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Name of Student: Shew On Yee @ John

Programme: Master of Business Administration

Specialization: Corporate Finance

Student Index Number: KUKL00097

Learning Centre: OCKL

Module Name: Strategic Marketing

Submission Due Date: 26 September 2010

Student’s Electronic Signature:      

Plagiarism is to be treated seriously. Students caught plagiarizing, can be

expelled from the programme
 Strategic Marketing

Word Count: 3958 words

Assignment Form
MBA Jan04

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 Strategic Marketing

Executive Summary

Understanding what motivates and drives the contemporary women of today is

important and advertisers know that the trick to winning the hearts and minds of these
women is in their marketing campaigns. Developing innovative strategies to attract this
particular niche market can bring in big bucks as there is no doubt that the women of
today are decision makers when it comes to making purchases for themselves and their
families.

With growing marketing tools promoting a wide array of product that are
designed specifically for women, banks are also riding on the bandwagon to launch
female-oriented credit cards.

Banks recognize the growing affluent of today's women who have no qualms
about spending money to reward themselves as well as their loved ones. The secret to
winning the loyalty of this important consumer group is to identify what women want and
establishing a meaningful brand connection with them.

This paper has proposed to AmBank Group, who has its own line of credit cards
designed specifically for women, which is the AmTrue lady’s card. With a qualifying
income of RM 18,000 per annum, it is a card that most women would want to have,
beside the usual cards that are m marketed to the platform. Women with a higher
income bracket can distinguish themselves by applying for the AmTrue Lady’s Gold and
Platinum card, depends on the need of the card features.

AmTrue Ladies card centered solely on women, with a tongue in cheek tagline
“You Deserved It”, having a card that truly symbolizes and recognize the importance of
being a successful woman connote status and prestige. After all, you made the different
as a woman, where there is time to reward for yourself.

These female orientated credit cards come with a complete list of benefits such
as free access to gyms and exclusive discounts on female wellness programs. There

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are also enticing benefits and privileges such as fabulous shopping deals, free
concierge services, great beauty treats and special healthcare privileges. All these host
of promotions and tie up with merchants who wish to have a share in the pie of the
women's market is good news to consumers and is also a win-win situation for all
parties.

The emphasis of a women's credit card is in its shopping benefits and hence,
shopping privileges is the most sought after “carrot" of such cards. For AmTrue Lady's
Card, its online newsletter URBAN inform cardholders of new and current perks.
Notably, the card allows for access to beauty and makeover workshops as well as
priority invite to fashion shows or preview of sales for branded items.

This paper is presenting the proposal of AmTrue Ladies Card by studying the
AmBank Group trend of revenue from Line of Credit Card in past 5 years, opportunity
and threats analysis. By applying the Marketing Segmentation, Targeting and
Positioning, this paper clearly shows the potential segment and targeting in the market,
and positioning the special design of AmTrue ladies card to women in Malaysia.

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Table of Contents
Executive Summary....................................................................................................3

Table of Contents....................................................................................................... 5

2. Introduction............................................................................................................ 6

3. Background of the Company and the Product Chosen...........................................7

3.1 AmBank Group Mission and Vision: ..................................................................8

3.2 AmBank Credit Card - Product Lifecycle Stages..............................................10

3.3 Opportunity: ...................................................................................................10

3.4 Threat: ............................................................................................................10

4. Literature Review of the Segmentation, Targeting and Positioning Concept

(Critical Assessment)................................................................................................12

4.1 Segmentation..................................................................................................12

4.2 Targeting.........................................................................................................13

4.3 Positioning......................................................................................................13

5. Basis for Proposed Segmentation and Targeting for the Product Chosen.............17

5.1 Demographic Segmentation............................................................................18

5.2 Targeting.........................................................................................................18

6. Basis for Proposed Positioning Chosen.................................................................20

6.1 Features Comparison Table............................................................................20

7. Annual Sched$ule for the Programme including Marketing Budget /Expenditure 22

7.1 New Proposed Budget Gann Chart..................................................................22

8. Conclusion............................................................................................................ 23

9. References: ......................................................................................................... 25

10. Appendix........................................................................................................... 27

10.1 Appendix 1: AmBank Group Annual Report..................................................27

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10.2 Appendix 2: AmBank Group List of Credit Card and Product Life-cycle stage
.............................................................................................................................. 27

2. Introduction

The introduction of the assignment is proposing a product that to be able to lead

the current credit card market. AmBank Group is selected due to the AmBank and
AmIslamic have Credit card channel, and AmBank has very big retail business in
Malaysia.

This exercise will be using Marketing Strategic methodology – Segmentation,

Targeting and Positioning to be the proposal technique. Basically, this paper is
proposing for the new Credit card type to be able to penetrate into Malaysia niche
market – Ladies group.

Based on Studies, there are only two type of lady’s credit card in Malaysia
market which is UOB Lady’s card, and MBF Lady’s card. UOB lady’s card has made
significant echo in the credit card market (UOB Lady’s card), and therefore, this paper is
going to study in depth on marketing segmentation, percentage of market share of
credit card holder, in order to perform a proposition to target the product to be
competitive with UOB. MBF was merged to AmBank in 2002 (AmBank Annual Report
2008), as MBF lady’s card is not inherited into AmBank Line of Business, a new product
development is considered for this proposal.

The new named of the credit card is AmTrue Ladies Card (Conventional-ATLC)
and AmTrue Ladies Card-i (Islamic-ATLC-i). The lady’s card will have VISA and Master
from the range of Platinum, Gold and Classic, which aims for different stage of women
in the range.

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3. Background of the Company and the Product

Chosen
AmBank group was established in 1976 as Arab Malaysian Finance Berhad
(AMFB). AMFB merged with MBf Finance Berhad in 2002, following the vesting of
assets and liabilities of AMFB into MBf Finance Berhad (AmBank Annual Report 2008,
Our History, page 20). AmBank was re-branded to AMBANK Group (AMGB). And
today, AmBank Group (AMGB) is 5th largest banking group in Malaysia (Inamdar K.
2009, para 5), with more than 200 branches and outlets (including subsidiaries and
associates), providing individuals and businesses with a range of financial services and
products.

AmBank Group averagely has 7% growth in past 5 years, refer to graph from
annual reports. (Appendix 1)

Figure 1.1

AmBank Group (AMGB) has a number of entities, like AmBank (AMMB),

AmInvestment, AmIslamic, AmAssurance, AmMutual, and etc. Credit card is one of the
LOB (Line of Business) in AmBank and AmIslamic, which generate great income as the
AmBank credit card annually receivables is 1.7 billion (note: AmIslamic contributes 20%
- 30%). Over the past 5 years, AmBank Credit Card receivables are showing downturn
averagely by 2-4%, this is because AmBank is working on Credit control scorecard on
Non Performing Loan (NPL) rate (Yap 2009, para 11) . As ANZ (Australia and New
Zealand Bank) acquired 30% of AmBank Group’s share in the year of 2007 (AFP
2007) . ANZ has brought over the new model (Partly from Basel II) to implement in
AmBank, in order to control the rate of NPL from Ambank unsecured lending. Over the

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3 years, Credit Card NPL shows on the graph has significantly improvement from 2.16
billion (Year 2007) to 56 million (Year 2010).

Figure 1.2

3.1 AmBank Group Mission and Vision:

AmBank Group mission is “To entrench our position as a premier financial
services group providing innovative products and services to our customers.” The
vision of the AmBank Group is to apply creativity, innovation and foresight when we
strategize our business growth to maximize our opportunities in an ever-changing
industry. AmBank group vision is to have a constancy of vision, consistency of
purposes, and clear commitment to AmBank’s shareholders, customers, employees,
and stakeholders. (AmBank Annual Report 2009)

AmBank currently have a series of Credit card, 11 type of Credit Card, in

Platinum, Gold, Classic, special features like AmBank True, AmBank CARz,
RealReward Gold Master, and Islamic card like Al-Taslif Platinum and Gold, True Card-I
and CARz-i. (Appendix 2)

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Figure 1.3

Figure 1.3 shows on the AmBank Group Credit card annual receivables and the
color represent the stage in the product lifecycle stages. Figure 1.4 indicates on each
credit card falls within each respective Product Lifecycle Stage. There are 4 types of
cards fall on the Decline stage, which 3 quarter are top selling cards in AmBank Group.
Based on the trend, the remaining of the card will pick up the volume and revenue, and
there is an opportunity for AmBank to zoom into new, potential market – Women group.

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3.2 AmBank Credit Card - Product Lifecycle Stages

Figure 1.4

Figure 1.4 shows on the AmBank Group Credit Card in different product development
life cycle stages. As seen in Figure 1.2, AmBank credit card receiveables annually has
been dropped by 2% - 4%, which partly also the AmBank credit card products have
gone to the decline stages, as the usage of 4 credit card has shown Decline. (Appendix
2)

3.3 Opportunity:
Differentiation from AmBank versus other local bank: AmBank has very large scale of
customer based on retail banking, occupying 22.3% of Hire purchase, 6.3% housing
loan, no. 5 in Credit Card market – 8.0% market share, no. 3 in personal financing with
6.3% market share and 5.1 million retail customers with 1.43 products per customers.
(Craig J. 2008, page 58). To target every loan applicant and owners from the database
for Credit card application, the volume of the proposed credit card can be huge.

3.4 Threat:
Competition of credit card within local and foreign bank can be very challenging.
Different bank will join venture with different merchant in order to provide to card holder

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the greatest benefits, e.g., 5% rebate on petrol. To link up with branded merchants will
require a higher rebate, for a better attraction to the market.

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4. Literature Review of the Segmentation,

Targeting and Positioning Concept (Critical
Assessment)

4.1 Segmentation
Segmentation is not easy, once you decide that it is necessary to do, you may
find that it is challenging to create these segments with any workable or meaningful
definition (Segmentation 2007)

Refer to Sommers & Barnes "Marketing, 10th Edition", (text used in CCT322 in
2004), chapter 4, page 98/99.
 Globalization and the increase in competition worldwide - your customers can
buy from more and more vendors, which makes segmentation difficult
 Ecommerce "fragments a market by exposing customers to companies with
which they were once totally unfamiliar"
 This means there may be people looking at stuff on your site, who are people not
suited to be a customer

Market segmentation is a two-step process of: (1) naming broad product-markets

and (2) segmenting these broad product-markets in order to select target markets and
develop suitable marketing mixes.

This two-step process isn’t well understood. First-time market segmentation efforts
often fail because beginners start with the whole mass market and try to find one or two
demographic characteristics to segment this market. Customer behavior is usually too
complex to be explained in terms of just one or two demographic characteristics. For
example, not all elderly men buy the same products or brands.

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Other dimensions usually must be considered – starting with customer needs.

(Focusing Marketing Strategy with Segmentation and Positioning)

4.2 Targeting
Targeting is to target the primary cluster of customer who truly need the product
and will buy it. Primary target market basically comprises the potential customers who
are targeted by the companies. Many companies have failed to determine their primary
target market by reason of their inefficient marketing strategies. In today's competitive
world, every company has to set their target audiences through customer survey, and
then only their primary target market will be fixed for a longer period irrespective of
market conditions. (Primary target Market)

Primary Target Market is how the company target the customer based on the
segmentation – Behavior, Demographic segmentation, geographic and Lifestyle factors.
The database can be found either by the marketing company or internal database, the
company can further target to the functional list of promising customers who having the
potential of spending. Many companies fail to set their primary target market due to
their inefficient market strategy. Only an intensive marketing segmentation will be able
to provide a good judgmental decision of targeting market. (Primary Target Market)

4.3 Positioning

According to Trout and Ries, “Positioning is not what you do to a product.

Positioning is what you do to the mind of the prospects. That is, you position (place) the
product in the mind of the potential buyer.” (Ries & Trout 1969). By knowing that, it is
pretty tough to enter a position into the consumer’s mind as they already relate certain
products as their priority.

Positioning is used as communication tool to reach to target customer in a

crowded marketplace (The battle for your mind, Al Ries and Jack Trout). The key is to
determine how important these collective differences are to buyers and then

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communicate them to potential buyers through your entire arsenal of marketing tools,
from distribution to packaging.

Understanding Positioning, is focus on the list of individual subject below, would

be critique if failed to execute. Some examples attached would be shown as the
supportive evidence.

Information Overload, Regarding to Ries and Trout, when positioning with a

product, the concept is to position the product to the mind of the customer. Having a
whole series of advertisement, and mark down a place in customer’s mind, and once
the customer impression is form, it is easy for customer to relate the product easily. For
example, Celcom broadband advertise the product with slogan “Potong”, it’s actually
created the impact to the market share, customer ‘hearted’ and will follow up with action
if surrounded friends or relatives purchase the products.

Getting into the mind of the consumer, the easy way to get into a person’s mind
is to be first. It is easy to remember who is first in the market and being second loses
the advantage of market share disregard how you compare with the product which
launched first. Therefore, to compete with the product already in the market, the
product must find itself related relate to the no.1 and positioned in a unique way. For
example: Avis re-positioned themselves as “Avis in only No. 2 in rent-a-cars, so why go
with us? We try harder.”

Coping With Position Leaders

To be good at positioning, we must have total understanding of the positions
occupied by the competition. Years ago a company had no hope of competing head-on
against the position that IBM had established. (Key word is “head-on”) 3000 years ago,
Sun Tzu, said: “the worst strategy in war is to besiege walled cities.” IBM failed
miserably with copiers; Xerox failed miserably with computers; Kodak failed miserably
with instant photography against Polaroid. It’s extremely difficult to change an

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established position (or image). It is better to create a new niche in the prospect’s mind
by creating a new position around a new product (P & G strategy).

What Works For A Leader Doesn’t Necessarily Work For A Follower

Second-place companies often are late because they have chosen to spend
valuable time improving their product before launching it. According to Ries and Trout,
it is better to be first and establish leadership.

If the product is not going to be first, it then must find an unoccupied position in
which it can be first. At a time when larger cars were popular, Volkswagen introduced
the Beetle with the slogan “Think small.” Volkswagen was not the first small car, but
they were the first to claim that position in the mind of the consumer.

It most likely is a mistake to build a brand by trying to appeal to everyone. There

are too many brands that already have claimed a position and have become entrenched
leaders in their positions. A product that seeks to be everything to everyone will end up
being nothing to everyone. (Riees and Trout)

Repositioning the Competition

Sometime there are no unique positions to carve out. In such cases, Ries and
Trout suggest repositioning a competitor by convincing consumers to view the
competitor in a different way. Tylenol successfully repositioned aspirin by running
advertisements explaining the negative side effects of aspirin.

Repositioning a competitor is different from comparative advertising.

Comparative advertising seeks to convince the consumer that one brand is simply
better than another. Consumers are not likely to be receptive to such a tactic.

The Importance of Names

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A brand’s name is perhaps the most important factor affecting perceptions of it.
It is vital to name products so that they stand for something amidst the cluttered
marketplace. Naming often begins the positioning process. The better names often tell
the prospect about the major benefit.

Ries and Trout favor descriptive names rather than coined ones like Kodak or
Xerox. Names like DieHard for a battery, Head & Shoulders for a shampoo, Close-Up
for a toothpaste, People for gossip magazine. While it is more difficult to protect a
generic name under trademark law, Ries and Trout believe that in the long run it is
worth the effort and risk. In their opinion, coined names may be appropriate for new
products in which a company is first to market with a sought-after product, in which case
the name is not so important.

Brand name line extensions are often ineffective. Scott Paper’s product
associations and positioning are badly blurred, for example. Jergens introduced several
line extension lotions which triggered Vaseline Intensive Care. The result: Jergens lost
and Intensive Care won. Few more examples: Sara Lee means desserts – not main
course frozen entrees. Levi’s failed when they tried to introduce shoes. Gillette failed
with women’s grooming products.

Line extension names can work if we do little advertising or if we have 100’s of

small volume products. Then some name is better than no name.

To Play the Positioning Game (Explanation of positioning)

 The meanings are not in the words. They are in the minds of the people using the
words.
 Know how words affect people; words are triggers for meanings buried in the
mind.
 With the right choice of words, you can influence the thinking process itself.
 You need objectivity; be brutally frank with no ego in the decision making
process.

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 You need simplicity; only an obvious idea will work today.

 You need subtlety; it’s tough to find an open position that is also effective.
 You must be willing to give ground; not to be all things to all people.

5. Basis for Proposed Segmentation and Targeting

for the Product Chosen

Over the years, women's financial power has been rising. By 2014, their earning
capacity is forecast to hit $18 trillion (Dh66 trillion), much bigger than the estimated
2014 gross domestic product of India and China, according to World Bank figures.
(Maceda C. 2010)

From the graph fig 5.1, female decision maker is 45.5% as Manager compare to
54.5% as non manager. Compare to male as 59.4% as Manager and 40.6% as non
manager. Female nowadays has higher percentage of non manager to make decision
with spending power as main stake holder of shoppers in the market now.

Figure 5.1: Female decision maker is 45.5% manager vs 54.5% non-manager (Managerial position 2010)

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5.1 Demographic Segmentation

Firstly, the Demographic Segmentation will demonstrate on the ratio of
Malaysia population. The segmentation will focus on Behavioral, Demographic,
Geographic and Psychographic

The behavioral shows on the population of having 1 card is 26.2% and 1 to 3

cards is 55.4%, 4 to 5 cards is 13.8% and more than 5 cards is 1.5%. Usage rate as
once a week is 26.1%, 3 times a week is 23.1%, 5 times a week is 12.3% and more
than 5 times a week is 12.3%.
The Demographic segmentation main target audience is female, which is
currently 49.4% out of 28 million in Malaysia population. Age of Female is age 16-21 is
22%, age 22-33 is 24%, age 34-45 is 18% and age 46-55 is 16%. Income group below
RM 3,000 is 29.7%, RM 3,001-RM 5,000 is 43.1% and more than RM 5,001 is 27.2%.
The education group from female from high school is 4.6%, Tertiary (include degree) is
55.40% and Postgraduate is 40%.
The Geographic segmentation of urban (cities) population is 55%, and the
psychographic – Lifestyle of Annual household expenditure with < 30,000 is 35.1%, 31
thousand to 50 thousand is 26.1%, 51 thousand to 70 thousand is 23.9% and more than
70 thousand is 14.9%. (Refer to Appendix 3)

5.2 Targeting
Based on the market segmentation, the target audience for the New AmTrue
Lady’s card will be as below:
Lady market, with different age group based on different stage of their lifecycle,
there will be different features that mix and provided from the card, therefore, the
targeting group will be wider.

Female, at least diploma & above, min 2000 income

Age 16 – 21 Age 22 – 33 Age 34 – 45 Age 46 – 55
Life Cycle College Working – Working – Working – Senior
Executive Managerial Management
Spending Shopping, Clubbing, Gadget, Shopping, Social, Travel, Social, Travel,

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Attitude / Gadget, Fashion Fashion, Lifestyle, Shopping, Fashion, Shopping, Grocery

Behavior Grocery Lifestyle, Grocery
Table 5.2

To target the lady’s group in different age band, Credit card is easy to penetrate
into every corner of lady’s life. Compare to Men, Women are more meticulous with
money, especially on value to money credit card features. Women are also more loyal
to the products, once they are happy with the services; they are very likely preferring the
branding and will continue to support the products.

Female participation in the economy has increased steadily over the years. The
MasterCard Worldwide Index of Women’s Advancement (MWIWA) has indicated that in
Malaysia, amongst women surveyed, there has been a significant rise in women seeing
themselves in a managerial role, from 9.3% in 2009 to 46.4% in 2010 (UOB Press
Release 2010).

With the segmented volume in the targeting group in Malaysia, we are looking at
6.086 million of population in Malaysia, taking the 30% hair-cut assumption of this
number, it is still 4.260 million lady who would apply and use this card, this is definitely
not a niche market.

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6. Basis for Proposed Positioning Chosen

After targeting the market, when come to positioning the product, we realize the
fact that, there are 2 products currently in the market. 1st MBF was introduced in the
market in year 2004 (News on Credit cards 2004). And UOB launch their UOB lady’s
card in the year 2005, with different positioning on beauty, health and wellness (UOB
Lady’s card). Later UOB revamped the Lady’s card to be Augmented Reality (AR)
based technology in year 2009, with developing the mobile phone application called
“Lady’s Soulmate” which helps the card members to access privileges through Google
maps and a directional guide based on AR technology (Chhan M. 2010).

Realized the product is not new in the market, to position this new product in the
market, the approach is to tap on the first in the market, which is Islamic link and
Investment Link. AmBank Group has the advantages of entities of AmIslamic and
AmInvestment, that is UOB don’t have. Therefore, by providing the same features as
UOB lady’s card, AmTrue ladies card can extend the services to investment and Islamic
products. Table 6.1 will illustrate the feature between UOB and AmBank and massive
of advertisement will overload to the prospects with the added features.

6.1 Features Comparison Table

Features / Name / Type AmBank UOB
Card Name AmTrue Ladies UOB Lady’s
Shopping Features  
Dining Privileges  
Card Protector / Insurance  
Exclusive Soulmate Application  
Loyalty points  
0% Easy Payment  
Travel Privileges  
Investment Sector (Link to AmInvestment)  
Islamic Card  

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‘The Men Don't

Motto / Signature Tagline ‘You deserve it’
Get It’
Table 6.1

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7. Annual Sched$ule for the Programme including

Marketing Budget /Expenditure
The annual schedule for the programme has been budgeted RM RM 6.8 million,
mainly categorized as different stages of activities. The 2 major budgeted event are
Technology development and Advertisement.

The new AmTrue ladies card has the special features as branded shopping
online, and it directly linked to AmBank account, therefore, technology is to be
enhanced. Advertisement is another main focus, as this will be the big bang
introduction of AmBank lady’s card. The budget is targeted for the electronic media,
billboard, TV commercial and Internet advertisement.

7.1 New Proposed Budget Gann Chart

Figure 7.1- Budget and expenditure

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8. Conclusion

In today’s market, not only UOB offers to public with Lady’s card, back to 2004,
MBF also launched lady’s card with classic, Gold and Platinum Master card. As the
logic of positioning, the first launcher will have impact to the market as public position it
as a leader. MBF didn’t gain too much market share, simply because the product
(lady’s card) didn’t successfully penetrate to the lady’s lifestyle. The promotion of MBF
lady’s card has failed to indicate the purpose the card, the perception of holding or
possessing the card by the ladies. MBF card only focus on protection, bonuslink as
added service to the card, but as they have forgotten the touch of the feeling by having
the card, it is not just a card, but it represent the women’s identity as compare equally to
elegant lifestyle.

Women has come from revolution from being supporting role in the family,
become front-lining role now in the market. Many ladies have now holding very
important position, like senior management role, decision maker’s role, in the multi-
national organization. Equally, they are also expecting a supreme lifestyle after a long
day of work. Ladies now will search for what would relax them, like fashion, shopping,
treatment, health, etc, but not just constraint to protection and saving, which can only
apply to women 10 years ago. MBF failed on the segmentation of women on
implementing the lady’s card, whereas, UOB has revamp the entire UOB Lady’s card
structure in 2009, to impose the touch of women on the card, with tons of additional
packages like 0% easy payment, lucky draw on branded bag, Wednesday night at
clubbing, free lady protection, travel privileges, dining privileges, etc. Most importantly,
UOB also added in the new technology – Soulmate application, it connect card holder
mobilely to internet with their PDA phone, so it gives women easier access to the
shopping complex around them, or give them the Personal assistance service as the
software will show the card holder, which merchant will have discount with using the
lady’s card.

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Statistics proven as UOB lady’s card has 500,000 possession in Malaysia and
Singapore. As AmBank cannot position as a leader, but we can position as a follower,
as referred to Ries and Trout, as our product is not first in the market, we must find an
unoccupied position in which we can be first. UOB promotes with the slogan as ‘The
Men Don't Get It’, AmBank will position our tagline as ‘You deserve it’, with the Name
as AmBank True Lady’s.

It has the consideration of future women will have more competitive lifestyle with
men, in term of career, businesses, income, and so on, therefore, the tagline – ‘You
deserve it’, will create the urge of needs for the women in society. Woman nowadays
will not feel privileges when they know the men don’t get it, but instead, they will feel
more pampered feeling as ‘You deserve it’. For added advantage, the AmBank True
lady’s card added in 2 main feature – Investment and Islamic.

Based on the behavioral study, we understand not all women will spend on
lifestyle, and 50% of women nowadays will look for investment opportunities. This
credit card will provide with them an opportunities that they can trade online, by using
their credit card, which means, they earn money and interest in the same time. Islamic
credit card is a channel open up for bumi population, features will be remain and halal.

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9. References:
AFP 2007, “ANZ strikes deal with Malaysia's AmBank”, News, 3 Mar 2007, ABC News,
viewed 1 September 2010,
<http://www.abc.net.au/news/stories/2007/03/03/1861993.htm>
AmBank Annual Report 2008, “AmBank Annual Report 2008”, viewed 15 August 2010,
<http://www.ambg.com.my/ambank_webmedia/file/annualreport/2008/ammbholdings/en
g/5.pdf >

AmBank Annual Report 2009, “AmBank Annual Report 2009”, viewed 15 August 2010,
<http://www.ambg.com.my/ambank_corporate.asp?
sc=ambg_investor_relations&pg=ambg_investor_annual_reports&sub=ambg_report_ar
chive_2009&subp=ambg_report_archive>

AmBank Group 2008, “Press Release 28 August 2008”, viewed 15 September 2010,
<http://www.ambankgroup.com.my/ambank_corporate.asp?
sc=ambg_investor_relations&pg=ambg_investor_media_centre&sub=&next=detail_&id
=338>
Chhan M. 2010, “UOB reengineers Lady's Card with AR”, blog, 2 July 2010, Marketing-
interactive.com, viewed 9 September 2010, <http://www.marketing-
interactive.com/news/20668>

Craig J. <jill.craig@anz.com> 2008, “ANZ Asia Tour, Overview of AMMB”, page 58,
Presentation, 17 June 2008, AmBank Group, viewed 20 August 2010,
<http://phx.corporate-ir.net/External.File?
item=UGFyZW50SUQ9MzQyMzUwfENoaWxkSUQ9MzI4Njk0fFR5cGU9MQ==&t=1>
Dhesi D. 2010, “Credit card issuers eye bigger market share”, News, 3 Apr 2010, the
star online, viewed 9 September 2010, <http://biz.thestar.com.my/news/story.asp?
file=/2010/4/3/business/5978415&sec=business>

Inamdar K. 2009, “CAPITAL INTELLIGENCE AFFIRMS AMBANK (M) BERHAD’S

RATINGS WITH POSITIVE OUTLOOKS”, Press Release, 16 December 2009, Capital
Intelligence, viewed 19 September 2010, <
http://www.ambg.com.my/ambank_webmedia/file/CapitalIntelligencePR.pdf>

Maceda C. 2010, “Spending power swings women's way”, Business, 3 July 2010,
gulfnews.com, viewed 8 Sept 2010, <http://gulfnews.com/business/your-
money/spending-power-swings-women-s-way-1.649270>
Managerial position 2010, “MasterCard Worldwide index of Women’s Advancement
(Malaysia)”, MasterCard worldwide, viewed 7 Sept 2010,
<http://www.masterintelligence.com/ViewRegionReport.jsp?
hidReportTypeId=4&hidRegionId=1&hidUserId=null>

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News on Credit cards 2004, “MBF bullish on upgraded Lady Card”, 24 December 2004,
The Star – Business News, viewed 19 September 2010
<http://www.axon2u.com/announcement/ladycards.htm>

Primary Target Market: “Primary Target Market”, Map of world Finance, viewed 9
September 2010, <http://finance.mapsofworld.com/primary-market/target.html>

Positioning: “Positioning: As Popularized by Al Ries and Jack Trout”, Quick MBA:

Knowledge to power your business, viewed 9 September 2010,
<http://www.quickmba.com/marketing/ries-trout/positioning/>

Ries & Trout 1969, “Creating the perception of a product / brand / company identity”, 12
Manage: The Executive Fast Track, viewed 9 September 2010,
<http://www.12manage.com/methods_trout_positioning.html>

Segmentation 2007: “MARKET SEGMENTATION”, 2 Oct 2007, blog, viewed 1

September 2010, <http://www.witiger.com/marketing/marketsegmentation.htm>
Yap 2009, “AmBank fast-tracking growth areas”, News, 8 August 2009, the star online,
viewed 8 August 2010, <http://biz.thestar.com.my/news/story.asp?
file=/2009/8/8/business/4426778&sec=business>
UOB Lady’s card: “United Overseas Bank Malaysia (UOB Credit Card Malaysia)”,
Economy Watch, viewed 9 September 2010, <http://www.economywatch.com/malaysia-
credit-cards/uob-malaysia.html>

UOB Press release 2010, “UOB Lady’s Card Regional Makeover Takes It Beyond
Financial Solutions”, Press release, 29 June 2010, viewed 9 September 2010,
<http://www1.uob.com.my/webpages/Press_release/pressR_june29_2010.html>

Woman in Urban: “REPORT ON THE STATE OF WOMEN IN URBAN LOCAL

GOVERNMENT MALAYSIA”, Accessed 7 September 2010,
<http://www.unescap.org/huset/women/reports/malaysia.pdf>

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10. Appendix
10.1 Appendix 1: AmBank Group Annual Report

AmBank Group RM'000

31/3/20 31/3/20 31/3/20 31/3/20 1/3/201
06 07 08 09 0
72,378 78,982 83,191 89,892 96,480
Total Asset ,684 ,858 ,707 ,881 ,303
Credit Card 2,138 2,218 1,927 1,867 1,782
Receivables ,331 ,724 ,253 ,505 ,020
15 21 6 7 5
NPL Credit Card 3,751 6,850 6,011 0,209 6,343

10.2 Appendix 2: AmBank Group List of Credit Card and

Product Life-cycle stage

Sumof Volume ColumnLabels

RowLabels Decline Growth Introduction Maturity GrandTotal
Al-Taslif Gold / Classic Card-i 213,842,400 213,842,400
Al-Taslif Platinum Card-i 231,662,600 231,662,600
AmBank CARz Card 160,381,800 160,381,800
AmBank Gold 213,842,400 213,842,400
AmBank Imagine Visa Card 213,842,400 213,842,400
AmBank Platinum 124,741,400 124,741,400
AmBank RealRewards Gold Master 71,280,800 71,280,800
AmBank True 196,022,200 196,022,200
CARz Card-i  160,381,800 160,381,800
True Card-i (VISA) 196,022,200 196,022,200
GrandTotal 855,369,600 196,022,200 534,606,000 196,022,200 1,782,020,000

*Note: Product Life-cycle based on assumption

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10.3 Appendix 3:

Segmentation Table
Segment base Sub-Segment Categories Percent Figure
Buying attitude Spend with Credit Card
Buying practice Spend with Credit Card
Benefits Sought Discount & Rebate
Only 1 26.2% 3,623,984
Total Credit 1 until 3 55.4% 7,662,928
Behavioral Card 4 until 5 13.8% 1,908,816
More than 5 1.5% 207,480
Once a week 26.1% 3,610,152
3 times a week 23.1% 3,195,192
Usage rate
5 times a week 12.3% 1,701,336
More than 5 times a week 38.5% 5,325,320
Gender Female 49.4% 13,832,000
16-21 22% 3,043,040
22-33 24% 3,319,680
Age Group
34-45 18% 2,489,760
46-55 16% 2,213,120
Demographic Income < RM 3000 29.7% 4,108,104
RM 3001 – RM 5000 43.1% 5,961,592
> RM 5001 and above 27.2% 3,762,304
Education High School 4.6% 636,272
Tertiary 55.4% 7,662,928
Postgraduate 40% 5,532,800
Geographic Region Capital & Regional Cities 55% 7,607,600
(Urban)
Psychographic Lifestyle Annual Household expenditure
< 30 35.1% 4,855,032
31 – 50 26.1% 3,610,152
51 – 70 23.9% 3,305,848
> 70 14.9% 2,060,968
Table 5.1

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