从1985年信用卡诞生以来，我国信用卡行业迅速发展。随着中国经济的腾飞以及移动支付的兴起，信用卡行业的发展模式从“大规模扩张”转向了“精细经营”，并在客户获取、产品开发、运营、风控等方面不断创新，整体发展已经较为成熟。目前，在数字化转型的大背景下，各家银行围绕用户、深入场景，布局线上线下一体化运营体系，以提供综合的金融产品和服务。随着信用卡业务运营向线上化、智能化、流程化和场景化发展，由此产生海量的业务数据也为信用卡数字化营销提供了广阔空间。B银行作为我国北方某区域性银行，计划将信用卡业务作为零售业务的重要抓手，进行大力发展。作为区域性银行，B银行在资金成本、技术能力、人员配备等方面与全国性商业银行仍有较大差距。在数字化转型背景下，如何充分利用数字化能力优化信用卡营销策略，提升营销效果，对B银行的发展至关重要。目前，很多商业银行利用数字化赋能信用卡营销业务，以数字化思维踊跃创新，推出适用于各种场景的信用卡产品，利用生活场景结合品牌的营销战略，更好满足持卡人对信用卡的消费需求。与此相比，B银行的信用卡产品当前存在信用卡产品单一、营销渠道有限、促销活动缺乏吸引力、营销精准度差等问题，在行业内缺乏竞争力。基于此，本文主要从商业银行数字化转型的背景下着手，运用数字化思维对B银行的信用卡业务营销策略进行整体分析，归纳总结B银行在信用卡营销业务中出现的问题和可能的原因。其次，以STP、4Ps等相关理论为基础，针对相关痛点问题，依据理论提出具体营销策略优化建议，以此促进B银行信用卡业务蓬勃发展。本文主要利用数字化转型作为重要抓手，以商业银行实际信用卡业务经营数据为分析基础，研究以数字化能力赋能信用卡营销，为信用卡营销精细化、智能化、高效化做出有力探索。

Since the birth of credit cards in 1985, China's credit card industry has developed rapidly. With the rapid development of China's economy and the rise of mobile payment, the development model of the credit card industry has shifted from "large-scale expansion" to "fine operation", and continuous innovation has been made in customer acquisition, product development, operation, and risk control. The overall development has been relatively mature. Currently, in the context of digital transformation, various banks focus on users and in-depth scenarios, laying out an integrated online and offline operation system to provide comprehensive financial products and services. With the development of credit card business operations towards online, intelligent, process-based, and scenario-based development, the resulting massive amount of business data has also provided a broad space for digital credit card marketing. As a regional bank in northern China, Bank B plans to vigorously develop its credit card business as an important starting point for retail business. As a regional bank, Bank B still lags far behind national commercial banks in terms of capital costs, technical capabilities, and staffing. In the context of digital transformation, how to fully utilize digital capabilities to optimize credit card marketing strategies and improve marketing effectiveness is crucial to the development of Bank B. At present, many commercial banks use digital empowerment credit card marketing business to actively innovate with digital thinking, launch credit card products suitable for various scenarios, and use life scenarios combined with brand marketing strategies to better meet cardholders' consumption needs for credit cards. In contrast, Bank B's credit card products currently have problems such as a single credit card product, limited marketing channels, lack of attractiveness in promotional activities, and poor marketing accuracy, which lack competitiveness in the industry. Based on this, this article mainly starts from the background of the digital transformation of commercial banks, uses digital thinking to conduct an overall analysis of Bank B's credit card business marketing strategy, and summarizes the problems and possible causes of Bank B's credit card marketing business. Secondly, based on relevant theories such as STP and 4Ps, and aiming at relevant pain points, specific marketing strategy optimization suggestions are proposed based on theories to promote the vigorous development of Bank B's credit card business. This article mainly uses digital transformation as an important starting point, based on the analysis of the actual credit card business operation data of commercial banks, to study the use of digital capabilities to empower credit card marketing, and make a powerful exploration for the refinement, intelligence, and efficiency of credit card marketing.