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Showing posts with label credit. Show all posts
Showing posts with label credit. Show all posts

Credit Card

 
A credit card is part of a system of payments named after the small plastic card issued to users of the system. It is a card entitling its holder to buy goods and services based on the holder's promise to pay for these goods and services. The issuer of the card grants a line of credit to the consumer (or the user) from which the user can borrow money for payment to a merchant or as a cash advance to the user.

A credit card is different from a charge card, where a charge card requires the balance to be paid in full each month. In contrast, credit cards allow the consumers to 'revolve' their balance, at the cost of having interest charged. Most credit cards are issued by local banks or credit unions, and are the shape and size specified by the ISO/IEC 7810 standard as ID-1.

CONTENTS




credit cards

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1.2. Features

 
As well as convenient, accessible credit, credit cards offer consumers an easy way to track expenses, which is necessary for both monitoring personal expenditures and the tracking of work-related expenses for taxation and reimbursement purposes. Credit cards are accepted worldwide, and are available with a large variety of credit limits, repayment arrangement, and other perks (such as rewards schemes in which points earned by purchasing goods with the card can be redeemed for further goods and services or credit card cashback).

Some countries, such as the United States, the United Kingdom, and France, limit the amount for which a consumer can be held liable due to fraudulent transactions as a result of a consumer's credit card being lost or stolen.

Source: wikipedia.org

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1.4. Credit history

 
The way credit card owners pay off their balances has a tremendous effect on their credit history. All the information is collected by credit bureaus. The credit information stays on the credit report, depending on the jurisdiction and the situation, for 1, 2, or even 10 years after the debt is repaid.

Source: wikipedia.org

Related articles:
° Your Credit History
° How Credit Rating Is Determined

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1.5. Profits and losses

 
In recent times, credit card portfolios have been very profitable for banks, largely due to the booming economy of the late nineties. However, in the case of credit cards, such high returns go hand in hand with risk, since the business is essentially one of making unsecured (uncollateralized) loans, and thus dependent on borrowers not to default in large numbers.

1.5.1. Costs
1.5.1.1. Interest expenses
1.5.1.2. Operating costs
1.5.1.3. Charge offs
1.5.1.4. Rewards
1.5.1.5. Fraud

1.5.2. Revenues
1.5.2.1. Interchange fee
1.5.2.2. Interest on outstanding balances
1.5.2.3. Fees charged to customers

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1.5.1. Costs

 
Credit card issuers (banks) have several types of costs:

1.5.1.1. Interest expenses

Banks generally borrow the money they then lend to their customers. As they receive very low-interest loans from other firms, they may borrow as much as their customers require, while lending their capital to other borrowers at higher rates. If the card issuer charges 15% on money lent to users, and it costs 5% to borrow the money to lend, and the balance sits with the cardholder for a year, the issuer earns 10% on the loan. This 5% difference is the "interest expense" and the 10% is the "net interest spread".

1.5.1.2. Operating costs

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

1.5.1.3. Charge offs

When a consumer becomes severely delinquent on a debt (often at the point of six months without payment), the creditor may declare the debt to be a charge-off. It will then be listed as such on the debtor's credit bureau reports (Equifax, for instance, lists "R9" in the "status" column to denote a charge-off.) The item will include relevant dates, and the amount of the bad debt.

A charge-off is considered to be "written off as uncollectable." To banks, bad debts and even fraud are simply part of the cost of doing business.

However, the debt is still legally valid, and the creditor can attempt to collect the full amount for the time periods permitted under state law, which is usually 3 to 7 years. This includes contacts from internal collections staff, or more likely, an outside collection agency. If the amount is large (generally over $1500–$2000), there is the possibility of a lawsuit or arbitration.

In the US, as the charge off number climbs or becomes erratic, officials from the Federal Reserve take a close look at the finances of the bank and may impose various operating strictures on the bank, and in the most extreme cases, may close the bank entirely.

1.5.1.4. Rewards

Many credit card customers receive rewards, such as frequent flyer points, gift certificates, or cash back as an incentive to use the card. Rewards are generally tied to purchasing an item or service on the card, which may or may not include balance transfers, cash advances, or other special uses. Depending on the type of card, rewards will generally cost the issuer between 0.25% and 2.0% of the spread. Networks such as Visa or MasterCard have increased their fees to allow issuers to fund their rewards system. Some issuers discourage redemption by forcing the cardholder to call customer service for rewards. On their servicing website, redeeming awards is usually a feature that is very well hidden by the issuers. Others encourage redemption for lower cost merchandise; instead of an airline ticket, which is very expensive to an issuer, the cardholder may be encouraged to redeem for a gift certificate instead. With a fractured and competitive environment, rewards points cut dramatically into an issuer's bottom line, and rewards points and related incentives must be carefully managed to ensure a profitable portfolio. Unlike unused gift cards, in whose case the breakage in certain US states goes to the state's treasury, unredeemed credit card points are retained by the issuer.

1.5.1.5. Fraud

The cost of fraud is high; in the UK in 2004 it was over £500 million.[20] When a card is stolen, or an unauthorized duplicate made, most card issuers will refund some or all of the charges that the customer has received for things they did not buy. These refunds will, in some cases, be at the expense of the merchant, especially in mail order cases where the merchant cannot claim sight of the card. In several countries, merchants will lose the money if no ID card was asked for, therefore merchants usually require ID card in these countries. Credit card companies generally guarantee the merchant will be paid on legitimate transactions regardless of whether the consumer pays their credit card bill. Most banking services have their own credit card services that handle fraud cases and monitor for any possible attempt at fraud. Employees that are specialized in doing fraud monitoring and investigation are often placed in Risk Management, Fraud and Authorization, or Cards and Unsecured Business. Fraud monitoring emphasizes minimizing fraud losses while making an attempt to track down those responsible and contain the situation. Credit card fraud is a major white collar crime that has been around for many decades, even with the advent of the chip based card (EMV) that was put into practice in some countries to prevent cases such as these. Even with the implementation of such measures, credit card fraud continues to be a problem.

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1.5.2. Revenues

 
Offsetting costs are the following revenues:

1.5.2.1. Interchange fee

In addition to fees paid by the card holder, merchants must also pay interchange fees to the card-issuing bank and the card association. For a typical credit card issuer, interchange fee revenues may represent about a quarter of total revenues.

These fees are typically from 1 to 6 percent of each sale, but will vary not only from merchant to merchant (large merchants can negotiate lower rates), but also from card to card, with business cards and rewards cards generally costing the merchants more to process. The interchange fee that applies to a particular transaction is also affected by many other variables including: the type of merchant, the merchant's total card sales volume, the merchant's average transaction amount, whether the cards were physically present, how the information required for the transaction was received, the specific type of card, when the transaction was settled, and the authorized and settled transaction amounts. In some cases, merchants add a surcharge to the credit cards to cover the interchange fee, encouraging their customers to instead use cash, debit cards, or even cheques.

1.5.2.2. Interest on outstanding balances

Interest charges vary widely from card issuer to card issuer. Often, there are "teaser" rates in effect for initial periods of time (as low as zero percent for, say, six months), whereas regular rates can be as high as 40 percent. In the U.S. there is no federal limit on the interest or late fees credit card issuers can charge; the interest rates are set by the states, with some states such as South Dakota, having no ceiling on interest rates and fees, inviting some banks to establish their credit card operations there. Other states, for example Delaware, have very weak usury laws. The teaser rate no longer applies if the customer doesn't pay his bills on time, and is replaced by a penalty interest rate (for example, 24.99%) that applies retroactively.

1.5.2.2. Fees charged to customers

The major fees are for:

- Late payments or overdue payments
- Charges that result in exceeding the credit limit on the card (whether done deliberately or by mistake), called overlimit fees
- Returned cheque fees or payment processing fees (eg phone payment fee)
Cash advances and convenience cheques (often 3% of the amount). Transactions in a foreign currency (as much as 3% of the amount). A few financial institutions do not charge a fee for this.
- Membership fees (annual or monthly), sometimes a percentage of the credit limit.
- Exchange rate loading fees (these may sometimes not be reported on the customer's statement, even when they are applied).

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1.6. Over limit charges

 
Consumers who keep their account in good order by always staying within their credit limit, and always making at least the minimum monthly payment will see interest as the biggest expense from their card provider. Those who are not so careful and regularly surpass their credit limit or are late in making payments are exposed to multiple charges that were typically as high as £25 - £35 until a ruling from the Office of Fair Trading that they would presume charges over £12 to be unfair which led the majority of card providers to reduce their fees to exactly that level.

UK

The higher level of fees originally charged were claimed to be designed to recoup the costs of the card operator's overall business and to ensure that the credit card business as a whole generated a profit, rather than simply recovering the cost to the provider of the limit breach which has been estimated as typically between £3-£4. Profiting from a customer's mistakes is arguably not permitted under UK common law, if the charges constitute penalties for breach of contract, or under the Unfair Terms In Consumer Regulations 1999.

Subsequent rulings in respect of personal current accounts suggest that the argument that these charges are penalties for breach of contract is weak, and given the OFT's ruling it seems unlikely that any further test case will take place.

Whilst the law remains in the balance, many consumers have made claims against their credit cards providers for the charges that they have incurred, plus interest that they would have earned had the money not been deducted from their account. It is likely that claims for amounts charged in excess of £12 will succeed, but claims for charges at the OFT's £12 threshold level are more contentious.

Source: wikipedia.org

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1.7. Neutral consumer resources

 
Canada

The Government of Canada maintains a database of the fees, features, interest rates and reward programs of nearly 200 credit cards available in Canada. This database is updated on a quarterly basis with information supplied by the credit card issuing companies. Information in the database is published every quarter on the website of the Financial Consumer Agency of Canada (FCAC).

Information in the database is published in two formats. It is available in PDF comparison tables that break down the information according to type of credit card, allowing the reader to compare the features of, for example, all the student credit cards in the database.

The database also feeds into an interactive tool on the FCAC website. The interactive tool uses several interview-type questions to build a profile of the user's credit card usage habits and needs, eliminating unsuitable choices based on the profile, so that the user is presented with a small number of credit cards and the ability to carry out detailed comparisons of features, reward programs, interest rates, etc.

Source: wikipedia.org

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1.10. Credit card numbering

 
Credit card number

The numbers found on credit cards have a certain amount of internal structure, and share a common numbering scheme.

The card number's prefix, called the Bank Identification Number, is the sequence of digits at the beginning of the number that determine the bank to which a credit card number belongs. This is the first six digits for MasterCard and Visa cards. The next nine digits are the individual account number, and the final digit is a validity check code.

In addition to the main credit card number, credit cards also carry issue and expiration dates (given to the nearest month), as well as extra codes such as issue numbers and security codes. Not all credit cards have the same sets of extra codes nor do they use the same number of digits.

Source: wikipedia.org

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1.11. Credit cards in ATMs

 
Many credit cards can also be used in an ATM to withdraw money against the credit limit extended to the card, but many card issuers charge interest on cash advances before they do so on purchases. The interest on cash advances is commonly charged from the date the withdrawal is made, rather than the monthly billing date. Many card issuers levy a commission for cash withdrawals, even if the ATM belongs to the same bank as the card issuer. Merchants do not offer cashback on credit card transactions because they would pay a percentage commission of the additional cash amount to their bank or merchant services provider, thereby making it uneconomical.

Many credit card companies will also, when applying payments to a card, do so at the end of a billing cycle, and apply those payments to everything before cash advances. For this reason, many consumers have large cash balances, which have no grace period and incur interest at a rate that is (usually) higher than the purchase rate, and will carry those balance for years, even if they pay off their statement balance each month.

Source: wikipedia.org

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Chapter 2 - Choosing A Credit Card

 
Choosing A Credit Card: The Deal is in the Disclosures

A credit card lets you buy things and pay for them over time. Using a credit card is a form of borrowing: you have to pay the money back.

When you are choosing a credit card, there are many features — and several kinds of cards — to consider: Fees, charges, interest rates, and benefits can vary among credit card issuers. As a result, some credit cards that look like a great deal at first glance may lose their appeal once you read the terms and conditions of use and calculate how the fees could affect your available credit.

CONTENTS

2.1. Credit Card Terms
   Fees
   Transaction Fees and Other Charges
   Annual Percentage Rate
   Grace Period
   Balance Computation Method for the Finance Charge
   Balance Transfer Offers
2.2. Balance Computation Methods
   Average Daily Balance
   Adjusted Balance
   Previous Balance
   Two-cycle or Double-cycle Balances
2.3. Other Costs and Features
   Default and Universal Default
   Special Delinquency Rates

Source: www.ftc.gov

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2.1. Credit Card Terms

 
Important terms of use generally must be disclosed in any credit card application and even in solicitations that don’t require an application. Here are the most important terms to understand — or ask about — when you are choosing among credit offers.

Fees. Many credit cards charge membership and/or participation fees. Issuers have a variety of names for these fees, including “annual,” “activation,” “acceptance,” “participation” and “monthly maintenance” fees. These fees may appear monthly, periodically, or as one-time charges, and can range from $6 to $150. What’s more, they can have an immediate effect on your available credit. For example, a card with a $250 credit limit and $150 in fees leaves you with $100 in available credit.

Transaction Fees and Other Charges. Some issuers charge a fee if you use the card to get a cash advance or make a late payment, or if you exceed your credit limit.

Annual Percentage Rate. The APR is a measure of the cost of credit, expressed as a yearly rate. It must be disclosed before your account can be activated, and it must appear on your account statements.

The card issuer also must disclose the “periodic rate.” That’s the rate the issuer applies to your outstanding balance to determine the finance charge for each billing period.

Some credit card plans let the issuer change the APR when interest rates or other economic indicators — called indexes — change. Because the rate change is linked to the index’s performance and varies, these plans are called “variable rate” programs. Rate changes also can raise or lower the finance charge on your account. If you’re considering a variable rate card, the issuer must tell you that the rate may change and how the rate is determined.

Before your account is activated, you also must be given information about any limits on how much your rate may change — and how often.

Grace Period. A grace period, also called a “free period,” lets you avoid finance charges if you pay your balance in full before the date it is due. Knowing whether a card gives you a grace period is important if you plan to pay your account in full each month. Without a grace period, the card issuer may impose a finance charge from the date you use your card or from the date each transaction is posted to your account.

Balance Computation Method for the Finance Charge. If you don’t have a grace period — or if you plan to pay for your purchases over time — it’s important to know how the issuer calculates your finance charge. Which balance computation method is used can make a big difference in how much of a finance charge you’ll pay — even if the APR and your buying patterns stay pretty much the same.

Balance Transfer Offers. Many credit card companies offer incentives for balance transfers — moving your debt from one credit card (Card Issuer A) to another (Card Issuer B). All offers are not the same, and their terms can be complicated.

For example, many credit card issuers offer transfers with low introductory rates. Some issuers also charge balance transfer fees. If Card Issuer B charges four percent to transfer $5,000 from Card Issuer A, your fee would be $200. In addition, if you pay late or fail to pay off your transferred balance before the introductory period ends, Card Issuer B may raise the introductory rate and/or charge you interest retroactively. And if you use your card from Card Issuer B to make new purchases, any payments you make will go toward your balance with the lowest interest rate — and finance charges at the higher interest rate will be assessed on the portion of your balance that came from new purchases.

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2.2. Balance Computation Methods

 
Average Daily Balance. This is the most common calculation method. It credits your account from the day the issuer receives your payment. To figure the balance due, the issuer totals the beginning balance for each day in the billing period and subtracts any credits made to your account that day. While new purchases may or may not be added to the balance, cash advances typically are included. The resulting daily balances are added for the billing cycle. Then, the total is divided by the number of days in the billing period to get the “average daily balance.”

Adjusted Balance. This usually is the most advantageous method for cardholders. The issuer determines your balance by subtracting payments or credits received during the current billing period from the balance at the end of the previous billing period. Purchases made during the billing period aren’t included.

This method gives you until the end of the billing period to pay a portion of your balance to avoid the interest charges on that amount. Some creditors exclude prior unpaid finance charges from the previous balance.

Previous Balance. This is the amount you owed at the end of the previous billing period. Payments, credits, and purchases made during the current billing period are not included. Some creditors exclude unpaid finance charges.

Two-cycle or Double-cycle Balances. Issuers sometimes calculate your balance using your last two month’s account activity. This approach eliminates the interest-free period if you go from paying your balance in full each month to paying only a portion each month of what you owe. For example, if you have no previous balance, but you fail to pay the entire balance of new purchases by the payment due date, the issuer will compute the interest on the original balance that previously had been subject to an interest-free period. Read your agreement to find out if your issuer uses this approach and, if so, what specific two-cycle method is used.
How do these methods of calculating finance charges affect the cost of credit? Suppose your monthly interest rate is 1.5 percent, your APR is 18 percent, and your previous balance is $400. On the 15th day of your billing cycle, the card issuer receives and posts your payment of $300. On the 18th day, you make a $50 purchase. Using the:

- Average Daily Balance method (including new purchases), your finance charge would be $4.05.
- Average Daily Balance method (excluding new purchases), your finance charge would be $3.75.
- Average Daily Balance Double Cycle method (including new purchase and the previous month’s balance), your finance charge would be $6.53.
- Adjusted Balance method, your finance charge would be $1.50.
If you don’t understand how your balance is calculated, ask your card issuer. An explanation also must appear on your billing statements.

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3.1.1. History

 
3.1.1.1. Early history

American Express was started as an express mail business in Albany, New York, in 1850. It was founded as a joint stock corporation by the merger of the express companies owned by Henry Wells (Wells & Company), William Fargo (Livingston, Fargo & Company), and John Warren Butterfield (Wells, Butterfield & Company, the successor earlier in 1850 of Butterfield, Wasson & Company). The same founders also started Wells Fargo & Co. in 1852 when Butterfield and other directors objected to the proposal that American Express extend its operations to distant California.

American Express first established its headquarters in a building at the intersection of Jay Street and Hudson Street in what was later called the TriBeCa section of Manhattan. For years it enjoyed a virtual monopoly on the movement of express shipments (goods, securities, currency, etc.) throughout New York State. In 1874, American Express moved its headquarters to 65 Broadway in what was becoming the Financial District of Manhattan, a location it was to retain through two buildings.

3.1.1.1.1 American Express buildings

In 1854, the American Express Co. purchased a lot on Vesey Street in New York City as the site for its stables. The company's first New York headquarters were in an impressive marble Italianate palazzo at 55-61 Hudson Street between Thomas Street and Jay Street (1857–58, John Warren Ritch), which had a busy freight depot on the ground story with a spur line from the Hudson River Railroad. A stable was constructed nearby at 4-8 Hubert Street, between Hudson Street and Collister Street (1866–67, Ritch & Griffiths), five blocks north of the Hudson Street building.

The company prospered sufficiently that headquarters were moved in 1874 from the wholesale shipping district to the budding Financial District, and into rented offices in two five-story brownstone commercial buildings at 63 and 65 Broadway, between Exchange Alley and Rector Street, and between Broadway and Trinity Place that were owned by the Harmony family.

In 1880, American Express built a new warehouse behind the Broadway Building at 46 Trinity Place, between Exchange Alley and Rector Street. The designer is unknown, but it has a façade of brick arches that are redolent of pre-skyscraper New York. American Express has long been out of this building, but it still bears a terra cotta seal with the American Express Eagle. In 1890-91 the company constructed a new ten-story building by Edward H. Kendall on the site of its former headquarters on Hudson Street.

By 1903, the company had assets of some $28 million, second only to the National City Bank of New York among financial institutions in the city. To reflect this, the company purchased the Broadway buildings and site.

At the end of the Wells-Fargo reign in 1914, an aggressive new president, George Chadbourne Taylor (1868-1923), who had worked his way up through the company over the previous thirty years, decided to build a new headquarters. The old buildings, dubbed by the New York Times as "among the ancient landmarks" of lower Broadway, were inadequate for such a rapidly expanding concern. In March 1914, Renwick, Aspinwall & Tucker filed for the construction of a 32-story concrete-and steel-framed office tower in which all of the company's operations, then in four separate buildings, were to be consolidated. The building proposal of 1914 was abandoned, probably due to the war in Europe, but was resurrected two years later in a reduced form, at an estimated cost of $1 million.

The 21-story (plus basement), neo-classical, American Express Co. Building, was constructed in 1916-17 to the design of James L. Aspinwall, of the firm of Renwick, Aspinwall & Tucker, the successor to the architectural practice of the eminent James Renwick, Jr.. The building consolidated the two lots of the former buildings with a single address: 65 Broadway. This building was part of the "Express Row" section of lower Broadway at the time. The concrete-and-steel-framed building has an H-shaped plan with tall slender wings arranged around central light courts, a type of plan employed from the 1880s through the 1910s to provide offices with maximum light and air. Faced in white brick and terra cotta above a granite base, both facades employ the tripartite composition of base-shaft-capital then popular for the articulation of skyscrapers, with a colonnaded base and upper portion. The famous American Express Eagle adorns the building twice: there is an asymmetric eagle on the lower arch, while a symmetric eagle adorns the arch atop the building. The Broadway entrance features a double-story Corinthian colonnade with large arched windows. The building completed the continuous masonry wall of its block-front poda nae and assisted in transforming Broadway into the "canyon" of neo-classical masonry office towers familiar to this day.

American Express sold this building in 1975, but retained travel services here. The building was also the headquarters over the years of other prominent firms, including investment bankers J.& W. Seligman & Co. (1940-74), the American Bureau of Shipping, a maritime concern (1977-86), and currently J.J. Kenny, and Standard & Poors, who has renamed the building for itself

3.1.1.1.2. Nationwide expansion

American Express extended its reach nationwide by arranging affiliations with other express companies (including Wells Fargo – the replacement for the two former companies that merged to form American Express), railroads, and steamship companies.

3.1.1.1.3. Financial services

In 1882, American Express started its expansion in the area of financial services by launching a money order business to compete with the United States Post Office's money orders.

Sometime between 1888 and 1890, J.C. Fargo took a trip to Europe and returned frustrated and infuriated. Despite the fact that he was president of American Express and that he carried with him traditional letters of credit, he found it difficult to obtain cash anywhere except in major cities. Fargo went to Marcellus Flemming Berry and asked him to create a better solution than the traditional letter of credit. Berry introduced the American Express Traveler's Cheque which was launched in 1891 in denominations of $10, $20, $50, and $100.

Traveler's cheques established American Express as a truly international company. In 1914, at the outbreak of World War I, American Express offices in Europe were among the few companies to honor the letters of credit (issued by various banks) held by Americans in Europe, despite other financial institutions having refused to assist these stranded travelers.

3.1.1.1.4. Loss of railroad express business

American Express became one of the monopolies that President Theodore Roosevelt had the Interstate Commerce Commission investigate during his administration. The interest of the ICC was drawn to its strict control of the railroad express business. However, the solution did not come immediately to hand. The solution to this problem came as a coincidence to other problems during World War I.

During the winter of 1917, the US suffered a severe coal shortage and on December 26 President Woodrow Wilson commandeered the railroads on behalf of the US government to move US troops, their supplies, and coal. Treasury Secretary William Gibbs McAdoo was assigned the task of consolidating the railway lines for the war effort. All contracts between express companies and railroads were nullified and McAdoo proposed that all existing express companies be consolidated into a single company to serve the country's needs. This ended American Express's express business, and removed them from the ICC’s radar. The result was a new company called the American Railway Express Agency company formed in July 1918. The new entity took custody of all the pooled equipment and property of existing express companies (the largest share of which, 40%, came from American Express, who had owned the rights to the express business over 71,280 miles (114,710 km) of railroad lines, and had 10,000 offices, with over 30,000 employees).

3.1.1.1.5. Company role in Cable TV

American Express formed a joint venture with Warner Communications in 1979 called Warner-Amex Satellite Entertainment, which created MTV, Nickelodeon and The Movie Channel. The partnership only lasted until 1984. The properties were sold to Viacom soon after.

Source: wikipedia.org

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3.1.2. American Express today

 
Current CEO Kenneth Chenault took over leadership of American Express in 2001 from Harvey Golub, CEO from 1993 to 2001. Prior to that, the company was headed by James D. Robinson III from 1977 to 1993.

3.1.2.1. Travel Division

American Express established a Travel Division in 1915 that tied together all of the earlier efforts at making travel easier, and soon established its first travel agencies.

3.1.2.2. Charge card services history

American Express executives discussed the possibility of launching a travel charge card as early as 1946, but it was not until Diners Club launched their card in March 1950 that American Express began to seriously consider the possibility. At the end of 1957, American Express CEO Ralph Reed decided to get into the card business, and by the launch date of October 1, 1958 public interest had become so significant that they issued 250,000 cards prior to the official launch date. The card was launched with an annual fee of $6, $1 higher than Diners Club, to be seen as a premium product. The first cards were paper, with the account number and cardmember's name typed. It was not until 1959 that American Express began issuing embossed ISO/IEC 7810 plastic cards, an industry first.

In 1966, American Express introduced the Gold Card and in 1984 the Platinum Card, clearly defining different market segments within its own business, a practice that has proliferated across a broad array of industries. The Platinum Card was billed as super-exclusive and had a $250 annual fee (it is currently $450). It was offered by invitation only to American Express customers with at least 2 years of tenure, significant spending, and excellent payment history.

In 1987, American Express introduced the Optima card, their first credit card product. Previously, all American Express cards had to be paid in full each month, but Optima allowed customers to carry a balance (the charge cards also now allow extended payment options on qualifying charges based on credit availability). Although Optima is no longer heavily promoted, Optima and Optima Platinum cards are still available on the American Express website. Today American Express offers a wide range of other credit card products including co-branded cards like the JetBlue Card and the Starwood Preferred Guest Card, as well as other credit cards promoting customer rewards like the Blue from American Express Card and the Blue Cash Rebate Card.

In 1994, the Optima True Grace card was introduced. The card was unique in that it offered a grace period on all purchases whether a balance was carried on the card or not (as opposed to traditional revolving credit cards which charge interest on new purchases if so much as $1 was carried over). The card was discontinued a few years later; however, the currently-available One from American Express card offers a similar feature called "Interest Protection."

In 1999, American Express introduced the Centurion Card which is often referred to as the "black card," catering to an even more affluent and elite customer segment. The card charged a $1,000 annual fee at the time of its introduction (today, it is $2,500 with an additional one-time initiation fee of $5000) and offered (and continues to offer) a variety of exclusive benefits. There have always been rumors of a super-exclusive card that gives American Express' richest and most powerful customers special perks. It was this rumor that caused Amex to profit from the word-of-mouth and sparked the launch of Centurion.

The company made another addition to its products in 1999 by introducing Blue from American Express, which quickly became a popular card among young adults due to an appealing marketing campaign directed towards a youthful demographic. Based on a successful product for the European market, Blue had no annual fee, a rewards program, and a multi-functional onboard chip. A cashback version, "Blue Cash", quickly followed.

American Express also launched an exclusive agreement with Costco in 1999, replacing their earlier agreement with Discover Card. Under the agreement, American Express cards replaced Discover as the only credit/charge card accepted at the warehouse club in the US, and American Express became the first credit/charge card accepted at Costco's locations outside the US. To introduce Costco members to American Express, a co-branded cashback credit card was also introduced with no annual fee with a valid Costco membership. An added benefit of the agreement is that Costco membership fees can also be paid for with the card. At present, the consumer version of the card offers 3% back on gasoline & dining out, 2% on travel, and 1% on other charges. Business versions of the card offer similar benefits, with the gasoline benefit earning 5% back instead of 3%. The cash back rebate is issued annually as part of the February statement in the form of a rebate check which must be redeemed at a Costco location. The rebate check can be redeemed for cash, merchandise, or any combination thereof. The agreement was highly successful and was renewed in 2004 for an additional 10 years.

Unfortunately for Costco members and staff, in 2008 as American Express began having serious financial problems, many people found themselves with suddenly-reduced American Express credit limits, sometimes to a very large degree. The impact on Costco's sales is yet to be determined.

As of 2005, the US Centurion card has a $2500 annual fee, while other American Express cards range between no annual fee (for Blue and many other consumer and business cards) and a $450 annual fee (for the Platinum Card). Annual fees for the Green card start at $95, while Gold card annual fees start at $150.

In 2005, American Express introduced Clear, advertised as the first credit card with no fees of any kind. It also incorporates the ExpressPay technology premiered with the Blue card. Also in 2005, American Express introduced One, a credit card with a "Savings Accelerator Plan" that contributes 1% of eligible purchases into an FDIC-insured High-Yield Savings Account. Other cards introduced in 2005 included "The Knot" and "The Nest" Credit Cards from American Express, co-branded cards developed with the wedding planning website theknot.com. They have also introduced City Reward Cards that earn INSIDE Rewards points to eat, drink, and play at New York, Chicago and LA hot spots. American Express began phasing out the INSIDE cards in mid-2008, with no new applications being taken as of July 2008.

Also in 2005, American Express introduced ExpressPay, a MasterCard PayPass clone, based on a wireless RFID payment method, that requires a card to simply be waved in front of a special reader and not swiped. This technology replaced the smart chip on the Blue card. Many U.S. merchant and restaurant partners including 7-Eleven, CVS/pharmacy, McDonald's, Regal Entertainment Group, and Ritz Camera, now offer ExpressPay at most or all of their locations. The technology was tested on the ski bus from Salt Lake City to local resorts.

In 2006, the UK division of American Express licensed the Product Red brand and began to issue a Red Card. With each card member purchase the company contributes to good causes through The Global Fund to help African women and children suffering from HIV/AIDS, malaria, and other diseases.

In 2007, American Express again raised the annual fee for their American Platinum charge cards, moving the Personal cards fee to $450 and the Business division to $395. With the increase, customers now receive four complimentary companion coach tickets per calendar year. Additionally, a long-rumored "relationship" fee of $5,000 to establish a Centurion card was added. The annual fee of $2,500 remains the same, however. In late 2007, they announced their new Plum Card as the latest addition to their card line for small business owners. The card provides a 2% early pay discount or up to two months to defer payment on purchases. However, the 2% discount is only available for billing periods where the cardmember spends at least $5,000. The first 10,000 cards began to be issued to members on December 16, 2007.

In late 2008, American Express announced they were discontinuing their "domestic companion airfare" program, which previously offered four complimentary companion coach tickets per year.

Some versions of the card include various features such as damage waiver on cars rented with the card, and accident insurance during travel bought with the card.

3.1.2.3. "Boston Fee Party"

From early 1980s until the early 1990s, American Express was known for cutting its merchant fees (also known as a "discount rate") to merchants and restaurants if they accepted only American Express and no other credit or charge cards. This prompted competitors such as Visa and MasterCard to cry foul for a while as the tactics "locked" restaurants into American Express.

However, in 1991, several restaurants in Boston started accepting and encouraging the use of Visa and MasterCard because of their far lower fees as compared to American Express' fees at the time (which were about 4% for each transaction versus around 1.2% at the time for Visa and MasterCard). A few even stopped accepting American Express credit and charge cards. The revolt, known as the "Boston Fee Party" in reference to the Boston Tea Party, quickly spread nationwide to over 250 restaurants across the United States, including restaurants in other cities such as New York City, Chicago, and Los Angeles. In response, American Express decided to reduce its discount rate gradually to compete more effectively and add new merchants to its network such as supermarkets and drugstores. Many elements of the exclusive acceptance program were also phased out so American Express could effectively encourage businesses to add American Express cards to their existing list of payment options.

Currently, American Express' average US merchant rate is about 2.5%, while the average Visa and MasterCard U.S. merchant rate is about 2% (Visa/MasterCard signature debit cards are at 1.7%). Some merchant sectors, such as quick-service restaurants including McDonald's, have special reduced rates to accommodate business needs and profit margins.

Costco still has an exclusivity agreement with American Express; however, Costco's agreement with Amex was the result of a long negotiation process for exclusive acceptance with multiple parties that also included Visa, MasterCard, and Discover.

3.1.2.4. Financial services history

During the 1980s, American Express embarked on its dream to become a financial services supercompany. In mid-1981 it purchased Shearson Loeb Rhoades Inc the second largest securities firm in the United States. In 1984 it purchased the 90-year old Investors Diversified Services, bringing with it a fleet of financial advisors and investment products. Also in 1984, American Express acquired the investment banking and trading firm, Lehman Brothers Kuhn Loeb, and added it to the Shearson family, creating Shearson Lehman/American Express. In 1988, the Firm acquired E.F. Hutton, forming Shearson Lehman Hutton until 1990, when the Firm's name became Shearson Lehman Brothers. When Harvey Golub took the reins in 1993 he negotiated the sale of Shearson's retail brokerage and asset management business to Primerica and in following year, spun-off of the remaining investment banking and institutional businesses as Lehman Brothers Holdings Inc.

In April 1992, American Express spun off its subsidiary, First Data Corp., in an IPO. Then, in October 1996, the company distributed the remaining majority of its holdings in First Data Corp., reducing its ownership to less than 5%.

In December 2000, American Express agreed to acquire the credit card portfolio of Bank of Hawaii, then a division of Pacific Century Financial Corp. In January 2006, American Express sold its Bank of Hawaii card portfolio to Bank of America (MBNA). Bank of America will issue Visa and American Express cards under the Bank of Hawaii name.

Until 2004, Visa and MasterCard rules prohibited issuers of their cards from issuing American Express cards in the United States. This meant, as a practical matter, that U.S. banks could not issue American Express cards. These rules were struck down as a result of antitrust litigation brought by the U.S. Department of Justice, and are no longer in effect. In January 2004, American Express reached a deal to have its cards issued by a U.S. bank, MBNA America. Initially decried by MasterCard executives as nothing but an "experiment", these cards were released in October 2004. Some said that the relationship was going to be threatened by MBNA's merger with Bank of America, a major Visa issuer and original developer of Visa. However, an agreement was reached between American Express and Bank of America on December 21, 2005. Under the terms of the agreement, Bank of America will own the customer loans and American Express will process the transactions. Also, American Express will dismiss Bank of America from its antitrust litigation against Visa, MasterCard, and a number of U.S. banks. Finally, both Bank of America and American Express also said an existing card-issuing partnership between MBNA and American Express will continue after the Bank of America-MBNA merger. The first card from the partnership, the no-annual-fee Bank of America Rewards American Express card, was released on June 30, 2006.

Since then, Citibank, GE Money, and USAA have also started issuing American Express cards. Citibank currently issues several American Express cards including an American Airlines AAdvantage co-branded card. In early 2006 Amex issued Dillard's American Express card in joint cooperation with GE Money, however, in Mar 2008 GE sold its card unit to Amex for $1.1B in cash only deal. HSBC Bank USA is currently testing both HSBC-branded and Neiman Marcus co-branded American Express rewards credit cards, with a full rollout scheduled for late 2007 or early 2008. Also, UBS launched its Resource Card program for US Wealth Management clients issuing Visa Signature credit cards and American Express charge cards linked to their customers accounts and employing a single rewards program for the two cards.

In 2005, American Express released the American Express Travelers Cheque Card, a stored-value card that serves the same purposes as a traveler's cheque, but can be used in stores like a credit card. The card has since been discontinued as of October 31, 2007, due to "changing market conditions". All cardholders were issued refund checks for the remaining balances.

On 30 September 2005, American Express spun off its American Express Financial Advisors unit as a publicly traded company, Ameriprise Financial, Inc.. Due to this, American Express revenues for 2005 are down around $5 billion, however, like-for-like they are up 10.5% in 2005. Also, on September 30, 2005, RSM McGladrey acquired American Express Tax & Business Services (TBS).

In 2008, effective November 15, American Express made a sudden decision to close all Business Line of Credit accounts. This decision was enacted less than a week after the Federal Reserve approved American Express's request to become a Commercial Bank, in order to be eligible to receive $3.5 billion in federal bailout money.

Source: wikipedia.org

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3.1.3. Credit Crisis

 
The credit crisis of 2007 and 2008 has strongly affected American Express' operations. Traditionally, banks lent their money on deposit to credit card holders for purchases. However, American Express (along with the largest credit card issuers such as Discover and Citigroup) does not have enough funds on deposit with its bank subsidiaries to fund all of its outstanding cards. Instead, it has long relied on selling its credit card loans as bonds in what is known as the asset backed securities market. As 2007 and 2008 progressed, investors were scared away from buying mortgage bonds, then business loan bonds, and finally most forms of credit card bonds. To prevent a major collapse of multiple large credit card lenders, the US government enacted a special program where the Federal reserve would purchase various bonds, including credit card, SBA loan, and other bonds, to ensure that the flow of credit would continue for the US economy. The federal reserve also allowed the company to convert into a bank holding company to take advantage of additional programs, such as a program which allows the company to borrow funds by selling bonds guaranteed by the government. These moves have been seen as essential for American Express to survive. One important reason for this is that credit card bonds aren't usually like mortgage bonds insofar as mortgage bonds are often sold with little or no recourse to the seller. Credit card bonds, however, can force American Express to inject cash into the bonds if the earnings within the bonds fall to a certain point, as credit card bonds were traditionally designed not with the purpose of protecting the seller from risks of non payment on the credit cards but rather providing the seller with the ability to lend more of the borrowed money than what would normally be allowed with bank deposits.

Source: wikipedia.org

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3.1.6. Management and corporate governance

 
American Express key executives include:

  • Kenneth Chenault: Chairman and Chief Executive Officer
  • Edward Gilligan: Group President - Global Corporate Services and International Payments
  • Peter Godfrey: Group President - Global Network Services
  • Alfred Kelly, Jr.: Group President - U.S. Consumer and Small Business Services
  • Ashwini Gupta: President - Risk, Information Management, Banking and Chief Risk Officer - American Express Company
  • Daniel T. Henry: Executive Vice President and Chief Financial Officer
  • Jonathan Linen: Vice Chairman - American Express Company
  • L. Kevin Cox: Executive Vice President Human Resources and Quality
  • John D. Hayes: Executive Vice President Global Advertising & Brand Management, and Chief Marketing Officer
  • Louise Parent: Executive Vice President and General Counsel
  • Steve Squeri: Executive Vice President and Chief Information Officer
  • Thomas Schick: Executive Vice President Corporate Affairs and Communications

Current members of the board of directors of American Express are:

  • Daniel F. Akerson: Managing Director of The Carlyle Group
  • Charlene Barshefsky: Former United States Trade Representative
  • Ursula M. Burns: President of Xerox Corporation
  • Kenneth I. Chenault: Chairman and CEO of American Express Co.
  • Peter Chernin: President and COO, News Corporation
    Vernon E. Jordan, Jr.: Senior Managing Director with Lazard Freres & Co. LLC
  • Jan Leschly: CEO of Care Capital LLC
  • Richard C. Levin: President, Yale University
  • Richard A. McGinn: Former CEO of Lucent Technologies, Partner, RRE Ventures
  • Edward D. Miller: Former President and CEO of AXA SA
  • Frank P. Popoff: Former Chairman Chemical Financial Corp.
  • Steven S. Reinemund: Former Chairman and CEO, PepsiCo Inc.
  • Robert D. Walter: Chairman and CEO, Cardinal Health
  • Ronald A. Williams: Chairman and CEO, Aetna Inc.

Source: wikipedia.org

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3.2.1. Founding of Diners Club

 
The first credit card charge was made on February 8, 1949 by Frank McNamara, Ralph Schneider, and Matty Simmons at Major's Cabin Grill, a restaurant adjacent to their offices in the Empire State Building. Frank McNamara was bought out two years later by department store heir Alfred Bloomingdale. Schneider died in the early sixties. Simmons resigned in 1967 to form the publishing company that became the National Lampoon Inc. Bloomingdale resigned from the Diners Club a few years later. During that approximately 20 year period, these four men were the only major participants in the Diners Club operation.

Diners Club created what would later be dubbed the Travel & Entertainment (T&E) card market, which focused on cardholders who were frequent travellers and had a substantial income to pay for other high-value charges. As these customers had no need to pay for purchases over time, these cards required that the entire balance of the bill was paid upon receipt. This type of account is known today as a charge card. Diners Club's monopoly was short-lived, however, as American Express and Carte Blanche (which later partnered with Diners Club) began to compete with Diners Club in the T&E card market. American Express now dominates the "member card" arena, providing thousands of customers with cards that require the monthly balance be paid in full

Diners Club also faced competition from banks who issued revolving credit cards through BankAmericard (later renamed VISA), and Interbank MasterCharge (later renamed MasterCard) towards the end of the 1960s. Diners Club began early on to allow franchises of the Diners Club name, at first in Europe and later throughout the world, for many years eclipsing the BankAmericard or Interbank MasterCharge networks abroad. Amoco gasoline also issued its own co-branded Diners Club cards for a time called, American Torch Club, as well as Sun Oil Company with its version called Sun Diner Club Card.

Diners Club International, the franchisor that holds rights to the Diners Club trademark, was acquired in 1981 by Citibank, a unit of Citigroup, as well as many of the largest franchises worldwide, although a majority of its franchises abroad remain independently owned.

Source: wikipedia.org

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3.2.4. enRoute

 
Diners Club expanded its customer base in Canada by acquiring the enRoute card from Air Canada in 1992, and marketed the card under the combined name for a period of time as the Diners Club/en route Card. Diners Club remains a minor player in Canada.

enRoute was the name of Air Canada's credit card division. The exact date of creation of the card is unknown. However, one Air Canada commercial dated of 1978 mentions the card.

Initially, the card was used only for Air Canada transactions, but over time, the card was expanded into a more general credit card for business travelers, being accepted by hotels, restaurants, and other merchants. It offered such features as detailed transaction details and sorting of expenses by category.

In 1989, enRoute card became the first credit card to earn its cardholders Aeroplan miles with their purchases.

In 1992, Air Canada sold the $300 million enRoute card business to Diners Club. The move gave enRoute cardholders access to the existing Diners Club network of 2.1 million merchants at the time, while earning existing Diners Club Canada cardholders Aeroplan miles. For several years following the business transaction, Diners Club credit cards were marketed as in Canada "Diners Club/en route".

Today, enRoute remains the name of Air Canada's inflight magazine.

Source: wikipedia.org

EnRoute

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3.3.3. Brand acceptance

 
Discover Card has over 50 million cardmembers and the Discover Network has more than 4 million merchant and cash access locations. The Pulse , (ATM) network currently serves more than 4,500 banks, credit unions, and savings institutions. However, unlike its competitors, the Discover Card is neither issued nor widely accepted outside the U.S., although it can be used to obtain cash from ATM locations worldwide. Owing to its heritage at Sears, an additional benefit of the Discover Card is the ability to make payments on the account, in person, at participating Sears stores.

In Canada, Discover brand cards are accepted at few locations, usually at businesses catering to American tourists, such as car rental agencies and hotels, as well as major American merchants like Sears and Wal-Mart. Some Canadian businesses do accept Discover cards but opt to favor Visa, Mastercard, American Express and Interac. ATM service offered by Discover is not currently available in Canada, although cardmembers apparently could access cash at any Sears Canada store.

In the United Kingdom, Discover issued credit cards on the MasterCard network under both the Goldfish and Morgan Stanley brands. This division was purchased from Lloyds TSB in 2005. It was subsequently sold to Barclays on February 7, 2008. These cards have since been rebranded as Barclaycard Goldfish and Barclaycard Platinum respectively.

While Discover brand cards are not currently accepted in Europe, the company's presence continues to grow in Mexico, Costa Rica, Micronesia, the Marshall Islands, Belize, Palau, and many of the Caribbean Island nations.

Additionally, in May 2005 Discover Network announced an alliance with China UnionPay Network. The two companies have signed a long-term agreement that will lead to acceptance of Discover Network brand cards at UnionPay ATMs and point-of-sale terminals in China and acceptance of China UnionPay cards on the PULSE network in the U.S. CUP cards have been accepted in the US since December 2005, and Discover Cards have been accepted in China since November 8, 2006. This partnership makes Discover Card the most widely accepted American card in China, beating out competitors Visa, MasterCard, and American Express. Neither Discover Financial Services nor China UnionPay have stated whether there had any plans to eventually expand acceptance to the other nations where the CUP network is in place, i.e., the Philippines, Singapore, Thailand, Vietnam, and South Korea. A similar agreement was made in August 2006, when the Discover Network announced an alliance with Japan’s JCB Network. JCB Cards will be accepted on the Discover Network in the United States, Puerto Rico, Guam and Northern Mariana Islands starting October 12, 2007 and China UnionPay Cards will be accepted on the Discover Network in the United States, Canada, Mexico, Central America and the Caribbean starting November 1, 2007.

On August 24, 2006, Discover’s PULSE network and the UK’s LINK ATM network announced a reciprocal agreement that will allow the more than 4,500 financial institution participants in the PULSE network to offer their cardholders access to all but a handful of the more than 58,000 cash machines across the UK and allow LINK to offer its 38 participating financial institution members access to more than 265,000 PULSE cash machines in the United States.

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