Vishal Lugani’s Post

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Founding Partner at Acrew Capital

Part 2/2: Bilt Rewards is a great deal for its issuing bank (Wells Fargo), because with Bilt, customer acquisition is much more efficient than other comparable programs with rich sign-up bonuses. Well's own new premium card offers a $600 bonus. What's that investment (loss) if it were to get 1MM cards (more below)? Bilt has a unique offering for customers in terms of ongoing rewards and so Wells hasn't need to the fund signup bonuses for the program. Further, banks evaluate these programs over 7 years. That's why the deals are structured for that length. In early years, customer acquisition and rate of change on spending metrics are more important than absolute figures. ~ Let's start with a story about the nation’s largest bank. In August 2016, JPMorganChase introduced the Chase Sapphire Reserve with 💸 $1,500 worth of sign-up bonuses to customers. In early 2017, Jamie Dimon (still the JPM CEO) explained patiently on CNBC, “One of the fictions here is that the marketing cost ... gets booked over 12 months. The benefit of the card gets booked over 7 years. The card was so successful it cost us $200 million, but we expect that to have a good return on it. I wish it was a $400 million loss." After this quote, sign-up bonuses persisted (they had to halve them). [link a*] Still, just in the first year, the bank likely paid out >$500MM++ in signup bonuses. This spring, Wells Fargo launched their new premium travel card that comes with a $600 sign-up bonus & 4-5% rewards on certain categories (i.e., a loss leader that is uncapped), in addition to 0% interest on purchases for the first 12 months. If Wells were to acquire 1MM new card holders for their new card, they'd be out $600MM just on signup bonuses. Plus the bank would be underwater on major categories of spend (rewards > interchange revenues). The question that hasn't been asked, even among sophisticated financial services commentators, is: what is the way to think about a reasonable investment amount and what should be payback? ~ Let's say you take the WSJ's reported numbers at face value (which I am not substantiating b/c they are wrong, in the wrong direction). If run-rate investment were: 1MM cards * "up to" $10MM/month = $120MM Wells, in investing in the Bilt program, would be ahead of comparable programs ~ Wells Fargo's CEO is the fmr CEO of Visa. Credit cards is a strategic focus. While own-brand cards are certainly important to Wells, Bilt is to Wells what Delta or Marriott are to AMEX & JPM. Wells is a $80B revenue bank with ~$20B in net income. They can make large strategic investments in a card division that is a subunit of a subunit and still does ~$6B in revenues. And Bilt cardholders are the financial services equivalent of unicorns for the bank. They are, on average: 👨 👩 31 years old 🎇 FICO of 760 (super prime) 💰 70%+ of Bilt customers are new customers to the bank Keep building, Bilt.

JPMorgan's Dimon: I wish the Chase Sapphire Reserve card had cost us more money

JPMorgan's Dimon: I wish the Chase Sapphire Reserve card had cost us more money

cnbc.com

If the WSJ's numbers on how many customers revolve vs transact are wrong, or how many spend on other categories are wrong, then that's the point that matters. The interesting argument isn't "Bilt's CAC is good for WF actually," it's "Bilt's unit economics work actually." CAC only matters if the product has positive unit economics or meaningful cross sell to profitable products. If Bilt's program is upside down for Wells Fargo with no path out the CAC is irrelevant. (The CSR comparison also doesn't really make sense, it has an enormous annual fee and terrible rewards = very positive unit economics)

The program has been live for sometime now. If you don’t see indications of the right customer behaviour early on, then you never gonna see at seven years from now. The credit card game, especially for the super prime segment is very very competitive. If you don’t win in year 1, chances are you gonna be stuck with the losing product

Lauren Kolodny

Founding Partner at Acrew Capital | Fintech Investor | Forbes Midas List | Trustee Emerita at Brown University

2w

This is such classic example of the media and of our our own industry’s misunderstanding of fintech. Whenever there’s actually business model or incentive innovation, people just jump to a conclusion that the economics must not work. But it’s when you have uniquely aligned incentive structures or when you see a real elegant rethinking of traditional business models that you find the companies that make this industry so exciting. Thanks for shedding some light, Vishal Lugani. Pumped for Bilt Rewards.

Noel Roberts

Co-Founder & CEO | Luxury Real Estate

2w

Very informative. I remember watching that old Jamie Dimon clip, but it didn’t come to mind when that Bilt article began circulating. I now suspect most ppl might be jumping to conclusions. Lets see how the next 5 years unfold

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Sarah B.

Vice President I Livly l Passionate about Growing Companies l Thought Leader l Anomaly l Powering the Change 🌎

2w

Very interesting how this has all unfolded.

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