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Our mission is to make our customers’ everyday
lives easier by offering them smart payment and
financing solutions
We have over 80 products and 2 million customers across the Nordic region. Our pride is our
engaged people who enable us and our partners’ businesses to grow.
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In 2005, Barclays Bank and Swedbank
formed a Joint Venture to become the
leader in consumer financing in Scandinavia
EnterCard offers credit cards
and consumer loans
EnterCard was established based on
global competence and local expertise
Credit cards
and consumer loans
Services the
customers demand
Offer modern and smart solutions
Around 80 products and more than 50
partners including COOP, LO, Swedbank,
British Airways, and a number of independent
savings banks.
2 million card holders
450 employees
Joint Venture between
Swedbank and Barclays
Bank
2005
Sparebankkort
1999 EnterCard
2000 Swedbank
2003 +
Our History
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All our partnerships are unique
We use advanced analytical methods to find the right solutions to strengthen the relationship
between the partner and their customers or members.
Most of our partners are banks, larger retailers or membership organizations.
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Four strategic cornerstones: regulatory compliance and capability are
fundamental efforts for all of these
1 Powerful distribution and retention strategy
▪ Grow cards and consumer loans through partner distribution with
significant customer bases
▪ Grow consumer loans through agents, affiliates, online and cross-
sales for open market
▪ Strengthen retention strategy to prevent churn (requiring partner
commitments)
2 Simple and digital customer interfaces
▪ Simplify customer on-boarding journey
through common application system*
▪ Invest in future payments and lending
innovation
4 Automated and lean processes
▪ Continuous lean improvement to optimise customer
experience and increased quality and control
▪ Automate processes to gain efficiency and quality
▪ Increase self-service through digital engagement
▪ Consolidate and modernise IT platforms
REGULATORY
COMPLIANCE
3 Analytics to maximise returns
▪ CLM step-change to maximise customer engagement and value
▪ Strengthen agile data capabilities to enable new data sources
and uses (e.g. trigger based events)
▪ Strengthen digital analytics to grow online sales and improve
profitability
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Partner needs
Customer needs
Essentials For an Analytical Organization
Customer needs Partner brand
re:member
Ability to Measure
• Availability & accesibility of
performance metrics & data.
• Availability and accessibility
of Performance reporting &
MI.
Ability to Analyze & Innovate
• Analytical Skills.
• Analytical Tools.
• Data Sources.
Ability to React & Execute
• Culture of Data based
Decision Making.
• Embeding Analytics into
Business.
• Business & Analytics
Exchange of Ideas.
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Entercard Journey- Analytical by Nature
Company Always
Prided to have
Analytics Culture
Parents with
strong Analytical
Competencies and
Cultures
Test & Learn
Culture heavily
imbedded in both
Marketing & Risk
Management
Started with an
Analytical DNA
Investment in Data as
core competency
Strong Data
Systems were
developed from
inception
Developed
Regional Data
Warehouse- 2013
Developed
Processes to
regularly evaluate
external or new
data sources. 2013
Strengthen Performance
measurement & MI
Data cubes for
easily accessible
and detailed
Portfolio reporting
2012
Visualization tools
to bring reporting to
life. 2014
Management
Reporting
accessible through
mobile devices
2015
Real-time tracking
of Digital channels
2016
Strategic Analytics
Function set up-
Developing Analytics
as a Competitive
Advantage- 2013
Investing in Analytical
Skills.
Increasing Penetration.
Analytical Capabilities
strengthened outside
conventional areas
like Risk Management
and Marketing
Analytics
Investing in Speedier
& efficient Execution
Development of Data
Driven Customer Life
Cycle Management.
2015
Standardization &
Automation of
customer
Interactions 2015
Trigger Based
Customer Interaction
2015
Analytics in the
Boardroom
Management
decisions are Highly
data driven.
Business Cases are
heavily supported by
data.
Reduction of time
between
Business question
being raised &
Answers being found
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Case Study:-Customer Life Cycle Management- How
Data and Analytics Transformed it.
• Customers were treated with a number of campaigns and interactions not all of these interactions were profitable.
• It was difficult to measure the marginal impact of these interactions on the customer engagement and profitability.
• Significant number back book customers were migrating from higher profitability segments to lower profitability segments
and it was nor clear why.
• Reporting and MI Customer attrition and Balance attrition more visble and broght the problem up for business
discussions
Ability to Measure- How it helped in identifying the problems
Data Reporting
Me
asure
Three years back we started closely analyzing our customer management programme.
This is what data told us:
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Case Study:-Customer Life Cycle Management-
Continued
• Individual customer interactions were not having the desired effect on engagement & profitability.
• Some of the campaigns were sent too early and were targeting self activators and were not profitable.
• Customer behaviour was changing and customers were looking for a wider range of products.
• Customer needs were time sensitive so calendar based customer offers were not producing desired effect.
Ability to Analyze & Innovate.
Unders
tand
Innovate
• We redefined customer segments based on Behaviour & Lifestyle.
• Programmes were developed which were standardised and cosnsitent within segments and stage in life cycle.
• Predictive Analytics was developed to predict different customer behaviour allowing proactive action.
• Models were developed to optimize offers based on customer needs, preferences and behavioural triggers.
Based on available data we tried to understand the root cause of the problem:
...and come up with a number of data driven solutions
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Case Study:-Customer Life Cycle Management-
Continued
• Customer interactions were standardized across customer segments and Life Cycle stages.
• Customer interactions were completely automated to reduce time to market.
• Channels were optimized (and Digitalized) to reach maximum customers and improve returns on marketing investment.
• Customer interactions were made trigger based to become more timely and relevant for the customers.
• Offers and products were optimized using models based on customer behaviour and preferences.
• Control segments were set up to read performance and react fast.
• Performance MI was developed to continously was performance from,
Ability to React & Execute
React &
Execute
Changes were made to benefit from the solutions which were implemented in a test & control set up
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Conclusions & Summary
• Entercard started with inheriting a strong analytical and performance culture from its parents.
• Analytics was recognized as a core competency and a competetive advantage.
• To have an analytical culture it is critical to have
• Ability to measure performance
• Ability to analyze and innovate.
• Ability to react and excute
• Entercard invested heavily in Data, Reporting Analytical tools, Analytical skill building and building a company
wide analytical culture.
• Data and Analytics is heavily embeded in every part of the business and seen as driving continous improvement.
• Data driven Customer Life Cycle Management programme presents a case where customer management was
transformed using analytics.