Evaluating the Effect of Affinity Card Programs on Customer Profitability Using Propensity Score Matching

Affinity card programs have become popular in recent times and account for one fifth of all credit card accounts. There is no research that links affinity card programs to customer profitability. Moreover, little is known about what type of affinity card programs would lead to higher profit. Using a large proprietary dataset we answer the above questions. We also apply propensity score matching, a relatively new technique, to control for selection bias in addressing the above issues. Contrary to previous research and common belief, we show that affinity card customers are no more profitable than non-affinity card holders. We also show that sports-based affinity programs are the least profitable and surprisingly, alumni-based affinity programs also do poorly relative to other types of affinity. On the positive side, affinity card customers are lower risk and help to lower the average risk of the portfolio of customers.     

Internal Marketing at Continental Airlines: Convincing Employees that Management Knows Best

Maintaining a high level of customer service quality is necessary for success, particularly for firms in service industries, but employees need to be motivated to provide it. Management can provide the motivation through the use of compensation schemes and internal marketing. In this paper we examine profit sharing compensation schemes that reward employees for achieving customer service objectives. We discuss how such schemes should be implemented, and explain why management needs to convince employees through internal marketing programs about the benefits of its scheme. We obtain the optimal amount of profit that the firm should share with employees, and the optimal effort it should spend on internal marketing. Finally, we relate the analysis to a successful scheme implemented by Continental Airlines.     

Arbeiten 4.0 — Folgen der Digitalisierung für die Arbeitswelt

Digitalisation will not only lead to the disappearance of jobs, the creation of new jobs and changing skill requirements in many existing jobs. It also leads to fundamental challenges for existing qualification systems as well as labour law and labour relations. New digital technologies pervasively change the content and organisation of work. They may have an impact on the actual weekly working time hours and the adoption of self-managed working time systems. The consequences, however, may differ for each worker. Accordingly, economic and policy conclusions cannot be derived for the labour market as a whole. Workers‘qualifications need not only to be adapted to changing occupational tasks. Work intensification and increasing communication flows have to be addressed as well. Furthermore, adequate human resources policies can foster the proper use of new flexible work arrangements. Crowdworking as a specific form of flexible work, however, has to be primarily integrated in existing labour legislation. That is one opinion, another author considers the forecasts doomsday prophecies that call for political action or amending the regulative framework. And he suggests that the characteristics of the digital transformation of work may mainly be firm-specific. In a social-scientific perspective there is no deterministic relationship between technology and work but the development of work has to be regarded as a strategic and political design project.     

What price loyalty? A fresh look at loyalty programs in the credit card industry

There is controversy about the effects of loyalty programs in the customer relationship management literature. Although some managers and researchers believe that customer loyalty created through loyalty programs leads to higher firm profits, others have found evidence that loyalty programs do not have a positive effect on firm's profits. In this article, we present our findings regarding the effect of reward cards and affinity cards on customer profitability in the context of credit card industry. We find surprising evidence that customers who own either a reward card or an affinity card generate significantly less profit than those customers who do not have these cards. Equally puzzling is the fact that these customers also have lower average lifetime with the firm. This leads us to a puzzle as to why these practices are widely prevalent in the industry. We find that loyalty cards provide value to the issuers in terms of risk management. They serve as a mechanism to reduce the risk associated with more profitable customers by attracting less risky customers. Thus, through loyalty cards the financial institution is able to balance out the total risk of the portfolio of customers by acquiring customers, who although less profitable, are less risky.     

Acquisition,affinity and rewards: Do they stay or do they go?

Customer relationship management seeks to understand how to generate profitable customers who enter into a long-term relationship with a firm. In this paper, we examine the role of modes of acquisition and retention programmes on customer lifetime in the context of a credit card issuing bank. While other papers have studied retention programmes such as loyalty card and reward card, there is no published study in the credit card context. Using a rich data set on nearly 5,000 customers observed over a three-year period, we are able to provide detailed insights about the efficacy of these strategies. We show that affinity cards customers and customers acquired through direct mail have longer lifetimes. We also find that reward card programmes generate customers with a shorter lifetime. Finally we re-examine the link between long-life customers and profitability and find that the relationship is weak, consistent with recent findings.     

Return-to-job during and after parental leave

Despite a rising career orientation among females and growing efforts of firms to alleviate work–family conflicts, female employees often find it difficult to combine career development with having children. Female careers appear more boundaryless than male careers, and gender differences in the sociological role model persist. Using exceptional longitudinal company data, this paper studies the return-to-job of female employees after first birth in the case of Germany with long Parental Leave coverage. Parental Leave durations often last for 3 years or longer. Our results show that more than 50% of those in Parental Leave do not return to their job afterwards. About 31% of female employees return to part-time work during Parental Leave, and among these, only 57% continue working in their job after the end of Parental Leave. And, having returned to their job after the end of Parental Leave, only 81% continue to work in their job one year after return. Furthermore, female employees have their first child, when their careers have been particularly successful. Overall, the evidence is consistent with the view that the birth of the first child and the experience of the subsequent work–life conflict can lead to a major reassessment of work preferences among female employees. Although a higher career orientation before birth is positively associated with a return-to-job, management must be aware that a sizeable share of female employees, even among the most career oriented and the most successful, may not return to their job after first birth.     

Why are some modes of acquisition more profitable? A study of the credit card industry

A key challenge in financial services marketing is attracting good customers to the firm. For most financial services firms, including credit card firms, a good customer is also a profitable customer. Managers would like to use marketing tactics that attract the most profitable customers while closely monitoring and perhaps limiting expenditures on marketing tactics that tend to attract relatively less profitable customers. Therefore, managers need to understand the relative effectiveness of different modes of new account acquisition and the impact that the various modes of acquisition may have on overall account profitability. To date, there have been very few studies that have calculated individual level customer profitability and then investigated the relationship between new customer acquisition source and customer profitability. That is, how do modes of acquisition differ in their ability to attract profitable customers? We answer this question using a proprietary and novel data set from the credit card industry. Of the four modes of acquisition used in this industry, we find that Internet and direct mail efforts generate more profitable customers than telemarketing and direct selling. We provide possible explanations for these findings. Our work adds to the growing literature in customer relationship management and our results have important managerial implications for resource allocation among acquisition strategies.     

Unemployment persistence: Is there evidence for stigma effects?

We explore the idea that a negative relationship between individual unemployment persistence and the business cycle can be interpreted as evidence for stigma effects. Our results suggest that there is weak evidence for stigma effects.