Standard Chartered Bank won’t push standalone credit cards going forward

Standard Chartered Bank is saying that it will not be pushing Standard Chartered Bank credit cards on their own going forward. This decision is not really about Standard Chartered Bank stopping credit cards it is more about changing the type of people who get Standard Chartered Bank credit cards. How Standard Chartered Bank wants to grow its business, in India.

Standard Chartered will still have credit cards. They will still give out cards.. They do not want to try to get a lot of people to sign up for credit cards if those people are only looking for a card and nothing else from the bank. What Standard Chartered really wants is for credit cards to be a benefit that comes with being a customer of the bank for other things. This means the customer also uses Standard Chartered for things like managing their money putting money in the bank doing business in countries and services for small and medium sized businesses. Standard Chartered wants credit cards to be a part of a relationship, with the customer.

What exactly is a “standalone credit card” customer?

A standalone credit card customer is someone who:

has a Standard Chartered credit card,

but doesn’t have a deep banking relationship with Standard Chartered (like salary account, large deposits, investments, wealth/priority banking, etc.).

These customers may have taken the card because of a cashback offer or lounge access or rewards or a lifestyle benefit, from the card.. The thing is, they do not necessarily keep their money with the bank that gave them the card. They also do not use products that the bank has to offer. They just have the card.

Standard Chartered has said that most of its credit card users in India do not have any accounts with them. Standard Chartered has around 700,000 credit cards in total. Out of these Standard credit cards about 550,000 are used by people who only have a credit card from Standard Chartered. The rest, about 150,000 Standard credit cards are used by people who have other accounts, with Standard Chartered as well.

That number is important because it shows the bank is not just talking about a part of their business. The bank is talking about a big part of their business that they already have. The bank wants to get more out of this existing base. They want to get people to use their services more sell them things and make their relationships, with them stronger. The bank wants to do this with the people who’re already their customers.

Standard Chartered said what it is going to do and what it is not going to do. Standard Chartered made some statements, about its plans. Now we know what Standard Chartered will do and what Standard Chartered will not do.

The bank’s leadership has been quite direct:

This thing is going to be about working with people and small businesses on different products. It will be based on helping them with their money and banking especially when it comes to banking and making sure their wealth is taken care of. The main goal is to build relationships, with individuals and small to medium sized enterprises or SMEs through these wealth solutions and international banking services.

The company does not want to sell a product on its own in the market. The company is not interested in doing a single-product push, in the market. The idea of a single-product push is something that the company does not like.

The company is not getting out of the credit card business. However it is unlikely that the company will make changes to its existing credit card portfolio. This is especially true if those changes are about adding new credit cards that are not connected to anything else. The company will probably keep its credit card business the way it’s without making any major additions, to the credit card portfolio.

The bank is going to give cards to people who already do business with them. This way these customers can get perks with their new cards like “lifestyle payment privileges” because they are already customers of the bank. The bank wants to make sure that people who already have a relationship, with the bank can enjoy these lifestyle payment privileges.

The headline that says “won’t push credit cards” is really saying that they are not going to make standalone credit cards a big deal. The company is not going to focus on making credit cards that people can use on their own. They are not going to push these credit cards like they would with other products. The idea of credit cards is just not something they are going to make a big priority and that is what the headline “won’t push standalone credit cards” is trying to tell us about their plans, for standalone credit cards.

We will stop trying really hard to get customers who only have a card with us. We want to focus on the people who use our bank in lots of ways.

A bank may decide to stop trying really hard to get customers who only have credit cards. This is because the bank wants to focus on getting customers who have different kinds of accounts with them.

The bank thinks that customers who only have credit cards are not as good, for business. These customers do not help the bank make much money as customers who have many accounts.

Here are some reasons why a bank would stop trying to get these customers:

* The bank wants to make money from customers who have many accounts.

* The bank does not want to spend a lot of money trying to get customers who only have credit cards.

* The bank thinks that customers who only have credit cards are more likely to leave the bank and go to a bank.

A bank wants customers who will stay with them for a time and have many different accounts. The bank can make money from these customers and they are also less likely to leave the bank. So the bank is going to focus on getting these kinds of customers of trying to get customers who only have credit cards. The bank will stop acquiring card-only customers.

When you think about it at first this seems weird. Credit cards make a lot of money for banks. However the reason credit cards are profitable is because of the kind of customers who use them. How well the bank knows these credit card customers. The bank needs to have a relationship, with these credit card customers to make money from credit cards.

Here are the big reasons a bank might step back, from pushing cards:

1) Customer acquisition costs are high

To get customers, in India who only use cards banks often rely on:

heavy marketing spend,

aggressive sales agents,

online partnerships and lead generation,

welcome bonuses and cashback.

These costs can be worth it only if the bank gets either:

* something good in return

or the bank gets something that is really valuable. The bank has to get something that makes all the costs okay. The costs are only okay if the bank gets something from it. The bank has to get something that makes the bank happy, with what the bank paid for.

long-term spending and interest income, or

A bank has a relationship with people that makes money from deposits and investments and fees and also gets them to buy other things from the bank. The bank gets money from these deposits and investments and fees and the people also buy other things from the bank, which is good for the bank and its relationship with people. The bank makes money from all these things. That is why it is good to have a bigger relationship, with people.

When most new customers only get the card to take advantage of the offers and then they use it less switch to a card or try to get the fees waived the card is not as good of a deal, for the company. The economics of the card become weaker for the company because most new customers who get the card are really just looking for the offers that come with the card.

2) When a company gets really big it becomes very difficult to manage risk and the quality of the credit it gives to customers because managing risk and credit quality is a challenge for the risk and credit quality management team at a large scale and this is especially true, for the risk and credit quality management process.

Standalone card acquisition usually helps the base get bigger and include types of people which can increase the number of people who have a card, from this company and that is the standalone card acquisition so the standalone card acquisition can really make a difference.

delinquency risk,

fraud exposure,

operational load (disputes, chargebacks, customer service).

When a bank has a relationship with a customer like a salary account or a wealth relationship and the customer has money invested with the bank the bank gets to know the customers profile and behaviour better. This relationship-led model gives the bank visibility and control over the customers profile and behaviour. The bank can see what the customer is doing with their money and understand their needs. This is because the customer has a salary account or a wealth relationship with the bank and they have funds under management, with the bank.

3) Standard Chartered’s India strategy is clearly “wealth + global”

Standard Chartered in India has been changing the way they do business around certain things. They are trying to make Standard Chartered retail services better in India.

* They want to make Standard Chartered retail services more useful to people in India.

1. Standard Chartered is working to make retail banking at Standard Chartered in India more convenient for customers.

This is what Standard Chartered in India is doing with their business. Standard Chartered is really focused, on making retail in India.

wealth and affluent banking,

international network benefits,

premium service.

This is what the bank said they are doing. They want to change from selling products to having a stronger connection with people who use many of their products. The bank described this change as a move from focusing on products to building deeper relationships, with people who use several of their products.

A card acquisition system that is used by a lot of people does not always work well with a strategy that focuses on building relationships with customers. The thing is, a premium service is about relationships so you need a system that understands that. A mass-market card acquisition engine is just not the fit, for this kind of strategy.

4) The bank is making a system called Priority Banking. This system is, like a club. The bank card is an extra thing that people get when they are part of the Priority Banking system. The Priority Banking system is what the bank is really focused on. The card is one of the good things that people get with Priority Banking.

Standard Chartered has relaunched its Priority Banking proposition in India. This is part of an effort to focus on wealth. Standard Chartered is doing this to bring ideas to Priority Banking in India. The goal of Standard Chartered is to make Priority Banking better for its customers, in India.

The credit card becomes something in this way. The credit card is used differently. We are talking about the credit card. How it works. The credit card becomes the thing.

a symbol of membership,

a lifestyle layer on top of wealth services,

a tool to increase engagement and retention.

That is very different from the idea of getting a card and getting cash back. Then that is it. The whole thing with a card is that you get a card you get cash back from the card. That is the end of it, with the card.

The “Beyond Credit Card” and the premium relationship strategy

A big part of the Business Standard report is, about Standard Chartered and what they are saying about their improved priority proposition and a special invite-only card: Standard Chartered is really focusing on Standard Chartereds new priority proposition and this invite-only card that Standard Chartered is offering.

The bank tells us about something called Priority Exclusives. This is about the special things you can get with your account like lifestyle privileges and travel perks and wellness privileges. The bank says that Priority Exclusives is a way for them to give you treatment with things, like lifestyle privileges and travel privileges and wellness privileges.

This thing has something called the “Beyond Credit Card”. The Beyond Credit Card is a metal card that you can only get if you are invited. It is for people who’re Priority clients. The Beyond Credit Card is really, for these Priority clients.

The bank says that the bank has 125,000 customers who can get this special card that you have to be invited to have. The bank is only inviting some of the banks customers to get this card.

The bank says that its new Priority idea is based on four things:

You get a lot of things with the Beyond Credit Card. This includes wealth expertise and international banking. You also get sales and service expertise.. On top of that you get exclusive lifestyle benefits. The Beyond Credit Card is actually part of those lifestyle benefits. The Beyond Credit Card is really something. It comes with all these things, like wealth expertise and international banking and sales and service expertise and those exclusive lifestyle benefits.

This matters because it shows us the banks direction of travel. The banks direction of travel is really important to understand. It tells us what the bank is planning to do in the future. The banks direction of travel gives us a clue, about what we can expect from them.

This company wants to compete for customers not for the most credit card accounts. It is looking to get the business of customers people with a lot of money to spend, rather than trying to get as many people, as possible to sign up for a credit card. The goal is to attract customers.

This bank really wants people to think of it as a bank that helps them with their money and lifestyle around the world. The card they offer is a part of showing people that this is what the bank is all, about. The bank is trying to be seen as a wealth and lifestyle bank and the card supports that idea.

The customer is like a line of people the bank is trying to focus on this customer continuum. The bank wants to know who the customer continuum is so they can do a job of helping them. This customer continuum is who the bank is really trying to reach.

The bank has to understand the customer continuum to make sure they are doing the thing for the customer continuum. The customer continuum is very important, to the bank so they are working hard to get it right for the customer continuum.

Business Standard also shared the retail segmentation thresholds that Standard Chartered uses in India.

up to ₹15 lakh: Personal Banking

₹15 lakh to ₹50 lakh: Emerging Affluent

₹50 lakh to ₹2.5 crore: Priority Banking

₹2.5 crore to $1 million: Enhanced Priority

above $1 million: Private Banking

When a bank defines its relationship tiers clearly it is basically telling you that the bank is being very open about what the bank expects from the customers of the bank. The bank is saying that the bank has levels of service, for the customers of the bank. The bank is making it very clear what each level means for the customers of the bank.

We want to grow in these bands. The thing is, we want products, like cards to help people move up the ladder in these bands. We really want products to reinforce this movement up the ladder in these bands.

A person who has a credit card and pays it off every month does not put money into investments. Does not use any other services from the credit card company does not really fit into the system that the company has in place. The credit card customer is someone who only uses the credit card to buy things and then pays the bill in full they do not have any dealings with the company. This type of credit card customer the credit card customer is not, like the others they are different because they only use the credit card and nothing else.

The difference between “not exiting” and “not pushing” is something we should think about.

When we talk about “not exiting” we are talking about not leaving something or somewhere.

On the hand “not pushing” means not trying to make something happen.

The reason it is important to know the difference between “not exiting” and “not pushing” is that they are two different things.

For example you can be “not exiting” a situation. Still be “not pushing” to make a change.

This is why we need to be careful with the words we use so we can say what we really mean.

The distinction, between “not exiting” and “not pushing” is important because “not exiting” and “not pushing” are used in ways.

We should think about what “not exiting” and “not pushing” mean to us and use the words in the way.

The bank said it does not want to get rid of credit cards that’re not part of a bigger account. The bank just does not plan to add a lot of credit cards and will not try to sell them to a lot of people. The bank is not looking to exit credit cards it just wants to keep things as they’re, with credit cards.

This distinction is important for two reasons:

Existing customers should not think that something is going to be stopped. Existing customers should remember that just because they are existing customers it does not mean that the product or service will always be available to them. The existing customers should always check with the company to see what is happening with the product or service they are using. This is important for the existing customers to do so they are not surprised if the product or service is stopped. Existing customers need to stay informed, about the product or service they are using.

If you already have a Standard standalone card this statement does not mean that your Standard Chartered standalone card will be closed.

The message is really, about the growth strategy of Standard Chartered.

Cards are still really important when you go shopping. They are a part of what stores do every day. Cards are something that people use all the time when they are buying things.

The person in charge of the bank said that credit cards are a part of what the bank does for regular people and for people with a lot of money. This means that credit cards are still important. The bank wants to use them to build relationships with people not just to make money from the credit cards themselves. The bank thinks that credit cards are a thing that they offer and they will keep using them as part of their plan to work with people and help them with their money. The bank wants to use credit cards to make their relationships with people stronger so they can help people with more, than credit cards.

What will happen to the 550,000 people who have cards? The standalone cardholders I mean the 550,000 people who have these cards what is going to happen to them?

Now we are, at the part where the strategy gets really interesting. The strategy is what makes this whole thing worth paying attention to. I think the strategy is where things start to get fun.

If 550,000 out of 700,000 cards are cards then a big part of the customers have standalone cards and the bank is not really trying to get more customers with standalone cards to use other things. The bank does not seem to want a lot of customers with cards to get more services, from the bank. Standalone cards are what a lot of the banks customers have. The bank is not trying to get these customers to do more business with them.

So the likely approach will be:

1) Convert some standalone users into relationship customers

The bank said they will keep talking to people to figure out how to get them excited about the things they offer besides cards and see what people actually need from them. The bank wants to know how to get people interested, in the things they have like the bank said, to see what people really need.

So what does this actually look like in life?

targeted offers to open a savings/salary account,

wealth/insurance/investment advisory invitations,

relationship-based fee waivers or upgrades,

travel/lifestyle bundles tied to Priority tiers.

2) Keep servicing the rest, but with less acquisition focus

For people who have a card and that is all they want the bank may still:

service them,

offer retention deals selectively,

but spend less on acquiring “similar” customers from the market.

3) More emphasis on premium upgrades

When the bank puts money into Priority Banking Centres and special experiences the bank will try to get the right customers to use the premium tiers and the premium cards. The bank wants to get these customers to use the premium tiers and the premium cards because the bank thinks they are a fit, for Priority Banking Centres and these special experiences.

So the bank has a lot of branches. They need to figure out how these branches will work with the way things are changing. The banks branch strategy has to fit with this way of doing things.

The banks branch strategy is very important because it will decide how the banks branches will operate in the future. The banks branch strategy must be able to adapt to the shift that is happening.

This means the banks branch strategy has to be flexible and able to change when necessary. The banks branch strategy has to make sure the banks branches are still useful and relevant. The banks branch strategy is crucial, to the banks success.

Business Standard said that Standard Chartered has 98 branches in India. They are making something called Priority Banking Centres, inside these Standard Chartered branches.

It currently has 20 centres, like that.

and planned to add 15 more in 2026,

with an eventual aim to convert branches into dedicated priority centres.

That is another clue. When a bank invests in premium service centres it is prioritising high value relationships with the banks customers not trying to sell a lot of products to a lot of people. The bank wants to build relationships, with the people who do business with the bank.

The bank says it has been putting money into things that make the bank experience special, for people. This is done through the Priority Banking Centres that the bank has. The bank wants to make sure people get an experience when they go to these centres.

Connection with the sale of the personal loan business

The Business Standard report says that Standard Chartered sold its personal loan business to Kotak Mahindra Bank. Standard Chartered got rid of this part of the business and Kotak Mahindra Bank took it over. This is what The Business Standard report tells us about Standard Chartered and Kotak Mahindra Bank.

This supports a story:

The bank is getting rid of some parts of its business that do not fit with what it wants to do. The bank is changing parts that are not what the bank is looking for in its plan. The bank wants its retail business to be a way and it is making changes to get that.

while doubling down on wealth and global-affluent banking.

The bank is focusing on the “standalone credit card push” as a way to build relationships with customers. This means they care more about having connections with people who use their standalone credit card than about getting a lot of new accounts. They want to make sure that people who get a credit card from them are really happy with the service they get. The bank is choosing to prioritize the quality of the relationship they have with customers who use their credit card over just trying to get as many new accounts, as possible.

So what does this mean for the credit card market?

This is a deal for the Indian credit card market.

The Indian credit card market is going to see some changes because of this.

We are talking about the credit card market and how it will be affected.

The Indian credit card market will not be the same, after this.

The credit card market in India is very competitive. Banks and fintech partners are fighting for the credit card market in India. They all want a piece of the credit card market in India.

* They want people to use their credit cards

* They want to be the credit card company in the credit card market, in India.

new-to-credit customers,

co-branded cards,

The money that I pay as EMI spends a lot of my salary. My EMI spends are really high every month. I have to be careful, with my EMI spends to save some money.

travel and lifestyle segments,

premium metal cards.

Standard Chartered is taking a step back from buying a lot of companies that are not connected to them. This decision by Standard Chartered could lead to things, such as

* Standard Chartered focusing on other ways to grow their business

* Standard Chartered looking at smaller companies to buy

* Standard Chartered changing the way they do business

The decision by Standard Chartered to step back from standalone acquisition is a big deal, for Standard Chartered. Standard Chartered will likely be looking at what this means for the future of Standard Chartered.

1) More space for high-volume issuers

Banks that have systems to get lots of new credit card customers, especially banks that want customers with average or above average incomes may do better if a bank, like Standard Chartered does not try as hard to get new customers. Standard Chartered reducing its efforts to get new customers can help these banks that run large-scale card acquisition engines like the ones that target mass and mass-affluent segments.

2) More focus on premium and relationship-driven cards

Competition is going to get tougher for the expensive stuff. This is especially true, for customers who want certain things. They value:

international lounge access,

concierge,

travel privileges,

curated experiences.

Standard Chartered is clearly going in a direction, with the Beyond Credit Card and the Priority Exclusives. They are really focusing on these two things the Beyond Credit Card and the Priority Exclusives to get where they want to be.

3) The model where a card is a product is facing a lot of pressure from the card as a product system. This is a problem for the card as a product because it has to deal with the card as a product issues every day. The card, as a product is really struggling to keep up with all the pressure it is getting from the card as a product market.

As payments change in ways like the popularity of UPI and buy now pay later options and financing, for merchants some banks may start to see cards as:

a relationship tool,

rather than a standalone growth business.

The thing that Standard Chartered did is like something that a lot of companies are doing. Standard Chartered is following the path that other companies are on. This is what Standard Chartereds move is, about it is part of a bigger trend that Standard Chartered is a part of.

So what do customers really need to get from this? Customers should understand the points and remember them. The thing is, customers need to take the important stuff from this so they can use it later. This is what customers should take away, from this.

If you are already a Standard Chartered credit card holder

This announcement is not all news. It mostly says that there are a things to think about. The announcement mainly suggests:

The bank is going to try to get you more involved, with them the bank wants to make you do business with the bank.

You will probably see information, about the following things:

priority upgrades,

wealth services,

relationship bundles.

If you want to use your card and that is it the bank will probably still help you.. You might not see the bank trying really hard to get more people like you to become customers. The bank may not be very interested in getting card-only customers, like you.

If you want to apply for a Standard card without having any kind of relationship with Standard Chartered you can do that. You do not need to have a Standard Chartered account to apply for a Standard card. You can just go ahead. Apply for the Standard Chartered card on its own. The Standard Chartered card is available, to anyone who meets the requirements.

As time goes on you might notice:

tighter eligibility,

more preference for customers with an existing relationship,

stronger push toward opening an account or meeting wealth thresholds.

If you are an affluent customer

You are the centre of this story.

The bank is clearly going after people with a lot of money and those who are considered customers. They are making benefits and services just for these wealth and priority customers. The bank wants to give them an experience, with special treatment and their own service models.

The big picture is what we need to look at when we talk about Standard Chartered. So what is Standard Chartered really trying to do? They are trying to make things better.

Standard Chartered is really trying to make the use of everything they have. This is what they are really optimising for. They want to get the most out of things.

When we think about Standard Chartered we need to think about what they’re really doing. They are working hard to make things work well. Standard Chartered is trying to get everything right.

When you put all the strategy pieces together like the strategy pieces that make up the strategy and you do not use any of the strategy pieces on their own such as a standalone push that is just a push or a priority relaunch that is just a relaunch or an invite-only card that is only for invited people or segmentation thresholds that are used to segment people or priority centres that are centres, with priority then the whole strategy looks like this:

Maximise value per customer (fee income, wealth AUM, FX, international transfers, investment products)

Reduce dependence on volume-based acquisition

Differentiate with global network + premium lifestyle

Use credit cards as a relationship “glue,” not a standalone product

That is why the headline matters. It signals a strategic shift in how Standard Chartered wants to compete in India’s retail financial services space.