example of Impact - STRATEGY, DIGITAL & INNOVATION
Redesigning credit card productsdetails
Client background and situation:
Leading bank client
Leading bank client
Limited interest / low sign-ups for new credit card offering (one with low annual fee and limited cash back)
Limited interest / low sign-ups for new credit card offering (one with low annual fee and limited cash back)
Credit cards are one of the least commoditized retail banking products with many variations to appeal to different target segments - significant opportunity to deliver value to customers
Credit cards are one of the least commoditized retail banking products with many variations to appeal to different target segments - significant opportunity to deliver value to customers
THe past
Prior approach & challenges:
Released product with insufficient market research related to target customer base
Credit cards are a challenging and competitive space with high consumer expectations - features that used to attract customers like acquisition bonuses and cash back are now core expectations
Released product with insufficient market research related to target customer base
Credit cards are a challenging and competitive space with high consumer expectations - features that used to attract customers like acquisition bonuses and cash back are now core expectations
solutions
Coppertree Partners approach:
analyzed customer needs
Conducted qualitative research and quantitative analysis to determine card selection approach
created customer archetypes
Used bank’s rich internal data on customer spend patterns and behaviors to identify different customer types across demographic segments, gender, and credit profiles
designed & tested USING AN AGILE APPROACH
Varied key attributes such as interest rate, annual fee and product qualities like cash back. Tested these new credit card offerings on cross-section of consumers using surveys and focus groups to understand the sensitivity of changing the key attributes
Impact:
- Identified and launched two new credit card products – a lower end no annual fee version that still offered some cash back opportunities and a higher end card with expanded cash back in areas of value like grocery
- 20% increase in first 90 days sign-up when compared to previous offerings
Additional insights and takeaways
Bank had rushed a product assuming it knew what was important to consumers and what they would value – there wasn’t a strategy for what it wanted to achieve with the card, what customers to target, key messages to communicate and what it would take to achieve those outcomes. Doing some research, developing a prototype product and then testing it reveals insights early in the process before too much time is spent (or re-work) in fully developing the offering. You obviously need a great product – no amount of improving the customer experience will redeem it – but once you do you also need a frictionless application process and a digital promotion strategy to drive greater awareness of the card especially to existing customers of other products (worked with this client on these topics as well). Having rich customer data will help reduce your acquisition costs.
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