Visa is proposing a new "Common Credit Card" product that would combine all of a person's Visa credit cards from different banks onto one card. The card could be used to make payments with funds drawn from any of the user's linked bank accounts. Visa aims to make payments more convenient for customers and increase sales as some users are shifting to debit cards over credit cards. The concept was tested with potential customers and received positive feedback about increased security and accessibility, though some expressed concerns about acceptance and complexity.

1. MARKETING STRATEGIES
TERM PROJECT
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2. EXECUTIVE SUMMARY
Visa is a global payments technology company that connects consumers, businesses, banks
and governments in more than 200 countries and territories, enabling them to use electronic
payments instead of cash and checks.
Visa has built one of the world’s most advanced processing networks. It’s capable of
handling more than 20,000 transactions per second, with reliability, convenience and
security, including fraud protection for consumers and guaranteed payment for merchants.
Visa does not issue cards, extend credit or set rates and fees for consumers. Visa’s
innovations, however, enable its bank customers to offer consumers more choices: Pay now
with debit, ahead of time with prepaid or later with credit products.
Governments around the world have switched to electronic payments instead of checks for
benefits payments and purchasing in order to increase efficiency and lower costs, saving
taxpayers money.
Visa is giving more people in more places access to electronic payments. From the world’s
major cities to remote areas without banks, people are increasingly relying on electronic
payments along with mobile technology to use their money any time, make purchases
online, transfer funds across borders and access basic financial services. All of which makes
their lives easier and grows economies.
OUR HISTORY
Visa has been at the forefront of electronic payments since its inception. From the first
revolving credit card platform to neural networks and mobile payments, Visa has pioneered
the growth and development of this fast-moving industry. Visa’s payment platforms are
increasingly the backbone of global commerce, enabling the swift and secure transfer of
value and information among financial institutions, individuals, businesses and government
entities.
GLOBAL PRESENCE
Visa is a global payments technology company that connects consumers, businesses, banks
and governments in more than 200 countries and territories worldwide. Visa Inc.’s
headquarters are in the San Francisco Bay Area, and we have approximately 7,500
employees around the world. We operate three data centers on two continents. Visa Europe
is a separate membership entity that is an exclusive licensee of Visa Inc.’s trademarks and
technology in the European region.
Today, our network spans:

3. • 14,800 financial institution customers
• 2.0 million ATMs (as of December 31, 2012)
• 200 countries and territories
• 2.1 billion Visa cards (as of December 31, 2012)
Visa has built one of the world’s most advanced processing networks, capable of handling
more than 30,000 transactions per second reliably, conveniently and securely. In the four
quarters ended March 31, 2013 our global network processed:
• 82 billion total transactions
• $6.5 trillion total volume
• $4.1 trillion payments volume
OUR PRODUCT: COMMON CREDIT CARD
How Does It Work?
A card that combines all Visa credit cards that a person owns within a one piece.
Shopping: You enter the CCC Visa to the POS and select among the banks that you use, it
directly takes out the money from the preferred one.
Payment: Pay the total amount to your CCC Visa and distribute it to the cards that you use
whatever you like using your CCC app or CCC internet banking.
OUR PURPOSE
• To combine all the Visa credit cards with a person has from different banks in a single
card The average credit cardholder has 3.5 credit cards. Including both cardholders
and non-cardholders, the average consumer has 2.7 cards each. (Source: "The Survey
of Consumer Payment Choice," Federal Reserve Bank of Boston, January 2010)
• To make people’s life easier
• To have a chance to make all the transactions in a single account
• Easy to access mobile applications
For the company;
● Stop the decrease in sales in credit cards and balance the sales with debit cards

4. ● Visa credit: 261 million as of Sept. 30, 2011 -- down from 269 million, as of Sept. 30,
2010
Visa debit: 392 million as of Sept. 30, 2011 -- down from 399 million, as of Sept. 30, 2010
4P ANALYSIS
Product Features: Credit Card with chip and payWave
Pricing: Regardless of bank fees + 10 euro service fee (price premium)
Placing: First release for selecting the banks to co-operate in July 2013, public release with
accepting orders in February 2014 . Cards shall be accesible then from the related bank
branches and alternative channels.
Promotion: Main bank programme ( Final customer eliminates the card fee of the main
bank, the most preferred main bank gets the %6 per cent of the total service fee)
SEGMENT, TARGET, POSITION
Segment:Alternative banking and credit using solutions.
Target Group: Credit card users which has more than one credit cards and looking for
payment solutions, and as a result, high consumption levels.
Points of difference:It’s a unique solution that’s why it’s desirable and differentiable.
Accessible from banks which makes it deliverable.
Segment :Alternative banking and credit using solutions
SWOT ANALYSIS
Strenghts:
• Innovation
• Global interaction
• Ease of use

5. Weaknesses:
• High exposure to risk and fraud
• Litigation risks
• Little customer loyalty
Opportunities:
• Emerging markets
• The explosion of the Internet
• Mobile payment
• Strong customer trend to move toward the use of debit cards
Threats:
• Regulatory issues
• New competition with online payment offer
• Consolidation in the banking industry - bigger, larger competitors
• Cyber targeting

6. BCG MATRIX
Boston Consulting Group (BCG) model is a technique developed by BRUCE
HENDERSON of the Boston Consulting Group in early 1970’s. According to this technique
businesses or products are classified as low or high performers depending upon their market
growth rate and relative market share. It is very useful tool to identify the product line of an
organization.
BCG model classified in four main.
1.) Star 2.) Cash Cow 3.) Question Mark 4.) Dog
Question Marks – Visa is in new markets or a different type of work than the company has
been doing which shows potential because they are growing rapidly. Beware of the fact they
could consume a lot of cash while you are putting the processes in place to manage these
projects. A question mark could prove itself and become a star, and eventually a cash cow. If
the question mark does not prove profitable within 90 - 180 days it may be wise to stop
taking on those projects.

7. Product/Market Expansion Grid
Ian Ansoff has proposed a useful framework called the product/market expansion grid for
detecting new intensive growth opportunities. There are four strategies, one for each of the
quadrants:
Market Penetration Strategy
When the product is in the current market, it can still grow. There are three major
approaches to increasing current product's market share:
1. Encourage current customers to buy more.
2. Attract competitor's customers.
3. Convince non-users to use the product.
Market-Development Strategy
When the current product is launched in a new market, there are three approaches to
develop the market:
1. Expand distribution channels.
2. Sell in new locations.
3. Identify the potential users.
Product-Development Strategy
When a new product is launched in the current market, the intensive growth strategies
could be to:
1. Develop new features.
2. Develop different quality levels.
3. Improve the technology.
Diversification
When a new product is launched in a new market, diversification makes good sense as
better opportunities are found outside the present business. The diversification strategies
are of three types:
1. Concentric Diversification Strategy: Develop new products with the earlier technology for
new segments
2. Conglomerate Diversification Strategy: Develop new products for new markets.
3. Horizontal Diversification Strategy: Develop new products with new technology for old
customers.

8. CUSTOMER CHARACTERISTICS
Consumers who purchase our product are seeking value and quality but with specific
socioeconomic backgrounds.
Since we firstly target the consumers with a high level of buying power and a high frequency
of buying behavior, we analized lifestyle characteristics of some of the target groups.
According to our observations, todays modern people who works at international companies
and called “plaza insanları” in public are potential consumers that will easily accept adopt
and realized the need of this new product. Time is an extremely important component of
their daily life. Need to be presentable in their job, morning coffees to be able to cope with
the work tempo, online shopping habit, having lunch mostly at AVMs, high competition
between collegeus, using car, making weekend plans usually popular places/ holiday
destinations, buying gifts each other at special days, high demand on cosmetics, books and
dvd, membership to sports facilities... all these elements brings the “spending”. They do
spend a lo,t they do spend internationally and thus they need alternative campaigns,
promotions , disounts and advantages with different credit cards. At this point our common
credit card is a star solution to bring all in one. Its all your choice which bank account you will
choose.
Having this common card will be another way of showing their socio-economic level, and
how they keep up with trends. Todays marketing approach, in some cases, these issues
might be more attractive than financial profit. So making the product a priviliged icon and
offering a few membership grades within premium alternatives is essential. Alternatives will
reach other target groups such as individuals with lower income , retailers etc...

9. Concept Test
Stage in product development process where a detailed description of a product (and of
its attributes and benefits) is presented to prospective customers or users, to assess
their attitudes and intentions toward the product.
The concept test sought to answer the following questions:
-How large is the potential for the Common Card?
-Which features would make it more appealing?
-How much are people ready to pay for this card?
-Who is the target audience?
-Can the card be digital?
-What should be the purchase and upload channels and mechanisms?
Positive Feedbacks
-Safer than other payment options
-Less prone to fraud
-Good way to protect my personal information
-CommonCard stands for high security control
-Buying on the internet now accessible for all
-It is a modern way to pay
-Has a security code
-A CommonCard can be used to pay on any internet site
-Especially interesting when buying on a website from a different country

10. Key Barriers
-I am afraid that this card will not be accepted on many websites.
-I do not want to go through the effort of loading a card.
-The way of paying seems complex. Even in payWave you have to select preferred bank.
-I do not believe this card may become widely available.
PEST ANALYSIS
Environmental analysis is critical important in any industry especially in the banking
industry. This PEST analysis contains assessing influences on the following four aspects:
POLITICAL ENVIROMENT: International Relations, Current Legislation, Future
Legislation…
ECONOMIC ENVIROMENT: Consumer Credit, Personal Disposable Income, Consumer
Spending, Saving&Loan
SOCIAL ENVIROMENT: The age of population, Habits&Customs, Consumption Ideas and
Trends
TECHNOLOGICAL ENVIROMENT: Database System, Global Communication, Replacement
Technology
GENERIC STRATEGIES
Cost differentiation: Visa owns %49.6 of the cards that in circulation, it’s the market
leader. So we will choose cost differentiation strategy and put a price premium since it’s a
new product.