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Shell Launches New Co-Brand Credit Card

Congratulations to Shell, Imprint, and Mastercard on the launch of the new Shell credit card program. In an increasingly competitive co-brand landscape, the program stands out with a particularly strong value proposition that combines meaningful everyday value with benefits that feel highly relevant to Shell customers. We’re excited to see how the program grows from here.

Cardholders earn:

  • 4% back at Shell on gas, EV, and in-store purchases
  • 3% back on dining and groceries
  • 2% back on everything else

Plus:

  • $50 sign-up bonus after spending $500 on the card in the first 60 days of account opening
  • No annual fee
  • No impact to credit score to see if you’re approved
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Premium Annual Fee Cards Must Work Harder to Prove Their Worth

(New York, NY) Premium credit cards continue to evolve, rolling out new perks, lifestyle credits, and expanded travel benefits to justify rising annual fees and attract high-value customers. The Chase Sapphire Reserve is the latest example, introducing refreshed dining and travel credits alongside a $795 annual fee. But do richer perks meaningfully offset higher costs? Auriemma Group’s latest issue of Cardbeat US finds that cardholders hold premium rewards cards to a high standard—and expect the value they deliver to clearly outweigh the price.

Premium annual fee cards remain a niche segment—over 4-in-10 credit cardholders hold an annual fee card, but only 12% carry a premium card priced at $300 or more. Among those who do, expectations climb steeply with the annual fee. Perks and benefits are the leading driver of acquisition, and cardholders expect them to scale with cost. For a card like the Chase Sapphire Reserve, that translates into a substantial value threshold: 25% of annual fee cardholders say it would need to provide $5,000 or more in value to justify its $795 price tag.

“Premium cardholders will pay more, but only when the math works,” says Jonathan O’Connor, Senior Manager of Research at Auriemma Group. “Issuers need to ensure their benefits program delivers multiples of the price tag, not just an incremental enhancement to existing products.”

Auriemma’s research found that 41% of credit cardholders are likely to apply for a card like the Chase Sapphire Reserve. Sign-up bonuses remain the most influential acquisition driver, followed by marketplace multipliers and the overall value of rewards, perks, credits, and memberships. Prestige and exclusivity can also heighten appeal, but the combination of immediate incentives and long-term earning potential ultimately drives adoption.

“A strong premium card program would include a mix of upfront credits and ongoing rewards,” says O’Connor. “Cards that present value both immediately and over time are best positioned to attract applicants, whereas over-indexing on either approach risks narrowing the audience.”

As premium card fees rise, the issuers that will stand out are those that make their value unmistakable. Clear, easy-to-use benefits, paired with rewards that scale meaningfully with spend, will determine which products resonate in an increasingly discerning market. As competition intensifies, premium cards must not only look compelling—they must prove their worth every day.

Survey Methodology

Cardbeat US

This Auriemma Group study was conducted online within the US by an independent field service provider on behalf of Auriemma Group (Auriemma) in September 2025 among 800 adult credit cardholders. The number of interviews completed for both is sufficient to allow for statistical significance testing among sub-groups at the 95% confidence level ±5%, unless otherwise noted. The purpose of the research was not disclosed, nor did respondents know the criteria for qualifying.

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Recurring Payment Management Tools Could Drive Cardholder Loyalty and Spend Consolidation

(New York, NY) Once a mainstay of gym memberships and magazine subscriptions, recurring payments have evolved into a dominant force in everyday spending—from streaming services and cloud storage to buy now, pay later plans and auto-refilled essentials. As these payments grow in number and complexity, cardholders are looking for smarter ways to stay on top of them.

Recent research from Auriemma Group’s Mobile Pay Tracker reveals that tools offering visibility and control over recurring payments don’t just add convenience—they can influence which card a consumer chooses to link and even spark provider switching.

Two-thirds of cardholders (66%) say they are interested in a recurring payment management tool offered by their credit card issuer, with similar interest seen for debit cards (63%) and mobile wallets (55%). Enthusiasm runs even higher among Apple Pay users (75%), who gained access to such a feature in April, potentially raising the bar across the payment landscape.

“Cardholders want visibility and control—and recurring payments are no exception,” says Jonathan O’Connor, Senior Manager of Research at Auriemma Group. “Providers that help manage subscriptions and bills are well-positioned to strengthen loyalty and become the go-to for linked payments.”

In fact, many cardholders say these tools would directly impact their behavior. Among those interested in recurring payment management tools, more than 6-in-10 say they would be more likely to link recurring payments to the provider (e.g., credit or debit issuer) offering them.

And 44% of those likely say they would go a step further—switching at least some of their existing linked payments to a provider that offered a better way to view and manage their recurring payments, similar to the service Apple Pay has rolled out. This is even more common among younger cardholders. 53% of 18–34-year-olds say they would switch at least some of their existing recurring payments to a provider offering better management tools.

As recurring payments continue to grow—and as digital tools reshape how consumers interact with their finances—payment providers that offer proactive solutions may find themselves winning not just the next transaction, but the next wave of loyalty.

“Recurring payments management tools are becoming an increasingly important factor in the competition for preauthorized payments,” says O’Connor. “Cardholders are telling us that the right tools can tip the scale—not only in where they link payments, but in which provider they trust to manage their financial routines.”

Survey Methodology

Mobile Pay Tracker

This Auriemma Group study was conducted online within the US by an independent field service provider on behalf of Auriemma Group (Auriemma) in April 2025 among 2,181 Mobile Pay (i.e., Apple Pay, Google Wallet, Samsung Wallet) eligible adult credit cardholders. The number of interviews completed for both is sufficient to allow for statistical significance testing among sub-groups at the 95% confidence level ±5%, unless otherwise noted. The purpose of the research was not disclosed, nor did respondents know the criteria for qualifying.

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Inactive Cardholders More Likely to Resume Use Than Cancel Their Credit Card

(New York, NY) One-third of credit cardholders have at least one inactive card—that is, a card they haven’t used in the past six months. But inactivity doesn’t always signal intent to cancel. According to Auriemma Group’s latest issue of Cardbeat US, inactive cardholders are more likely to use their inactive card (46%) than cancel it (35%) in the next six months, revealing a potential opportunity for issuers to reengage these customers.

To understand inactivity, it’s important to examine why cardholders acquire cards in the first place. While emergency use and credit building were the top motivators at the end of 2023, sign-up bonuses have now taken the lead—rising from 22% in Q3-2023 to 30% in Q2-2025. However, a strong sign-up bonus alone won’t sustain card usage without compelling ongoing rewards, and can set the stage for future inactivity.

“Cards fall out of rotation, but that doesn’t mean they’re destined for dormancy,” says Jaclyn Holmes, Director of Research at Auriemma Group. “Providing and communicating competitive and relevant rewards and benefits to cardholders could spur reengagement.”

The decision to resume use or cancel hangs in the balance—and issuers have a limited window to influence the outcome. Auriemma’s research finds that younger cardholders who have fallen into dormancy present both a key risk and a key opportunity: 54% say they plan to resume usage soon, but only slightly fewer (44%) are also considering cancellation within the same timeframe. Whether issuers reengage these cardholders—or lose them altogether—may come down to how compelling the post-promo value proposition truly is.

This tension underscores the urgency for issuers to act—before indecision becomes attrition. Relevance and timing are key. A well-timed incentive, a reminder of existing benefits, or a repositioning of the card’s utility can be enough to tip the scale toward reactivation. Without that nudge, issuers risk losing cardholders who are still open to staying—but need a reason to do so.

Strategic Takeaways for Issuers:

  1. Use inactivity as a signal, not a setback. Behavioral cues—like a drop in spend or time since last use—can help issuers proactively identify at-risk accounts and deploy timely retention strategies.
  2. Target the ready-to-return. Younger cardholders present both an opportunity for reengagement and an attrition risk if ignored.
  3. Refresh card value. Updated rewards and everyday relevance help cards re-enter the spending mix.

“Whether active or inactive, credit cardholders need a reason to use their cards again,” says Holmes. “While resuming use of inactive cards is more likely than canceling, issuers that do not engage their inactive population risk cardholders slipping into dormancy or cancelling outright.”

Survey Methodology

Cardbeat US

This Auriemma Group study was conducted online within the US by an independent field service provider on behalf of Auriemma Group (Auriemma) in May 2025 among 800 adult credit cardholders. The number of interviews completed for both is sufficient to allow for statistical significance testing among sub-groups at the 95% confidence level ±5%, unless otherwise noted. The purpose of the research was not disclosed, nor did respondents know the criteria for qualifying.

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