The firm may aim to retain customers with high CLV scores and can accordingly decide on the cost of retention efforts. Similarly, estimating CLV can help in taking decisions at the retention stage. First, at the time of acquisition, customers with high CLV scores can be given priority and accordingly the channel to acquire can be decided, that is a costly channel for high-worth individuals and a cheaper channel for prospects with low CLV scores. These decisions can be guided by the CLV of the customer.Įstimating the CLV of a credit card customer can help a card issuer bank in taking the aforesaid decisions. At the retention stage, again, a firm has to decide whom to retain and how many resources to allocate for retention. During the lifetime, the card issuer company needs to decide on the credit limit and price for each customer. It may, instead, prefer them to ‘revolve’ and generate revenue for the bank. It may not, however, want customers to pay back the entire amount in the first cycle itself. Similar to other financial organisations, the card issuer bank would prefer customers to pay back the amount that they have borrowed using their card. Owing to the revolving nature of a credit card product, however, the relationship between profit and risk in a card is more complex than in a closed-end loan. As acquisition involves cost and there is a fixed budget assigned for it, a firm aims to select customers with high profit potential and low risk. The set of decisions starts with deciding which customers to acquire. Customer lifetime value (CLV) is a metric that indicates the value of the customer.Ī credit card firm has to take various decisions throughout the lifetime of its relationship with the customer, that is, from acquisition to attrition or default. These decisions require customer information and predictions regarding the value of the customer from the card issuer's perspective. The prevalence of tough competition in the industry and the relatively high costs of acquisition as compared to retention compel card issuers to be customer-centric and make the right decisions for the right customer at the right time. More than 90 per cent of the market-share is with less than 1 per cent of these units. There are many card-issuing banks and nonbank companies in the market. As the customers demanding credit are increasing, so are the firms that are ready to satisfy this demand, resulting in tough competition. By providing a revolving credit facility, credit cards empower customers to manage their cash requirements with convenience for a fee. Credit cards are replacing currency in many emerging markets and are also nearing saturation in developed economies such as the US.
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