Customers’ credit card selection criteria in perspective of an emerging market. Relatório sobre a Indústria de Cartões de Pagamento.īutt, B.Z., K.U. Journal of Economics and Management 5(1): 5–24.īrazilian Central Bank. British Journal of Management 11: 1–15.īrandenburger, A.M., and H.W. Value creation versus value capture: towards a coherent definition of value in strategy. Asia Pacific Journal of Marketing and Logistics 22(4): 528–544.īowman, C., and V. Malaysian consumers’ credit card usage behavior. Previous works have measured usage patterns and perceptions, but all of them are focused on actual patterns and perceptions among existing credit cardholdersĪhmed, Z.U., I. Originality: The originality of this study lies in how it evaluates a change in value proposition through the impact on customers’ perceived value and value capture. whether the new value proposition will be perceived as attractive enough to allow for actual value capture.
Practical implications: No matter how good the company’s understanding of its customer basis is, it can never be sure beforehand of the impact of such actions on customer perceptions, i.e. It is also noteworthy that this study was not concerned with an understanding of all the process of value capture, other factors than the considered here can influence the company’s value capture. Therefore, for future research we suggest a new study with a more democratic instrument. These respondents may be (and probably are) different from other users (e.g., older, less educated, etc. Research limitations/implications: There might be a selection bias since we sent the questionnaire via email, reaching only those respondents who had access to and opened the email. One year after the credit card service changed, there was an increase on both perceived value, considering all the variables involved, such as quality, price and benefit and value capture, measured by the amounts spent by customers, number of transactions completed and credit limit usage. Aside from the research on customer’s perceived value, a survey was performed on the actual transactions made by cardholders in order to measure value captures, before and after the credit card offering change.įindings: The results confirmed that changes in value proposition, from private label to co-branded credit card, have a positive impact in customers’ perceived value and in company’s value capture. Research Design: The survey was conducted in a Brazilian retail credit card issuer, originally of the “private label” type, that changed to a co-branded operation. Yelena holds a CFA designation as well as Masters Degrees in Finance & Investments and Economics.Purpose: The aim of this paper is to evaluate the success of a value proposition over time, considering two aspects: customer’s perceived value and value capture. She regularly appears on business television & radio, and is frequently quoted in print publications. economist at BNP Paribas where she provided clients with forecasts and analysis of macroeconomic and financial developments. Yelena brings ten years of experience as a U.S.
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As part of a team of economists, she contributes in-depth analysis of macroeconomic data and trends for the Bloomberg Professional service, the world's most trusted source for real-time and historical financial data, news, research and analytics. In her role, Yelena analyzes macroeconomic developments in order to better understand the implications for the broader economy and monetary policy. economist for Bloomberg Intelligence, a unique research platform that provides context on industries, companies and the global economy, available on the Bloomberg Professional service at BI. Manage Products and Account Information.