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This is the cost of running the credit card portfolio, including everything from paying the executives who run pany to printing the plastics to mailing the statements to running puters that keep track of every cardholders balance to taking the many phone calls which cardholders place to their issuer to tracking down fraud rings to protect the customers. Depending on the issuer, marketing programs are also a significant portion of expenses.

Some customers never pay their credit card bill. In any given year, a significant portion of the money that a bank lends to its credit card customers will never be repaid.

Some credit card issuers have had various troubles and have seen this number rise to over 20%. In general, the percentage of people who charge off will usually correlate to the credit worthiness score of the applicant; the higher the credit worthiness score, the lower the actual and theoretical risk of charge off.

In the US, as the charge off number climbs or es erratic, officials from the Federal Reserve take a close look at the finances of the bank and may impose various operating strictures on the bank, and in the most extreme cases, may close the bank entirely. Many credit card customers receive rewards, such as frequent flier points or cash back, as an incentive to use the card.

Rewards are generally tied to purchasing an item or service on the card, which may or may not include balance transfers, cash advances, or other special uses. Depending on the type of card, rewards will generally cost the issuer between 0.25% and 2.0% of the spend.

However, most rewards points are accrued as a liability on panys balance sheet and expensed at the time of reward redemption. As a result, some issuers discourage redemption by forcing the cardholder to call customer service for rewards.

Others encourage redemption for lower cost merchandise; instead of an airline ticket, which is very expensive to an issuer, the cardholder may be encouraged to redeem for a gift certificate instead. With a fractured petitive environment, rewards points cut dramatically into an issuers bottom line, and rewards points and related incentives must be carefully managed to ensure a profitable portfolio.

Where a card is stolen, or an unauthorized duplicate made, most card issuers will refund some or all of the charges that the customer has received for things they did not buy. These refunds will in some cases be at the expense of the merchant, especially in mail order cases where the merchant cannot claim sight of the card, but in other cases, these costs must be borne by the card issuer.

In several countries merchants will lose the money if no ID card was asked for, therefore merchants usually require ID card in these countries. The cost of fraud is high; in the UK in 2004 it was over £500 million.[1] Credit panies generally guarantee the merchant will be paid on legitimate transactions regardless of whether the consumer pays their credit card bill.

Offsetting costs are the following revenues: Interchange fees are charged by the merchants acquirer to a card-accepting merchant ponent of the so-called merchant discount fee. The merchant pays a merchant discount fee that is typically 2 to 3 percent this is negotiated, but will vary not only from merchant to merchant, but also from card to card, with business cards and rewards cards generally costing the merchants more to process, which is why some merchants prefer cash, debit cards, or even cheques.

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