Citibank: Launching

the Credit card in

Asia pacific

Case Analysis Report

Prepared By:

GROUP H

Abhishek Kulshreshta
Anmol Aggarwal
Dinesh Tewari
Kartika Garg
Lalatendu Das
Sudhon Kanagaraj
 Citibank: Launching the Credit card in Asia pacific

1. Background
In 1988, Citibank’s Asia Pacific consumer bank (referred to as Citibank henceforth) operated in 15
countries throughout Asia Pacific and Middle-east. The bank generated net earnings of $ 69.7 million
over net revenue of $209.0 million.

Objective

Rana Talwar, Head of Citibank’s Asia Pacific Consumer bank had set a growth objective of reaching
$100 million in earnings by 1990.

Strategy

Citibank aimed to use credit card business to

 Acquire new customers (Card members)
 Target new customers outside its branch business
 Cross-sell other Citibank products and services

2. Problem Statement
Rana Talwar is facing the following key decisions
 Given the goals, should Citibank’s Asia Pacific consumer bank launch the credit card business
 If they go launch credit cards, which countries should they go for?
 In the launch scenario, what should be the positioning and pricing strategy in each countries
where the launch is taking place

3. Analysis of Business case for credit cards

Citibank’s Asia Pacific Consumer bank expects to increase its earnings by $30 million over two years.
Assuming the bank retains its current profitability ratio, it is expected to increase its revenue by 90.8
million over next 2 years.
Given the distribution limitations imposed on foreign banks in Asia Pacific region, it is unlikely that
Citibank would be able to increase the revenue by $90 million through their current consumer
banking operations. Hence Citibank must launch new products to generate additional revenue
stream.
Looking at the low penetration of Credit cards (Exhibit 8 of the case) and high growth rates (Exhibit 4
of the case) of Asia Pacific countries, Citibank has a great opportunity to launch Credit card business
to generate the additional revenue and profits.

4. S-T-P analysis of Credit card business

Citibank is already positioned as a prestigious and consumer oriented international bank. Citibank’s
credit card division should be aligned to the current brand positioning. Given below is S-T-P analysis
of the credit card division

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 Citibank: Launching the Credit card in Asia pacific

S-T-P Description
Segmentation  Segmentation based on buying power of consumer
 Different slabs of Annual income can be used to segment the
market
Targeting  Traditional customer base of Citibank e.g. upper income group
 Rapidly growing middle income households (annual income >
$6000) {except for Malaysia, where regulations mandate credit
cards can only be issued to households with annual income >
$9000}
Positioning  Gold Cards: Premium international card as direct competitor to
American Express
 Classic Cards: Positioned for primarily domestic use by middle
income households

5. Market Analysis for launching Credit Card Business

Based on S-T-P analysis and 5-C situational analysis (Appendix A), we adopted below mentioned steps
for analyzing the potential market for launching credit card services
 Set our target market to be households with income greater than $6000 per annum
 Determine market size per country by computing number of households with annual
income>$6000
 Compute market saturation rate (Ratio of # of card holders / market size)
 Compute Virgin Market size (i.e. untapped market) { = (1-market saturation rate) * market size}
The computed market data is given in Appendix B.

Growth vs. Risk Matrix

Using the above data, we

prepared a Growth vs. Risk
matrix by plotting countries on
following two axes

 Political and economic risk

 GNP growth rate

In the Growth vs. Risk matrix,

the Virgin Market size is
represented by the size of the
circle.

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 Citibank: Launching the Credit card in Asia pacific

Looking at the Growth vs. Risk Matrix and other market specific data (given in Appendix B), we
recommend a phased approach for rolling out the credit card business.

Phase I – Roll out of credit card business in countries with low political and economic risks, high per
capita income with fairly good growth rate. We recommend “Taiwan”, “Australia” and “Malaysia” to be
part of phase I of roll out as they present a sufficiently diverse market (in terms of maturity).

Phase II – The learning from Phase I roll out can be applied to other countries. In Phase II, priority should
be given on market size and potential growth rate. In this phase, we recommend roll out of operations
to “India” and “Indonesia”. NOTE – Even though Philippines have a fairly large untapped market, we
don’t recommend roll out of operations until the political and economic conditions improve.

6. Pricing and Positioning of Credit Card Business

We performed a 4-P analysis to determine appropriate pricing and positioning for the countries selected
for roll out in phase I (e.g. Taiwan, Australia and Malaysia)

Details Australia Malaysia Taiwan

Price
Joining(Gold/Classic) $40/$0 $35/$30 $55/$40
Annual(Gold/Classic) $36/$45 $39/$45 $30/$50
Payment Terms Balance due Balance due Balance due
monthly( monthly( monthly(
Overdue int. 1% Overdue int. Overdue int. 1%
pm) 1% pm) pm)
Place Existing Bank Yes Yes Yes
Branches/
Greenfield
Product Gold/Classic Gold + Classic Gold + Classic Gold + Classic
Promotion
Direct Mail Yes Yes Yes
Take-ones No Yes Yes
Direct Sales Yes Yes Yes
Bind-Ins Yes Yes Yes
Remarks Widespread Society acceptable Credit card is
acceptance and to revolving credit. considered as a
usage of credit Hence prospect of status symbol. Easy
card, which was increased revenues to position as a
recognized for through interest premium
its convenience payments international card

Breakeven Analysis

Given the customer acquisition / servicing cost (Table A of the case) and sample revenue structure (for
Hong Kong – Table B of the case), we calculated the number of customers Citibank must acquire to
break even. As per our analysis (appendix C) Citibank must acquire 405,983 customers in each of the

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 Citibank: Launching the Credit card in Asia pacific

above mentioned countries to break even. However, as we saw in appendix B, each of the above
mentioned markets have the potential to generate the desired number of customers.

7. Risk Analysis

Risk Mitigation
Australia could pose a challenge in positioning Target the existing bank customers as they are
of the credit card as a premium international inclined to use cards that extend their
card. Customers are unfavorable towards relationship with the bank. Providing linking
joining and annual fees facilities with savings account could help swing
the choice towards Citibank.
Australia could pose a challenge in terms of the The analysis of the market as given in appendix
saturation of the market with average B shows a considerable untapped market of 4.8
consumers owning 2 credit cards. million
Taiwan and Malaysia with 2 and 3 bank Use direct sales force to prospect and CitiPhone
branches respectively could be pose a to service the customer. Also provide drop box
challenge in terms of servicing the credit card facility for easy payment.
customers.
Taiwan could pose a risk in terms of the Use merchant promotion to increase purchases
revenues from interest payments as, Taiwanese in order to earn more merchant discount.
society had a culture of where it was
unacceptable to owe people money

8. Conclusion

Our recommended phased approach of rolling out of credit cards is primarily aimed at de-risking
Citibank’s investment in this new business. As the case fact suggests Citibank’s current structure and
management opinion is primarily against investment in credit card business. We recommend that
Citibank should form a separate Business Unit to execute the credit card business. This way, the credit
card division can be more agile to adapt to the needs of emerging markets in Asia pacific and realize the
potential of this market.

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 Citibank: Launching the Credit card in Asia pacific

APPENDIX A: 5C situational Analysis

5-C Description
Company Citibank Asia Pacific is an international bank catering to the affluent and middle
income population of Asian countries.
Customer Citibank’s customers are mostly high and middle income group, with house
holds’ annual income more than $6000.
Competition For the credit card business, Citibank will have to compete with American
Express and other local banks who were franchisee of Visa/MasterCard
Collaborators The Citibank Asia Pacific , will have to collaborate with the following for the
functioning of its credit card business
 local merchants – It needs to become the acquiring bank for the merchants
 Visa/MasterCard -- It needs the support of the credit card giants for
transaction processing
 CitiGlobal and CitiOne and CitiPhone – For providing day to day facilities for
the credit card customers.
Context  External context- Many Asian countries were seeing rapid economic
development.
 Internal context- Change of upper management at Citibank Asia Pacific. Pei
Chia had considerable experience managing Citibank’s huge U.S. credit card
business.

APPENDIX B: Market Analysis

Australia Hong Kong India Indonesia Malaysia Philippines Singapore Taiwan Thailand Comments
Population 16.5 5.6 797 167.7 16.9 61.9 2.7 19.8 55 From Exhibit 4
% of people with income> $6000 80% 85% 5% 7% 35% 30% 20% 78% 25% Exhibit 8
Target Market Size 13.20 4.76 39.85 11.74 5.92 18.57 0.54 15.35 13.75
Market Saturation 63.64% 35.71% 0.04% 0.07% 2.25% 0.39% 23.33% 0.51% 0.38% % of people having cards
Virgin Market Size 4.80 3.06 39.84 11.73 5.78 18.50 0.41 15.27 13.70 million users
Five year avg growth rate 4.6% 8.4% 6.1% 4.2% 4.2% 0.5% 5.6% 9.3% 7.2%
Political / Economic Risk A B C C B D B A B

Appendix C

Annual Cost for maintaining customers Without joining cost With joining cost
Advertising $ 2,500,000 $ 2,500,000
Support $ 45,000,000 $ 45,000,000
Total Cost $ 47,500,000 $ 47,500,000

Approx rev per card 162 162

Cost per card 25 25
Joining cost amortization over 2 years 0 20
BEP 346715 405983

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