• International Commerce and Information Review
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• v.15 no.2
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• pp.189-206
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• 2013

In this paper, we investigate if the new merchant fee system has problems. The fee was fixed by government policies and there were no processes of listening to market participants. Therefore, we suggest improvements as follows. First, large-sized stores take burdens for the rest of stores so credit card companies and the government should try to minimize the increasing rate for large-sized stores. Second, credit card firms need to give VAN companies roles of stabilizing authorizing processes. Third, periodic update requires because of credibility. Fourth, contents of merchant fee should be disclosed to merchants. Fifth, there needs discussions for merchant fees of debit cards.

• 프린팅코리아
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• v.11 no.3
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• pp.68-69
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• 2012

대형가맹점과 중소가맹점과의 차별적인 카드수수료 부과에 대한 시정을 요구하는 인쇄 출판 서점인을 비롯한 중소상공인들의 카드수수료 인하 요구가 봇물처럼 이어지고 있다.

• LP가스
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• s.100
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• pp.4-4
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• 2005

우리 협회는 충전소의 경영부담으로 작용하고 있는 신용카드가맹점 수수료에 대해서 금융감독위원회, 금융감독원, 신용카드사(8개사)에 수수료를 인하해 줄 것을 요청했다.

• The Korean Journal of Franchise Management
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• v.5 no.1
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• pp.65-84
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• 2014

The purpose of this study is to review the theories and cases of performance sharing in the franchise industry to present a method for more effective franchise performance-sharing. To that end, this study reviewed the theory on resource dependence and the theory on inequality to describe the performance-sharing between the franchisor and the franchisee and their relationship. It also looked at the cases of a week-in cooler system at 'Beer Market', the allocation of fees for alcoholic beverage sales to franchisees, the scholarship program of 'Onigiri and Ikyudon' and 'Bonsamo' which is a franchisees' committee for Bonjuk to introduce examples of performance-sharing. Through a theoretical review and case review, this study presents five types of methods for performance-sharing. First, 'the sharing of core competence by the franchise company; second, 'the establishment of a royalty culture'; third, 'scientific analysis of markets and establishment of a revenue forecast system'; fourth, 'reinforced financial support from the franchisor'; and lastly, 'the positive application of franchisees' committees'. Such methods are expected to provide a groundwork for mutual benefit and co-prosperity between franchisor and franchisee.

• Information Systems Review
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• v.10 no.3
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• pp.89-109
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• 2008

Korean card firms suffered harsh setbacks due to high credit defaults in 2002 and 2003, after issuing cards recklessly. Their key principle is changed to grow without damaging profitability and financial soundness. However, competition in the credit card market is heating up rapidly. Bank-affiliated card firms, having stronger sales networks and more capital than independent issuers, have increased their investments in card affiliates in a bid to develop new cash cows. Moreover, newly emerging independent card firms have waged fiercer campaigns to raise their credit card market share. In order to overcome these business conditions, S-card has settled on a strategy that focuses on stepping up marketing aimed at increasing charge card spending rather than credit card loans or cash lending services. Accordingly, S-card reformed the current business classification system of merchants, which was out-of-dated and originally built for the purpose of deciding merchant service fees only. They also drove customer segmentation planning to deliver the right customers to the right merchants. In this paper, we emphasize the problems of business classification systems of merchants with which most credit card firms have faced, and the need for reforming them not only to provide customer-tailored services but also to raise their business promotion excellence by reviewing S-card's process of customer segmentation.

• Journal of Digital Convergence
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• v.20 no.5
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• pp.99-105
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• 2022

In China, with the rise of third-party payments such as WeChat Pay and Alipay, the traditional business of banks has been greatly affected. Banks can encourage and expand QR code payments to merchants. Therefore, it is meaningful to analyze and study the QR code work of banks. The purpose of this study is to analyze the effect of the execution of the zero-rate of the comprehensive payment QR code combined with the payment cycle and Funds Transfer Pricing (FTP) on commercial banks in China. Based on the manually collected customer data of Chinese commercial banks, this paper conducts a case analysis combined with the calculation method of financial indicators. As a result of the study, it was found that commercial banks need to continue to implement the policy as the advantages of introducing the integrated QR code fee rate 0 policy are greater than the disadvantages. This paper provides feasible suggestions on how to quickly occupy the offline payment market for commercial banks, which has guiding significance for commercial banks' marketing decisions. Presently, there are few studies on the zero-rate subsidy policy implemented by Chinese commercial banks.

• Knowledge Management Research
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• v.22 no.3
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• pp.151-172
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• 2021

The government's implementation of customer-friendly financial policies, such as lowering commission fees for credit card merchants and lowering the maximum interest rate, put the specialized credit finance companies in a crisis of lowering profitability. In this unfavorable situation, the efficiency study of specialized credit finance companies is meaningful. Accordingly, this study measured the efficiency of 34 specialized credit finance companies through Data Envelopment Analysis (DEA) and meta-frontier analysis. For meta-frontier analysis, specialized credit finance companies were divided into two groups (card companies and non-card companies) by industry or three groups (AA0 and above, AA-, and A+ or below) by credit rating. The results of the analysis will provide general insight into the efficiency of specialized credit finance companies. The results of this study are as follows. First, the average meta-efficiency of card companies was analyzed higher than that of non-card companies. Second, 80% of non-card's decision-making units (DMUs) were inefficient by pure technology rather than by scale. Third, decision-making units (DMUs), which account for 62.5% of the credit card company group and 80% of the 'AA-' credit rating group, are in non-economic areas of scale. Fourth, there was no statistically significant difference in meta-efficiency values (TE and PTE) by industry (card companies, non-card companies) and credit rating (AA0 or higher, AA-, A+ or lower). The contribution of this study will provide strategic initiatives for establishing management strategies to improve inefficiency by measuring the efficiency level of companies under an unfriendly business environment for specialized credit finance companies.