American Express: Branding Financial Services – Essay

American communicate Branding Financial Services Introduction American let out is k straightwayn worldwide for its germinate circulars, perishers work, and mo terminateary serve. It is adept of the best-known and most-respected international brands. As it grew from a 19th Centurynineteenth- express caller-out into a travel go expert by the mid-1900s, American draw out (AMEXAMEX) became associated in the minds of consumers with prestige, security, service, worldwide acceptability, and leisure.Advertising for the smart set, which began in earnest in the 1960s, reinforced these associations. For example, the now-famous just the ticketline ticket line wear downt leave home without it was created to convey the essentiality of owning an American give tongue to vizorAmerican verbalize beak. As the company grew, it grow into a variety of financial categories, including brokerage firms, banking, and insurance, and by the late 1980s, American draw out was the largest di versified financial services smashed in the world.The difficulty the company encountered integrating these broad financial services, combined with increased competition from indorse and MasterCard, compelled AMEXAMEX to divest umpteen of its financial holdings in the proto(prenominal) 1990s and focus on its core con hug drugdncies of travel and mailing. The company weathered a decrease in placardhagedcardholders at this cartridge clip by greatly increase the number of merchants that authorized American enunciate cardAmerican show up Cards and developing mod card offerings, including co-branded tease and a genuine ac address card that allowed customers to slaver e genuinely rear the monthly balance.By the end of the 1990s, American Express was once much than quest to broaden its brand to involve select financial services in coiffe to achieve growth. Beyond the challenge of integrating these services, AMEXAmerican Express faced a number of issues in the 2000s, in cluding a highly- competitive credit card industry, a fall economy, and a subdued travel industry. American Express Builds a Financial Empire Early History of American Express The American Express lodge was formed in 1850 when two competing express companies merged.The express course, which was slight than two decades old, sp arized in shipping packages that were smaller than the bulk freight that railroads handled provided were all over the U. S. Postal Service size of it limits. Before express companies began operating, s just the ticketecoach drivers and even civilian travelers were graveed to deliver packages. Express companies as well carried packages that required special handling or were particularly valuable. Bank transactions involving silver, securities, and goldGold gave express companies much of their business. In response to losing business to express companies, the U. S.Postal Service created the money order, which allowed people to send a specie equivalent through the mail that could exactly be cashed only by a specified recipient. The cash delivery service was traditionally the orbit of express companies, since beca lend oneself postal workers would often steal cash sent through regular mail. To counter the Postal Services move into financial services, American Express created its own money order in 1881. The American Express money orders were easier to use than the Post Office money orders, and AMEXAMEX encompassing the line to include orders in foreign currency that could be cashed world-widely.The money order was a great success, change 250,000 in its prime(prenominal) year and more than(prenominal) than one-half(a) a million the undermentioned. In the late 1880s, AMEXAMEX president J. C. Fargo returned from a trip complaining more or less how difficult it was to use his letter of credit, used to obtain cash abroad, at foreign banks. To solve the problem of obtaining credit abroad, in 1890 American Express employee M arcellus F. Berry degestural the Travelers bank check, intentionally using the British spelling of confirmation to give it an inter realmal flair.The Travelers Cheque used the same signature security system still in use today and had exchange points guaranteed by AMEXAMEX printed on the motion. AMEXAMEX as well gave foreign merchants commissions to encourage them to accept the check. Aided by the network of inter areaal financial relationships established for support of the AMEXAMEX money order, sales of the Travelers Cheque quickly in additionk off. From 1882 to 1896, Travelers Cheque sales manifoldd as travelers all over the world were using AMEXAMEX products more and more to make their journeys easier. In the meantime, AMEXAMEXs express business was growing over seas.Federal antitrust regulation led to the separation American Expresss express business from its financial services and tourism businesses. By that time, however, AMEXAMEX was already booking tours, hotel stays, and steamship and railway tickets. Money orders were still popular and tTravelers check Cheque sales were constantly increasing. AMEXAMEX had also been investing the louse up the money that rest in the companys circular during the interval between when Travelers Cheques are bought and when they are cashed and earning millions of long horses in interest.The Travelers Cheque was AMEXAMEXs flagship product. The travelers Travelers check Cheque wagess and its float investments were responsible for most of AMEXAMEXs earnings and almost all of their profits. History of the Charge Card In 1914, Western Union, an former(a)wise express company, issued the showtime kicking card in the form of a metal plate given up to preferred customers that enabled them to defer payment for services. Charge card required that the balance be paid in full at regular intervals, but did not bill interest on the balance.Soon, many different companies from department stores to oil companies issued ch arge cards that customers could use to purchase goods and services from the publication company. In the 1940s, several U. S. banks began issuing a paper document similar to a letter of credit that customers could use like cash in local stores. Diners Club envelopd the first modern charge card in 1950, when it issued a travel Travel and entertainment enjoyment card designed for use by business travelers. The card was accepted by a large variety of merchants, who paid a pay to Diners Club in compensation for the added business.The first bank card was issued by Franklin National Bank in Long Island, young York. The bank-issued card was accepted by local merchants only, unlike the Diners Club card. Shortly after Franklin National Bank debuted its credit card, several some other banks crossways the United States. S. issued credit cards to their customers. The Card AMEXAMEX actually had considered issuing a charge card on several occasions ear resider Diners Club unveiled its car d in 1950. AMEXAMEX management discussed issuing a charge card as early as 1947, but and so-president Ralph T.Reed refused because of security problems given the possibility of fraud. In 1956, when DinersDiners Clubs card charges began to cut into AMEXAMEX travelers Travelers check Cheque sales, AMEXAMEX initiated negotiations to buy Diners Club. Talks lasted for two years, but Reed lastly declined, citing concern about the dilution of AMEXAMEXs prestige. In late 1957, AMEXAMEX leadership decided that the company would issue its own card. The public clamored to possess an AMEXAMEX charge card. Even before the card was officially available, thousands of customers had written in or visited AMEXAMEX component parts to apply early.By the launch date of October 1, 1958, AMEXAMEX had issued over more than 250,000 cards and signed on 17,500 merchants that would accept the cards. The American Express cardAmerican Express Card required the cardholdercardholder to pay off his or her entire balance monthly. The company also charged a six dollar yearbook fee, which was one dollar greater than the Diners Club fee, for prestige. 1 AMEXAMEXs worldwide network of offices, travel agents, and associated banks patroned it build the cards social status rapidly.Since Because the American Express CardAmerican Express Card was initially designed for the travel and entertainment expenses of businessmen and the upper class, it was known as a Travel and Entertainment (T&E) card. This classification puts it in a class with much(prenominal) cards as Diners Club and Carte Blanche. In 1958, Bank of America issued the first modern credit card, called the BankAmericard. The key feature of the BankAmericard and other credit cards was a revolving credit line, which allowed cardholdercardholders to pay their account balance in installments, with interest assessed on the remaining balance.The BankAmericard originally served the state State of California, but within a decade Bank of Americ a was licensing its card services to banks throughout the country. While American Express earned most of its card revenue from yearbook fees and merchant give the sacks (the percentage of a dollar transaction the merchant was required to pay to American Express in compensation for the business brought in by the card), credit cards earned revenues from interest charges and a lower merchant discount. Another mportant dissimilarity was that AMEXAMEX issued its own cards objet dart individual banks issued cards under license agreements from credit card companies. Neither AMEXAMEX management nor the accounting department had any eff with charge card operations. Rather than creating a separate accounting accountability for the card divergence, Reed had assigned AMEXAMEXs quick comptrollers office to handle all of the card transactions. This proved an overwhelming amount of paperwork, and within a hardly a(prenominal) months of the mental home, the comptrollers office was flood ed with unprocessed transactions.Compounding the cozy problems was the fact that customers were not paying on time, darn AMEXAMEX was required to pay merchants within 10 ten days after a transaction. The card family had befogged over more than $4 million dollars in its first two years and an profital $14 million by 1962. maven of the Howard L. Clarks first moves after becoming AMEXAMEX president in 1960 was to try to grapple the card division, ironically enough, to DinersDiners Club. The negotiations failed because of antitrust issues and so AMEXAMEX kept its card. In enkindle of the card problems, though, AMEXAMEX as a whole was financially stable, with 1959 profits of $8. million from $69. 6 million in revenue and Travelers Cheque sales of over more than $1 billion. Clark instituted measures to help the ailing card division, such as requiring cardholdercardholders to pay their balance within thirty days, elevator the one-year fee to ten dollars, raising the discount fee ( the percentage merchants had to pay AMEXAMEX each time the card was used at their business), and imposing stricter credit requirements for cards issuance. The card division in the long run achieved profitability in 1962. By 1967, the card business yielded a net income of $6. 5 million, or one-third of the companys total profit.The American Express CardAmerican Express Card had surpassed the Travelers Cheque to become the most visible symbol of American Express. Marketing Strategy and Advertising The first AMEXAMEX President president to place a high priority on announce was Howard L. Clark. Before he took office in 1960, AMEXAMEXs one-year publicise bud push back was only $1 million. Clark increased it every year thereafter and in 1962 replaced their ad style, Benton & Bowles, with Ogilvy, Benson, and & Mather. The new room designed AMEXAMEXs first modern ad lam with the shibboleth The Company for people who travel. This tag line promoted AMEXAMEXs travel and card products in a single motility that conveyed AMEXAMEXs one-s run travel shopping expertise. Campaigns The now-famous tag line, Dont leave home without it, was highly-developed by Ogilvy & Mather in the early 1970s. AMEXAMEX wanted a synergy tag line like the other Ogilvy-produced line The company for people who travel. Ogilvy came up with Dont leave home without them for the AMEXAMEX Travelers Cheque, Dont leave home without us for AMEXAMEX travel services, and the Dont leave home without it tag line for the American Express CardCard.Ads for the Travelers Cheques featuring screen actor Karl Malden speaking the taglinetag line ran for 21 years. In 1974, AMEXAMEX debuted its now-familiar blue-box logo, on which the voice communication American Express are printed in white outline over a square blue background. Ogilvy & Mather tried several conceptual approaches to use with this tag line for the card, and eventually hit upon the idea of replacing everyday and unknown actors in the ads with e ndorsers whose names were famous, but whose faces were not as familiar. This was referred to as the Do You spang Me? campaign. The ads typically began by showing the face of a moderately well-known celebrity, as with Neil Simon, and then showing a close-up of his or her American Express CardAmerican Express Card to reveal their his or her identity. The ads implied that using an American Express card Card would prolong the cardholdercardholder recognized. This was an obvious example of merchandise the card as a status symbol. Acquisitions In the 1970s, American Express executives looked for ways to grow the business beyond Travelers Cheques and credit cards.The fact that Master Charge and the BankAamericard (later to become endorse) were already issuing cards themselves suggested that AMEXAMEX would soon lose market share of its Travelers Cheques and that the growth of its cardholdercardholder hind end would slow. AMEXAMEX also had been worried for some time that the companys s mall size and high profits made it an attractive takeover target. A large attainment would make a takeover less likely and give AMEXAMEX a new source of income. Clark chose a company three times the size of AMEXAMEX with the 1968 acquisition of Fund America Group, found in Novato, CACA.It include Firemans Fund Insurance Company and four mutual funds that were later sold off. Other relatively small changes by Clark included the acquisition of the powder store which was later of US Camera magazine (later renamed Travel & Leisure) and the creation of the Travel Related Services (TRS) division in 1971, which pooled the travelers Travelers checkCheque, the card, and other travel and tourism businesses. AMEXAMEX also organized its banking operations under the renamed American Express Inter solid groundal Bank Corporation (AEIBC).The year 1977, in which Clark left as president, saw AMEXAMEX with $250 million in profits and 8 million cards generating $10 billion in charge volume. The Ame rican Express Company. had three divisions when James D. Robinson took over for Clark as chief executive officer in 1977 Travel Related Services (TRS), American Express International Bank Corporation (AEIBC), and Firemans Fund (FF). Robinson pursued an aggressive acquisition strategy. In 1979, he purchased fifty 50 percent of a cable TV equipment and programming partnership with Warner Communications for $175 million with the idea of selling financial products through cable television.A few months later in 1980, American Express bought First Data Resources for $50 million. First Data was a computerized electric charge operation that processed endorse and MasterCard transactions for banks. This was only a warm-up for Robinson, and in 1981 AMEXAMEX merged with Shearson Loeb Rhoades Inc. , the second largest public brokerage firm in the country behind Merrill Lynch. AMEXAMEX continued its expansion into a financial conglomerate by purchasing two additional brokerage houses and a rea l demesne company. The international investment bank Trade Development Bank Holdings S.A. (TDB) was acquired in 1983 for $520 million to shore up AEIBC and focus its operations on trade finance and international private banking. That same year, AMEXAMEX purchased Investors Diversified Services (IDS) for $773 million, a Minneapolis- based company that offered mutual funds, life insurance, annuities, and financial planning to middle- income consumers. The investment bank Lehman Brothers Kuhn Loeb Inc. was acquired in 1984 for $360 million, and AMEXAMEX again added to its brokerage cache by getting E. F. Hutton & Co. n 1987 for almost $1 billion. Marketing Strategy and Advertising American Express advertising conveyed the prestige associated with tthe he cards. CardholderCardholders are called card members, and the year they became members is on their card signaling membership to a club. American Express cards Cards were perceived by many as status symbols, signifying success and ac hievement. AMEXAMEX sought to maintain this elusive assure through advertising, impeccable service, promotions, bonuses, special events, and so on.The introduction of goldGold and platinumPlatinum cards to the credit card industry further enhanced their special cachet. By 1985, AMEXAMEX was spending $500 million a year in market. Marketing is our number one priority, state Robinson. 2 Service Customer service was a key element of American Expresss marketing program. One of James D. Robinsons favorite sayings was gauge is our only form of patent protection. 3 Before he became CEO, he Robinson developed a comprehensive system for measuring AMEXAMEXs service quality.His goal was to exhaust customer service employees handling more than 99 percent of the requests without any mistakes. AMEXAMEX measured the time it took a customer service representative to answer the visit and the time it took for a replacement card to arrive. The company established a Quality University in Phoenix, AZ, where customer service representatives and their managers were trained to deliver excellent service. In addition, AMEXAMEX set up a committee of managers from throughout the corporation that who met to discuss new ways of measuring and improving quality. Quality Conferences were even held to disseminate and utilise quality initiatives throughout the organization. Besides the internal monitoring, AMEXAMEX constantly surveys surveyed its customers and merchants by mail and by phone to ensure that the level of service remains remained consistent. AMEXAMEX developed a database system, which was was updated weekly, of customer information that tracks tracked spending patterns, age, and 450 other characteristics. This database enabled enabled the company to target specific marketing efforts to the customer segments most likely to respond.AMEXAMEX also useds this system to recruit new merchants by demonstrating what AMEXAMEX can could do for their businesses using real customer data, not projections. For example, a customer that who shopped at a certain store force receive a discount for shopping there again based on an agreement between the merchant and AMEXAMEX. Throughout its lengthy history, American Express has earned a reputation for the highest level of customer service. One representative personally delivered a card in the middle of the night to a separated cardholdercardholder at Bostons Logan airport.Another case entangled an AMEXAMEX representative in New Delhi who arranged for another representatives brother (a military whirlybird pilot stationed close to the caller) to deliver cash to an AMEXAMEX Gold Gold cardholder cardholder who was stranded in a remote village in the Himalayas. One Enterprise Robinson and his discharge executives envisioned a transformed company structure called One Enterprise. The One Enterprise vision would make AMEXAmerican Express a one-stop financial and travel services powerhouse with each division cross-marketing i ts products to the others.The cardholdercardholders could obtain travel services from TRS property & and casualty, flight and travel, and life insurance from Firemans Fund financial advice and other products from IDS and brokerage and investment banking services from Shearson Lehman Hutton while the wealthier international clientele would be pampered by AEIBC (renamed American Express Bank Ltd. or AEB in 1986). Each division would in turn push American Express CardAmerican Express Cards to any of their customers who werent already cardholdercardholders or higher- end goldGold or platinumPlatinum cards to those who were.Advertising in the 1980s The Do you know me? campaign was targeted at older successful, affluent businessmen that who traveled a lot. The campaigns nine years had seen these cardholdercardholders quadruple to 12 million, a full 40 percent of that market segment. Fearing that growth in this segment would soon level off, AMEXAMEX looked to stimulate growth in other seg ments. In the 1980s, women were attaining more powerful business positions in large numbers. AMEXAMEX wished to target this segment of the population with ads bedored towards young urban professional women. In 1983, women comprised only 2. million of current AMEXAmerican Express card holders, only 20 percent of the women the company thought were eligible for the card. Testing had shown that women did not respond positively to the older ad campaign. Marketing data from the early 1980s showed that consumers thought that status and prestige came not necessarily from huge wealth or success, but from a varied and exciting life. Ogilvy & Mather came up with the Interesting Lives campaign. It aimed to position AMEXAmerican Express cards Cards as symbols of people with interesting and multifaceted lives, people with unusual hobbies or who bring forth had unconventional careers.The AMEXAmerican Express cardCard, the ads indicated, gave these holders the opport building blocky to indulge in their varied interests, to be spontaneous by going to the Australian Outback or ascension a mountain, for example. Rather than featuring celebrities, the ads showed confident independent women using the American Express cardAmerican Express Card to take their husband to dinner or their kids to lunch, bantering with a flirtatious man in a bookstore, or leaving a sporting goods store with a briefcase and a lacrosse stick. The American Express cardAmerican Express Card, the tag line says, Its part of a lot of interesting lives. The ad campaign included and featured women in ads, and soon the volume of female applicants bivalent the number of men who applied for the card. By 1984, 27 percent of AMEX cardAmerican Express holdercardholders were women compared to ten 10 percent in the late 1970s. The Interesting Lives campaign also had an unanticipated, but positive, side effect young men also started applying for the card in large numbers. This convinced AMEXAMEX to tailor some of the ads specifically towards them. One such ad was titled Young Lawyer. It showed a baffle talking to his son over lunch about his decision not to join the family firm. The father was disap orientateed until the son got a job at the District district Attorneys attorneys office. The sons pays with the American Express cardAmerican Express Card and the father says, The pay must be getting better over at City city Hallhall. Even though these campaigns did very well, AMEXAMEXs marketing strategy for their core potential cardholdercardholders had become stale. They dropped the Do you know me? TV ads in 1987 and Ogilvy & Mather devised a new series of print ads called Portraits. Renowned depictioner Annie Liebovitz was recruited to photograph celebrities rarely shown in advertisements. The ads showed these celebrities in a more intimate, playful light, without the pomp and circumstance that celebrity ads usually employed. Americas Cup yachtsman Dennis Connor play with a sailboat in his ba thtub in one shot, while in another basketball center Wilt Chamberlain and jockey Willie Shoemaker were shown rest back to back wearing identical white suits. Another shot showed Christian rock singer Amy Grant walking on water while in yet another Tip ONeill was shown at the beach under an umbrella.The only text was their names, the date they became members, and the taglinetag line that was to become one of AMEXAMEXs most enduring Membership Has Its Privileges. The ads received much praise for their ingenuity and quirkiness. That same year, AMEXAMEX unveiled its first major TV campaign for its goldGold card. The goldGold card advertising was handled by McCann-Erickson, and their ads for this campaign focused on showing successful businessmen in lavish surroundings. One businessman lounged in a jacuzzi complaining about an award acceptance speech he had to give.His wife told him to just enjoy the honor. Another ad featured a successful businessman taking time from his busy schedul e to learn the piano. These ads were the subject of criticism for their celebration of the opulence and free-spending attitudes of the decade. A year and a half later they gave the goldGold card account to Chiat/Day. This agencys approach was over the top compared to McCanns more subtle ads. Chiat targeted a younger, more affluent clientele by touting excessive spending. One ad in particular showed a man in a Jjaguar, sprawled with his legs dangling over the side.A voice says, For when you finally run into that 1953 XK120. The phrase Worth its wait flashed on the screen while a sax played sensually in the background. The ads were supposed to increase the goldGold card base by targeting younger wealthy men. By 1989, AMEXAMEX was spending $250 million annually on advertising, more than twice as much as endorses and MasterCards budgets combined. This expenditure reflected the numerous marketing initiatives underway to expand the companys cardholdercardholder base, including efforts t o attract more women, students, senior citizens, and small companies.Additionally, the company developed a major ad campaign to get cardholdercardholders to use their cards at retail shops, not just fine restaurants and boutiques. Research showed that the majority of card purchases were made with other credits cards while only high-ticket items were charged to AMEX cardAmerican Express Cards. This campaign was developed by Chiat/Day, which in 1991 won the green Green card and Optima accounts from Ogilvy & Mather, AMEXAMEXs agency of record for 30 thirty years. Chiat/Day immediately developed a new taglinetag line for the company The Card.The American Express CardAmerican Express Card. The initial ads developed by Chiat/Day sought to convey the iconic status of the card, by superimposing oversized flagship green Green cards into images of a restaurant, a golf course, the tail of a Concorde jet, and the Easter Island monoliths. Cause Marketing Since 1981, AMEXAMEX has also embarked o n many cause-related advertising campaigns where a percentage of the proceeds were donated to a specific beneficence. In fact, the company is credited with coining the phrase cause-related marketing. Between 1981 and 1984, Amercian Express donated to more than 45 different charitable organizations. Most of these donation drives occurred at the local level, such as when American Express donated two cents to the San Francisco Arts Festival each time Bay Area card members used their cards. By encouraging card members to spend more to support the cause, AMEXAMEX profited from increased card usage. Similar campaigns around the country generated total donations in the tens of millions of dollars and increased card usage in locations where a cause-related marketing campaign was active by an average of 25 percent.The companys first national cause-related marketing campaign was organized in 1983 to raise money for the Statue of self-reliance Restoration Fund. To build awareness for the pro gram, American Express developed an $4 million advertising campaign that included print, radio, and television advertising. Each time a card member used his or her card, a one cent donation was made to the fund. For every new account opened, AMEXAMEX donated one dollar to the fund. Donations were also made for Travelers Cheques and travel purchases. Between September and December 1983, American Express gave $1. 7 million to the Statue of Liberty Restoration Fund.Card usage rose 28 percent nationally in the first month compared with the previous year, while new card applications increased 45 percent. i . 1 Following its early success with cause-related marketing campaigns, AMEXAMEX developed more than 90 ninety programs in 17 seventeen countries. One of AMEXAMEXs best-known campaigns was the Charge Against Hunger. The Charge Against Hunger, begun in 1993, was a charity effort in which the company donated a certain amount of money to hunger relief agency Share our Our Strength every time a cardholdercardholder used an AMEX cardAmerican Express Card to make a purchase during the holiday season.The 1993 Charge Against Hunger raised $5. 3 million. To raise awareness for the campaign, AMEXAMEX produced a series of advertisements featuring information about the charity and detailing the specifics of the program. Between 1993 and the last year of the program in 1996, the Charge Against Hunger campaign raised more than $21 million. AMEXAMEX Success Due to the acquisition-based growth and cross-marketing concepts, which were spurtable corporate strategies in the 1980s, Robinson was hailed as a savvy CEO in building up AMEXAMEX in this fashion.By the end of 1984, AMEXAMEX had developed $61 billion in assets and posted annual revenues of $13 million. The TRS division, which supplied AMEXAMEX with almost three-quarters of its earnings, was selling $13 billion worth of travelers checksTravelers Cheques, while 20 million cards were generating $45 billion in charges. AMEXAM EX had name recognition of 75 percent and its services were used by 14 percent of the population, more than any other financial company. Credit Card Competition Heats Up By 1985, AMEXAMEX had issued over more than 20 million cards that were producing more than $47 billion in billings.That compared with Visas 115 million cards with $82 billion in billings and MasterCards 103 million with $62 billion in billings. About 3. 3 million of AMEXAMEXs cards were GoldGold cards (first offered in 1966) and about 60,000 were PlatinumPlatinum (introduced in 1984). Visa had 3 million higher- end Premier Visa cards and MasterCard had 2. 5 million Preferred Customer cards (both began issuing them in 1982) with annual fees of $55. In spite of their similar numbers, AMEXAMEX still had a short advantage in the high-end market with GoldGold card charges totaling $13 billion while Visa and MasterCard only had only $7. billion combined. While Although most credit cards had features similar to AMEXAMEXs charge cards, prestige still seemed to win people over in wanting AMEXAMEXs cards and in using them for their more expensive items. One analyst said, If you want to buy an expensive car, you tend to buy a Mercedes or a Cadillac, not a souped-up Honda. For AMEXAMEX customers, the fact that MasterCard and Visa were accepted at over more than 4 million sites while AMEXAMEX was only accepted at only 1 million sites was mitigated by the fact that only AMEXAMEX had offices in many remote locations capable of handling almost any travel emergency.Indeed, prestige seemed to be so important to consumers that they signed up at twice the expected rate for AMEXAMEXs $250 annual fee PlatinumPlatinum card Card and eventually numbered six times what AMEXAMEX expected. In the 1980s, the banal American Express Green card had an annual fee of $35 and offered $1,000 check cashing at representative banks and AMEXAMEX travel offices, the ability to withdraw $500 from auras, and $100,000 travel acciden t insurance. For a $65 annual fee, GoldGold cCard members upgraded to $2,000 in checks cashed and a credit line of $2,000.The PlatinumPlatinum card Card allows members to cash up to $10,000 in checks, get $1,000 from ATMs, $500,000 in travel insurance, and nonresident privileges in over more than 25 private clubs around the world. AMEXAMEX offered these cards to only about 5 percent of its American cardholdercardholders who charged more than $10,000 a year and hadve good payment histories. Higher-end credit cards (e. g. , goldGold, platinumPlatinum) proliferated in the mid-1980s as the market for standard cards became relatively saturated.Credit card delinquency rates were increasing due to banks efforts to shore up profits by signing up more cardholdercardholders. The average cardholdercardholder have seven cards, so banks had to find other ways to compete. Many consumers were frustrated with banks because they maintained high interest rates on their cards (around 19 percent) in s pite of the fact that the prime lending rate had dropped 14 points since 1982. The banks defended their card rates, citing the cost of processing millions of card transactions every week.In order to appease their customers, banks offered special perks like such as bonus points and cash back offers. They also began issuing goldGold and platinumPlatinum cards to attract more customers. These elite cards were used 50 percent more often than regular cards, and the average purchase with them was 150 percent greater than with a normal card. Visa and MasterCard gained enough GoldGold cCard members, 12 and 11 million, to beat AMEXAMEXs 6 million. Optima Unveiled AMEXAMEX responded to the increasing popularity of credit cards by issuing its own credit card, called Optima, late in 1987.Not only would it compete head-to-head with the revolving credit bank-issued cards, but also it would do so with a much lower interest rate of 13. 5 percent. Even the annual fee was lower, priced about half wha t other credit cards charged at $15. Optima also allowed AMEXAMEX to greatly expand its card base without damaging its upscale image since because it was a separate card. AMEXAMEX only offered Optima initially to its 8 to 9 million current AMEX cardAmerican Express holdercardholders. Since Because these customers were accustomed to paying their balance monthly, they were considered the lowest-risk segment.Banks were worried that Optima cardholdercardholders would use the new credit card for regular purchases and the AMEXAMEX charge cards for their T&E expenses, dropping regular and high- end bank cards in the process. Citicorp, the nations largest issuer of bank cards with close to 15 million, countered AMEXAMEXs new card by lowering its rates to preferred customers to 16. 8 percent from 19. 8 percent. Visa USA Inc. even urged its issuing banks to stop selling American Express Travelers Cheques in protest.AMEXAMEX replied with a Travelers Cheque ad that told consumers, If your bank doesnt sell them, go to one that does In order to compete, most of the charge and credit cards furiously began cutting prices and offering special incentives. Co-branded cards also became very popular. Visa had 768 affinity programs approved by the end of 1987. Most MasterCard and Visa silver Silver and goldGold cardholdercardholders also got rebates on hotels and plane fare in addition to rental car discounts. WhileAlthough AMEXAMEX did not offer any affinity cards, it did continue to offer benefits and special offers.In addition to its Buyers Assurance program, which doubled the shapers warranty up to a year on items purchased with its cards, AMEXAMEX also began its Purchase Protection program, which insured these items for 90 ninety days against theft, loss, fire, or inadvertent damage up to $50,000. AMEXAMEX also offered its GoldGold and PlatinumPlatinum members free rental car insurance. By the end of 1988, after beingness out for only 18 months, Optima ranked as one of th e top ten credit cards in terms of cardholdercardholder volume.Optima had 2 million cardholdercardholders with over more than $3 billion in corking balances. The interest and fees for Optima was were nearly pure profit sincebecause AMEXAMEX spent so subatomic, only $100 million, in starting it. American Express had the advantage of an established cardholdercardholder base to offer it to and merchants already willing to accept it. Thanks to Optima and improved marketing to young men, women, and students, AMEXAMEXs domestic share of the card market increased to ten 10 percent by 1989, totaling 22 million cards (30 million worldwide).AMEXAMEXs charge volume also increased to 27 percent or $69 billion, which lead all card issuers. Visa meanwhile had 52 percent cards hare with 115 million cards, and MasterCard had 38 percent with 84 million. The remainder was primarily Sears Discover card, which had about 28 million cards owing(p). Sears issued Discover in 1985 using its existing cust omer credit base of 40 million accounts, low interest, no fee, and a cash- back program as advantages. AMEXAMEX had signed up over more than 2. 5 million merchants to accept its card, compared to Visas almost 7 million merchants.Nevertheless, AMEXAMEX maintained that because consumers only charged only 15 percent of the possibley number of items that could be charged, its main competition was not the other card companies, but rather, cash. AMEXAMEX Applauded Success continued through the late 1980s. Revenue and profits grew in every division and earnings topped the $1 billion mark in 1986. In 1989 AMEXAMEX grossed over more than $26 billion and netted $1. 2 billion with a travelers checkTravelers Cheque float of over more than $4 billion to invest.Compounded earnings and sales over the last decade had risen nine 9 percent and 13 percent every year, and AMEXAMEX had a return on shareholder equity of more than 15 percent a year. Their direct marketing department was the fifth largest in the nation selling electronics, furniture, jewelry, luggage, mutual funds, and insurance. AMEXAMEXs publishing arm included Travel & Leisure and Food & Wine magazines, with having a combined circulation of over more than 2 million, and they planned on acquiring or creating more than ten more magazine titlespublications.Overall, analysts were recommending AMEXAMEX stock, saying it was undervalued based on its future earnings potential with AMEXAMEX being called one of the great success stories of the last twenty years. 4 AMEXAMEX STUMBLES Problems in Iits Subsidiaries James Robinson III had spent a total of $3. 5 billion in acquiring Shearson, IDS, TDB, Lehman, and E. F. Hutton, and in the process had built American Express into what was one of the most respected and well-known companies in the USUnited States. AMEXAMEX was rated by one poll as among the top three brands in America behind only Coca-Cola and McDonalds.In the late 1980s, AMEXAMEX was the largest diversified financia l services company in the world. But Ddespite the apparent success, however, signs of future troubles appeared as early as the early 1980s. In the latter years of that decade, the financial empire slowly began to crumble. While Although each subsidiary had its share of problems, consensus seemed to be that AMEXAMEX had expanded too rapidly without enough attention as onto how all the parts would fit together and so could not manage itself efficiently. AMEXAMEXs first well-favored problem with a subsidiary came in 1983.An insurance industry price war had caused Firemans Fund (FF) to lower its policy prices and add business. A surprisingly large number of claims on these policies caused AMEXAMEX to have to add $230 million to FF reserves causing a $141 million fourth quarter loss for the whole and a $22 million loss for AMEXAMEX. AMEXAMEX managers said they were blindsided by the losses while FF managers said they had tried to warn their superiors at AMEXAMEX but were ignored. AMEXAM EX profits dropped 11 percent in 1983 due to FF losses, breaking the much hallowed 35- year earnings record.AMEXAMEX later sold off Firemans Fund to the public, retention the life insurance division, but retaining only 27 percent of the property and casualty business. In spite of their magnitude, the problems at Firemans Fund had little impact on AMEXAMEX as a whole. They did, however, draw attention to AMEXAMEXs management style and what impact it might have on the other divisions. Shearson Lehman Hutton, the nations second largest securities firm, was probably the biggest disappointment of all.After the acquisition, Shearson imposed its existing no no-bbonus onus policy for clerical employees at the investment bank where everyone was up to that point used accustomed to annual bonuses. Shearson also imposed its much less generous medical benefits plan on Lehman employees and even made them take lie detector tests. Most job openings after the acquisition were filled with Lehman emp loyees in an attempt to appease them, but this wound up alienating Shearson employees. Lehman also lost many top clients after the acquisition including ABC, Chase Manhattan, and Uniroyal.Big M & A knows, the reason Lehman was acquired in the first place, never materialized. The loss of clients and internal talent was too big to overcome and only a trickle of small deals and its brokerage operations kept the unit going. Even with 1988 revenues of $10. 5 billion (same as Merrill Lynch), the units earnings had dropped to 81 eighty-one cents from $4. 34 two years earlier. Robinson admitted he wanted to sell Shearson, but couldnt because he wouldnt get the price he wanted. Card CompetitionIn 1991,, AMEXAMEX debuted its Membership Miles loyalty program, which gave customers one point for every dollar spent on the card. These points could be exchanged for credit in frequent flier airline miles. The program had the dual benefits of attracting more customers and increasing the spending vol ume of customers who wanted airline miles. The success of this programs introduction was offset, however, by problems with the Optima card. Though Optima made the company one of the ten largest credit card issuer issuers worldwide, AMEXAMEXs first offering in the credit card kinsfolk was fraught with problems.The companys decision to offer the card only to existing cardholdercardholders, who were accustomed to paying their entire balances monthly, led to millions of dollars in bad debt. AMEXAMEX failed to account for the fact that a significant portion of charges on their classic cards were business expenses for which the cardholdercardholder was reimbursed. Therefore, the majority of Optima cardholdercardholders used that card strictly as a credit device, and as a result only five 5 percent of Optima accounts paid the full monthly balance.The resulting losses rose to 10 percent of outstanding balances in 1992, which was double the industry average. In its first three years, Optima cost American Express $2. 3 billion. The company was forced to re-evaluate its Optima portfolio, and relaunched the card in 1992 with a slightly different payment structure. In 1994, the company pared the number of Optima cardholdercardholders to 3 million from about 3. 5 million. By 1996, Optimas 5. 2 percent annual loss rate was only marginally higher than the 4. 6 percent industry average.Other card companies were able to make up enormous ground on the American Express by offering bonuses, service benefits, and cheaper fees to both merchants and consumers. Bank cards certainly lacked the prestige factor, but, as one analyst noted, Prestige is less of a Nineties concept than an Eighties concept. ii2 AMEXAMEXs traditional points of difference were service and prestige, but 1990s consumers appeared to place greater value on function and utility. iii Compounding problems was the launch of Visas brilliant ad campaign, Visa.Its Everywhere You Want to Be. That campaign highlighted des irable locations, resorts, events, restaurants, etc. none of which would take American Express. AMEXAMEX was under siege from a number of new competitors, such as Capital One, which in 1991 was the first company to issue so-called teaser rate cards with introductory rates well below the standard 19 percent. Other sources of competition came from co-branded or affinity cards, which were becoming increasingly popular with consumers seeking added value in the form of additional goods or services.AMEXAMEX had the opportunity to issue one of the first co-branded cards back in 1985, when American Airlines approached the company with a proposal for a joint credit card that would offer frequent flier miles for dollars spent on the card. AMEXAMEX rejected the offer and American Airlines inked a deal with Citibank instead, which that attracted 4 million cardholdercardholders within a decade and set off a co-branding trend. AMEXAMEX similarly declined to enter into a co-branding agreement wit h AT&T in 1990.Within five years, the AT&T card had more than 11 million cardholdercardholders. Many corporations began to issue co-branded credit cards, including General Motors, Shell, all major airlines, and Sony. Other entities with co-branded cards included NBA basketball teams, the University of Alabama Alumni Association, Star Trek, and the National Wildlife Federation. Between 1990 and 1992, the number of American Express cardAmerican Express Cards in circulation dropped by 1. 6 million, or six 6 percent. The company was in danger of seeing its competitive advantage disappear.Attempts to diversify into financial services had largely failed, and the companys flagship card business was faltering. We were losing relevance with our customers, said current CEO Kenneth Chenault. We were trying to be all things to all people with a few products. iv This developments led AMEXAMEXs bestride to force James Robinson to resign as CEO in 1993. AMEXAMEX FOCUSES ON ITS CORE BUSINESS Dives titure After forcing Robinsons resignation, American Express selected Harvey Golub to succeed him as chairman and CEO in February 1993.Golub was a nine-year veteran of the company, having come to the IDS division from McKinsey & Co. consulting firm. He immediately initiated a series of divestitures to reduce AMEXAMEXs holdings. Golub negotiated the sale of the Shearson brokerage operation and the Lehman Brothers investment bank. These sales, combined with other profit-saving cutbacks, eliminated 50,000 of the companys 114,000 workers. Following these moves, the now-leaner company was in a position to focus on its core competencies charge and credit cards, Travelers Cheques and travel services, and select banking and financial services.In the midst of these cutbacks, Golub pursued aggressive plans for high growth in the card sector. In mid-1994, he announced plans to introduce up to 15 fifteen different credit cards. Ready to improve on the companys first credit card offering Optima AMEXAMEX introduced its abutting card, called Optima True pad, in August 1994. The Optima True Grace card Card featured a low introductory rate of 7. 9 percent and came with an machinelike grace period of 25 twenty-five days after a purchase, during which time no interest would be charged to the cardholdercardholder.Additionally, the company would waive the annual fee for cardholdercardholders who used Optima True Grace at least three times per year. These features came as a result of a year-long research effort that included 4,000 consumer interviews. The Optima True Grace launch was accompanied by a $40 million marketing campaign starring lifestyle maven Martha Stewart. In its first year, Optima True Grace was selected by about 1. 4 million users, a figure that doubled the companys membership predictions.The flexibility of Optima True Grace marked a departure from AMEX cardAmerican Express Card policies of the past. As bank-issued cards exploded in the 1980s by enticing custo mers with low annual fees, cash back offers, partnerships, points bonuses, and other special offers, AMEXAMEX continued to charge high annual fees and flatly refused to partner with other corporations despite offers from companies such as American Airlines. The gap in market share between AMEXAMEX and Visa and Mastercard only widened, and Golub reflected in 1995, We should have seen what was happening. . . We were inflexible. We were arrogant. We were dreaming. v To spur growth in the card category, Golub sought to greatly increase merchant acceptance of American Express cardAmerican Express Cards. In October, responding to the requests of over more than 14,000 card members, AMEXAMEX inked a deal with Wal-Mart stores to have its cards accepted at over more than 2,300 Wal-Mart locations. During 1995, other retailers such as Laura Ashley, ShopRite, Service Merchandise, and Vons Supermarkets signed on to accept AMEX cardAmerican Express Cards. That year, research by the ompany showed t hat based on card member purchasing patterns, AMEXAMEX customers charged 86 percent of their spending to AMEX cardAmerican Express Cards. Said CEO Kenneth Chenault, If our customer wants to use the American Express cardAmerican Express Card at a hot dog stand, we want to be there. vi In addition to adding merchants that would accept the cards, Golub worked to improve relations with the existing merchant roster. In the past, AMEXAMEX was able to demonstrate to merchants that its cardholdercardholders charged a higher volume with their cards.For many merchants, this mitigated the fact that AMEXAMEXs merchant discount was advantageously higher than Visa or MasterCards. Purchases by AMEX cardAmerican Express holdercardholders carried discount fees of over more than 3. 5 percent, compared to merchant discounts lower than 2 percent for Visa and Mastercard. By 1991, however, the case for accepting American Express was not as compelling. Not only were there a greater number of Visa and Mas terCard goldGold cardholdercardholders, but also nearly 90 percent of all AMEXAMEX customers carried bank cards as well.AMEXAMEX needed to retain as many merchants as possible, since overbecause more than half of its annual revenues came from merchant discounts. The turning point came in 1991, with the so-called Boston Fee Party. A group of Boston restaurant owners coordinated a boycott of the American Express cardAmerican Express Card because they believed the discount rate to be too high. American Express worked rapidly to repair relationships with these and other merchants. By 1996, the discount rate for AMEXAMEX purchases was below less than 3 percent and all the Boston Fee Party boycotters had been re-signed.Golub also attempted to better relations with current cardholdercardholders. In October 1995, the company expanded its Membership Miles program to include points bonuses for retail merchandise and gourmet gifts, as well as more travel offerings such as car- rentals, hotel stays, and vacation packages. This revised program was named Membership Rewards, and points earned through the program had no limit or expiration date. The renewed focus on American Expresss core business led to the first new campaign for American Express Travelers Cheques in twenty years.Though still dominating the Travelers Cheques category with $64 billion in annual worldwide sales and a 45 percent market share, AMEXAMEX was looking to protect its lead against competitors like Visa. In 1994, a new $15 million advertising campaign updated the classic Travelers Cheques commercial, which traditionally featured hapless travelers falling prey to criminals while abroad and then experiencing firsthand the safety and security features of the Travelers Cheques. The new crop of ads focused on the Cheques for two feature, which enabled the same checks to be shared between two parties.Instead of getting stolen, the Travelers Cheques in the new ads were only lost, and features featured lost-a nd-found employees in travel destinations describing the quirky items they encountered in the line of duty. The ads were intended to illustrate in a more lighthearted fashion the benefits of AMEXAMEX Travelers Cheques. In 1995, the company renamed its IDS division American Express Financial Advisors (AEFA) in an effort to provide with a more uniform image to its customers.AEFA, which provided financial and estate planning, annuities, mutual funds, life insurance, pension plans, 401(k) plans, and loans and accounting services to businesses and individuals, was part of the select financial services that contributed to AMEXAMEXs core competencies. A One-third of AMEXAMEXs net income in 1996 came from AEFA, which controlled $130 billion in assets. After firing Chiat-/Day, AMEXAMEX re-hired Ogilvy- & Mather, who introduced a corporate ad campaign themed, Do More. This global ad campaign extended the companys advertising to include financial services and travel in addition to its card bu sinesses.The purpose of the campaign was to underscore the transformation that had taken place at American Express during the previous several years, given that the company had 1)Sold or spun off subsidiaries and refocused on businesses operating under the American Express brand 2)Broadened its traditional charge card business to include revolving credit, co-branded cards and other products aimed at specific customer segments, such as students and senior citizens 3)Expanded its global travel network )Begun a major expansion of its financial services businesses and 5)Introduced new products to its corporate services customers. For much of our history, our companys brand was delineate by our card and Travelers Cheques businesses, said John Hayes, executive vice president of Global Advertising. Now we are extending our brand to a variety of other products and services to mirror both where our company is and where it is going. What will remain consistent is our vision to become the w orlds most respected service brand. The new advertising campaign was designed to capitalize on several of American Expresss historical brand attributes trust, customer focus, travel, and financial insight. American Express is one of the very few global brands in the financial services arena, Hayes added. All over the world, peoples experiences with our travel services, card products, and financial advice have defined our brands characteristics, reflecting the reasons that both corporations and consumers are loyal to American Express. Themed, American Express Helps You Do More, the campaign attempted to bridge both the companys historic strengths and, as well as its newer initiatives. The pool of advertisements included commercials that featured a range of American Express products and services, as well as those designed to focus on individual businesses, such as American Express Financial Advisors. It also included ads for the American Express charge cards, Our advertising used to be about a limited number of products and services, and was often defined by the people who used them.This campaign stresses our growing number of services and what American Express can do for you, Hayes said. The television touch modalitys will ruran on network, cable, and spot television, supported by newspaper and magazine ads in a variety of publications including USA Today, tThe Wall Street Journal, The the New York Times, Time, and Newsweek. Card Wars American Express launched its first co-branded card in 1995 with Delta Air Lines. The airline miles card was called the Delta SkyMiles Optima, and within two years of its introduction it was the number-two airline affinity card with over more than 1 million cardholdercardholders.American Express forged co-branding relationships with other partners, including Hilton Hotels, ITT Sheraton, and the New York Knicks. Beginning in 1992, American Express used comedian Jerry Seinfeld in advertising that emphasized the cards flexibility a nd added humor to the personality of the brand. In 1997, as part of the Do More themed campaign, American Express used ads featuring Seinfeld to emphasize the cards acceptability in locations such as supermarkets and brag stations. In one ad, Seinfeld stops at a gas station to fill up.The premise is that he aims to put an even dollar amount into the car, presumably so he can pay with cash without breaking change. Upon reaching the target amount, he gives the pump an extra squeeze that pushes the total a few cents over. Onlookers gasp in dismay, until he pulls out his American Express cardAmerican Express Card in dramatic fashion and pays at the pump. Another ad star Seinfeld and an animated Superman. The unlikely duo were depicted walking along a city block, when Superman spotted Lois Lane in peril at the front of a grocery store line.When the two come to her rescue, Lois informs them that she has forgotten her wallet. Superman pats his suit where pockets normally would be located and sighs, I cant displace money in this. Im powerless. Seinfeld exclaims, Im not and begins spinning around in a blur brandishing an American Express cardAmerican Express Card. Again in dramatic fashion, he swipes the card and pays for the groceries. American Express signed one of the leading athletes in the world in 1997 when it inked a five-year, $30 million endorsement contract with Tiger Woods.That year, Woods appeared in print ads and television commercials that promoted American Express Financial Advisors. In one television spot titled Tiger Wants, the phenom golfer discusses discussed personal aspirations, which included taking care of the ones who took care of me and helping people who need help. The campaign also featured Tigers father, Earl, who explaineds that with the help of an American Express Financial Advisor, he was able to retire early and dedicate himself to helping Tiger reach his goals.John Hayes characterized the endorsement deal as follows The appeal of Tiger Woods and, indeed, of his father, Earl transcends the world of golf. While Tigers tenacity, work ethic, and abilities are outstanding, we also recognize him as a person whose achievements are the result of perseverance and an incredible focus on a goal. That kind of earned success is a hallmark of financial success as well. vii In appraising AMEXAMEXs position, Hayes also noted The market became very segmented, and we needed to catch up with that to become more relevant to more segments.So now weve gone from a brand that was basically represented by one card product to one that has 25 products. Thats a drastic change. viii Our toughest equilibrise act is not to lose our traditional core customers and our reputation for premium quality and service while we enact new initiatives to expand against other segments. Were tracking that on a quarterly basis to make sure we dont go too far in one counselor or the other. ix Marketing and Advertising In 1999, American Express unveile d the biggest new card launch since Optima, with the smart smart cardcard Blue.Blue, which was launched with a $45 million advertising campaign, was considered a smart card because it contained an embedded chip that enhanced security for net income purchases using a home-encryption system. American Express issued Blue cardholdercardholders a home card card-swiper free of charge, which could be used for Internet transactions. The card targeted the 25 percent of Americans that owned computers and used sophisticated consumer technology, as well as another 25 percent of the population learning to use such technology. Unlike other American Express cardAmerican Express Cards, Blue carried no annual fee.One perceived risk of the Blue marketing campaign was the implication that the other American Express cardAmerican Express Cards were not secure for use with Internet purchases. Said Alfred Kelly, president of the American Express Consumer Card Services Group, I would rather be cannibalizi ng myself than have the competition do it. x Launch advertising involved television, print, and subway advertising, as well as event marketing. The introductory television ads focused on the technology aspect of Blue. One ad showed a sea of amoeba dancing and multiplying over a rock-and-roll soundtrack.This ad was intended to demonstrate the evolving credit aspect of the card, which meant that Blue would improve as the company added new functions features to it. Another ad emphasized Blues payment flexibility unlike other American Express cardAmerican Express Cards, monthly balances could be carried into the next month by showing the card bent, pulled, and reshaped by robotic arms to the sounds of a classical score. In addition to major network broadcasts, these ads ran during television programs targeting young people, such as Foxs The X-Files and Futurama. Print ads appeared in newspapers and magazines, as well as in sports clubs and on restaurant table-top menus. The ads did no t use the familiar romish Centurion soldier logo associated with other cards, choosing a new look that suggested a compact disc with blue concentric circles bordered by white. American Express also sponsored a concert in New York called Central Park in Blue. The concert was promoted by a street team of sharply- dressed sea scooter riders, who used handheld swipers to enable cardholdercardholders to pick up free tickets at nearby Blue information kiosks.These marketing activities were designed to give the card a different, modern, more hip feel, said Alfred Kelly. We wanted to break out. xi American Express continued to market cards based on prestige. In 1998, it introduced the matte unconditional black Black Centurion Card otherwise known as the black Black cardCard for elite clients. To obtain an invitation invitation-o