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ALM Media, LLC

Josh Gazes, Senior Vice President – Operations

British Gas

Jess Johnson, Head of Operational Excellence

Mosaic Insurance

Mitch Blaser, Co-CEO

Mosaic Insurance

Krishnan Ethirajan, COO

Oxford Nanopore Technologies

Jason Hendrey, Senior Director, Global Customer Services

WS Audiology (WSA)

Christof Steube, Director of Finance Excellence

Kiwi.com

Leonard McCullie, Director, Vendor Management

Kiwi.com

Petra Reiter, Vice President, Customer Services

Flight Centre

Aaron Fadelli, Business Leader

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Alex Cook, Head of Finance Operations

Varo Bank

Breanna Rivers, Partner Performance Manager

Yorkshire Building Society Group (YBS)

Jessica Lockwood, Process Automation Manager

WS Audiology (WSA)

Sharang Patil, Director of Group Finance Excellence

Priya Madan Mohan, VP for Group Accounting & Controlling

United Airlines

Chris Kenny, VP and Controller

GFG Alliance

Phillip Irish, General Manager, Shared Services Delivery, Quality & Governance

Energy Australia

Steve Corden, Outsource Operations Leader

Delaware North

Christopher Lozipone, Senior Vice President and Global Business Services Head

Moneycorp

Nick Haslehurst, Chief Financial & Operating Officer

Prodigy Finance

Nico Barnard, Head of Operations

M&T Bank

Chris Tolomeo, Senior VP & Head of Banking Services

Minerals Technologies Inc. (MTI)

Khem Balkaran, CIO

Church's Chicken

Louis J. Profumo, CFO & EVP

The Client's Challenge

The client, a premier North American airline, aimed to expand the usage of its co-branded credit card in an effort to optimize its marketing campaigns.

The WNS Solution

The airline was already running a profitable loyalty program. WNS leveraged data from the client's loyalty program to develop an analytics-driven 'lookalike customer acquisition' model. The model compared loyalty program members who held a co-branded credit card with those who did not, against parameters such as membership tenure, transactions and travel miles with affiliate companies. The model revealed the following:

  • The top member decile comprised more than 30 percent of loyalty program members who also held a co-branded credit card

  • The top five member deciles comprised more than 83 percent of loyalty program members who also held a co-branded credit card

  • A large pool of loyalty program members who presently did not own co-branded credit cards and to whom co-branded credit cards could be marketed

WNS further assessed the lifetime value of loyalty program members who did not own a co-branded credit card, but to whom a co-branded credit card could be marketed.

The Outcome

WNS' solution enabled the airline to identify the right target audience and project the revenue gains by expanding the usage of its co-branded credit cards.

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