid excessive competition. From the perspective of product positioning, the customer group of the women's card is women; the customer group of the shopping mall card is mainly home and personnel customers; the audience group of the milk tea co-branded card is mainly young customers; the audience group of the city characteristic card is mainly people with self-identity. . As for marketing scenarios and promotion strategies, each product has its own focus. For city commercial banks, it is important to avoid excessive competition with big banks and choose a track that suits them. Changsha Bank’s Cha Yan Yuese co-branded card and Zhongyuan Bank’s City Impression Card are both excellent product designs. ***The same thing is to focus on this point of "local characteristics".

2. Construct a scene ecology and build a brand "no scene, no finance". In the past two years, there has been a sudden wave of scene ecological construction. On July 5, Bank of China released the "White Paper on the Development of Financial Scenario Ecological Construction Industry". Facing the wave of digital technology-driven industrial changes, Bank of China has also devoted itself to scenario construction with an open and inclusive attitude, making every effort to create a "financial" scenario ecosystem and actively exploring paths and answers to digital transformation. Speaking of scene construction, I have to admire the layout of the scene side of China Merchants Bank. As of the end of last year, the MAU of the China Merchants Bank App and the Mobile Life App reached 107 million, and the MAU of 23 scenarios exceeded 10 million, of which the transaction volume of the two major scenarios of "meal tickets" and "movie tickets" was nearly 10 billion yuan. For city commercial banks, efforts should be made to build full scenario coverage and build a complete financial ecosystem. Neither the time cost nor the money cost can support the establishment of such a system. In this case, it is better to build a certain vertical field scene to form a brand effect. As a track for your own brand management and differentiated competition. For example: Bank of Shanghai buys one and gets one free every Wednesday at Starbucks; Bank of Xi'an watches movies for 5 yuan every month; Shunde Rural Commercial Bank monthly Super 666 event; the formation of a brand can not only bring market share, but also mental share and emotional share. . It is one of the main criteria used by customers to distinguish competing products from other peers. Brand is a promise made by a company to consumers. Branding is the process of improving product brand awareness and can help products have their own business cards. The value of brand marketing is much higher than scattered user marketing. 3. User relationship management requires direct dealing with customers during the product sales process and after-sales operations. People are the most uncontrollable factor in the entire sales chain. While meeting customer needs, we need to classify customers. Distinguish between high-value customers and low-value customers to facilitate subsequent precision marketing. The customer's evaluation criteria for product satisfaction mainly come from the value that the product brings to him. The triad of customer value: quality, service, price. Value is directly proportional to quality and service, and inversely proportional to price. If the product fails to meet customer value, customers will be disappointed; if it meets customer value, customers will be satisfied; if it exceeds expectations, customers will be happy. Customer satisfaction is a very important basis for maintaining customer relationships. In order to improve customer satisfaction, it is necessary to conduct differentiated management of customers. There are usually two ways to achieve this. One is to build a labeling system and customer portraits to conduct differentiated operations based on the characteristics of different customer groups; the other is to build a membership level system and conduct differentiated operations based on customer contribution. The two customer business models do not conflict. The main difference is that building tags and portraits can stratify customer groups more flexibly, but the operating cost is relatively high; the model of building a membership system is a white-box model for customers, and the customer experience is better, but the membership system rules are defined Afterwards, the rules cannot be adjusted flexibly. Under the traditional retail system, the membership level system is a very conventional user management plan. Starbucks has Star Rewards members, JD.com has plus members, and Taobao has 88 members. This model is also applicable to other scenarios, such as payment scenarios. Alipay has members, UnionPay has members, and credit cards can also have membership systems. In fact, many major banks have launched membership systems before, such as China Guangfa Bank’s star membership, but they lack hook rights and cannot arouse customer interest. In contrast, the cashback ratio of Bank of Nanjing's N-card member rights package and Starbucks and other rights are more likely to arouse customers' screams. Customer companionship is a higher value-added service for users, also called extracare. This concept has been mentioned before in the field of robo-advisory. However, artificial intelligence can never replace human care. For real high-value customer conversion, try to use manual contact. The above are some thoughts and ideas about the digital operation of credit cards, which can improve the functional system of the product through the marketing life cycle. Build a more complete user management system solution. Author: Shengwei Insight; WeChat public account: Shengwei Insight