A leading North American airline wanted to expand the usage of its co-branded credit cards
An analytics-driven ‘lookalike customer acquisition’ model was developed by leveraging the data from the client’s loyalty program
The solution enabled the airline to identify the right target audience to whom co-branded credit cards could be marketed
The client, a premier North American airline, aimed to expand the usage of its co-branded credit card in an effort to optimize its marketing campaigns.
The airline was already running a profitable loyalty program. WNS leveraged data from the client's loyalty program to develop an analytics-driven 'lookalike customer acquisition' model. The model compared loyalty program members who held a co-branded credit card with those who did not, against parameters such as membership tenure, transactions and travel miles with affiliate companies. The model revealed the following:
The top member decile comprised more than 30 percent of loyalty program members who also held a co-branded credit card
The top five member deciles comprised more than 83 percent of loyalty program members who also held a co-branded credit card
A large pool of loyalty program members who presently did not own co-branded credit cards and to whom co-branded credit cards could be marketed
WNS further assessed the lifetime value of loyalty program members who did not own a co-branded credit card, but to whom a co-branded credit card could be marketed.
WNS' solution enabled the airline to identify the right target audience and project the revenue gains by expanding the usage of its co-branded credit cards.
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