CARD HOLDERS

KAIQUE COUTO ALBERTO

JOSÉ AUGUSTO YOUNIS VAZ
CLAUDIO IGNACIO VELIZ CEA
 INTRODUCTION
• IN THIS STUDY, WE HAVE EXAMINED VARIOUS ASPECTS OF
A THEORETICAL SITUATION, CONSIDERING DIFFERENT FACTORS
AND MAKING CHOICES BASED ON THE BEST OPTIONS
AVAILABLE. WE HAVE DELVED INTO TOPICS SUCH AS
MANAGEMENT STRATEGY, CULTURAL VALUES AND NORMS,
STAFFING STRATEGY, NEGOTIATION STRATEGY, KEY PARTNERS,
AND VARIOUS ELEMENTS RELATED TO THE PRODUCT, PROMOTION,
PLACE (DISTRIBUTION CHANNELS), PRICE, AND METHODS
OF PAYMENT. ADDITIONALLY, WE HAVE EXPLORED
LOGISTICS STRATEGIES, INCLUDING TRANSPORTATION, TERMS OF
SALE (INCOTERMS), PRODUCTION CONSIDERATIONS,
WAREHOUSING CONSIDERATIONS, PACKAGING
CONSIDERATIONS, DOCUMENTATION REQUIREMENTS,
INSURANCE CONSIDERATIONS, AND THE INVOLVEMENT OF
FREIGHT FORWARDERS OR OTHER THIRD PARTIES. THROUGH
THOUGHTFUL ANALYSIS AND DECISION-MAKING, WE AIM TO
DEVELOP A COMPREHENSIVE UNDERSTANDING OF HOW TO
APPROACH THIS THEORETICAL SCENARIO EFFECTIVELY.
 SWOT ANALYSIS FOR CARD HOLDERS

• STRENGTHS:​
• CUSTOMIZED AND PERSONALIZED PRODUCTS: OFFERING CUSTOMIZED AND
PERSONALIZED CARD HOLDERS DIFFERENTIATES THE BUSINESS
FROM COMPETITORS, PROVIDING A UNIQUE SELLING POINT.​
• STRONG ONLINE PRESENCE: THE BUSINESS HAS A ROBUST ONLINE PRESENCE
AND ACCESSIBILITY THROUGH E-COMMERCE CHANNELS, ALLOWING FOR WIDER
REACH AND CUSTOMER CONVENIENCE.​
• HIGH-QUALITY MATERIALS: THE USE OF HIGH-QUALITY MATERIALS TO PRODUCE
PREMIUM CARD HOLDERS ENHANCES THE PERCEIVED VALUE OF THE PRODUCTS.
WEAKNESSES:​

• LIMITED BRAND RECOGNITION: COMPARED TO ESTABLISHED COMPETITORS, THE BUSINESS

MAY HAVE LIMITED BRAND RECOGNITION, WHICH CAN POSE CHALLENGES IN CAPTURING
MARKET SHARE AND ATTRACTING CUSTOMERS.​
• LIMITED RESOURCES FOR EXPANSION: THE BUSINESS MAY FACE RESOURCE CONSTRAINTS,
LIMITING ITS ABILITY TO EXPAND OPERATIONS AND INVEST IN MARKETING INITIATIVES.​
• IMPORT REGULATIONS AND LOGISTICS: NAVIGATING IMPORT REGULATIONS AND MANAGING
LOGISTICS CAN PRESENT POTENTIAL DIFFICULTIES AND IMPACT THE SUPPLY CHAIN.
OPPORTUNITIES:​

• SOCIAL MEDIA AND DIGITAL MARKETING: UTILIZING SOCIAL MEDIA AND DIGITAL MARKETING
STRATEGIES CAN HELP THE BUSINESS REACH A WIDER CUSTOMER BASE, INCREASE BRAND
AWARENESS, AND GENERATE SALES LEADS.​
• COLLABORATIONS AND INFLUENCER PARTNERSHIPS: COLLABORATING WITH INFLUENCERS
OR OTHER BRANDS CAN INCREASE VISIBILITY, CREDIBILITY, AND ATTRACT NEW CUSTOMERS.​
• PROMOTIONS AND DISCOUNTS: OFFERING PROMOTIONS OR DISCOUNTS CAN INCENTIVIZE
NEW CUSTOMERS TO TRY THE PRODUCTS, BOOST SALES, AND GENERATE REPEAT BUSINESS.
THREATS:​

• INTENSE COMPETITION: THE BUSINESS FACES COMPETITION FROM ESTABLISHED BRANDS AS

WELL AS EMERGING BUSINESSES IN THE CARD HOLDER MARKET. STAYING AHEAD OF THE
COMPETITION AND CAPTURING MARKET SHARE MAY REQUIRE STRATEGIC DIFFERENTIATION AND
EFFECTIVE MARKETING.​
• ECONOMIC INSTABILITY AND MARKET SHIFTS: ECONOMIC INSTABILITY OR SHIFTS IN CONSUMER
SPENDING PATTERNS CAN IMPACT THE DEMAND FOR LUXURY PRODUCTS LIKE CARD HOLDERS.
MONITORING MARKET TRENDS AND ADAPTING TO CHANGING CONSUMER PREFERENCES IS
CRUCIAL.​
• IMPORT REGULATIONS AND TARIFFS: POTENTIAL CHANGES IN IMPORT REGULATIONS OR TARIFFS
CAN AFFECT THE BUSINESS'S OPERATIONS, INCREASE COSTS, AND DISRUPT THE SUPPLY CHAIN.
STAYING INFORMED AND PROACTIVE IN ADDRESSING REGULATORY CHALLENGES IS ESSENTIAL.
PRODUCT

• PRODUCT: THE CORE COMPONENTS OF OUR CARD HOLDERS' VALUE PROPOSITION FOCUS ON THEIR HIGH QUALITY,
FUNCTIONALITY, AND STYLISH DESIGN. THIS HIGHLIGHTS THE SLIM DESIGN, CARD PROTECTION FEATURES, AND EASE OF USE THAT
CATER TO THE NEEDS OF PROFESSIONALS, STUDENTS, AND FASHION-CONSCIOUS INDIVIDUALS IN QUEBEC. EMPHASIZE HOW OUR
CARD HOLDERS OFFER CONVENIENCE AND ORGANIZATION IN THE DIGITAL PAYMENT ERA.​
• PACKAGING COMPONENTS AND DESIGN CONSIDERATIONS: WE CONSIDER PACKAGING THAT REFLECTS THE PREMIUM NATURE
OF OUR CARD HOLDERS AND APPEALS TO THE TARGET MARKET. WE PLAN TO USE HIGH-QUALITY MATERIALS, SLEEK DESIGNS,
AND INCORPORATE BRANDING ELEMENTS THAT CONVEY ELEGANCE AND STYLE. ALSO CONSIDER INCLUDING USER GUIDES OR
INFORMATION ON THE PRODUCT'S FEATURES AND BENEFITS. PACKAGING WILL BE VISUALLY APPEALING AND PROVIDE A POSITIVE
AND ATTRACTIVE UNBOXING EXPERIENCE FOR CUSTOMERS.​
• SUPPORT SERVICES: TO ENHANCE OUR CUSTOMER EXPERIENCE, WE PLAN TO PROVIDE COMPREHENSIVE SUPPORT SERVICES.
THIS WILL INCLUDE A RESPONSIVE CUSTOMER SERVICE TEAM THAT CAN ASSIST WITH INQUIRIES, RETURNS, AND EXCHANGES.
OFFER WARRANTY OR GUARANTEE PROGRAMS TO INSTILL CONFIDENCE IN THE PRODUCT'S QUALITY AND DURABILITY. WILL
CONSIDER PROVIDING PERSONALIZED ENGRAVING OR CUSTOMIZATION SERVICES TO ADD A PERSONAL TOUCH TO THE CARD
HOLDERS.
 DISTRIBUTION CHANNELS

• VIRTUAL VS. PHYSICAL CHANNELS: WE ARE GOING TO UTILIZE A COMBINATION OF VIRTUAL AND PHYSICAL CHANNELS TO REACH
CUSTOMERS. WE CAN ESTABLISH AN E-COMMERCE WEBSITE TO DIRECTLY SELL TO CONSUMERS AND PARTNER WITH HIGH-END FASHION
AND ACCESSORY RETAILERS TO DISTRIBUTE OUR PRODUCTS IN PHYSICAL STORES. WITH THIS OFFER AM OMNI-CHANNEL EXPERIENCE,
ALLOWING CUSTOMERS TO PURCHASE ONLINE AND PICK UP IN-STORE OR VICE VERSA.​
• RETAILERS: OUR TARGET ARE HIGH-END FASHION AND ACCESSORY RETAILERS IN CANADA THAT ALIGN WITH OUR BRAND IMAGE. WE HAVE
CONSIDERED HUDSON'S BAY, REITMANS, TODAY'S SHOPPING CHOICE, AND BEST BUY. WE AIM TO PARTNER WITH 10 RETAILERS INITIALLY,
FOCUSING ON THOSE WITH A STRONG PRESENCE IN THE CANADIAN MARKET AND A TARGET CUSTOMER BASE THAT MATCHES OUR
PRODUCT OFFERING. RETAIL CAN VARY, BUT WE CAN NEGOTIATE A FAIR AND COMPETITIVE MARKUP WITH EACH RETAILER.​
• WHOLESALERS: WE PLAN TO COLLABORATE WITH SPECIALIZED WHOLESALERS IN CANADA WHO HAVE ESTABLISHED RELATIONSHIPS WITH
RELEVANT RETAILERS. THESE WHOLESALERS CAN BE SMALL TO MEDIUM-SIZED AND SPECIALIZED IN LUXURY OR FASHION GOODS. THEIR
SCALE OF OPERATION WILL VARY BUT PRIORITIZE THOSE WITH A STRONG PRESENCE IN THE CANADIAN MARKET. IS NECESSARY TO
NEGOTIATE MARKUPS THAT ALLOW BOTH PARTIES TO COVER COSTS AND GENERATE PROFITS.​
• DISTRIBUTORS: WE WILL BE PARTNERING WITH DISTRIBUTORS WHO CAN HELP EXPAND THE BRAND'S REACH. SOME DISTRIBUTION
COMPANIES IN CANADA THAT WE HAVE CONSIDER: GROUPE TVA INC., AVIVA SOLUTIONS, AND BUNZL CANADA. WE NEED TO EVALUATE
THEIR EXPERTISE IN LOGISTICS AND THEIR ABILITY TO HANDLE THE DISTRIBUTION OF OUR CARD HOLDERS. AFTER THIS WE ARE GOING TO
NEGOTIATE MARKUPS AND ESTABLISH A MUTUALLY BENEFICIAL METHOD OF OPERATION.​
• IMPORT/EXPORT AGENTS: WE WILL WORK WITH IMPORT/EXPORT AGENTS WHO HAVE EXPERIENCE AND KNOWLEDGE OF INTERNATIONAL
TRADE REGULATIONS. THESE AGENTS WILL ASSIST WITH CUSTOMS DUTIES AND IMPORT TAXES. WE WILL ENSURE THE AGENTS HAVE A
STRONG UNDERSTANDING OF THE CANADIAN MARKET AND CAN FACILITATE THE SMOOTH IMPORTATION OF OUR PRODUCTS.
PRICE
TRANSPORTATION

• FOR INTERNATIONAL SHIPMENTS, WE HAVE OPTED FOR OCEAN FREIGHT,

UTILIZING MAJOR SHIPPING LINES WITH A PROVEN TRACK RECORD IN THE
INDUSTRY.​
• WE HAVE SELECTED MONTRÉAL AS THE ARRIVING PORT FOR OUR IMPORTS TO
CANADA BECAUSE IT IS ALREADY SITUATED ON THE PROVINCE AND AVOIDS
CROSSING THE WHOLE COUNTRY BY ROAD IF THE IMPORTS ARRIVED
IN VANCOUVER.​
• DOMESTIC TRANSPORTATION WITHIN CANADA WILL PRIMARILY RELY ON ROAD AND
RAIL FREIGHT, WORKING WITH REPUTABLE TRUCKING COMPANIES TO ENSURE
EFFICIENT DELIVERY.
 FINANCIAL PROJECTIONS AND BUDGETS

• PRELIMINARY REVENUE MODEL: THE REVENUE MODEL FOR OUR MARKET CAN BE
BASED ON DIRECT SALES TO CUSTOMERS, RETAIL PARTNERSHIPS,
AND POTENTIALLY WHOLESALE DISTRIBUTION. THE REVENUE PROJECTIONS FOR
THE FIRST THREE YEARS ARE AS FOLLOWS:

First Year:​ Second Year:​ Third Year:​

•Revenue Target: $200,000​
•Number of Customized Card Holders
to Sell: 2,000​
•Number of Customers to Acquire:
1,200 (100 customers per month)
•Revenue Target: $400,000​
•Number of Customized
Card Holders to Sell: 4,000​
•Number of Customers to Acquire:
2,400 (200 customers per month)
•Revenue Target: $800,000​
•Number of Customized Card
Holders to Sell: 8,000​
•Number of Customers to
Acquire: 3,600 (300 customers
per month)

Based on these projections, the aim is to increase both revenue and customer acquisition targets each year.
BUDGET

• PRELIMINARY BUDGET: THE COSTS LIKELY TO COME UP IN THE

INTERNATIONAL EXPANSION OF THE CARD HOLDER BUSINESS INCLUDE:​
• PRODUCT DEVELOPMENT COSTS:​
• COST OF THE PRODUCT (CARD HOLDER): $5.00 PER UNIT​
• CUSTOMIZED MANUFACTURING EXPENSES: $2.00 PER CUSTOMIZATION
 MARKETING STRATEGY AND OBJECTIVES

• SALES AND MARKETING OBJECTIVES FOR THE CUSTOMIZED CARD HOLDERS:​

• YEAR 1:​
• TARGET MARKET: MIDDLE TO HIGH-INCOME INDIVIDUALS AGED 25-55 WHO VALUE PREMIUM
QUALITY AND PERSONALIZED PRODUCTS, BOTH MEN AND WOMEN.​
• MARKETING OBJECTIVE: ACHIEVE A SIGNIFICANT MARKET PENETRATION AND COVERAGE.​
• PENETRATE 5% OF THE TOTAL ADDRESSABLE MARKET.​
• ATTAIN A COVERAGE OF 50% OF THE IDENTIFIED TARGET MARKET.​
• SALES OBJECTIVE: GENERATE A REVENUE TARGET OF $200,000 BY SELLING 2,000 CUSTOMIZED
CARD HOLDERS.​
• MARKETING STRATEGY: LEVERAGE SOCIAL MEDIA PLATFORMS AND DIGITAL ADVERTISING FOR
BRAND AWARENESS AND LEAD GENERATION.​
• CONVERSION RATE: AIM TO ACHIEVE A 5% CONVERSION RATE.​
• CUSTOMER ACQUISITION: TARGET ACQUIRING 100 CUSTOMERS PER MONTH.
• YEAR 2:​
• SALES OBJECTIVE: INCREASE THE REVENUE TARGET TO $400,000 BY SELLING
4,000 CUSTOMIZED CARD HOLDERS.​
• MARKETING STRATEGY: CONTINUE LEVERAGING SOCIAL MEDIA PLATFORMS AND
DIGITAL ADVERTISING. ALSO, FOCUS ON PARTNERING WITH LOCAL RETAILERS TO
EXPAND REACH AND ESTABLISH A PHYSICAL PRESENCE.​
• CONVERSION RATE: AIM TO ACHIEVE A 7% CONVERSION RATE.​
• CUSTOMER ACQUISITION: TARGET ACQUIRING 200 CUSTOMERS PER MONTH.
• YEAR 3:​
• SALES OBJECTIVE: INCREASE THE REVENUE TARGET TO $800,000 BY SELLING
8,000 CUSTOMIZED CARD HOLDERS.​
• MARKETING STRATEGY: CONTINUE FOCUSING ON EXISTING MARKETING
STRATEGIES, INVEST IN CREATING A LOYALTY PROGRAM, AND ENHANCE
CUSTOMER SUPPORT AND SERVICE FOR INCREASED CUSTOMER RETENTION.​
• CONVERSION RATE: AIM TO ACHIEVE A 10% CONVERSION RATE.​
• CUSTOMER ACQUISITION: TARGET ACQUIRING 300 CUSTOMERS PER MONTH.​

THESE OBJECTIVES AND STRATEGIES OUTLINE THE BUSINESS'S PLAN TO

PENETRATE THE TARGET MARKET, GENERATE SALES REVENUE, AND EXPAND ITS
CUSTOMER BASE OVER THE COURSE OF THREE YEARS SPECIFICALLY FOR THE
CUSTOMIZED CARD HOLDERS PRODUCT.
MARKETING AND ADVERTISING EXPENSES

• MARKETING AND ADVERTISING SPENDINGS: 15% OF THE AMOUNT INVESTED​

• E-COMMERCE PLATFORM CHARGES AND CUSTOMER SUPPORT SERVICE FEES: $90
PER MONTH FOR SHOPIFY
 CONCLUSION

• IN CONCLUSION, BY CAREFULLY CONSIDERING DIFFERENT FACTORS AND MAKING

INFORMED CHOICES, WE HAVE DEVELOPED STRATEGIES FOR MANAGEMENT, STAFFING,
NEGOTIATIONS, AND PARTNERSHIPS THAT ALIGN WITH THE CULTURAL VALUES AND
NORMS OF THE TARGET MARKET. WE HAVE ALSO EXPLORED KEY ASPECTS RELATED TO
THE PRODUCT, PROMOTION, DISTRIBUTION CHANNELS, PRICING, AND METHODS OF
PAYMENT, ENSURING A WELL-ROUNDED APPROACH TO MARKET ENTRY AND
OPERATIONS. MOREOVER, LOGISTICS CONSIDERATIONS, SUCH AS TRANSPORTATION,
INCOTERMS, PRODUCTION, WAREHOUSING, PACKAGING, DOCUMENTATION,
AND INSURANCE, HAVE BEEN THOROUGHLY EVALUATED TO OPTIMIZE EFFICIENCY AND
MITIGATE POTENTIAL RISKS. BY INTEGRATING THESE VARIOUS ELEMENTS, WE CAN
ENHANCE OUR CHANCES OF SUCCESS AND ESTABLISH A STRONG FOOTHOLD IN THE
MARKET. WITH THIS STUDY AS A GUIDE, WE CAN NAVIGATE THE COMPLEXITIES OF
THE EXPANSION, MAKE INFORMED DECISIONS, AND PURSUE OUR GOALS WITH
CONFIDENCE.​