搜狗做题网英语翻译Following in the footsteps of credit and debit cards,pay
来源：学生作业帮 编辑：搜狗做题网作业帮 分类：综合作业 时间：2024/07/04 20:14:46
英语翻译
Following in the footsteps of credit and debit cards,payment network-brandedprepaid cards represent the next big thing in consumer payment cards.Such cards supporting healthcare,government benefit,and incentive card programs have enjoyed explosive growth,leading to new business lines for financial institutions (FI) across the board,as well as for non-FI card programme managers
However,there is one area of branded prepaid card growth where traditional banks have been conspicuously absent:general purpose reloadable (GPR) cards for the unbanked population.This population consists of 36 million people with an aggregate income of US$260 billion.Extrapolating out the current average load amounts on these cards,there is a US$31 billion market to be captured.Should average load amounts rise as these cards shift from the early adoption stage to mainstream acceptance,the market size will become even more immense,with the potential for card spending of US$192 billion.By doing little to go after this population,banks in the US have left the door wide open for non-traditional and non-bank competitors to freely pursue this massive market.
Third,a weakness that may be very difficult for nontraditional/nonbanks to overcome is that of lack of trust.Banks’ core value proposition is built upon trust,the assurance that funds deposited in these financial institutions will be safe.Nontraditional/nonbanks pale in comparison.Most of the nontraditional/nonbanks in the GPR card space didn’t exist a decade ago.Very few are publicly traded.There is little if any brand recognition.Because the unbanked have little money to spare,it would not be surprising if they were apprehensive about leaving their money with an unknown nontraditional/nonbank entity rather than stick with the cheque cashing services offered by a familiar name such as Western Union.This apprehension is not only limited to consumers; employers have their concerns too.In the GPR card context,assuming card feature parity and distribution in the same channels,a nontraditional/nonbank card would be no match for one offered by a well-known retail bank.
Finally,a key nontraditional/nonbank weakness is their fee structure,a consequence of the multiparty costs described above.Monthly service fees are hard to rationalise because they do not reflect any value being delivered.Given that banks do not charge for deposits,in comparison it is also hard for nontraditional/nonbanks to justify GPR card reload fees.
This feature was provided by Red Gillen,senior analyst with Celent’s Banking Group.
For further information,Tel:+1 617 262 3120,
email:info@celent.com,Web:www.celent.com
Following in the footsteps of credit and debit cards,payment network-brandedprepaid cards represent the next big thing in consumer payment cards.Such cards supporting healthcare,government benefit,and incentive card programs have enjoyed explosive growth,leading to new business lines for financial institutions (FI) across the board,as well as for non-FI card programme managers
However,there is one area of branded prepaid card growth where traditional banks have been conspicuously absent:general purpose reloadable (GPR) cards for the unbanked population.This population consists of 36 million people with an aggregate income of US$260 billion.Extrapolating out the current average load amounts on these cards,there is a US$31 billion market to be captured.Should average load amounts rise as these cards shift from the early adoption stage to mainstream acceptance,the market size will become even more immense,with the potential for card spending of US$192 billion.By doing little to go after this population,banks in the US have left the door wide open for non-traditional and non-bank competitors to freely pursue this massive market.
Third,a weakness that may be very difficult for nontraditional/nonbanks to overcome is that of lack of trust.Banks’ core value proposition is built upon trust,the assurance that funds deposited in these financial institutions will be safe.Nontraditional/nonbanks pale in comparison.Most of the nontraditional/nonbanks in the GPR card space didn’t exist a decade ago.Very few are publicly traded.There is little if any brand recognition.Because the unbanked have little money to spare,it would not be surprising if they were apprehensive about leaving their money with an unknown nontraditional/nonbank entity rather than stick with the cheque cashing services offered by a familiar name such as Western Union.This apprehension is not only limited to consumers; employers have their concerns too.In the GPR card context,assuming card feature parity and distribution in the same channels,a nontraditional/nonbank card would be no match for one offered by a well-known retail bank.
Finally,a key nontraditional/nonbank weakness is their fee structure,a consequence of the multiparty costs described above.Monthly service fees are hard to rationalise because they do not reflect any value being delivered.Given that banks do not charge for deposits,in comparison it is also hard for nontraditional/nonbanks to justify GPR card reload fees.
This feature was provided by Red Gillen,senior analyst with Celent’s Banking Group.
For further information,Tel:+1 617 262 3120,
email:info@celent.com,Web:www.celent.com
如果银行不是：非传统/ nonbankadvances在brandedprepaid卡
在以下的脚步,信用卡和借记卡,支付网络- brandedprepaid卡所代表的下一件大事,在消费者付款卡.这种卡支持医疗保健,政府的利益和激励,卡节目享有的爆炸性增长,导致新的商业电话线的金融机构（ FI ）的全国委员会,以及非- Fi卡方案管理
不过,有一个领域的品牌预付卡的增长,传统银行已突出的缺席委员：一般用途的增值（探地雷达）卡,用于unbanked人口.这个人口36万人,与1的总收入,美国2600亿美元.推断出目前的平均负载量对这些卡,是有310亿美元的市场被抓获.应平均负荷量增加,因为这些卡的转变,从早期通过阶段的主流接受,市场规模将更加巨大,有可能卡的开支,美国一千九百二点零亿美元.这样做,很少去后,这部分人口,银行,在美国已离开门大开非传统和非银行竞争者自由地追求这庞大的市场.
第三,一个弱点可能是非常困难的非传统/ nonbanks克服的是缺乏信任.银行核心的价值主张,是建基于信任,保证资金存放在这些金融机构将安全.非传统/ nonbanks苍白,在比较.大部分的非传统/ nonbanks在GPR的卡空间是不存在的十多年前.很少公开交易.有一点,如果任何品牌知名度.因为unbanked有一点钱不遗余力,它不会是不足为奇的,如果他们担心离开他们的钱,与一名不知名的非传统/非存款性的实体,而非坚持与支票兑现所提供的服务,一个熟悉的名称,如西方联盟.这顾虑,并非仅限于消费者;雇主有他们的关注.在GPR的卡的背景下,假设卡功能均等和分配在同一渠道,非传统/非存款性卡便没有匹配的一所提供的一家知名的零售银行.
最后,一个关键的非传统/非存款性的弱点是他们的收费结构,后果多成本上文所述.每月的服务费是很难理顺,因为他们不反映任何价值的传递.鉴于银行不收取存款,在比较这也是很难的非传统/ nonbanks理由探地雷达卡重装费.
这项功能是提供红色吉伦,高级分析师celent的银行集团.
如需进一步资料,电话：一六一七二六二三一二零,
电子邮件：info@celent.com ,网址：www.celent.com
在以下的脚步,信用卡和借记卡,支付网络- brandedprepaid卡所代表的下一件大事,在消费者付款卡.这种卡支持医疗保健,政府的利益和激励,卡节目享有的爆炸性增长,导致新的商业电话线的金融机构（ FI ）的全国委员会,以及非- Fi卡方案管理
不过,有一个领域的品牌预付卡的增长,传统银行已突出的缺席委员：一般用途的增值（探地雷达）卡,用于unbanked人口.这个人口36万人,与1的总收入,美国2600亿美元.推断出目前的平均负载量对这些卡,是有310亿美元的市场被抓获.应平均负荷量增加,因为这些卡的转变,从早期通过阶段的主流接受,市场规模将更加巨大,有可能卡的开支,美国一千九百二点零亿美元.这样做,很少去后,这部分人口,银行,在美国已离开门大开非传统和非银行竞争者自由地追求这庞大的市场.
第三,一个弱点可能是非常困难的非传统/ nonbanks克服的是缺乏信任.银行核心的价值主张,是建基于信任,保证资金存放在这些金融机构将安全.非传统/ nonbanks苍白,在比较.大部分的非传统/ nonbanks在GPR的卡空间是不存在的十多年前.很少公开交易.有一点,如果任何品牌知名度.因为unbanked有一点钱不遗余力,它不会是不足为奇的,如果他们担心离开他们的钱,与一名不知名的非传统/非存款性的实体,而非坚持与支票兑现所提供的服务,一个熟悉的名称,如西方联盟.这顾虑,并非仅限于消费者;雇主有他们的关注.在GPR的卡的背景下,假设卡功能均等和分配在同一渠道,非传统/非存款性卡便没有匹配的一所提供的一家知名的零售银行.
最后,一个关键的非传统/非存款性的弱点是他们的收费结构,后果多成本上文所述.每月的服务费是很难理顺,因为他们不反映任何价值的传递.鉴于银行不收取存款,在比较这也是很难的非传统/ nonbanks理由探地雷达卡重装费.
这项功能是提供红色吉伦,高级分析师celent的银行集团.
如需进一步资料,电话：一六一七二六二三一二零,
电子邮件：info@celent.com ,网址：www.celent.com
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