弱水三千，精准滴灌：信用卡客群价值创造的回归

Core Viewpoint - The credit card industry is transitioning from a "mass irrigation" approach to a "precise drip" strategy, focusing on value creation and customer needs rather than mere scale expansion [1][2][3] Group 1: Industry Changes - Multiple banks have announced adjustments to credit card product benefits, indicating a shift in the industry towards more targeted offerings [1] - The implementation of new regulations has prompted banks to reassess their business models and focus on high-quality development rather than rapid expansion [2] - The competitive landscape has led to an "involution" in benefits competition, increasing operational costs and diminishing marginal returns [2] Group 2: Adjustments in Benefits - Recent adjustments in credit card benefits show a mix of increases and decreases, reflecting a more nuanced approach to customer needs [4] - Banks are discontinuing low-efficiency co-branded cards and optimizing benefit structures to focus on target customer groups [3][4] - New benefits include exclusive offers for specific customer segments, enhancing the perceived value of holding a credit card [4] Group 3: Customer-Centric Strategies - The industry is moving towards a model that emphasizes deep engagement with core customer groups, aligning benefits with actual customer needs [5][6] - Promotional activities are being used as a complementary strategy to enhance customer engagement and satisfaction [5] - Banks are implementing tailored services based on customer behavior and preferences, optimizing resource allocation for better outcomes [6]