Capital One Case Study

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In consumer lending, every product is evolving in the same direction as credit cards-toward large, national-scale consolidators replacing local, face-to-face lending. That evolution has happened in credit cards. It 's well under way in auto finance, mortgages, and home equity. Its coming more slowly in installment lending. So consumer lending, a major part of the asset side of banking, is all flowing toward national consolidators like Capital One. -RICHARD D. FAIRBANK,

United Kingdom, the Hfs Group, to strengthen its Global Financial services (GFS) subsidiary in the British market. As of April 2005, it possessed sufficient liquidity ($21 billion) and capital ($9.2 billion)4 to
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Between 1994 and 2004, the company grew at an annual compound rate of 29 percent/ both in terms of its EPS and the number of customers. In 2004, its earnings were $1.5 billion, and the EPS was at $6.21.8 At the end of 2004, the company and its subsidiaries held 48.6 million accounts and $79.9 billion9 in managed loans outstanding, which grew by 12 percent ($8.6 billion) over the previous year (see Exhibit 1). It had 17,760 employees in March 2005. The bank offers 7,00010variations of its MasterCard and Visa cards, each one is customized to appeal to different customer preferences and needs by combining product features such as different backgrounds and colors, along with varied annual percentage rates, credit limits, fees, and rewards programs. Capital One 's pricing strategy is based on the risk level of its customers. It offers platinum and gold cards to its preferred customers with excellent credit history and a wide range of secured and unsecured cards to customers with limited or poor credit history. The company also provides a range of consumer products like auto finanCing, mortgage services, credit insurance, and home-equity loans. Customizations of credit cards at Capital One are made with the support of its
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