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温州大学城市学院本科毕业设计（论文）外文翻译原文题目：家里是否拥有信用卡作者：Danica Ognjenovic原文出处: International Journal of Retail & Distribution Management Volume 家里是否拥有信用卡如果零售商曾想要让困难时期的消费者去使用信贷，然后他选择了错误的政府政策下，实行这种战术。政府执行严厉的宗旨让信用卡持有人在他们的方式下无法养成大手大脚的习惯。在这情况下，零售商在内部信贷有什么希望呢，什么是它在未来数十年可提供实现可行的可能性呢？仅在去年，世界似乎对零售信用卡抱有光明的前景。就去年，乔治Gilhespy董事及信用卡公司联合首席执行长告诉我们，通货膨胀达到一定的程度，两个数的信贷额度必须提供给客户，否则他将无法负担和承受。与此同时,艾瑞克Elinder（国米的Conto.董事长），说明了信用卡正是零售业在经济衰退期所需要的，该理由很简单;如果你的客户的资源是有限的,那么打开他的口袋，让他拥有信用卡就可以解决问题。然而政府似乎开始根据其课程减少国内信贷扩张。政府总理提出了参考的金融技术是曾在去年2月的议会中提及的，通过它在国会上质疑增长的需要，并提出通过使英格兰银行发出指示信用卡活动进行遏制，撒切尔夫人提出这个答复:它不仅是一个指令：它需要一点点的东西比这更有效。财务部长发表了一个声明, 将有一个控制货币供应货币基础比我们目前所拥有的任何东西都不同的方法的相关的一份咨询文件出来。但另一方面,这是一个残酷的世界,政府似乎安居乐业，并没有做出什么实际上的行动。现在事实是明显的，去年圣诞节，主要还是通过信用卡支付。另外让消费者现在感到很明显的就是手头紧了，因为他们要偿还这些贷款，雪上加霜的消息是市场上加息了。而最近市面的一些报道提及到:消费者都是大手大脚没什么顾忌的信贷消费，并没有注意到较高的利率，而公司却有所不同，从Access和巴克莱卡这俩家公司的一些重估中就可以看出相当不同的故事，两家公司都受到了冲击，在圣诞节以来的信贷需求下降。至于巴克莱卡而言，一月份未偿还的债务总额为1500万英镑比十二月的数字低。并配有真正的约30的年利率，这是不足为奇。在此之上，Access和巴克莱卡还决定减少广告活动，以限制对信贷的需求，从而希望逃避愤怒的政府对他们的贷款能力进行更严格的控制。 这些报道预测所产生的消息之一是可能预算的信用卡并没有用在部分消费者身上，如果他/她仍试图还清旧信贷购买。那么，这是否留给内部信用卡希望呢，这里是否还有增长的空间呢？只是在圣诞节前, 如果有及时的零售卡出现在全国上下的商店橱窗里，是很多零售商根据自己的经验认为市场会有对信贷的需求，零售商他们需要对这种信誉协定和承担风险，而他们是否会因为发现未来收益过度兴奋，还有待观察。有四种在内部寻找信贷得方式：（1）一个为广大客户服务,提供一个方便方法的付款方式。（2） 一种手段，可以鼓励客户消费的更多，超出其口袋里的钱可以通过信用卡给予偿还。（3）通过一种促销手段,以促进你的货物的销售。（4）增加市场份额的一种手段就是鼓励顾客的忠诚度， 也就是说，考虑到今天的顾客只有有限的资源，更要留住顾客，并通过他们蔓延开来吸引更多的顾客。上面四点如果要做的话，今天的零售商会从他的内部信用卡中提取吗?又有多少零售商想要这样吗?一个英国现象：还有一些其他问题的考虑，有关在信贷经营方式，目前存在的且其中最对提供零售信贷常见的形式是预算帐户，这是一纯粹的英国现象。它意味着客户同意每月支付20至30次，且每月固定金额和每月还款数字被授予作为信贷上限。这是一个有利可图的系统（因为对贷款收取的利息）。 也有内部卡的操作类似巴克莱卡和Access，它的进出为每个客户提供连续滚动信贷直到达到规定的一个最高数字。也有更多的传统的每月帐户，客户有一个商定的信贷极限，他们全部在每月月底进行支付,这是一种营销手段。现在许多商店收取利息，如果你的信用卡里纸币足额,这一系统就可以被称为收费帐户。 在这种情况下，目前运行的内部信用系统可分为上述两大阵营。在下列零售商都有他们自己的金融公司（通常它的前身是贸易本身进行长期的企业）和由银行提供的设施和金融公司：巴克莱卡，联合信用卡公司，花旗银行，联合信贷，西北证券，公积金财政。有趣的是,这些零售商谁是最热心实验、信贷和最乐观的看待自己运用信贷推销能帮助他们自己度过了艰难的时刻, 是谁开发了自己的金融公司。那些零售商中值得注意且比较突出的是, 德本汉姆（韦尔贝克财务）和伯顿集团（Readycredit）。还有一点值得注意的是,在这两个情况下,金融类企业已形成各自的公司,因此他们的借款要求并不出现在这家零售商的资产负债表。就是这样一种乐观态度的零售商可以进行信贷吗？要回答这个问题，首先要去了解哪些可能已经在过去五年有对信贷有深入研究的群体。德贝纳姆的财务总监迈克尔布利斯，有一个非常明确的关于过去的 12 个月内部信贷增长的解释。 他认为这是零售商防御行动：当看到他们的竞争者直闯这个领域里,然后出于自我保护所做出的防范。他还说,如果没有坚守信用,就没有实现顾客忠诚度的可能，顾客也不会保持忠诚度。真正能坚持信用的方法是整合到销售和采购的操作中,从而使它变成一个推销工具。他毫不怀疑，就目前的银行所提供的设施对零售商是没有多大用处的。从而也造就了主要看你有没有能力利用信用卡的市场潜力。他坚持认为就简单的把你的名字写在一个小卡片上，很难开发客户忠诚度，增加销售额或鼓励重复购买。他认为，最重要的优势是零售商通过提供信贷的机会与客户进行沟通。由于他们的信用体系，可以采用直接营销技巧: 他们的特殊优惠，可以发送给那些客户引起他们最可能感兴趣，而销售人员被认为是很重要的，他们作出额外的信用销售时有奖励，但更重要的是,销售人员的想法有可以进行传递的特权。销售助理对待顾客,证实了的印象是一个特别的持卡人的零售商。Is there a credit card in the house? Danica Ognjenovic (1980)International Journal of Retail & Distribution Managemen If the retailer was previously looking to credit to stretch the pockets of the consumer in these hard times, then he chose the wrong government under which to practice these tactics. Enforcement of the stern tenet of getting people to live within their means is going to bite hard into the free-spending habits of all credit card holders. In the mean time, what hopes does the retailer have for in-house credit and what are the real possibilities it offers in the coming decades?ONLY last year, the world seemed to hold out bright prospects for the retail credit card: only last year, George Gilhespy, director and chief executive of the Joint Credit Card company was telling us that with inflation roaring into double figures a credit facility had to be offered to the customer; he wouldnt be able to afford very much without it. At the same time, Erik Elinder, chairman of the board of Inter Conto, Sweden, was saying that the inhouse credit card was just what the retail trade needed in a recession. The message was simple; if your customers resources are limited, then stretch his pocket by letting him have credit. But the government seems well set on its course of reducing domestic credit expansion. The Prime Minster made a reference to the growth of financial technology only last February and when questioned in Parliament on the need to curb credit card activity by making the Bank of England issue an instruction, Mrs Thatcher made this reply: It is not only an instruction: it needs to be something a little bit more effective than that. The Chancellor made a statement that there will be a consultative document coming out soon about the possibility of going to a different method of controlling money supply on a monetary base which would be fiercer than anything we have at present Harsh words, But then, this is a harsh world that the government seems to live in.It is now evident that last Christmas was largely financed by credit. It is also becoming apparent that consumers are now feeling the pinch as they pay back these loans at todays increased interest rates5. This is certainly born out by some recent reports: after months and months spent saying that the consumer pays no attention to higher interest rates, some revaluations from Access and Barclaycard indicate a rather different story. Both companies have been hit by a drop in the demand for credit since Christmas. As far as Barclaycard are concerned, the amount of debt outstanding in January was 15m lower than the December figure. And with a true annual interest rate of about 30% this is hardly surprising6. On top of this, both Access and Barclaycard have decided to clamp down on their advertising campaigns, so as to restrict the demand for credit, thereby hopefully escaping the wrath of the government who could put even tighter controls on their. lending ability. One of the predictions arising from this news is that there may not be a pre-budget spend on the part of the consumer if he/she is still trying to pay off old credit purchases. So where does this leave hopes for the inhouse credit card? Just before Christmas, there was a timely rash of retail cards appearing in shop windows up and down the country. That there was a demand for credit was borne out by many retailers experience, who found their sales buoyed up by plastic money. But whether retailers really involved themselves in the right kind of credit agreement, and whether they will find the future benefits over-exciting remains to be seen.There are four ways of looking at in-house credit: 1) A service to the customer, ie a convenient method of payment. 2) A means by which to encourage the customer to spend more, extending his/her pocket beyond what can normally be afforded at any one time. 3) A marketing tool to promote your goods. 4) A means of increasing market share by encouraging customer loyalty. That is, given that todays customer has only limited resources, it is better that he/she should spend most of it with you, rather than spreading it thinly. How many, if any, of these four points, can todays retailer extract from his in-house credit card? And how many retailers want to?A British phenomenonThere are some other points to take into consideration, concerning the types of credit operation in existence at the moment. One of the most common forms of retail credit on offer is the budget account. This is a purely British phenomenon which means that the customer agrees to pay a fixed amount every month and anything from 20 to 30 times the monthly repayment figure is granted as a credit ceiling. It is a profitable system (because of the interest charged on the loans) in an otherwise rather costly business. There are also in-house cards which operate like Barclaycard and Access, giving continuous rolling credit up to a maximum figure stipulated for each customer. There is also the more traditional monthly account where customers have an agreed credit limt and they pay up in full at the end of each month. This is used as a marketing tool and can be costly to run. Many stores now charge interest if the bill is not paid in full this system is called the charge account. This being the case, the in-house credit systems presently operating can be split into two camps: those where the retailers have their own finance houses (usually longstanding businesses which grew out of the trade itself) and the facilities provided by the banks and finance houses: Barclaycard, Joint Credit Company, Citibank, Unicredit, Northwest Securities, Provident Financial. It would seem, interestingly enough, that those retailers who are most enthusiastic about their experiments with credit, and most optimistic about their use of credit to boost sales and help them through a difficult time, are the ones who developed their ownfinance houses. Those retailers are, notably, Debenhams (Welbeck Finance) and The Burton Group (Readycredit). It is also worth noting that in both these cases the finance side of the business has been formed into separate companies, so that their borrowing requirements do not show up on the retailers balance sheet.So just how optimistic can a retailer be about credit? To answer this, lets go first to one of the groups which has probably made the most noise about credit over the past five years. Debenhams Finance Director, Michael Bliss, has a very clear-cut interpretation of the growth of in-house credit over the past 12 months. He thinks of it as a defensive action on the part of the retailers: having seen their competitors charging into this field, they have been forced into the market too. And, he says, where there is no strong commitment to credit, there can be no realisation of the benefits of customer loyalty. The real way to find the advantages of credit is to int