GOOGLE INC.
The Alloy
Market Planning
Brooke Hodges, Minh Phan, Sam Valencia, Scott Williams
4/18/2014
Contents
Table of Figures .............................................................................................................................. 4
Executive Summary ........................................................................................................................ 5
Situation Analysis ........................................................................................................................... 7
Market Summary ............................................................................................................................ 7
Geographics .................................................................................................................................... 9
Demographics ............................................................................................................................... 10
Behavior Factors/Psychographics ................................................................................................. 10
Market Needs ................................................................................................................................ 10
Market Trends ............................................................................................................................... 11
Market Growth .............................................................................................................................. 12
SWOT - Analysis .......................................................................................................................... 13
Strengths .................................................................................................................................... 13
Weaknesses ............................................................................................................................... 14
Opportunities ............................................................................................................................. 14
Threats ....................................................................................................................................... 15
Competition................................................................................................................................... 15
Product Offering ........................................................................................................................... 18
Keys to Success............................................................................................................................. 19
Critical Issue ................................................................................................................................. 20
Marketing Strategy........................................................................................................................ 21
Mission.......................................................................................................................................... 21
Marketing Objectives .................................................................................................................... 21
Financial Objectives...................................................................................................................... 21
Target Markets .............................................................................................................................. 21
Demographics............................................................................................................................ 22
Gender ................................................................................................................................... 22
Age......................................................................................................................................... 22
Profession .............................................................................................................................. 22
Income ................................................................................................................................... 22
Geographic ................................................................................................................................ 22
2|Page
Business Density.................................................................................................................... 22
Areas with High Credit Card Fraud ....................................................................................... 23
Behavior Factors/Psychographics ............................................................................................. 23
Occasions of Use ................................................................................................................... 23
Positioning .................................................................................................................................... 23
Strategies ....................................................................................................................................... 23
Marketing Mix .............................................................................................................................. 24
Pricing ....................................................................................................................................... 24
Distribution................................................................................................................................ 24
Marketing Communications ...................................................................................................... 24
Marketing Research ...................................................................................................................... 25
Financials ...................................................................................................................................... 26
Break-Even Analysis ................................................................................................................. 27
Sale Forecast ............................................................................................................................. 28
Expense Forecast ....................................................................................................................... 29
Controls ......................................................................................................................................... 30
Implementation ............................................................................................................................. 30
Marketing Organization ................................................................................................................ 31
Contingency Planning ................................................................................................................... 32
References ..................................................................................................................................... 34
3|Page
Table of Figures
Figure 1 - Global Mobile Wallet Market ........................................................................................ 8
Figure 2 - Geographic Density........................................................................................................ 9
Figure 3 - Alloy Security Feature ................................................................................................. 11
Figure 4 - Convenience Feature .................................................................................................... 11
Figure 5 - Global Device Penetration Per Capita.......................................................................... 12
Figure 6 – Fix and Variable Cost Breakdown .............................................................................. 26
Figure 7 – Variable Cost per Unit ................................................................................................. 27
Figure 8 – Unit Contribution Margin ............................................................................................ 27
Figure 9 – Breakeven Chart .......................................................................................................... 28
Figure 10 – Sales Volume Analysis .............................................................................................. 28
Figure 11 – Advertising Forecast .................................................................................................. 29
Figure 12 – Advertising Fix and Variable Cost ............................................................................ 29
Figure 13 – Fix Cost ..................................................................................................................... 30
Figure 14 – Variable Cost ............................................................................................................. 30
Figure 15 – Marketing Organization Chart ................................................................................... 32
4|Page
Executive Summary
Many consumers today face the problem of having too many payment cards and the
concern of identity theft and fraud associated with them. Standard payment cards can become
difficult to track. For example, one might have four to eight different payment cards in one’s
wallet or purse. If one card is lost or stolen it might not be noticed until the bill or card statement
arrives in the mail. Another disadvantage of carrying multiple standard payment cards is that
they tend to make wallets bulky or the purses to be cluttered. Eighty-nine percent of people in
our survey are interested in a product that will reduce their risk of fraudulent charges. In
addition, 89% of those surveyed are looking for a way to use payment cards without having to
carry every single one of them.
The Alloy is a dual solution to identity theft and the inconvenience of having to carry
multiple payment cards. The Alloy is an electrically powered storage device that can store up to
10 payment cards’ information in its data bank. The Alloy can store credit, debit, business, fuel,
and gift cards. The Alloy is essentially the same size as any other payment card although it has
several distinguishing features.
The front of the card has a touch-screen display, which allows the user to scroll through
and select which payment card they’d like to use. Once the payment card is selected, the Alloy
displays relevant card information and the magnetic strip on the opposing side of the card
changes accordingly. This will allow users to swipe the Alloy at gas pumps, ATMs, restaurants,
and stores. The touch screen allows the Alloy to take advantage of biometrics, which is the
recognition of the user’s fingerprint. The Alloy will only activate and allow operation to
registered users.
The Alloy will capitalize on the market trend of increasing reliance on new technology
for convenience. Competing companies use mobile phones in various ways for payment
methods. Each method has faults that the Alloy will be able to fill.
Alloy’s target market was identified as both males and females between the ages of 20 to
60. The target market consists of professionals living in areas of high business density and/or in
areas with high credit fraud. These consumers make multiple purchases in a day, live active and
fast paced lifestyles, which necessitate organization and security.
Promotion for the Alloy will be mainly informative during the early stages because it is a
new product. The main promotion tools that will be used are online advertising, television
5|Page
advertising, and special events. The promotion of the Alloy will also rely heavily on positive
word-of-mouth advertising.
The pricing strategy for the Alloy is more for more; however, using the technique of
psychological pricing customers will feel like they’re getting a greater value for what they pay.
Optional pricing will also be employed through the sale of various charging adapters.
The Alloy will be sold through Google’s online products page as well as on Amazon’s
online buying platform. This direct online marketing strategy will allow improved logistics and
lower costs.
Five hundred and sixty-one cards must be sold at a price of $39.99 in order to break-even.
The sales forecast for the first month is to sell 500 cards. The second month’s forecast is to sell
250 cards. Therefore, Alloy should become profitable after the second month.
6|Page
Situation Analysis
Every day around the world consumers use payment cards to purchase groceries,
gasoline, pay bills, and many other things. According to our survey, 94% of those surveyed use
payment cards to make most of their purchases. To store and carry these multiple payment cards,
93% of those surveyed often use purses and wallets. Due to a gap in the market, people, by
necessity, have to carry around multiple payment cards, which is bulky, inconvenient, and gives
rise to security issues. This presents an opportunity for the Alloy. The Alloy will allow users to
store up to 10 payment cards on just one card and provide a biometric fingerprint security
feature. In addition to the Alloy Card, Google Inc. has already developed a comparable product
called the Google Wallet. The Google Wallet is a segment of the mobile wallet market, which
will be discussed in detail in the market trends, critical issues, and SWOT analysis.
Market Summary
Many consumers today face the problem of having too many payment cards and the
concern of identity theft and fraud associated with them. The average number of credit cards
owned per person by the end of 2012 was two (Ray and Ghahremani, 2014). This number
doesn’t include debit cards or prepaid cards. Factoring those in, the number of cards per person
can become difficult to manage and keep track of. According to our firsthand survey, nearly 40%
of people agreed that they had too many payment cards and found it difficult or annoying to keep
track of them. Eighty-eight percent of all people surveyed expressed interest in a product that
would allow them to use all of their payment cards without having to carry them.
The risk of identity theft and fraud is a very real problem. According to Javelin Strategy
and Research (2013), cases of identity theft increased to 12.6 million in 2012 and equated to
nearly $21 million of stolen funds, which are the largest numbers since 2009. Furthermore, “56%
of Americans in 2012 were seriously concerned about someone obtaining and using their credit
or debit card information” (Ray and Ghahremani, 2014). Our survey showed that 88% of those
surveyed expressed interest in a product that would reduce their risk of being the victim of fraud.
The Alloy would fit into the Technology industry. The mobile wallet market has been
growing recently (Payments Cards and Mobile, 2014). Some smartphone applications, such as
the Starbucks app, act similarly to a gift card where customers load money onto the application
and scan a barcode displayed on their phone in order to pay. Ten million customers use the
Starbucks mobile app and make more than 5 million transactions a week. Google has a similar
7|Page
mobile app called Google Wallet (Bertoni, 2014). These applications act similarly to the Alloy in
that customers don’t need to use their actual payment cards to pay. Many other companies are
starting to launch mobile wallet programs as well.
The global mobile wallet market is expected to reach $5.25 billion in 2020, growing at a
[compounded annual growth rate] of 127.5% from 2013 to 2020… Although mobile
payment services have the potential to transform the shopping and payment experience,
most consumers still prefer cash or credit card payment due to their concerns related to
security and technology infancy of mobile wallet. (Payments Cards and Mobile, 2014)
Figure 1 illustrates the expected mobile wallet market growth. The Alloy may be able to take
market share from the mobile market wallet because it offers many of the same advantages as the
mobile wallet and it also addresses potential security issues.
Figure 1- Global Mobile Wallet Market
Our survey found that 93% of people currently use a wallet or handbag to keep track of
their payment cards. Annual growth in the handbag industry has been two and a half percent
from 2008 to 2013 and accounts for $95.5 billion (Global Handbag, 2014).
Our survey showed the demographics of our top three target markets which include
health care workers, business people, and retirees. Individuals in these groups ranged in age from
mid-20s to mid-60s. Both men and women expressed equal interest in the product. Sixteen
percent of those with incomes of $25,000-32,000 were interested in the product. Forty-four
percent of those with incomes of $32,000-100,000 were interested in the product. Finally, 16%
of those with incomes of $100,000-200,000 were interested in the product. Therefore, we will
target those with incomes above $32,000.
8|Page
Geographics
The Alloy will target areas where payment transactions are completed using payment
cards such as debit, credit, and gift cards. Suburban and metropolitan areas will have consumers
who would find great use of the Alloy. A map of business density shows which areas will be
good targets for the product because of the high number of businesses located in these areas. As
Richard Florida explains in The Geography of Business Density, understanding business density
can assist in finding the right market segment to target. In the article, Florida also shows top
cities with the most business establishments per square mile. The top three are New York City,
NY; Los Angeles, CA; San Francisco, CA, and the surrounding areas (Florida, 2012).
Figure 2- Geographic Density
(Matheson, 2012)
These cities would be major areas of focus for the marketing team. Geographic
segmentation would yield a great part of market segments where payment transactions are
frequent via payment cards. One final aspect, which can help target the correct segment of the
market, is locating areas with high credit card fraud. The safety features that Alloy offers will
9|Page
appeal to consumers in states with high credit card fraud such as Colorado, Delaware, Maryland,
which were the top three state with reported fraud per capita (Ghahremani, 2014).
Demographics
The group that would demand our product would be people in their mid-20s to mid-60s
with income ranges from $30,000s to $200,000. An even amount of males and females show
interest in a product like the Alloy. Results from our survey also show how individuals in certain
professions show interest in the product. The top three professions of individuals with interest in
the Alloy are health care professionals, business and management professionals, and retirees. Of
those interviewed in these professions, 87% healthcare professionals, 84% of business
management professionals, and 78% of retirees favor the product. These individuals may favor
the Alloy because of the benefits it provides such as convenience, security, and aesthetic values
through advanced technology.
Behavior Factors/Psychographics
A major behavioral trait that the Alloy marketing team will focus on is the occasion in
which consumers will use the Alloy. This occasion is every time a purchase is made which
involves the use of any type of payment card. Because of the inexpensiveness of the Alloy and
the uses that consumers will get from it, it is sure to fit in the lifestyle of many individuals.
Because of its sleek design, the product will appeal to the younger crowds who enjoy being up
on trends and having the latest technology. Urbanites that make multiple purchases throughout
their day at coffee shops, delis, bars, and convenience stores will enjoy the convenience of using
the Alloy. Individuals who feel comfortable fitting in with these types of crowds will seek to
purchase the Alloy. Early adopters will lead the way into the future of virtual payment methods
with the Alloy.
Market Needs
In the world today, traditional payment cards can often be an inconvenience, especially
when carrying around multiple cards. Standard payment cards can become difficult to track. For
example, one might have four to eight different payment cards in one’s wallet or purse. If one
card is lost or stolen it might not be noticed until the bill or card statement arrives in the mail.
Another disadvantage of carrying multiple standard payment cards is that they tend to make
wallets bulky or the purses to be cluttered. An all-in-one card with biometric fingerprinting will
10 | P a g e
relieve people from having to carry all their payment cards as well as provide extra security
against fraudulent theft.
The survey conducted by Alloy in association with Google Inc., supports these
conclusions. Our survey showed that 93% of people carry payment cards in either a wallet or
purse and 94% prefer to pay with some form of payment card. Figure 3 shows that 89% of those
surveyed are interested in a product that will reduce their risk of fraudulent charges. In addition,
Figure 4 shows that 89% of those surveyed are looking for a way to use payment cards without
having to carry every single one of them.
Figure 3-Security Feature Interest
Security Feature Interest
Not Interested
11%
Very Interested
39%
Little Interest
0%
Somewhat
Interested
20%
Interested
30%
Figure 4-Convenience Feature Interest
Convenience Feature Interest
Not Interested
11%
Little Interest
0%
Very Interested
47%
Somewhat
Interested
17%
Interested
25%
Market Trends
The most relevant market trend that relates to the Alloy is mobile wallets, which is recent
and in its incipient phase. The five major similar products are Google Wallet, PayPal, Level Up,
11 | P a g e
Square, and Venmo. All of these options aim to allow customers not to have to carry around a
wallet or purse full of cards. They’ll be discussed in more detail in the competition section. In
general, the trend has been an increasing reliance on technology and smartphones in general, as
illustrated in Figure 5.
Figure 5- Global Device Penetration Per Capita
Currently one out of five people own a smartphone. This is impressive considering that
smartphones have been around for only seven years and the growth rate has been exponential
(Heggestuen, 2013). In 2013, ownership of smartphones actually rose above ownership of PCs
(Heggestuen, 2013). Therefore, the market will most likely continue to rely on smartphone
related technology as the number of smartphone users continue to rise and applications progress.
As of now, each of the mobile phone payment apps has problems that our product fulfills which
can be exploited. For instance, most alternatives depend on the batteries of their smartphones
which tend to drain relatively quickly. In the future, depending on the progression of the mobile
wallet market, it could potentially harm the market for the Alloy. Because of this, it is important
that Alloy develops a loyal following early on while the mobile wallet is still developing and
working on design issues.
Market Growth
As technology changes and grows, trends and the market do as well.
The development of smartphones has gone and replaced a few things we grew up with:
the watch, the alarm clock, the tape recorder, music players, and it seems that very soon,
12 | P a g e
we can add cash and wallets to that list. It’s hardly a surprise. Payment methods have
been morphing through various channels: from cash to cheques, to credit cards and debit
cards, and now to online banking and mobile commerce. (Lee, 2013)
Although payment via cell phone is expected to reach 5.25 billion dollars by 2020, there
are always the thoughts of the unthinkable happening. Subscribers to these mobile payment apps
will have to be cautions of their phone being stolen or the battery on their phone being dead. As
cell phones and more specifically smart phones become the way of the future, security will
always be of high concern which allows the Alloy to grow. “NFC chips inside most mobile
phones can transmit banking and payment data when placed near readers” (Rommann,
2014). Just as easily as an app can be downloaded to use mobile payment features, an app can be
downloaded to steal credit card information. These apps can be downloaded for free and steal
someone’s credit card information in less than 30 seconds. The mobile apps are supposed to
make life easier for consumers, “but it's not just easier to pay — it's easier to steal a card-holder’s
personal information” (CBS, 2013).
The natural market growth follows the tech trend; the Alloy has the potential to swing the
market growth to its favor. The high security and flexibility of the Alloy provides consumers
with all the features the mobile apps can offer without the hassle of worrying about a phone
being charged or stolen. In addition, because of the biometrics required for the Alloy to be
activated, the apps used to steal information are incapable of stealing data from the Alloy.
SWOT - Analysis
Strengths
Developing a product that provides customers with the flexibility to simplify their current
lifestyle has much strength in the market. Currently, a 10-in-1 card is not on the market. Coin, a
startup company, is developing a similar product but has many weaknesses compared to the
Alloy. We have analyzed their product and other comparable products on the market and
capitalized on their flaws to better our product offering.
Google, Inc. is a well-known worldwide company that has a strong outreach to
consumers. Its number one “thing” that Google strives to do is “Focus on the user and all else
will follow.” While this product is designed to focus on the ease of consumer lifestyle, it also
contributes to Google’s expansion in the product market. Google, Inc. is an innovative company
and has strong internal resources of technology and advertising. Google, Inc. is mostly
13 | P a g e
commonly known for the search engine, but quickly expanded in the internet advertising
business. Google’s strong financial and advertising resources provide our product, the Alloy, an
opportunity to reach consumers on a larger scale than startup companies. The in-house team of
innovators will allow the product to come out into the market ready to incorporate into everyday
life. At the same time Google’s in-house marketing team has many resources to push the Alloy
into a worldwide market. (Google, Inc. Company, 2014)
Weaknesses
Although Google Inc. is a large corporation that has an expansive reach, that status can
come with some weaknesses. Although Google’s product showings into the product market have
been positive, they have been slow (Nelson, 2013). The Alloy, being a new product, does pose
strengths to our product but it can be a weakness as well. The concept of a 10 in 1 payment card
being new to the market is a weakness because of skeptical consumers. Often consumers like to
feel out the market and other consumers before taking the step into the market for themselves.
Other companies will be given the opportunity to manufacture similar products during this time
and bring competition to the market that is not currently there.
Another weakness will be the battery in the Alloy. This battery will need to be charged
on occasion which will be an inconvenience; however, charging the Alloy should be a rare and
quick process. Remembering to charge the Alloy or even not being aware of the needed charge
can leave the consumer at a retailer with a non-operating card.
Lastly, Google Inc. is known for being weak when it comes to customer service. Many
Google support seekers have been stuck and frustrated after spending hours trying to reach a tech
support person. Customers have been lost and confused when navigating the support page on
Google and are even told to “Google it” to find their answer (Marks, 2013).
Opportunities
One of the largest opportunities in today’s economy is the advances in technology. Many
consumers want the latest and greatest technology and others are quick to follow with new trends
that the Alloy can take advantage of.
Google also has the opportunity to enter a new industry such as the banking industry.
Google has the opportunity to take over the card industry starting with the Alloy. Google may be
able to take advantage of the ever improving technology to boost the battery life of the Alloy as
well.
14 | P a g e
Threats
A potential threat to the Alloy is other businesses creating similar products. If other
companies decide to get into the market there could then be multiple options for consumers,
which would increase competition and most likely drive prices down.
Technology is constantly changing and can make some features out of date. Although
the credit card industry is low tech and fairly basic, the threat of technology will always be
relevant. Lastly, the threat of payment card companies refusing to pair up with Alloy poses
threats to the usability of the card. If bankcard companies refuse to allow our product to be
compatible with their cards then our market is limited. Consumers who currently have accounts
with those companies will not be able to use Alloy unless they have a payment card from a
company that has made it compatible.
Competition
Key competitors of the Alloy will be products and services that allow customers to make
payment transactions without carrying their payment cards. Although there are various products
and services of this type that consumers can choose from, alternative products yield
inconveniences and issues. At this point, not many retailers support the technology required for
certain payment methods available. The Alloy will eliminate this issue. Visa, MasterCard,
Discover, American Express, and other payment cards will be compatible with the Alloy. Any
retailer that allows payments from these major credit card companies will allow payments from
the Alloy.
Alloy’s main competitors are products such as Square, Venmo, PayPal and LevelUp. The
Alloy may soon replace Google Wallet, another product offered by Google, Inc. These products
all offer benefits to consumers but fail in certain criteria.
The Google Wallet is very clear as to what features it provides to consumers. Google
Wallet’s features include convenience, safety, and ease of use. Similar to the Alloy, it allows
consumers to store debit, credit, and gift card information on an app and eliminates the need to
carry multiple cards (PCMag.com, 2012). The Google Wallet also allows for user-to-user money
transfers. Once the user understands how to use the product, transactions are very easy to
execute, adding to its convenience.
An area where Google Wallet has a disadvantage in terms of product is in its support; it
requires certain technology, which is not supported in a wide scale. This technology is limited to
15 | P a g e
Verizon and Virgin Mobile phones, Google Nexus Tablet, and Google Nexus phone. The
technology requires the user to be very knowledgeable on how to execute the transaction. In
terms of price, Google Wallet is at an advantage as it is a free product. With no cost to the
consumer, it is easy to obtain. Google Wallet’s benefits are communicated to consumers well.
Its promotion strategy portrays Google Wallet as a benefit for shoppers with various
payment cards. Although it is free to consumers it is not to retailers and can only be used at
retailers and locations that support it. The Tap and Pay feature, which allows customers to pay
with their mobile device, is only available on select NFC-enabled Android devices (Google,
2014). The only way for Google Wallet to expand its use is for the consumer to obtain the free
Google Wallet Payment card, which can be used as a MasterCard payment card (Google, 2014).
Another type of mobile payment product is Venmo, which allows users to send and
receive payments from one another with ease. This app is downloaded to any mobile smart
device and linked to the user’s bank account. Venmo is a free product when linked to any
supported debit card or bank account. There is a 3% fee if the user chooses to link the product to
a credit card. Venmo uses data encryption and bank-grade security systems to protect users’
personal information from being compromised. Also, Venmo guarantees all user funds against
unauthorized transfers with a highly dedicated security support team (Venmo, 2014). This
feature is sure to attract consumers who value the safety of their financial and personal
information.
Venmo is slowly beginning to grow in the market. In 2012, it was acquired by Braintree,
a system that handles payments for companies such as Uber, Airbnb, and Living Social
(Robehmed, 2013). Although Venmo is easy to use and convenient it is limited to only the
United States. Outside of the country, Venmo cannot be used. Also, Venmo can only be used to
transfer funds to other users. It cannot be used for payments at retailers (Venmo, 2014).
Square Inc. is a company that provides credit card reader applications for mobile devices
such as the iPhone, Android, and iPad. The company was founded in 2009 and is based in San
Francisco, California. Currently Square applications are being used in many retail stores around
the world. Some locations in the local area are Best Buy, AT&T, Walgreens, Rite Aid, Target
and many others. (Company Overview of Square Inc., n.d.)
Square Inc. offers many different types of products from hardware to software, the
reader, stand, wallet, cash and market are some of the popular products.
16 | P a g e

Square Reader is used to accept credit card payments by connecting to a mobile device's
audio jack.

Square Stand is aimed to turn the Apple iPad into a more complete point of sale system
(POS). It makes use of a larger reader and a rotatable base that allows the stand to be
swiveled around.

Square Wallet allows buyers to use their mobile devices to pay merchants that make use
of the Square's POS.

Square Cash allows person-to-person money transfer over e-mail.

Square Market allows sellers to create a free online storefront with online payment
processing functionality.
In addition to all of the listed products above, Square offers receipt printer (Bluetooth, wireless,
USB) for both kitchen and front operations; cash drawers and multiple software to track
employees, customers and a variety of back office functions. All Square products transactions
are encrypted and sent to servers for record keeping purposes, in case of disputes by banks or
customers. (“Accept credit cards today,” n.d.)
Square Inc. applications are currently free for download on Apple App Store, Google
Play Store and online from Square Inc. website. In addition, Square currently does not charge for
signing up, monthly, activation, inactivity, cancellation, chargeback and bank routing fees. The
only products Square charges for is the stand $99 and transaction fee which are 2.75% per swipe
or online sale. Swipe or sell $100 online, see $97.25 deposited into your bank account. And per
manually entirety transaction, 3.5% plus 15cents; $100, see $96.35 deposited into your bank
account. Also, there are no additional charges for different types of card. Pay the same rates per
swipe, online sale, or keyed-in transaction for Visa, MasterCard, Discover, and American
Express. (“Accept credit cards today,” n.d.)
Square Inc. aims to make the idea of “everyone should be able to accept credit cards,” a
reality for everyone from businesses to consumers. So the company offers free app downloads,
24/7 customer service and no additional service charges to encourage businesses and consumers
alike to use the Square payment system. (“Accept credit cards today,” n.d.)
Level up is a free mobile app that consumers can download and link their payment card
information to make purchases at participating retailers. This product is available on smart
phones and smart devices. Although the price to consumers is free, Level Up charges retailers a
17 | P a g e
one-time set up fee, an equipment fee, and percentage fees for every transaction (Chen, 2012).
Level Up is targeting consumers in busy urban areas offering 5,000 locations nationwide in
highly populated cities such as San Francisco and New York (Jacobs, 2012).
Level Up offers a reward points system based off how much money a consumer spends at
specific locations. Level Up subscribers can also send and receive discounts by “sharing” with
friends on Facebook and Twitter. Subscribers also receive email discounts from retailers for lack
of visiting their place of business. If a Level Up subscribers has not visited a specific retailer for
a few weeks, the app will send a discount saying “we miss you.” Although the Level Up account
set up process is fairly simple, using and understanding the app as well as finding a retailer
accepting the app is difficult.
Lastly, EBay’s PayPal offers a new application for smartphones that allows customers to
pay bills from their smartphone with participating vendors. For instance, a customer eating at a
restaurant can view the bill, enter a tip, and pay with the app without having to wait for the
waiter to ring up the check. In the future it may also offer the ability to order ahead with the app
(Fitchard, 2013). Other large vendors such as Home Depot have partnered with PayPal in order
to allow customers to pay their bill by just typing in their phone number at the checkout station.
Customers are able to use this feature only after they’ve set up their PayPal account, which can
be difficult (Segall, 2012).
Obtaining and using the app costs nothing for customers but vendors have to pay 2.9%
plus $0.30 per transaction (Usually Free, Always Fair., 2014). PayPal’s mobile app is available
through mobile app stores such as Google Play or iTunes. Most of its promotional efforts are
online and advertise how cheap and easy it is to use. Although the PayPal mobile app is easy to
use once the account is set up, the process of getting there is difficult and not many vendors other
than some large companies offer the option. (Five Pay-By-Phone Apps Tested, 2014)
Product Offering
The Alloy is a dual solution to identity theft and the inconvenience of having to carry
multiple payment cards. The Alloy is an electrically powered storage device that can store up to
10 payment cards’ information in its data bank. The Alloy can store credit, debit, business, fuel,
and gift cards. The Alloy is essentially the same size as any other payment card although it has
several distinguishing features.
18 | P a g e
The front of the card has a touch-screen display, which allows the user to scroll through
and select which payment card they’d like to use. Once the payment card is selected, the Alloy
displays relevant card information such as the 16-digit card number, expiration date, and security
code. The display of the card number, expiration date, and security code allows for easy
checkout online when asked for payment information.
The opposing side of the card has a magnetic strip that will change according to the
selected payment card. This will allow users to swipe the Alloy at gas pumps, ATMs,
restaurants, and stores. Alloy users won’t have to learn a new payment method and any business
will be able to accept the card with technology they currently use to process other card
transactions.
The touch screen allows the Alloy to take advantage of biometrics, which is the
recognition of the user’s fingerprint. The Alloy will only activate and allow operation to
registered users.
In order to put card information on the Alloy and register users with their fingerprints, a
USB-compatible card reader and online account are provided. The user swipes payment cards
through the USB-compatible card reader and all the relevant information is stored to the account.
When all of the cards have been inputted, the user simply swipes the Alloy through the card
reader and it all syncs onto the Alloy. The online account will allow customers to deactivate their
Alloy from the internet anywhere in the case it is lost or stolen. In order to register users for the
card, the online account will direct users through a setup process where their fingerprints are
scanned onto the card and inputted to the account. Because the Alloy is electronically powered, it
must be charged. The USB card reader also serves as a charging station for the card. In the case
of travel, relatively cheap adapters are available to plug the card reader into a traditional outlet or
car cigarette lighters.
The Alloy can be ordered online through Google’s website and will not cost anything
upfront but will have an annual fee of $39.99 which includes a lifetime warranty if it is lost,
stolen, or damaged. The charging adapters will cost five dollars.
Keys to Success
To secure market share some key factors will assist the Alloy’s success. The major factor
that contributes to the success of the Alloy is its security features. According to a Business Week
article, consumers are growing more and more concerned with the security of their bank card
19 | P a g e
information. Although personal banking information has always been of concern to consumers,
the growing technology is opening different doors for hackers to steal information (Hu, 2014).
Because Alloy requires the card owner or other registered user’s fingerprints to be used, security
to banking information is increased. Also, if the Alloy is stolen, it can be deactivated remotely
from the user’s online account.
Additionally, the Alloy allows consumers to travel much lighter when running errands
and making purchases. To add to our success, the Alloy does not require a smart phone to work.
This eliminates the need for a charged smart phone with service. Instead of having to carry
around new purchases in addition to a large wallet or bag and charged phone, consumers can
simply grab their Alloy and go about their day making purchases.
Lastly, unlike many of the competitors, the Alloy does not require retailers make
investments in additional employee training or technology to accept it as a form of payment.
The Alloy works just like a basic payment card, which will make the transition into the market
seamless and translate into customer value.
Critical Issue
Along with the factors to success, there are influences that will hinder the success of the
Alloy. One major concern for the company is the current recovering economy. Our company
product offering may be considered pricey to consumers with a tight budget. The survey
concluded that most consumers are interested in the Alloy at a price range below $39.99. This
may be an issue if the product costs more to make than customers are willing to pay for it.
Another threatening issue is the lack of reputation and influence of this new technology in the
market place.
The Alloy would be starting as a brand new product of Google Inc. The Alloy card would
be vulnerable to current successful traditional payment card companies, such as Master Card,
Visa, and American Express, implanting microchips into their cards, disabling the cards from
being put onto the Alloy. This is similar to what Apple did with the iPhone 5C/5S USB cable,
not allowing third party chargers to be used with the iPhone. As the mobile wallet market
continues to grow and improve, market share may be taken from the Alloy. Internally, in
addition to the Alloy, Google Inc. has also developed the Google Wallet, which may lead to the
issue of these products cannibalizing each other’s market shares.
20 | P a g e
Marketing Strategy
The Alloy delivers value to the target market through convenience and security. The
Alloy delivers convenience to customers by freeing them from the ball and chain of carrying
payment cards in their wallets and purses. With the Alloy, customers will be able to use those
cards just as easily but without all the clutter. The Alloy comes standard with a biometric
security feature that will deliver customers peace of mind. Even if their Alloy falls into the
wrong hands, the customer can rest assured that no one except for them will be able to use it. The
customer can simply deactivate the card through their online account and be sent a new card, no
questions asked. The Alloy is the clear choice for practical people who value organization and
security.
Mission
We create an organized and simple lifestyle for consumers who want to enjoy life, not lug
it around.
Marketing Objectives
According to the survey conducted by Alloy Card, 89% of people want a simple, easy
and effective way to carry multiple payment cards. It also showed that 89% of the people are
interested in a product that reduces fraudulent theft. Since the Alloy Card will have a long
product life and a lifetime replace guarantee, Alloy cannot rely on returning customers to achieve
our desired sale goals. So our goal is to create high customer satisfaction and a high quality
product for a low annual price, this will aid Alloy with word-of-mouth marketing strategy. The
Alloy Card will heavily rely on word-of-mouth and social media as a marketing strategy to
achieve our goals because it is the most effective way to reassure potential customers about the
reliability and quality of our product.
Financial Objectives
Alloy’s goal is to sell 500 cards in the first month, 750 cards in the second, and 1,000
cards in the third. Each card will be sold for $39.99. Alloy Card goal is to break even and start
making a profit by the end of the second month of the first year.
Target Markets
In a previous section of this report, the target markets of the Alloy were briefly discussed.
In the first hand survey conducted, individuals from various demographic, geographic, and
21 | P a g e
psychographic areas were studied in order to find the best-suited segment of the market for the
product. Within these areas, groups of individuals with similar characteristics were formed and
segmented together to create the target markets for the Alloy
Demographics
Gender
The first hand survey determined an even amount of males and females show interest in
the product. There is not significance in gender when it comes to those who would find use in the
product.
Age
Individuals within the age range of the mid-20s to mid-60s show interest in the product.
These individuals are mostly professionals who are past college years. They have disposable
income, which gives them more opportunities to shop. When shopping occurs, many times
payment cards are used. The disposable income will also allow them to pay for the Alloy.
Profession
According to the first hand survey, individuals in the healthcare profession, business
management profession, and retirees, show a strong interest in the product. These particular
individuals live a busy lifestyle which involve many fast pace transactions.
Income
Those individuals with income above $30,000 were targeted. Individuals in the income
brackets who earn above this amount show a strong interest in the product due to the fact that
they will have more disposable income than those earning less.
Geographic
Individuals living and working in areas with high population density, business density,
and areas with higher incomes will find more use for the Alloy. These areas have more
opportunities for frequent payment card usage. The Alloy will facilitate the use of multiple
payment cards for these frequent transactions.
Business Density
The density of businesses in an area is a factor that is given major consideration when
choosing a geographic area to market to. Areas with a high business density are major targets for
the Alloy. Cities with the highest amount of business density are New York City, NY; Los
Angeles, CA; and San Francisco, CA. These cities have many business establishments within
22 | P a g e
their geographic areas. Because businesses require payments for their services, their customers
will find use of the Alloy.
Areas with High Credit Card Fraud
As credit card fraud and identity theft crimes increase, consumers are becoming wearier
of how they make payments. According to research, Colorado, Delaware, and Maryland are the
states with the highest amount of reported credit card fraud per capita.
Behavior Factors/Psychographics
Occasions of Use
The Alloy will be useful to consumers on an everyday basis. Individuals may make
consistent purchases with multiple payment cards. Urbanites who make frequent purchases at
hangout spots such as coffee shops, delis, bars, and convenience stores will find great use of the
Alloy. Payment card use is becoming more frequent. Individuals do not enjoy using payment
cards to conduct payment transactions. In 2007, only about 27 percent of payment transactions
were completed using cash, this number is predicted to drop to 23 percent by the year 2017
(New, 2012).
Positioning
The features and high quality provided must be understood in order for consumers to
understand the position of the Alloy. The easy to use low hassle product will provide value to
consumers and justify the higher price of the Alloy compared to its competitors. The prestige
status and perception of a loftier lifestyle can add to the value that some consumers will get out
of the Alloy (Kolter & Armstrong 2013). Although the pricing of the Alloy is higher than
competitors, the pricing is not so outrageous that it is out of reach of those consumers on a
tighter budget according to our first hand survey.
The Alloy will possess a more-for-more strategy because of the higher prices and quality. Not
only will Alloy consumers receive the Alloy card with purchase but they will be given the USB
card reader that also acts as a charger. In addition, Alloy customers are given a no questions
asked new card guarantee for lost or stolen cards that can be priceless in the minds of many
consumers (Driggs & Steir, 2014).
Strategies
The Alloy’s marketing mix must emphasize the value proposition to the target market.
The marketing channel must be able to reach the target market that, generally speaking, is
23 | P a g e
located in urban areas, uses cards for multiple transactions a day, and has a moderate disposable
income. The early adopters of the Alloy will play a large part in creating positive word-of-mouth
advertising. The pricing portion of the marketing mix will also play an important role in meeting
volume of customers desired from the marketing objectives.
Marketing Mix
Pricing
The Alloy will use value-added pricing in conjunction with psychological pricing. Instead
of pricing the Alloy at an even $40.00 per year, we chose to price it at $39.99 per year. The
annual fee includes the Alloy itself, the USB card reader, and free replacement cards in the
future. The Alloy’s target market has a disposable income; however, they’re more likely to be
frugal with their money and only spend it on something that will offer them a good value. The
value proposition to customers will support its price; however, psychological pricing will further
contribute to the perception of value by suggesting to consumers that they’re getting more for
less.
The Alloy will also use optional product pricing by providing customers the opportunity
to purchase different charging adapters for their Alloy to be compatible with cars or traditional
wall outlets. These adapters will be set at a price of $2.49, which is about the going rate for
charging adapters.
Distribution
The Alloy will be sold primarily online through the Google Products webpage or
Amazon. By distributing its products, primarily online, overhead costs of having a physical store
location are cut down. By partnering with Amazon, Google can take advantage of Amazon’s
efficient distribution system and customer friendly buying platform. Amazon’s distribution
centers are located strategically effective distribution companies for specific areas, such as FedEx or UPS. Google could also attempt to create a partnership with a distribution company to
lower shipping costs to customers and decrease delivery time. These distribution decisions will
assist in keeping the price of the Alloy down, which as mentioned before is an element of value
to the target market.
Marketing Communications
The marketing communications must be informational because the Alloy is a new
product. The marketing communications mix will consist mostly of advertising and public
24 | P a g e
relations tools. The advertisements and public relations would be executed with a focus on the
target market’s lifestyle. The people who should buy the Alloy have a lifestyle that’s practical,
organized, clean, and secure.
Most advertising will be done online because after all, Google was the company that
created focused advertisements via the internet. These ads can be directed towards those
customers with search history that would identify them as being part of the target market. Online
advertisement was chosen because it is selective, low cost, and interactive (Kotler and
Armstrong, 2014). Television advertisements would be used, but not frequently due to the high
costs. Television advertisements have good coverage, and can be appealing to the senses (Kotler
and Armstrong, 2014).
Public relations in the form of special events and audiovisual materials, such as online
videos will be used as well. An event featuring a host of Google products with the Alloy
included as the feature product. At the event, Alloys could be given to customers so they could
use them, rate them, and tell others about their experience. These events would be located in
cities such as San Francisco, Los Angeles, San Jose, and other places with high concentrations of
business professionals.
Marketing Research
Primary research done for the Alloy was through our original survey sent out through
email and online public sites for everyone and anyone willing to take it. Our survey addressed
the need for a multi in one payment card, the shopping patterns of consumers, and the
demographics of those who found the need. Through analysis of our survey, we could narrow
down those who would be motivated to purchase an Alloy card.
After analysis of our survey, we were also able to use some of that information to do
secondary research online. We researched the geographic of heavy shoppers, and current
markets of similar existing products. Research of Alloy competitors was valuable to
understanding the wants of consumers and features that motivated consumers.
In order to maintain and continue to reach consumers, it will be necessary to stay up on
the latest technology and security features available. It will be detrimental to the Alloy that it
provides ease and security to consumers by staying up on issues with fraud. Ongoing research to
improve costs of materials used in Alloy products will be necessary to keeping the price
25 | P a g e
affordable and potentially lowering the annual fee of the Alloy. In addition, ongoing research
will be conducted on the demographics as they are always changing.
Financials
Overall, we found that our expenses would have a variable cost of $13,125, fixed costs of
$7,700 for projected sales of 500 for the first month. In order to break even, 561 units must be
sold. Our projected sales forecast is about 500 units for the first month, with an increase of 250
units more per month after that. We were able to develop a price based on costing analysis and
our survey:
Figure 6-Fix & Variable Cost Break-down
VARIABLE COSTS
DIRECT MATERIAL PER UNIT
$19.25
USB CARD READER
$6.00
SHIPPING PER UNIT
$1.00
VARIABLE COSTS PER UNIT
TOTAL VARIABLE COSTS
UNIT CONTRIBUTION MARGIN
GROSS MARGIN
$26.25
$13,125.00
13.74
$6,870.00
FIXED COSTS PER MONTH
ADMINISTRATIVE/MARKETING COSTS
$1,500.00
EQUIPMENT
$1,200.00
PAYROLL
$3,000.00
RENT
$2,000.00
TOTAL FIXED COSTS PER MONTH
$7,700.00
NET PROFIT (LOSS)
($830.00)
RESULTS
BREAKEVEN POINT (UNITS):
560.41
26 | P a g e
Figure 7- Variable Costs per Unit
Variable Costs per Unit
$1.00 , 4%
DIRECT MATERIAL PER UNIT
$6.00 ,
23%
$19.25 ,
73%
USB CARD READER
SHIPPING PER UNIT
Figure 8- Unit Contribution Margin
Unit Contribution Margin
VARIABLE COSTS PER UNIT
13.74 ,
34%
$26.25 ,
66%
UNIT CONTRIBUTION MARGIN
Break-Even Analysis
Five hundred and sixty-one cards must be sold in order to break-even. The sales forecast
for the first month is to sell 500 cards. The second month’s forecast is to sell 250 more cards.
Therefore, Alloy should become profitable after the second month.
27 | P a g e
Figure 9- Break-Even Chart
DOLLARS
Breakeven Analysis Chart
$140,000.00
$120,000.00
$100,000.00
$80,000.00
$60,000.00
$40,000.00
$20,000.00
$0.00
($20,000.00)
500
750
1,000
1,250
FIXED COSTS PER MONTH
1,500 1,750 2,000
SALES VOLUME (UNITS)
TOTAL COSTS
2,250
TOTAL SALES
2,500
2,750
3,000
NET PROFIT (LOSS)
Sale Forecast
Since our product is fairly new to this marketplace, sales are estimated to be very low the
first year. If we are able to get our product to work effectively with other payment card company,
then our sales would gradually increase as more and more consumers become aware of our
product. As shown in Figure 10 below:
Figure 10- Sales Volume Analysis
SALES VOLUME ANALYSIS:
SALES VOLUME PER
PERIOD (UNITS)
500
750
1,000
1,250
1,500
1,750
2,000
2,250
2,500
$39.99
$39.99
$39.99
$39.99
$39.99
$39.99
$39.99
$39.99
$39.99
$7,700
$7,700
$7,700
$7,700
$7,700
$7,700
$7,700
$7,700
$7,700
VARIABLE COSTS
$13,125
$19,688
$26,250
$32,813
$39,375
$45,938
$52,500
$59,063
$65,625
TOTAL COSTS
$20,825
$27,388
$33,950
$40,513
$47,075
$53,638
$60,200
$66,763
$73,325
TOTAL SALES
$19,995
$29,993
$39,990
$49,988
$59,985
$69,983
$79,980
$89,978
$99,975
($830)
$2,605
$6,040
$9,475
$12,910
$16,345
$19,780
$23,215
$26,650
SALES PRICE PER UNIT
FIXED COSTS PER
MONTH
NET PROFIT (LOSS)
After the first year, our marketing strategy will expand and reach out beyond the big
cities like Los Angles and New York to places like Little Rock or the suburbs. As the company
begins to earn more profit, Alloy will start implementing television ads and billboards into our
marketing mix. Forecasted profits are projected at about $400,000 after the first year.
28 | P a g e
Expense Forecast
We expect to spend about 85 percent of our profits from the first year sales to implement
our marketing strategy, R&D to improve the battery life and to keep innovating new card
technology to continue being a leader in our market. In Figure 11, below is a brief outline of
Alloy planned investment in our marketing strategy.
Figure 11-Advertising Forecast
Advertising Expense Forecast
For 2014
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Year 8
Year 9
Year
10
Year
RADIO/TV
MAGAZINE
NEWSPAPER
R&D
BILLBOARD
TOTAL
Forecast
Forecast
Forecast
Forecast
Forecast
Forecast
$85,000
$75,000
$60,000
$60,000
$50,000
$50,000
$35,000
$35,000
$25,000
$60,000
$60,000
$45,000
$40,000
$30,000
$30,000
$15,000
$15,000
$15,000
$60,000
$60,000
$45,000
$40,000
$30,000
$30,000
$15,000
$15,000
$10,000
$90,000
$90,000
$80,000
$80,000
$75,000
$75,000
$70,000
$70,000
$60,000
$55,000
$50,000
$30,000
$30,000
$26,000
$26,000
$15,000
$15,000
$12,000
$350,000
$335,000
$260,000
$250,000
$211,000
$211,000
$150,000
$150,000
$122,000
$25,000
$500,000
$15,000
$325,000
$10,000
$315,000
$60,000
$750,000
$12,000
$271,000
$122,000
$2,161,000
Date
Prepared by
Alloy Card Company
Figure 12- Advertising Fix & Variable Costs
AMOUNTS SHOWN IN U.S. DOLLARS
VARIABLE COSTS PER MONTH
TRAVEL EXPENSES
PROMOTIONS/ADVERTISEMENT
OTHER
TOTAL VARIABLE COSTS
$2,500.00
$2,000.00
$1,500.00
$6,000.00
FIXED COSTS PER MONTH
EMPLOYEE SALRIES (2)
$10,000.00
29 | P a g e
ADVERTISEMENT
OTHER
RENT
TOTAL FIXED COSTS PER MONTH
Figure 14- Variable Cost
Figure 13- Fix Cost
$2,000.00 ,
8%
$11,000.00
$1,000.00
$2,000.00
$24,000.00
Fix Cost per Month
$1,000.00 ,
4%
EMPLOYEE SALRIES
(2)
$10,000.0
0 , 42%
Variable Costs per Month
$1,500.00 ,
25%
ADVERTISEMENT
$2,500.00 ,
42%
TRAVEL EXPENSES
PROMOTIONS/ADVERTISE
MENT
OTHER
$11,000.00 ,
46%
RENT
$2,000.00 ,
33%
OTHER
Controls
We will begin by showcasing the Alloy at events such as the CES annual convention in
Las Vegas, NV and other large cities. There we will expose our product to consumers who seek
new technology. Through this convention and online advertising in various websites, notion of
the product will expand. The number of units sold will be monitored in every quarter as orders
are received. We will prepare our customer service department accordingly. The more units sold,
the more customer service representatives will be hired. The representatives will be responsible
for maintaining a good relationship with users and resolving any issues that may arise. With the
help of Amazon, and other online outlets, we will track orders and make sure the products arrive
in a timely manner. This will add to customer satisfaction, as delayed orders will be kept to a
minimum.
Implementation
The implementation of the Alloy will be done by first contacting banks and finance
companies. We will contact them to secure an agreement of compatibility between their
payment cards and the Alloy. Once compatibility is confirmed, we can contact suppliers and
manufactures to begin building the Alloy. After the Alloy is build, we will conduct quality tests
30 | P a g e
on the biometric features as well as the battery life. This will ensure customer value. While
conducting the final stages of quality testing, our in house sales team will set up online
purchasing through our website as well as Amazon.
Once the card has been through all those steps of implementation, we will launch our
advertising strategies and host a launch event. After the event and some advertisements, the
Alloy will rely on word-of-mouth gained from the customer value created.
Marketing Organization
Google, Inc. will market directly to consumers through various outlets, which will help
expand reach. The marketing organization will be composed of the actual marketing department
team, which will develop the marketing plan. The marketing department team will work in
collaboration with the customer service department to create better customer satisfaction. When
consumers have any issues with the Alloy, the customer service department will have
representatives via telephone, email, and live online chat rooms. Various media will be used, but
mostly the Internet. YouTube videos and links on social media websites will be utilized to full
potential, in an attempt to create word-of-mouth advertising. The Alloy will also be showcased in
different events, in more populated cities to increase exposure.
31 | P a g e
Table 15- Marketing Organization Chart
Social Media
Marketing
Department
Customer Service
Marketing
Implementation
YouTube
Customer Service
Representatives
(Telephone)
Live Showcase
Online Live Chats
Consumers
Word-of-Mouth
Word
-of-Mouth
Advertising
Consumers
Online Outlets for
Sales
Contingency Planning
The currently foreseeable difficulties and risks mentioned earlier in the critical issues section
are listed below:

May be considered pricey to consumers with a tight budget

Lack of reputation and influence of new technology

Credit card companies making their cards incompatible with the Alloy

Mobile wallet market taking market share

Google Wallet and Alloy cannibalizing each other
The most controllable issues are the lack of reputation and influence of the Alloy as a
new form of technology and customers’ possible perception of too high of a price. These issues
can be addressed with simple adjustments to the marketing mix’s price and communications.
One of the most glaring concerns is the Google Wallet and the Alloy cannibalizing each
other. In this event, Google’s course of action depends on which product is cannibalizing the
other and how severely. Ideally, Google could attempt to further differentiate the two products.
32 | P a g e
In the case of one product eating into the other product’s sales by a large margin, Google could
take the best attributes of each product and integrate them into one. This strategy would also
work in the case of the mobile wallet market taking market share from the Alloy. Google would
then take the best attributes of the Alloy and merge it with the Google Wallet, which is part of
the mobile wallet market.
The worst case scenario is if credit card companies insert microchips into their cards in
order to make them incompatible with the Alloy. In this case, Google has only one course of
action. They would have to make an attempt to create partnerships with the companies by
developing a compelling presentation in order to alleviating them of any hesitations they have of
allowing their cards to work with the Alloy. The main concern that the credit card companies
might have is the liability associated with the event of someone figuring out a way to bypass the
Alloy security feature and taking account information. If Google can convince the card
companies of their superior security features, there might be a chance of salvaging the Alloy.
33 | P a g e
References
Accept credit cards today. (n.d.). Square. Retrieved March 6, 2014, from https://squareup.com/
Bertoni, S. (2014, February 21). H Do You Win The Mobile Wallet War? Be Like Starbucks.
Forbes. Retrieved March 1, 2014, from
http://www.forbes.com/sites/stevenbertoni/2014/02/21/how-do-you-win-the-mobilewallet-war-be-like-starbucks/
Cable News Network. (2014). Five Pay-By-Phone Apps Tested.. Retrieved March 6, 2014, from
http://money.cnn.com/gallery/technology/2012/09/24/mobile-payment-apps/5.html
CBS (2013, April 24). Credit card data can be stolen with a wave and an app - Newfoundland &
Labrador - CBC News. Retrieved March 3, 2014, from
http://www.cbc.ca/news/canada/newfoundland-labrador/credit-card-data-can-be-stolenwith-a-wave-and-an-app-1.1386262
Chen, B. (2012, July 12). LevelUp Expands to 4 More Cities, Doubling Footprint | Street Fight.
The New York Times. Retrieved March 6, 2014, from
http://streetfightmag.com/2012/02/16/levelup-expands-to-4-more-cities-doublingfootprint/
Colao, J. (2013, March 21). Interchange Fees Are For Suckers: LevelUp Hints At The Future Of
Mobile Payments. Forbes. Retrieved March 6, 2014, from
http://www.forbes.com/sites/jjcolao/2013/03/21/interchange-fees-are-for-suckerslevelup-recruits-sales-horde-to-peddle-payment-system/
Company Overview of Square, Inc.. (n.d.). Businessweek.com. Retrieved March 6, 2014, from
http://investing.businessweek.com/research/stocks/private/snapshot.asp?privcapId=8392
0810
DeMers, J. (2013, September 17). The Top 7 Online Marketing Trends That Will Dominate 2014
- Forbes. Retrieved March 10, 2014, from
http://www.forbes.com/sites/jaysondemers/2013/09/17/the-top-7-online-marketingtrends-that-will-dominate-2014/
Fitchard, K. (2013, September 5). PayPal’s mobile app starts looking more like a mobile wallet.
In GIGAOM. Retrieved March 6, 2014, from http://gigaom.com/2013/09/05/paypalsmobile-app-starts-looking-more-like-a-mobile-wallet/
34 | P a g e
Florida, R. (2012, September 10). The Geography of Business Density. The Atlantic Cities.
Retrieved March 2, 2014 from http://www.theatlanticcities.com/jobs-andeconomy/2012/09/geography-business-density/2807/
Matheson, Z. (2012, September 10) The Geography of Business Density. The Atlantic Cities.
Retrieved March 2, 2014 from http://www.theatlanticcities.com/jobs-andeconomy/2012/09/geography-business-density/2807/
Handbag & Purse Manufacturing Industry Market Research Report Now Available from IBIS
World. (2013, June 13). In PRWeb. Retrieved March 1, 2014, from
http://www.prweb.com/releases/2013/6/prweb10831566.htm
Google Inc. (2013). Google Wallet. Retrieved March 6, 2014, from
http://www.google.com/wallet/index.html
Heggestuen, J. (2013, December 15). One In Every 5 People In The World Own A Smartphone,
One In Every 17 Own A Tablet. In Business Insider. Retrieved March 2, 2014, from
http://www.businessinsider.com/smartphone-and-tablet-penetration-2013-10
Hu, E. (2014, January 17). Analysts: Credit Card Hacking Goes Much Further Than Target : All
Tech Considered : NPR [Web log post]. Retrieved from
http://www.npr.org/blogs/alltechconsidered/2014/01/17/263375116/analysts-credit-cardhacking-goes-much-further-than-target
Jacobs, S. (2012, February 16). LevelUp Expands to 4 More Cities, Doubling Footprint | Street
Fight. LevelUp Expands to 4 More Cities, Doubling Footprint | Street Fight. Retrieved
March 6, 2014, from http://streetfightmag.com/2012/02/16/levelup-expands-to-4-morecities-doubling-footprint/
Lee, S. (2013). Mobile Payment Systems: The Era Of A Cashless Future. Retrieved February 20,
2014, from http://www.hongkiat.com/blog/mobile-payment-systems/
Level Up. Pay with your phone.. (n.d.). LevelUp .:. Retrieved March 6, 2014, from
https://www.thelevelup.com
Mann, R.J. (2007). Patterns of Credit Card Use Among Low and Moderate Income Households.
Columbia University in the City of New York. Retrieved March 2, 2014 from
http://www.columbia.edu/~mr2651/CreditCardsforthePoor.pdf
35 | P a g e
Marks, G. (2013, March 11). Is Google's Support Really That Bad? - Forbes.
Retrieved March 10, 2014, from
http://www.forbes.com/sites/quickerbettertech/2013/03/11/is-googles-support-reallythat-bad/
More Than 12 Million Identity Fraud Victims in 2012 According to Latest Javelin Strategy &
Research Report. (2013, February 20). In Javelin Strategy and Research. Retrieved
March 1, 2014, from https://www.javelinstrategy.com/news/1387/92/1
Nelson, F. (2013, July 22). The slow, steady progress of Google+, Cloud, Maps and more in the
enterprise | PandoDaily. Retrieved February 20, 2014, from
http://pando.com/2013/07/22/the-slow-steady-progress-of-google-cloud-maps-andmore-in-the-enterprise/
Payments Cards and Mobile. (2014). Global mobile wallet market to reach $5,250 Billion.
In Payments Cards & Mobile. Retrieved March 1, 2014, from
http://www.paymentscardsandmobile.com/global-mobile-wallet-market-reach-5250billion/
Ray, D. P., & Ghahremani, Y. (2014, January 13). Credit card statistics, industry facts, debt
statistics. In CreditCards.com. Retrieved March 1, 2014, from
http://www.creditcards.com/credit-card-news/credit-card-industry-facts-personal-debtstatistics-1276.php
Rommann, R. (2014, January 23). Cash Is Trash: The Future of Mobile Payment - Forbes.
Retrieved March 3, 2014, from ttp://www.forbes.com/sites/techonomy/2014/01/23/cashis-trash-the-future-of-mobile-payment/
The Four Ps of Marketing. (n.d.). Purely Branded The Four Ps of Marketing Comments.
Retrieved March 6, 2014, from http://purelybranded.com/insights/the-four-ps-ofmarketing/ Segall, L. (2012, September 24). 5 pay-by-phone apps tested. In CNN Money.
Retrieved March 2, 2014, from
http://money.cnn.com/gallery/technology/2012/09/24/mobile-payment-apps/index.html
Usually free. Always fair.. (n.d.). PayPal Fees. Retrieved March 6, 2014, from
http://www.paypal.com/webapps/mpp/paypal-fees
Venmo Inc. (2014). Venmo. Retrieved March 6, 2014, from
https://venmo.com/
36 | P a g e