mastercard inc -...
TRANSCRIPT
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MASTERCARD INC
FORM 8-K(Current report filing)
Filed 05/31/07 for the Period Ending 05/31/07
Address 2000 PURCHASE STREET
PURCHASE, NY 10577Telephone 9142492000
CIK 0001141391Symbol MA
SIC Code 7389 - Business Services, Not Elsewhere ClassifiedIndustry Consumer Financial Services
Sector FinancialFiscal Year 12/31
http://www.edgar-online.com© Copyright 2014, EDGAR Online, Inc. All Rights Reserved.
Distribution and use of this document restricted under EDGAR Online, Inc. Terms of Use.
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FORM 8-K
MASTERCARD INC
(Current report filing)
Filed 5/31/2007 For Period Ending 5/31/2007
Address 2000 PURCHASE STREET
PURCHASE, New York 10577
Telephone 914-249-2000
CIK 0001141391
Industry Consumer Financial Services
Sector Financial
Fiscal Year 12/31
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UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
FORM 8-K
CURRENT REPORT Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
Date of Report (Date of earliest event reported): May 31, 2007
MasterCard Incorporated (Exact name of registrant as specified in its charter)
(914) 249-2000 (Registrant’s telephone number, including area code)
NOT APPLICABLE (Former name or former address, if changed since last report)
Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions (see General Instruction A.2. below):
Delaware 001-32877 13-4172551 (State or other jurisdiction
of incorporation) (Commission File Number)
(IRS Employer Identification No.)
2000 Purchase Street Purchase, New York 10577
(Address of principal executive offices) (Zip Code)
� Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)
� Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)
� Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b))
� Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c))
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On May 31, 2007, MasterCard Incorporated will host a meeting for members of the investment community. Exhibit 99.1, which is hereby furnished, contains presentation materials for the meeting.
(d) Exhibits.
Item 7.01. Regulation FD Disclosure.
Item 9.01 Financial Statements and Exhibits
99.1 MasterCard Incorporated Investor Presentations dated May 31, 2007.
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SIGNATURES
Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.
MASTERCARD INCORPORATED
Date: May 31, 2007 By /s/ Noah J. Hanft Noah J. Hanft General Counsel and Secretary
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Investment Community Meeting May 31, 2007
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Today’s presentations may contain, in addition to historical information, forward-looking statements within the meaning the Private Securities Litigation Reform Act of 1995.
These forward-looking statements are based on our current assumptions, expectations and projections about future events which reflect the best judgment of management and involve number of risks and uncertainties that could cause actual results to differ materially from those suggested by our comments You should review and consider the information contained filings with the SEC regarding these risks and uncertainties.
MasterCard disclaims any obligation to publicly update or revise any forward-looking statements or information provided during today’s presentations.
Forward -Looking Statements
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Strategic Update
Bob Selander President and Chief Executive Officer
May 31, 2007
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The Opportunity
Grow business with high -potential customers Grow business with high -potential customers
Leverage scalable, global processing platform Leverage scalable, global processing platform
Expand consumer usage and merchant acceptance Expand consumer usage and merchant acceptance
Further penetrate fast growing geographic markets Further penetrate fast growing geographic markets
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Our Approach
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Delivering Customized Solutions
Approach: Deliver customized solutions for target financial institutions by leveraging our expertise in brand, consulting, processing, products and technology.
• Dedicated account teams
• Advanced Customer Relationship Management
• Integrated customer planning
• Intelligence/market research
• MasterCard Advisors
Result: We’re winning new business.
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Strengthening Merchant Relationships
Approach: Merchants are a key constituent in the payments chain. We need them to build profitability for our customers.
• Dedicated acceptance teams
• Merchant Advisory Group meetings
• Rules/Interchange transparency
• MasterCard merchant connect
• Intelligence/data
Result: New acceptance channels and numerous co-brand wins.
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Managing Our Reputation
• Independent governance
• Financial transparency
• Public policy group
• New Payment Systems Integrity group
• Enterprise risk management
Result: Building trust with key constituents.
Approach: We’re proactively managing our reputation and operating environment.
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Key Strengths/Differentiators
• Unified global organization
• World-renowned brands
• Enhanced payment solutions
• Advanced processing platform
• Strong relationships
• Knowledge leadership
• Strong management/industry expertise
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Delivering on our Customer- Focused Strategy
Alan Heuer Chief Operating Officer
May 31, 2007
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Strategy Development
Market trends
Competitive analysis
Strategic options
• Consolidation & globalization • Increasing regulatory & legal risks • Shift to electronic forms of payment • Changing role/power of merchants
• Traditional • Non-traditional • Emerging Players
• Historical functions • Price leader • Product innovation • Customer focus
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Affirmation of Customer Focus
Build competitive advantage around
the way we work with customers and
the value we bring them.
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What Customer Relationship Management (CRM) is to MasterCard
Competitive Intelligence
Cross Functional Alignment
CRM Best Practice
Information
Sales Management
Discipline
Integrated
Planning
Customer Value
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Customized Solutions
Advisors
Marketing
Processing
Product
Technology
Customer Value
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Leveraging Our Expertise
Americas Europe A/P
Integrated customer planning process
Target Customers
Product
Brand
Processing
Technology
Advisors
Global Key
Accounts
Regional Key Accounts
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People Capabilities
Process
Critical Success Factors
Alignment
It’s Not Easy
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Strategic Relationship Scale
Vendor
Business Enhancer
Value Driver
Business Partner
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We’re Seeing Results
• Relationships are stronger
• Mutual commitments have been established
• Incremental customer business opportunities have been created
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The SEPA Opportunity
Javier Perez President, MasterCard Europe
May 31, 2007
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European Card Payments Industry Still Fragmented
International Brands with consistent cardholder experience
Domestic use only Debit
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Objectives of SEPA • • SEPA will . . . SEPA will . . .
– Provide cardholders with a payment card they can use across Europe with the same convenience
– Increase competition and transparency in the payments industry
– Lower barriers to entry for acquirers, issuers and equipment providers
– Benefit European society by reducing the overall cost of payments
* Source: ECB Blue Book, 2006, Total EU
SEPA is not just about the 3% of card business cross -border . . . but also about the 97% of domestic transactions which are often not
open to competition*
• • Current situation Current situation
– 16 national debit schemes in Europe
– Heterogeneous cardholder experience, not all domestic debit cards are accepted everywhere in Europe
– Limited competition at national level, many countries have only one acquirer, issuer or processor and few terminal vendors
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SEPA Cards Framework (SCF) Timeline
Final approval by EPC of SEPA Cards Framework
National and international schemes presented finalized SEPA cards framework migration plans by end 1Q 2006
SEPA compliant products available by banks/providers to consumers and merchants
No non-SEPA Cards Framework compliant schemes in operation
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SEPA Options for Banks
• Migration to existing international schemes
• Extend national schemes pan-Europe
• “Co-brand” international and domestic scheme
Three different routes (or a combination) to achieve full SCF/SEPA compliance :
+
or
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Retail Banking Trends in Europe
• Consolidation / M&A
• Operations in multiple markets – pan-Europe and globally
• Developing Global Brand Recognition
• Direct Banking leveraging new channels
• Consolidation of technology platforms across countries
• Europe Region centralization business management
Moving Towards SEPA despite Regulatory Incentive
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Many Have Already Recognized the Benefits
1995 • UK – Access to MasterCard
1998 • Austria – Bankomat to Maestro • Sweden – Bancomat to Maestro
and MasterCard
2002 • UK – Switch to Maestro
2005 • Switzerland ec Karte to Maestro
2006 • Sparda German electronic cash
to Maestro
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MasterCard: A Solid Choice as a SEPA Solution
• Majority of debit cards in Europe are already Maestro branded, limiting investment required to migrate
• Maestro is a proven, pan-SEPA product with broadbased issuance and acceptance
• Tried and tested product in market for over 14 years
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Global Debit Momentum
Rick Lyons Global Debit and Prepaid
May 31, 2007
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Agenda
• U.S. Debit Growth
• The Debit Value Proposition
• Global Focus
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U.S. Debit Building Momentum
103 million 43 million Debit MasterCard cards
Brands
Switch of First Switch of Last Resort PIN debit
Current 2002
Bank of the West/First Hawaiian/CFB Eastern Bank First Midwest/MB Financial/Citadel FCU
Washington Mutual Associated Bank BankAtlantic Chittenden
Business Business that moved that moved to MasterCard to MasterCard
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MasterCard Debit Programs
Q107 v. Q106 — % Growth
19.8 Cards
32.0 Cash Volume
48.2 Purchase Transactions
45.5 Purchase Volume
Worldwide U.S.
Double digit growth for 13 consecutive quarters
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Continued Growth in the U.S.
• Grow the business we have
• Gain brand preference with current customers
• Move debit business to MasterCard
Source: First Annapolis Consulting analysis and published sources including CIA World Factbook, Geohive global statistics and The Nilson Report
• Population: 293 million • GDP per capita: $43,981 • Card purchase volume per capita:
$7,990 • Card purchase volume as a
percentage of GDP: 18.2%
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Debit Value Proposition
• Product Capability and Development
• Risk Management
• Processing
• Economics
• Acceptance
• Brand
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Latin America & Caribbean
• Highly varied economies
• Industry transactions growing at 30+% annually
• Spotlight on Brazil
– Unsurpassed acceptance: 100% of municipalities with electricity, phone service and cards
• Population: 562 million • GDP per capita: $7,653 • Card purchase volume per capita:
$206 • Card purchase volume as
percentage of GDP: 2.7%
Venezuela
Argentina
Mexico
Source: First Annapolis Consulting analysis and published sources including CIA World Factbook, Geohive global statistics and The Nilson Report
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Europe
• Emerging Markets
– Cash is main payment product
– Continued economic expansion
• Mature Markets
– Highly confident use of cards
– Switch to Maestro
– Launching Debit MasterCard
• Population: 729 million • GDP per capita: $9,792 • Card purchase volume per capita:
$23 - $7,989 • Card purchase volume as
percentage of GDP: 0.2%
.
Source: First Annapolis Consulting analysis and published sources including World Bank, CIA World Factbook, Geohive global statistics and The Nilson Report
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Asia Pacific and South Asia/Middle East and Africa
• Market of extremes
• Sizable populations, significant cash economies
• Segmentation opportunities
• Population: 5 billion • GDP per capita: $3,116 • Card purchase volume per capita:
$18 - $5,421 • Card purchase volume percentage of
GDP: 0.13% - 17.7%
China
India
Indonesia
Taiwan
Source: First Annapolis Consulting analysis and published sources including CIA World Factbook, Geohive global statistics and The Nilson Report
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Summary
• Continue U.S. momentum
• Evolve debit value proposition
• Global capabilities, local execution
Two Global Debit Solutions
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Successful Debit Partnerships
Bill Mathis U.S. Business Development
May 31, 2007
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Transforming our debit value proposition into real business…
Conversion Portfolio Optimization
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Associated Conversion
Challenge Solution
Associated Bank tapped MasterCard to help derive greater value from its debit card portfolio.
Key Priorities
• • A closer relationship with A closer relationship with debit card partners debit card partners
• • Differentiating products Differentiating products
• • Customer satisfaction and Customer satisfaction and retention retention
• • Card portfolio growth Card portfolio growth
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Associated Conversion
Challenge Solution
Implemented a custom conversion process
Assembled a team of experts
MasterCard and Associated jointly created a conversion and communications plan
Designed a unique product
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A flawless execution with significant cardholder satisfaction
Associated Conversion
Challenge Solution
• Converted entire portfolio within 6 months
• Conversion enabled Associated to achieve brand differentiation within their market
• Our relationship with Associated continues to expand
• Exceeded all acquisition, activation and usage targets
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BECU Portfolio Optimization
Challenge Solution
Key Priorities • • Deeper connection with its Deeper connection with its
cardholders cardholders
• • Simplify processes, greater Simplify processes, greater control control
• • Continued flexibility, Continued flexibility, convenience and security convenience and security
• • Differentiation through targeted Differentiation through targeted programs and offers programs and offers
BECU asked MasterCard to help optimize its debit card portfolio.
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BECU Portfolio Optimization
Challenge Solution
Dedicated support
CRM, Debit Product Sales, Customer Marketing
Data analysis and intelligence
Consolidated network participation
MasterCard Debit Brand Exclusivity
MasterCard Advisors
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BECU Portfolio Optimization
Challenge Solution
• BECU gained greater control over routing of members’ transaction and can enhance the experience and value to its members
• Five-year Debit MasterCard and PIN brand exclusivity agreement with BECU
• BECU gained a 360°- degree view of its debit portfolio
A holistic view of all debit transactions
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Merchant Initiatives
Gareth Forsey U.S. Commerce Development
May 31, 2007
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Merchant Initiatives
• Protect & Grow Core Acceptance
• Enhance Merchant Relationships
• Expand Presence in Rapidly Growing Categories
• Extend Merchant Value Proposition
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Protect & Grow Core Acceptance Underpin the Foundations
• “A seat at the table”
– Core component of Customer Focused Strategy
– Merchant Advisory Groups
– POI Advisory Group (Issuers, Acquirers, Merchants)
• Transparency
• End-to-End Product Development
• Operational Excellence
• Security & Risk
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Enhance Merchant Relationships Unlock Business Potential
• Sales Process Discipline
– Adoption of tailored CRM approach
• “Feet on the Street”
– Moving resources out to the merchants/acquirers
– Regional acceptance teams
– Global co-ordination, local execution
• Co-brand development & optimization
• Leverage full suite of MasterCard assets
– Marketing & Sponsorships
– Processing & Technology
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Expand Presence in Rapidly Growing Categories
• Drive increased acceptance into new categories
– Healthcare
– Bill Payment
– Cable & Telecom
– Insurance
– Utilities
– Rent/Property Management
• Leverage cross border flows to drive preference and spend
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Extend Merchant Value Proposition Enhance Revenue Streams
• Merchant Preference Partnerships
• New Product Development
• Decision Analytics
– Commerce Intelligence TM
– Commerce Coalition
• PayPass
• Priceless.com
TM
TM
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Decision Analytics Driving Sales & Loyalty
Merchant X Merchant X
Segmentation Targeting Merchant
Preferences Consumer
Preferences
Commerce Intelligence Services
TM
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The Commerce Coalition Program Integrated Campaign Management
• New consumers
• Increased revenue
• Increased transaction size
• Preference and usage
• Loyalty Spend
Targeted Opportunity
Low Opportunity Prospects
Do Nothing
Attract
TM
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PayPass ™
Driving Speed and Convenience
“ For a large pharmacy chain such as “ For a large pharmacy chain such as CVS…the potential payoff is a 20% to CVS…the potential payoff is a 20% to 30% up tick on purchases …”30% up tick on purchases …”
Jonathan Roberts Senior Vice President for Store Operations, CVS
“ It’s an issue of speed and “ It’s an issue of speed and convenience. The contactless convenience. The contactless card can cut 30 seconds to 45 card can cut 30 seconds to 45 seconds off a person ’s wait in seconds off a person ’s wait in line, depending on the line, depending on the circumstances. ”circumstances. ”
Brad Alberts VP, Sponsorship Sales, Texas Rangers
Sources: Smart Card Alliance 2005 Annual Meeting: RF Payment at CVS / pharmacy 4/1/06, Cards & Payments
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Priceless.com Linking Consumers with Merchants
• “Priceless Picks”
• Promotions
• Sponsorship activation
• Integration of assets
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Financial Perspective
Chris McWilton Chief Financial Officer
May 31, 2007
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Revenue
• Secular shift from paper to electronic payments
• International volume growth
• Competitive wins
• Pricing
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Direct and Indirect Business Drivers
Direct Drivers
• Gross Dollar Volume:
– Cross-border activity
• Processed Transactions
• Currency fluctuation (US$ versus euro)
• Global events that impact travel
• Pricing
Indirect Drivers
• Retail Spending
• Consumer Confidence
• Inflation
• Gas prices
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Volume vs. Retail Sales Trends in the U.S.
U.S. GDV U.S. Purchase Volume U.S. Retail Sales
0%
5%
10%
15%
20%
Source: U.S. Census Bureau
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Expenses
• Hiring will continue through at least 2008 to focus
on customers and strategic initiatives
• Professional fees likely to increase as a result of
litigations
• Shift in A&M spend to later quarters in 2007
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Modeling Considerations
• Corporate tax rate: 36%
• Diluted shares outstanding: approximately 136.6 million*
• No changes to 3-5 year, long-term performance objectives:
– One year as a public company
– Competitive landscape is evolving
*As of Q1 2007 10-Q filed on May 2, 2007
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Driving Product Innovation
Wendy Murdock Chief Product Officer
May 31, 2007
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The Global Payments Opportunity
$80 Trillion and Growing
Source: WEFA Study
$1.4 Trillion
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Market Shifts Present Opportunities
• New ways to make payments are continuously emerging
• New kinds of partners are at the table
• Cash and check payments are migrating to electronic payment types
• Regional variations add complexity
• Under -served and affluent consumers are driving specialized solutions
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U.S. Debit Continues Expansion Surpassed Credit in 2004
Source: The Bank of International Settlements
17.5 18.0 16.7
20.7 19.1
22.2
19.7
16.2
13.4
10.5 10
15
20
25
30
2001 2002 2003 2004 2005
Credit Debit
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Debit and Prepaid Projected to Become Dominant U.S. In -Store Payment Methods
Projected Change in Use of In -Store Payment Methods in the U.S.
Planned change in usage over next two years. Source: Dove Consulting, 2005/2006 Study of Consumer Payment Preferences
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National Payments Systems Reflect Significant Diversity
Source: Capgemini analysis. 2006. ECB Website: Blue Book - 2004 Figures. Release: April 2005, MasterCard Advisors analysis, BIS CPSS payment statistics.
Payment Options
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MasterCard ’s Product Mission
Positioning Positioning MasterCard
“ Heart of Commerce ”
To develop and grow compelling To develop and grow compelling product propositions for issuers, product propositions for issuers, acquirers, merchants, consumers acquirers, merchants, consumers
and corporations that capitalize on and corporations that capitalize on current market opportunities, current market opportunities,
leverage the company ’s assets and leverage the company ’s assets and create a sustainable competitive create a sustainable competitive
advantage for MasterCard. advantage for MasterCard.
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Our Value Chain Focus
Consolidation
Product expansion
Cross -selling
Cost management
Customer retention
Margin improvement
Geographic expansion
POI innovation
Product relevance
Rewards
New travel experiences
Online/Mobile
Working capital optimization
Supply chain management
Operating efficiency
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Product Development: A Consistent, Repeatable Process
Over 100+ New Product Development Initiatives
Ideate Evaluate Develop Deliver Monitor
20% 35% 45 %
Strategy
Optimize
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Product Innovation at MasterCard
Foundational Elements • The Brand
• Technology Infrastructure
• Cardholder Services
• Franchise Rules
• Acceptance Network
Payment Device Design • Packaging
• Form Factors
Intelligence • Data Analytics
• Portfolio Insights
Features • Rewards
• Benefits and Enhancements
• Point of Interaction Enhancements
• Targeted Offers
• Advertising & Promotions
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MasterCard and Issuers Partner to Create Unique Payment Solutions
We create and package “ ingredient ”product components
• Features
• Device Design
• Intelligence
• Foundational Elements
• Systems
• Features
• Marketing
• Economics
• Customer Service
• Risk Management
New Payment Solutions Issuers take MasterCard
ingredients and add their own distinctive elements
Financial Institutions MasterCard
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Products
Consumer • Credit • Debit • Prepaid
Commercial • Credit • Debit • Prepaid
Franchisor – Processor – Advisor
Delivering Differentiated Customer Solutions
Programs Platforms • PayPass ®
• Mobile • Money Send™
• Contactless • Mobile • Remittance
• Purchasing Card • Smart Data Online™
• Payment Gateway™
• Enhanced Authorization
• Global Data Repository™
• Commerce Coalition™
• Enhanced Value
• Commerce Intelligence™
• Account Level Mgt.
• Bill Pay • Bill Pay Network
• Automated Biller Update
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What ’s Next?
Advancing Commerce Through Emerging Consumer Spend Ed McLaughlin, Bill Payment and Healthcare
The Affluent Segment Jeff Portelli, Global Consumer Credit Products
Commercial Products –Leveraging Information Technology Steve Abrams, Global Commercial Products
MasterCard Mobile – Mobilizing Commerce Art Kranzley, Advanced Payments
MasterCard PayPass ® – Expanding Commerce Cathleen Conforti, Global PayPass
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