💡 A mid-sized Indian credit card issuer with a portfolio of 5Mn–6Mn cards 𝗲𝗮𝗿𝗻𝘀 ₹7,200 𝗽𝗲𝗿 𝗰𝗮𝗿𝗱 annually—but 𝘀𝗽𝗲𝗻𝗱𝘀 ₹5,460 𝗽𝗲𝗿 𝗰𝗮𝗿𝗱 to run the business 💡 That is a 𝗰𝗼𝘀𝘁-𝘁𝗼-𝗶𝗻𝗰𝗼𝗺𝗲 (𝗖𝗧𝗜) 𝗿𝗮𝘁𝗶𝗼 𝗼𝗳 76% and a 𝗰𝗼𝗻𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻 𝗺𝗮𝗿𝗴𝗶𝗻 𝗼𝗳 24%, compared to industry benchmarks of 45–55% CTI and 50–55% margins seen among top-tier issuers. 💲💲 They invest about ₹100 𝗽𝗲𝗿 𝗰𝗮𝗿𝗱 𝗮𝗻𝗻𝘂𝗮𝗹𝗹𝘆 𝗼𝗻 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆—barely 1.4% of revenue—for what is arguably the highest-yield product in retail banking. ❓❓ 𝗛𝗼𝘄 𝗰𝗮𝗻 𝗮𝗻 𝘂𝗽𝗹𝗶𝗳𝘁 𝗶𝗻 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 𝗰𝗵𝗮𝗻𝗴𝗲 𝘁𝗵𝗲𝘀𝗲 𝗺𝗲𝘁𝗿𝗶𝗰𝘀.... 👉 Current unit economics (per card per year): ➕ Revenue: ₹7,200 ➖ Cost: ₹5,460 (breakup as follows) • Acquisition & Onboarding: ₹900 • Servicing & Support: ₹650 • Rewards & Loyalty: ₹1,000 • Risk, Fraud, Collections: ₹800 • Infra & Processing: ₹1,200 • 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆: ₹100 • Others: ₹910 🟰 A 𝗰𝗼𝗻𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻 𝗺𝗮𝗿𝗴𝗶𝗻 𝗼𝗳 ₹1,740 𝗮𝗻𝗱 𝗖𝗧𝗜 𝗼𝗳 76% ❓❓ What is the missed opportunity here? Not revenue but operational inefficiency Most glaringly, 𝗷𝘂𝘀𝘁 ₹100 (1.4% 𝗼𝗳 𝗿𝗲𝘃𝗲𝗻𝘂𝗲) is spent on technology 🚀 🚀 For an 𝘂𝗽𝗹𝗶𝗳𝘁 𝗼𝗳 2𝗫 𝗶𝗻 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 for this bank (₹200 per card per year) even at a 𝘃𝗲𝗿𝘆 𝗰𝗼𝗻𝘀𝗲𝗿𝘃𝗮𝘁𝗶𝘃𝗲 3𝗫 𝗥𝗢𝗜 on the incremental investment, this could unlock ₹300 𝗶𝗻 𝘃𝗮𝗹𝘂𝗲 𝗽𝗲𝗿 𝗰𝗮𝗿𝗱 𝗽𝗲𝗿 𝘆𝗲𝗮𝗿 Relying on historical banking ops industry numbers, this value is generally realized through • Ops automation (lower support costs) & self-service • Real-time fraud & credit risk controls • Infra optimization (achieved through cloud-based platforms) • Higher spend activation via personalized engagement • Cross sells such as EMI conversions 🚀 🚀 This could help 𝗿𝗲𝗱𝘂𝗰𝗲 𝘁𝗵𝗲 𝗖𝗧𝗜 𝘁𝗼 ~72% and 𝗽𝘂𝘀𝗵 𝘁𝗵𝗲 𝗰𝗼𝗻𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻 𝗺𝗮𝗿𝗴𝗶𝗻 𝘂𝗽 𝘁𝗼 ~30% - both still far from the Tier1 issuer benchmarks but still ones that could lay the foundation for scalable profitability 🚀 🚀 𝗧𝗵𝗶𝘀 𝗶𝘀 𝗻𝗼𝘁 𝗮 𝗰𝗼𝘀𝘁 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 - 𝗶𝘁 𝗶𝘀 𝗮 𝗰𝗼𝘀𝘁 𝗱𝗲𝘀𝗶𝗴𝗻 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝘆. Credit cards are inherently profitable. But when tech investment is minimal, revenue potential is under-monetized and operations remain inefficient. Even with conservative returns, a 2X tech uplift can unlock real economic value—both in savings and new income. (Sources: FY23 annual report, investor presentations & management commentary) #CreditCards #RetailBanking #Profitability #DigitalTransformation #BankingTechnology #CostToIncome #ContributionMargin #CardProcessing
Hi Salil Ravindran - thank you for the details on the cost breakdown. Are you able to correlate how a 2X increase in tech investment may bring about a change in revenue growth. Are you seeing other firms leverage superior technology to drive additional spend on the cards. I certainly understand the potential drop in costs but I am curious about how tech is contributing to top line growth
And still they all uniformly do the same one or two things to reduce CTI and increase Contribution: (1) Reduce the Earn Ratio and Burn Ratio in a totally non-transparent manner and thereby lower the cost of rewards; (2) add friction hotspots to the reward redemption process e.g. shut down all channels except mobile app to redeem rewards and the mobile app doesn't work on half of creditcardholders' phones! I recently deprecated my credit card of 20 years and switched all my spends to another credit card because of this reason!
Business Development & Partnerships at Mastercard
8moVery well summarized. Its also safe to assume that higher investment in tech will drive down acquisition/onboarding, servicing and other costs thereby leading to higher contribution. A digital only card specifically targeted towards Online and NFC Tap on pay will have much better Margins (assuming other things being constant)