discover horizon (newsletter)- spring 2012

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Brought to you by Discover ® ... your partner in payment services Issue 7 – Spring 2012 Welcome to Horizon SM There are many positive signs that economic recovery is on the horizon and although it continues to be a challenging year for our financial institution and credit union partners, we are committed to helping you grow membership through innovative credit card products and services. In this issue of Horizon, we have included insightful articles that address several topics of interest to our issuers. George Fiegle, chief operating officer of ICUL Service Corporation, does an in-depth interview with us concerning the challenges of card growth in the credit union marketplace. Mark Arnold, CCUE and president of On the Mark Strategies, shares his thoughts on generational marketing and how credit unions can use generational characteristics to improve results. Advantage Consulting takes a look at the development of co-branding and its role in the growth of credit cards. There’s a lot of buzz about our new partnership with INDYCAR, so be sure to catch that article. It’s one more way we have been working with our issuing partners to drive cardmember loyalty through exclusive program benefits. We look forward to seeing you at the upcoming Card Forum and Expo. Please stop by our booth or join us at our reception on Thursday, May 10, from 7:00–9:00 p.m., at the ChampionsGate Room, lobby level. Sincerely, Kevin O’Donnell Group Executive, Credit Issuance An Interview With ICUL Service Corp. Several years ago, it was fashionable for credit unions to sell credit card portfolios. Do you see credit unions getting back into the credit card business? If so, why? Only about 2% of credit unions that had credit card portfolios sold their portfolios. Generally, those sales agreements called for a six-year noncompete. As those noncompete restrictions expired, many of the credit unions that did sell re-entered the market. There are numerous reasons why. One is the realization that a well-managed credit card program is likely their best yielding asset, especially in the wake of a real estate market slump. Also, some credit unions were not pleased with the way their members were serviced post sale. Others identified a “loss of the connection” with the member that they wanted to regain. How are credit unions positioning their card programs to be competitive in the industry? Some of the most successful credit union credit card programs are “no frills” programs relying on low interest rates and low fees as a competitive advantage. One successful credit union eliminated late fees and used it as a marketing advantage. Others provide travel awards, discounts for products, and insurance programs. Successful credit unions periodically review their credit lines to cardholders and are flexible with the member’s needs. Different concepts work within different credit unions as they have different types of memberships. Exemplary service is a must. For those credit unions with credit card portfolios, the focus is on growing organically. How are credit unions growing their card programs? Utilizing the “3 P’s” — price, product, and promotion — has always been a winning formula and remains one to this day. Consistent, attractive rates and credit lines combined with low fees and no surprises are the backbones of most competitive credit union programs. There has been much discussion in the media regarding high fees on banking products and services. Credit unions have a reputation for having lower fees. Communicating competitive advantages to members is essential. Developing a sales culture among staff is critical. Components of such a culture would include effective cross-selling and incentives for staff. How have you seen adoption of social media by credit unions influence credit card portfolio growth? There is no question that the faster communication capability of social media has changed our society. Previously, the main media outlets — the postal system, radio, (continued on page 2) In This Issue Generational Marketing Improves Results .................................................. 2 Washington Viewpoint........................................................................... 4 Did You Know? ................................................................................... 5 Co-Branding Opportunities Continue to Create Profitable Partnerships............. 6 Monitoring of Accounts Can Detect Illicit Activity ........................................ 6

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In this issue of Horizon, we have included insightful articles that address several topics of interest to our issuers. George Fiegle, chief operating office of ICUL Service Corporation, does an in-depth interview with us concerning the challenges of card growth in the credit union marketplace. Mark Arnold, CCUE and president of On the Mark Strategies, shares his thoughts on generational marketing and how credit unions can use generational characteristics to improve results. For more info: www.nafcu.org/discover

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Page 1: Discover Horizon (Newsletter)- Spring 2012

Brought to you by Discover® ... your partner in payment services

Issue 7 – Spring 2012

Welcome to HorizonSM There are many positive signs that economic recovery is on the horizon and although it continues to be a challenging year for our financial institution and credit union partners, we are committed to helping you grow membership through

innovative credit card products and services.

In this issue of Horizon, we have included insightful articles that address several topics of interest to our issuers. George Fiegle, chief operating officer of ICUL Service Corporation, does an in-depth interview with us concerning the challenges of card growth in the credit union marketplace. Mark Arnold, CCUE and president of On the Mark Strategies, shares his thoughts on generational marketing and how credit unions can use generational characteristics to improve results. Advantage Consulting takes a look at the development of co-branding and its role in the growth of credit cards.

There’s a lot of buzz about our new partnership with INDYCAR, so be sure to catch that article. It’s one more way we have been working with our issuing partners to drive cardmember loyalty through exclusive program benefits.

We look forward to seeing you at the upcoming Card Forum and Expo. Please stop by our booth or join us at our reception on Thursday, May 10, from 7:00–9:00 p.m., at the ChampionsGate Room, lobby level.

Sincerely,

Kevin O’Donnell Group Executive, Credit Issuance

An Interview With ICUL Service Corp. Several years ago, it was fashionable for credit unions to sell credit card portfolios. Do you see credit unions getting back into the credit card business? If so, why?

Only about 2% of credit unions that had credit card portfolios sold their portfolios. Generally, those sales agreements called for a six-year noncompete. As those noncompete restrictions expired, many of the credit unions that did sell re-entered the market. There are numerous reasons why. One is the realization that a well-managed credit card program is likely their best yielding asset, especially in the wake of a real estate market slump. Also, some credit unions were not pleased with the way their members were serviced post sale. Others identified a “loss of the connection” with the member that they wanted to regain.

How are credit unions positioning their card programs to be competitive in the industry?

Some of the most successful credit union credit card programs are “no frills” programs relying on low interest rates and low fees as a competitive advantage. One successful credit union eliminated late fees and used it as a marketing advantage. Others provide travel awards, discounts for products, and insurance programs. Successful credit unions periodically review their credit lines to cardholders and are flexible with the member’s needs. Different concepts work within different credit unions as they have different types of memberships. Exemplary service is a must.

For those credit unions with credit card portfolios, the focus is on growing organically. How are credit unions growing their card programs?

Utilizing the “3 P’s” — price, product, and promotion — has always been a winning formula and remains one to this day. Consistent, attractive rates and credit lines combined with low fees and no surprises are the backbones of most competitive credit union programs. There has been much discussion in the media regarding high fees on banking products and services. Credit unions have a reputation for having lower fees. Communicating competitive advantages to members is essential. Developing a sales culture among staff is critical. Components of such a culture would include effective cross-selling and incentives for staff.

How have you seen adoption of social media by credit unions influence credit card portfolio growth?

There is no question that the faster communication capability of social media has changed our society. Previously, the main media outlets — the postal system, radio,

(continued on page 2)

In This IssueGenerational Marketing Improves Results .................................................. 2Washington Viewpoint ........................................................................... 4Did You Know? ................................................................................... 5Co-Branding Opportunities Continue to Create Profitable Partnerships ............. 6Monitoring of Accounts Can Detect Illicit Activity ........................................ 6

Page 2: Discover Horizon (Newsletter)- Spring 2012

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(continued on page 3)

print, and the telephone system — were slower and more expensive to utilize. Now most of society is connected almost instantaneously by smart phones/Internet. One person’s comment can effectively change and start a movement within our social media’s platform, so information disseminates directly as soon as they hear that small “ping” from their phone. Good information can pass from person to person simultaneously and no longer be restricted to a small geographic area. Negative comments/opinions can also spread like wildfire. A good example of this phenomenon, of course, resulted in “Bank Transfer Day” in which credit unions gained significant market share. Credit unions have a unique benefit to leverage their structure to take advantage of information coming from social media platforms and utilize those platforms to disseminate information.

Switching gears, how does ICUL Service Corporation help its credit union clients and prospects to create a successful card program?

ICUL Service Corporation has strived to be flexible in its product offerings and to leverage economies of scale. It

provides credit card programs to 642 credit unions. Leveraging that collective volume allows us to provide them a full-service program at far less cost than it would cost them on their own. That allows even the smallest credit union to provide a program that is very competitive with even the largest providers. By providing at least nine program options (from complete full service including collections to sponsorship/authorizations only) in addition to multiple processing platforms, we can meet the needs and provide value for the very largest and the very smallest of credit unions. A team of portfolio development analysts is provided at no charge to consult with and assist credit unions in managing and growing their programs.

How has Discover supported ICUL Service Corp.’s clients to grow and expand their card portfolios?

Discover offers credit unions a unique card program that can differentiate that credit union from the rest of the market. Discover’s marketing assistance has

been very helpful in further expanding the brand. Discover also offers a unique approach that credit union members find easy and comfortable when it comes to managing their credit with tools for budgeting and additional discounts that can be added to a card program.

Can you provide examples of how credit unions have benefited from offering Discover credit cards?

Potelco Credit Union incented their staff to cross sell their unique style of Discover credit card to their membership. Discover worked with ICUL to run a contest to incent the employees with a trip to the Discover Orange Bowl. Significant numbers of new accounts were opened and balances were transferred from other card brands and the credit union received very nice accolades in the media and from its membership.

As the financial services marketplace continues to tighten and credit unions look to find new and innovative ways to reach members and potential members, it’s important not to overlook a key option: generational marketing. When used properly, generational marketing offers a powerful way to reach the diverse people credit unions need to grow and prosper.

What Is Generational Marketing?Generational marketing is an approach to membership retention and loyalty that focuses on age and generation. Generational marketing recognizes that people are the products of the time in which they grew up and seeks ways to

reach them that complement these unique experiences. There are four generations currently in play for credit union marketers and each has its own unique set of needs, wants and expectations. Generational marketing is useful because it allows credit unions to personalize and focus marketing messages and to make better overall marketing and communication decisions.

Generational OverviewVarious dates are used with each generation. One source might indicate Boomers were born in 1960 while others say it was 1964. For the purpose of this article, we will use the dates from William Strauss and Neil Howe, the leading demographers of our country and use

dates associated with societal change rather than parental birth patterns.

Strauss and Howe break the generations into the following groups:

• Matures—born between 1925 and 1942 (between the ages 69 and 86). Matures are also known as the Silent Generation. There are currently 27 million Matures (9% of the population).

• Baby Boomers—born between 1943 and 1960 (between the ages 51 and 68). Baby Boomers are also known as the original “yuppies” (young upwardly mobile professionals). There are currently 64 million Boomers (21.5% of the population).

American Bandstand to Satellite Radio: Generational Marketing Improves Results By Mark Arnold, CCUE, On the Mark Strategies

An Interview With ICUL Service Corp. (continued from page 1)

George Fiegle is the chief operating officer of ICUL Service Corp., who’s purpose is to help credit unions compete and to provide credit unions with a favorable operating environment and quality information, along with products and services that have value and enable credit unions to exist, compete and prosper in the financial marketplace.

Page 3: Discover Horizon (Newsletter)- Spring 2012

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• Generation X—born between 1961 and 1981 (between the ages 30 and 50). Generation X is also known as Baby Busters, Slackers and Latchkey Kids. There are currently 89 million Xers (30% of the population).

• Generation Y—Born between 1982 and 2003 (between the ages 8 and 29). Generation Y is sometimes referred to as the Dot Com Generation, Echo Boomers or Millenials. Depending on where you place the demarcation line, there are 78 million in the Gen. Y group (26% of the population).

Applying Generational MarketingHaving a better working knowledge of the differences among generations allows credit unions to design products and services to meet the unique needs of each group. By knowing and respecting generational differences, and crafting a marketing plan that reflects this knowledge, credit unions can begin to address the different groups with a much more targeted approach.

As a generation ages and matures, the best methods of communicating with it changes, as well. What message, communicated in which ways, best expresses your credit union’s desire to resonate with a particular generation? Here are generational considerations and practical applications for each target group.

Matures• Voracious readers of printed materials—

your credit union newsletters are key.

• Due to possible limited mobility, technology can play a key role—be careful not to label them as “technophobes” and don’t assume they won’t use your home banking platform.

• Will always prefer face-to-face encounters—it is imperative your front-line staff treat them with respect, saying “Yes, ma’am” and “Yes, sir.”

• Prefer expert and peer testimonials and straightforward marketing messages—quote other matures in your marketing pieces because they listen to their friends.

Dupaco Credit Union created a Prime Time Club for their older members. Features of this club include access to free seminars and discounts for social events, entertainment, merchant purchases and travel. Through the Prime Time Club, Dupaco Credit Union actually coordinates trips for their club members.

Baby Boomers• Teetering on the brink of retirement—lead

your product offerings to Boomers with investment services.

• A busy generation (kids, grandkids, parents, jobs, personal lives, etc.)—convenience services are key, so show how your products (bill payment, instant loan approval, etc.) save them time; many Boomers prefer more time to more money.

• Also too busy to read lengthy marketing materials—a quick grab for attention is crucial, therefore use bullet points and make information “scannable.”

One of the keys is to make your credit union indispensable to the Boomers. To cement the relationships with the Boomers, position your credit union as the “one-stop financial center.” Use a phrase like, “If you have money, we want it; if you want money, we have it.”

Generation X• Cynical and very marketing savvy—

don’t blow smoke with your marketing; communicate what is real and authentic about your credit union.

• Grew up under the shadow of emerging technologies (computers, Internet, mobile devices)—if you don’t use technology, your credit union will not reach Generation X.

• Live in the now and rely heavily on web-based communications and relationships—social media is a must; make sure your credit union is active with Facebook, Twitter and LinkedIn.

Sporting an average credit union member age of 37 (ten years below the national average), Linn Area Credit Union is obviously doing something right when it comes to generational marketing. Alice Hagerman, vice president of marketing at Linn Area Credit Union, says, “Provide them what they want…free services, low fees, the latest in technology and, most importantly, treat them like they have a brain.”

Generation Y• Fanatically loyal to brands and brand

image—think Apple; how can you make your credit union more like Apple?

• Believe in corporate accountability and organizations that profess civic responsibility—leverage your credit union’s volunteer roots and community involvement.

• Live life at light speed and expect products and services to match this pace—how fast does it take to get a loan

Generational Marketing Improves Results (continued from page 2)

(continued on page 4)

Page 4: Discover Horizon (Newsletter)- Spring 2012

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Washington Viewpoint By Ray Messina, Asst. General Counsel and Vice President for Government Relations, Discover

Is Congress At Work?Members of Congress lead busy lives, but an important activity that is often overlooked is the time they devote to the congressional oversight process.

Oversight refers to congressional review of the actions, or lack thereof, of government agencies and the Executive Branch. It is one of the checks and balances that the Constitution places on the power of the executive, and allows Congress to influence decisions made by the White House by exposing them to public scrutiny and questioning. Oversight can be particularly effective where there is divided government, as exists today with Republicans holding a majority in the House of Representatives and Democrats controlling the White House and the U.S. Senate.

Each House and Senate committee is empowered to examine how laws that fall within its jurisdiction are being implemented. In addition, the House Oversight and Government Reform Committee has broader jurisdiction, essentially over the operations of the entire federal government. It has set up subcommittees to oversee specific programs (e.g., the Subcommittee on TARP; Financial Services and Bailouts of Public and Private Programs). The Senate’s Homeland Security and Governmental Affairs Committee performs a similar function. Its Permanent Subcommittee

on Investigations is particularly adept at shining the light on both government and private sector activities (e.g., credit card interest rates, the crude oil market speculation, and the collapse of ENRON).

Formal hearings are the best known oversight tool, perhaps because they sometimes provide a forum for attention-seeking legislators to generate press coverage by browbeating agency representatives or CEOs of public companies. The appearance of SEC officials and investment bank executives before the House Financial Services Committee following the financial meltdown of 2008 is a memorable example.

Congressional committees have oversight staffs devoted to conducting investigations, preparing for hearings and writing reports. They also have the power to compel the production of documents and to subpoena witnesses, although voluntary cooperation usually makes the use of these tools unnecessary.

Recently, House Republicans have used the oversight process to examine the operations of the new Consumer Financial Protection Bureau (CFPB) and influence its policy decisions. They have set the stage for future legislation by calling Bureau officials to testify at a series of hearings before three committees, including the Judiciary Committee which examined the constitutionality of President Obama’s

recess appointment of CFPB Director Richard Cordray. They have made frequent requests for information about Bureau activities, funding and policies. In turn, the CFPB has committed to providing more detailed budget information and to using its authority to prevent “abusive” activity judiciously.

Oversight sometimes takes the form of legislation, directing agencies to study specific issues and report back to Congress. The Dodd-Frank financial reform law contained dozens of study mandates. Individual members of Congress have the ability to conduct a form of oversight on their own, by requesting information from government agencies or asking the Government Accountability Office to study and report on an issue.

During the 2012 election campaign season, as much is said about “legislative gridlock” and a “do nothing Congress,” the oversight process means that more is going on in Washington than meets the eye. n

at your credit union? Time your loan approval with your competitors. The one that has the fastest time is the one that will get the Gen. Y loan.

A terrific example of a credit union focusing its generational marketing efforts on Gen. Y is Tinker Federal Credit Union’s “Buck the Norm” campaign. Using a designated website, social media channels and other marketing, Tinker FCU puts special effort into attracting, retaining and educating young members.

ConclusionGenerational marketing is a powerful tool to help your credit union strengthen its offering in the local financial services marketplace. It can also help you promote and cross sell the right products and services. This can, in turn, lead to increased membership growth, improved member retention, new loans and additional assets. Credit union marketing professionals would do well to keep these key generational

differences in mind and customize messages that best address them. n

Mark Arnold, CCUE, is an acclaimed speaker, brand expert and strategic planner. He is also president of On the Mark Strategies, a consulting firm specializing in branding and strategic planning. Some of the services Mark provides include strategic planning, brand planning, leadership/management training, marketing planning and staff training. His web address is www.markarnold.com and his blog is blog.markarnold.com. You can also contact him at 214-538-4147 or [email protected].

Generational Marketing Improves Results (continued from page 3)

Page 5: Discover Horizon (Newsletter)- Spring 2012

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Did You Know?

Credit union members’ attitudes about the economy improved significantly over the past quarter, according to quarterly data released today from the credit union demographic of the Discover U.S. Spending Monitor. Credit union members rating the economy as “good” or “excellent” increased to 10 percent in January 2012 from 5 percent in October 2011. Those members rating the economy as “poor” decreased 16 percentage points to 53 percent from a record-high 69 percent reported in October. During the same period, non-credit union members rating the economy as “poor” decreased 9 percentage points to 60 percent in January 2012.

Credit union members viewing economic conditions as improving in January jumped significantly from nearly 13 percent in October 2011 to 34 percent in January 2012. Those members who believe the economy is worsening also declined. With an improving outlook on the economy and their personal finances, credit union members are likely to keep their discretionary spending intentions the same or increase them in the month ahead compared to what was reported the same time last year. Non-credit union members are also planning to increase spending, although not at the same percentage as their credit union counterparts. n

INDYCAR, Discover® and First Bankcard Join Forces to Reward Fans

INDYCAR recently announced that it has entered into a five-year agreement with First Bankcard, a division of the First National Bank of Omaha, and Discover® Network, to offer a credit card program designed to provide rewards to fans of the sport. INDYCAR Discover credit card cardmembers can redeem accumulated reward points for exclusive experiences, including VIP access to Victory Lane at the Indianapolis 500 and breakfast with legends of the sport. Other rewards include race tickets, driver meet and greets, suite passes and INDYCAR merchandise.

“With this agreement, Discover is able to help the premier open-wheel auto racing series in North America reach their fan base in a new, rewarding way,” said Kevin O’Donnell, vice president of credit issuance at Discover. “The INDYCAR Discover credit card is designed to help drive cardmember loyalty by offering tailored card benefits and exclusive access to events that cardmembers care about most.”

“The partnership between INDYCAR and First Bankcard will enhance the fan experience, allowing them to immerse themselves in the sport,” said Stephen F. Eulie, president of First Bankcard. “We are excited to offer this exclusive rewards card—the INDYCAR Discover credit card—which will debut this season.” n

The Premium Plus credit product has many elite features that appeal to the highly affluent target market for which it has been designed. One of the features available to your Premium Plus cardholders is Airport Lounge Access. Eligible cardholders gain annual membership to the Lounge Club,™ a convenience provided to allay the rigors of long distance travel and tiresome, uncomfortable waits in airport terminals. Individual lounge memberships can be costly so this access is seen by many cardholders as a real value-added service. In a recent online credit card review, 24 percent of survey respondents said having airport lounge access made air travel less stressful.

From New York to Vienna to Budapest, Bombay or Cancun, Lounge Club is a welcome resting spot. Amenities vary from club to club but generally include such features as complimentary newspapers and magazines, drinks and snacks, Wi-Fi access and entertainment or meeting facilities. Some come with showers, beds and even spa services.

Lounge Club membership now provides access at 25 U.S. locations and 345 international lounges. No reservations are necessary. Upon enrollment, members are sent a welcome letter accompanied by a membership card and a lounge directory. An online directory, which can also be accessed via mobile apps, ensures that cardholders can always get up-to-date location and lounge information.

To learn more about Airport Lounge Access for your Premium Plus cardholders, please contact your Discover Relationship Manager. n

Discover® U.S. Spending MonitorSM Says Consumer Confidence in Economic Conditions Diverges Between Credit Union Members and Other Consumers

Discover Credit Issuing Programs Add Airport Lounge Access for Premium Plus Cardholders

Page 6: Discover Horizon (Newsletter)- Spring 2012

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The market for co-branded cards has seen its ups and downs the past few years, and recently the market has experienced a significant increase in the level of competition by the payment networks and issuers, spanning a broad range of co-brand opportunities, both new and established. Although 2008 through 2010 proved to be a period of challenge for many co-brand issuers, most emerged both stronger and smarter, albeit a little leaner.

Today credit card issuer interest in co-branding has never been more acute, although the players have adjusted their strategies and appetites to reflect their changing balance sheet positions and retail banking strategies. Advantage Consulting Group expects payment network activity in support of a wide range of co-brands to also be lively, robust and as intense as it is with the credit card issuers in the next few years. Our experience has been that merchants are increasingly open to exploring new network strategies, whether they entail a complete change in the program network currently used for a program, or the addition of new network partners to provide more choices

for consumers. With roughly 50% of the rapidly growing U.S. purchase volume base at stake, growth strategies are being put in place by all of the payment networks to gain a bigger slice of a highly attractive and growing U.S. cardholder co-brand spending pie.

Many co-brand issuers are focusing primarily on those sectors that have traditionally generated the strongest portfolio growth and returns, such as airlines, lodging and other travel-related opportunities. Emerging co-brand issuers are building and leveraging their capabilities to design co-branding strategies that acknowledge the changing appetites of their more established competitors. Many of these companies are building their co-brand portfolios by securing relationships with established co-branders who no longer meet the alliance criteria of their former credit card partner.

So, roughly thirty years after the introduction of credit card co-branding to the marketplace, the strength of the

core alliance premise endures: developing partnerships that create a WIN for the card issuer, a WIN for the payment network, a WIN for the merchant, and a WIN for consumers. While a number of the institutions participating in the market have come and gone...while customer engagement channels and technologies have become more sophisticated over time...while government regulatory rules and oversight have intensified...the basic and simple premise of credit card co-branding is still alive and well. Advantage believes that today’s market will create exciting co-branding opportunities for those with the skill, flexibility and courage to play in the years to come.

Some things actually get better with age, and we believe credit card co-branding is one of them! n

Co-Branding Opportunities Continue to Create Profitable PartnershipsBy Jim Sebo, Managing Director, Advantage Consulting Group, Inc.

©2012 DFS Services LLC

If you have article topics that you would like to see included in Horizon,SM please contact Michael Brancato, Credit Issuance, at [email protected].

The views of ICUL Service Corp., Advantage Consulting Group, Inc., and On the Mark Strategies as expressed in this newsletter do not necessarily reflect the views of Discover. We appreciate the contributions of these authors.

Suspicious activity takes many forms. Anything that appears to be out of the ordinary and cannot be easily explained could mean that money laundering, terrorist financing or other illicit activity is taking place. As a wholly-owned subsidiary of Discover Financial Services, a bank holding company regulated by the Federal Reserve, DFS Services, LLC (“DFS Services”) is firmly committed to preventing money laundering and terrorist financing on Discover Network.

In order to comply with all applicable anti-money laundering (“AML”) and

anti-terrorism laws and regulations, which includes monitoring for suspicious activity, Discover Network is working with our issuing partners to create awareness of these potential activities.

If you detect or witness suspicious activity on or involving Discover Network cards, products, and/or transactions or if you become aware of such activity and have questions or would like to discuss the matter further, you can reach

Discover Network’s Global Compliance department at [email protected] for additional assistance. By working together, we can help protect our customers, partners, products, and services from exposure.

Please note, Discover Network is aware that investigations of such activity are sensitive; thus, any referral or inquiry you make will be treated as strictly confidential. n

Monitoring of Accounts Can Detect Illicit Activity

As one of the most recognized and respected consulting firms in the payments industry, Advantage Consulting Group has been providing innovative solutions for card issuers,

networks and retail organizations for nearly two decades.