1.
APPLE PAY | MOBILE PAYMENTS
SITUATION ANALYSIS

2. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
2
of
2
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
Written Assignment
Situation Analysis Report
For
Scenario - Apple Pay
By
1. Brittany Allison
2. Brynn Clarke
3. Ian Slipp
4. Karima Morgan
Sec. CMKT100 – DJ0 Winter 2016
Submitted To:
Professor Paul Gillespie
Ted Rogers School of Management
in partial fulfillment for the requirements
for
CMKT100 – Principles of Marketing
Submission:
April 23, 2016
Ryerson University

3. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
3
of
3
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
Apple Pay is a mobile payment solution that allows iPhone 6 and above users to make payments using
their smartphone or other mobile Apple devices. Before Apple Pay’s November 2015 launch in Canada, it was
previously launched in the U.S. and U.K. markets and Apple has plans for further global expansion. In Canada,
Apple Pay works by adding an American Express (Amex) card to the payment software on an iPhone 6 and
above to activate payments. Apple (Apple Pay), Samsung (Samsung Pay) and Google (Android Pay) have all
launched digital wallet mobile payment systems (Stenovec, 2015).
Apple Pay uses near field communication (NFC) chips embedded in the iPhone 6 and
newer models in conjunction with its Touch ID fingerprint scanner to pay for goods and
services as you would a contactless card or to make purchases within apps and websites
(Williams, 2015).
Benefits of Apple Pay to consumers include increased security with biometric information requirements
(fingerprints, heart rate, etc.) and a unique code that is generated once per transaction (Deloitte, 2015). This
security features diminishes the ability of individuals, vendors, or cyber thieves to steal credit card information
during the transaction and prevents the use of card information for other purchases or fraudulent purposes
(Deloitte, 2015). Apple Pay will continue to be a system that is slowly adopted as more individuals in the target
audience of 34 to 45 year olds continue to adopt the technology (Grewal D. L., 2012).
Apple Pay is a modern service that offers global consumers a digital wallet with major retail brands,
banks, car services, hotels, and eventually a content offering that will meet the needs of the “Bring Your Own
Persona to the Brand - BYOPB” experience to all market segments (see Appendix M) (Perau, 2014). Apple is
utilizing a “benefit segmentation” approach (Grewal, Levy, Lichti, & Persaud, Marketing: 3rd Canadian
Edition, 2015). Benefits for users include the merging of loyalty programs, banking, payment and interests into
a seamless experience that stores all information and promotes location based experiences based on habits and
activities unique to the individual. With Apple Pay, Apple is approaching users according to the benefits they
want, such as ease of use, collecting loyalty points, managing their money, and faster purchases with brands like
Starbucks, Taco Bell, luxury hotels already onboard in the US (Trend Watching, 2015). Apple Pay needs to
offer similar experiences in Canada to continue to edge out competitors. Apple Pay’s major direct competitors
are Android Pay, Samsung Pay and mobile banking from banks.
Strengths Overview
Apple’s strong market share and customer loyalty has set up the Apple Pay application for success.
Additionally, Apple Pay’s simple design and enhanced security features make it an attractive digital payment
option for customers and merchants. Finally, in the evolving fields of wearable technology and mobile
payments, Apple Pay is uniquely positioned to be a leader.

4. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
4
of
4
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
Strong Market Share
Apple earns about 90% of the smartphone industry’s profits each quarter (Epstein, 2015). Forty percent
of the Canadian smartphone market share belongs to Apple (Berman, 2015). In the U.S., Apple Pay is already
dominating; in 2015, Apple Pay accounted for 68% of U.S. in-store mobile phone payments (Accenture
Consulting, 2015). Apple Pay is also the most popular digital payment solution among merchants (Hughes,
2016).
Brand Loyalty
83% of iPhone users say they will stick with Apple the next time they buy a phone versus 64% of
Samsung customers (Epstein, 2015). Apple Pay arrived in Canada when none of the digital wallet solutions
available to Canadian smartphone users were compatible with the iPhone (Dobby, 2015). As a result, the nearly
10,000,000 Canadian iPhone customers looking to adopt a mobile payment solution will use Apple Pay (Hardy,
2015).
Simple & Easy to Use
Customers quickly add credit card information to their iPhone by scanning the card or entering the
details directly into Wallet. Unlike its competitors, Apple Pay payments can be made through the home screen
using Touch ID. American Express also makes the process seamless, as they notify users when an in-store or
in-app purchase has been made to allow users to check purchases and pay off card balances (Bader, FAQ:
What you need to know about Apple Pay in Canada and Australia, 2016). For merchants, if their point of sale
terminals are equipped for contactless payments and they accept Amex already, adopting Apple Pay is easy
(Fong, 2015). About 85% of Canadian terminals are up-to-date with NFC capabilities, making it easy to adopt
Apple Pay (Berman, 2015).
Secure & Private
Apple Pay uses tokenization to protect users’ credit card numbers. Each credit card is assigned a unique
Device Account Number (DAN), which is then encrypted and used to process the payment and stored on the
device, rather than the credit card number, which is never transmitted to merchants (Apple Inc., n.d.). It is
“more difficult to clone and nearly impossible to hack” (Bader, The future of Apple Pay: From payments to
platform, 2016). Purchases also require users Touch ID or passcode (Bader, The future of Apple Pay: From
payments to platform, 2016). Lost or stolen iPhones, Apple’s Find My Phone app allows users to suspend Apple
Pay or wipe their phones completely (Apple Inc., n.d.).

5. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
5
of
5
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
Wearables
Apple Pay is the only digital payment system to offer compatibility with wearables, specifically the
Apple Watch (H., 2016). Consumers globally are taking up running casually with a target audience of 15 to 65
year olds; capturing the multi-generational audience with the Apple watch and Apple Pay offers cross channel
interest based marketing opportunities that respond to their common interest of running to get fit (European
Commission, 2016). For instance, millennial women are a key audience to be early adopters of the Apple Watch
which offers a cross-channel affiliate marketing opportunity with Apple Pay. The link between fitness, multi-
tasking and a one-stop solution for work, family, money and entertainment is solved by the Apple Watch
product and Apple Pay service when marketed together i.e Apple Watch Climb commercial (Apple Watch -
Climb, 2016).
Strength’s Conclusion
Apple Pay has a lot to offer its Canadian customers. Apple is currently negotiating additional credit card
and bank agreements, and adding loyalty and discount programs. Continuing to build the customer lifetime
value proposition of wearables is another avenue for growth for Apple and its digital payment system.
Weaknesses Overview
Apple Pay has shown success in the U.S. as nearly all the major banks and 220,000 stores have accepted
it nationwide (Davidson, Apple Pay is here – and there’s just one big problem., 2015). Unlike Canada, the U.S.
has not fully adopted chip-and-pin cards. With its introduction in Canada, Apple Pay failed to provide the same
niche, since fast and convenient payments already exist. Apple Pay is struggling to break through the
introduction phase and reach growth, as Canadians consumers and merchants are unsure why they need this
service (Grewal, Levy, Lichti, & Persaud, Marketing: 2nd Canadian Edition, 2012). Future growth will come
from moving beyond NFC technology by linking Apple Pay with a tap technology feature (Appendix D).
American Express
By releasing Apple Pay as a service compatible only with American Express, Apple sidestepped
Canada’s largest creditors and the world’s chief card networks. Amex is the underdog in the Canadian market
with only 8.2% of the market share totaling 4.6 million credit cards – significantly less than the 70 million cards
for Visa and MasterCard (Pellegrini, Apple Pay may be a hit with Canadian consumers, but ubiquity won’t
come until banks sign on, 2015). Many retailers do not accept Amex due to high transaction processing costs.
For Apple Pay to expand, users need more options, such as the ability to add more credit and debit cards and the
incorporation of loyalty programs. Until then, Apple pay is no better than other mobile payment applications
(Appendix D).

6. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
6
of
6
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
Major Banks - Transaction Support
Despite the adoption of Android Pay by major credit cards such as MasterCard, Visa, Amex and
Discover, Apple Pay has not negotiated any deals (Appendix D). None of the major banks or credit cards
showed interest in supporting Apple Pay, despite the majority of cards being equipped with the required
technology (Pellegrini, Apple Pay may be a hit with Canadian consumers, but ubiquity won’t come until banks
sign on, 2015). Even if Apple represented 30% of all credit card sales and 10 basis points per sale, the effect on
revenue would be inconsequential for the sector (Pellegrini, Apple Pay may be a hit with Canadian consumers,
but ubiquity won’t come until banks sign on, 2015).
Cost per Transaction
Discussions with Canadian banks are focused on issues of cost and security, as Apple wants to charge 15
cents for every $100 spent, while banks will only see a profit of 23 cents on every dollar (Freeman, 8 things you
need to know about Apple Pay in Canada, 2015). The leading Canadian banks are simultaneously urging
customers to adopt their own mobile wallets, where fees are a non-issue (Appendix D). Connecting with
Canadian banks would give Apple Pay the push it needs to gain acceptance. Moreover, banks and credit cards
would also be able to expand their capabilities as a card network.
Cross Selling & Strategic Alliance Promotions
Apple Pay does not currently share consumer data (Appendix D). By allowing exchange of data from
mobile transactions, merchants can improve their selling strategy by creating customer incentives. Apple Pay
needs to adopt initiatives much like Android Pay, which includes loyalty incentives, offers, and pre-payment for
quick pickup of items (Appendix D) (Bader, What Android Pay means for Canadians, 2015). Android also
offers monetary incentives for adoption, such as $20 coupons or $10 off purchases (Curry, Everything you need
to know about Android Pay, 2016). These value added services heighten the experience and create a service that
is more than simply mobile payment (Gorman, Subway’s new mobile pay solution, 2014).
Loyalty Program Integration
Apple Pay needs to grab hold of the loyalty card trend and use it to increase its customer satisfaction,
user capabilities, and get more merchants on board (Grewal D. L., 2012). Merchants could find exclusive
methods to connect with customers using special offers and store incentives. Enhancing the customer
experience is an important part of creating and maintaining business, and targeted offers could create long-term
users of Apple Pay (Appendix D).

7. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
7
of
7
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
Weaknesses Summary
Canadian customers, merchants and retailers must be convinced Apple Pay is worth using. Apple must
increase and modify marketing initiatives to target supported iPhone users. This will increase users by creating
new customers and extend the product life cycle (Grewal, Levy, Lichti, & Persaud, Marketing: 2nd Canadian
Edition, 2012).
Opportunities Overview
Apple Pay has the opportunity to be a digital wallet in Canada for the 61,591,000 credit cards held by
users over 20 years of age, although they have currently limited themselves to the mere 8.2%, or 5 million,
Amex cards held in the country (Statistics Canada, 2015). To gain further traction in the Canadian digital
mobile payment landscape, the conversation needs to change to an experience that includes wayfinding and
geographic locations of the brand that you are looking to buy beyond the Point-Of-Sale check-out. A deeper
link with mobile loyalty programs and the dialogue of social media (e.g. Facebook, Pinterest, YouTube and
Instagram), will help to drive change by also linking a sustainable component to the market mix (Appendix E –
SWOT Opportunities).
Global Expansion
Global expansion to markets in China, India and Asia-Pacific where there is a larger demographic of
mobile users would greatly help Apple Pay penetrate the market as many individuals travel between countries
for work, visiting family and own properties outside of Canada. Apple Pay expanded to Australia, Spain and
Canada in 2015 by leveraging Apple’s American Express international relationships (Williams, 2015).
American Express has always been considered a leader in international credit card payments. Amex was one of
the first globally recognized payment systems, which makes Apple’s partnership with Amex a strong avenue for
expansion into global markets (Williams, 2015).
Loyalty Programs
According to loyalty statistics from Maritz Canada, 49% of loyalty program participants spend more
after joining a program (Maritz Canada, 2013). Individuals will modify or increase their purchase to gather
more points. Merging Apple Pay with other loyalty programs in Canada, where the payment can also trigger
point collection would be beneficial to both merchants and customers (Appendix G – Loyalty Programs).
Linking the vendor, retailer, and payment system with loyalty programs offers a buy-in win-win with
consumers, where the value offering is in deep alignment with the brand, consumer needs, and building a long-
term customer relationship through Apple Pay (Maritz Canada, 2013).

8. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
8
of
8
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
Incentives
Sharing loyalty points across brands with digital wallet could potentially allow consumers to combine
points with airline, hotel and car booking using Apple Pay. Rewards for frequent usage would also be an
important incentive to drive usage of the application, as well as discounts for fast-laning and early adoption of
new brands (Trend Watching, 2015). Partnering with Aeroplan, Air Miles, Shopper’s Drug Mart and other
loyalty programs to award points for usage and incentivize for use of the payment solution along with affiliate
marketing is useful strategy for Apple Pay in Canada (Maritz Canada, 2013).
Target Audience
In order to increase users, Apple must increase marketing to Millennials and other audiences of value,
like mainstreamers (Perau, 2014). Using Bring Your Own Persona and benefit segmentation would allow Apple
Pay to appeal to a broad spectrum of users and individualize the experience of the mobile wallet (Appendix N –
BYOB). A mass interest marketing mix is also of use to the long-term growth strategy linked to ideas like
“dance”, “find”, “climb” and other activities that use the Apple Watch wearable or iPhone product to access the
Apple Pay service (Perau, 2014).
Another “new” mobile payment system – add social media
Attracting a digital consumer, corporations, merchants and vendors means appealing to a new digital
consumer that is always connected 24/7. Increasing social media adaptation and integration will help with go-
to-market adoption strategies linking Instagram, Twitter, Facebook, Etsy, eBay, Amazon and Pinterest, which
offers a great advantage to the Apple Pay mobile payments platform – transforming it into a digital wallet for
fast-laning and loyalty benefits integration (Appendix E – SWOT Opportunities).
Opportunities Summary
The major opportunity that is next for Apple Pay in their product/service lifecycle introduction and
growth stage is to apply focused regional marketing that leverages the Canadian culture of adventure, goodwill,
and discounts linked to sustainable giving, with the consumer participating to donate first and matching
donation for store, brand and payment system – this interconnected relationship of partnership is a huge part of
the societal marketing mix that can move the brand forward and leverage the “the weekender” culture of
travelling to near-by cities (Parkinson, 2016).
While there are 35 million Canadians +/-, not all of them have credit cards (i.e. children probably
wouldn't have their own credit cards). However, the average number of credit cards per Canadian adult
is 2.2. (Broverman, 2016) So if we look at that and the population of people over 20 (from the 2015
census: http://www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/demo10a-eng.htm) which is
roughly 27,996,000, that yields 61,591,200 credit cards in Canada. 8.2% of which is just over five
million Amex Cards (Statistics Canada, 2015).

9. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
9
of
9
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
Threats Overview
The mobile payment industry as a whole faces several threats in Canada (Appendix F). Specifically for
Apple, they need to address the demographic split between their key consumer and the typical American
Express user. Industry wide, there are also concerns about security, technological adaption and consumer need
for the product.
Conflicting Demographics
While Amex has a smaller number of users in Canada than Visa or MasterCard, they have focused on
higher priced purchases rather than a volume-based model like their competitors, yielding an average $130 per
transaction (Trefies, 2014). This conflicts with the current retail locations where Apple Pay in Canada is most
often used, as they are primarily quick, volume, and value-based brands such as Tim Hortons, McDonalds, and
Canadian Tire, which would lend themselves to the demographic most likely to use Visa or MasterCard (Apple
Inc., n.d.).
Technology Adoption - NFC vs MST
Apple Pay uses NFC a relatively new technology that only 25% of all Canadians have the capability of
using (Berman, 2015). This makes Apple Pay a costly addition for a retailer if they don’t have the customer
base to use it (Freeman, Why paying with your smartphone hasn't caught on, 2015). Magnetic Strip Technology
is already in most merchants’ current POS terminals and can be used by Samsung Pay (Freeman, Why paying
with your smartphone hasn't caught on, 2015). This makes Samsung Pay a significant threat for Apple Pay
(Appendix F).
Consumer Value Proposition
The current mobile payment options have yet to take off in Canada, with the adoption numbers being
“hardly noticeable” (Pellegrini, 'Thought it was going to be a big thing': Canadians haven't been so quick to pay
with their smartphones, 2015). There is also a trend in Apple’s key demographic of going consumer debt free,
meaning less and less people are inclined to use their credit card when purchasing items (Vermond, 2012).
Security Threat
Security risks for mobile payments are a growing concern among consumers (Appendix B). Along with
that, multiple security experts have voiced their concerns. In a 2015 survey of 900 experts by the ISACA, only
28 percent felt that mobile payments have the ability to keep information safe, while nearly half of them
outright say mobile payments are unsecure (Dimitrios, C., & Pironti, J. 2015).
Threats Summary

10. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
10
of
10
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
Apple will best address these threats in three steps. First, encourage innovators and early adopters to use
the product through exclusive loyalty programs, influencing the early majority to try the product. Second,
accelerate batch negotiations with the major Canadian banks to increase the ease of use at their current retail
options, along with providing NFC terminals to more American Express oriented retailers. Third, there needs to
be a clear and concise showcase of security of the product, backed by independent industry experts.
Recommendations
Our situation analysis above has provided insights into the strengths, weaknesses, opportunities and
threats that Apple’s Apple Pay faces in Canada. With lack of real consumer interest to switch from chip and tap
technology, Apple Pay must bring to the table a unique digital wallet that creates a seamless user experience to
complete multiple tasks during a day. While 52% of Canadians are comfortable with digital payments and
spend on average $95 per transaction, Apple Pay has a lot of market share to gain in Canada (Ng, 2014). India
and China are first to market for full adoption of Apple Pay with the US a distant third and Canada as a laggard
for adoption (Milner, 2015). There does not seem to be a driving need to change payment methods; consumers
don’t actually know about Apple Pay and 30% of consumers are actually satisfied with their current payment
methods of payment (Appendix 0 – Apple Pay User Information).
Canada tends to be a technology laggard as a country (Milner, 2015). Canadians like using Facebook to
socialize more than any other country in the world (Grewal, Levy, Lichti, & Persaud, Marketing: 3rd Canadian
Edition, 2015), and Apple Pay did not grab hold of this social media opportunity to promote the shift in digital
payment momentum. Apple Pay could use targeted regional sponsorships to create a marketing campaign over
the summer months and partner with banks to drive stories and conversations along with charities. Canadians
are crazy about giving back.
Core Recommendations - Actions
• Experiential marketing guerilla marketing tactics with a clear strategy for regional market
penetration (e.g. pop-up restaurant terminal POS and iPad support at concerts would help drive
familiarity and deeper adoption).
1. Maximize Strengths | Social media integration that captures user behavior and provides deeper
consumer relationship building opportunities using online contests, Twitter parties to win money
at participating merchants, advertising on Facebook and Twitter. Assisting businesses with
driving higher loyalty and transactions with fast-laning (Trend Watching, 2015).
2. Leverage Opportunities | Loyalty Program API integration with consumers, merchants, banks,
and other forms of payment.
3. Minimize Weaknesses | Sponsorship of tourism, charities and major events in Canada focused
on societal marketing mix by partnering with Canadian banks sponsorship programs (i.e. RBC’s
Toronto International Film Festival (TIFF) partnership by providing iPads and wearable Apple
Watches to support teams at kiosks throughout festival). This type of partnership will encourage
a cross-channel merchant and consumer adoption brand awareness strategy during the growth
phase. 32% of digital wallet users are not familiar with how Apple Pay works (Appendix 0 –
Apple Pay User Information). Charity Partnership with Canadian banks, credit unions & other
credit cards (i.e. Scotiabanks Giller Prize author awards linked with Indigo/Chapters) to drive

11. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
11
of
11
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
early adopters to recognize and adopt the Apple Pay system during an awareness campaign of
(Appendix M – Product Lifecycle Phases).
4. Address Threats | Merchant Benefit Segment (B2B) strategy to engage data sharing and
consumer insights as incentives to partner by linking up with big loyalty programs like Aeroplan,
Air Miles and Shopper’s Optimum program. Consumer Benefit Segment (B2C) strategy needs to
provide a reason to use by linking with highly emotional events like concerts or charity event that
links a sporting activity and daily life journey in the customer lifetime value models for each
target segment.
Benefit segmentation appears to be the global product and service approach for Apple, specifically
Apple Pay as it involves using an iPhone 6. There is no clear benefit strategy to target Canadian consumers or
merchants using interest-based marketing. This needs to change or conversion will continue to stall. The clear
reason for banks and merchants to work with Apple Pay is that 40% of smartphone users in Canada own an
iPhone and will eventually upgrade to an iPhone 6 (Berman, 2015).
There's certainly a lot of money to be made. According to Gartner, the global market for mobile
payments will be worth $720 billion in transactions by 2017 – up from about $235 billion in
2014 (Wolpin, 2015).
Deeper alignment with the benefit segmentation approach of ease of use, multi-functional needs are met
for daily life, fun, safe and secure using a marketing campaign whereby regional emotional brand experiences
are planned nationally would be beneficial to adoption and conversion of the 28,700,000 million laggards that
missed out on the “Amex” only launch (Statistics Canada, 2015). Once Apple finishes its batch negotiations
with Canadian banks in 2016 to allow their credit cards to be used by Apple Pay, consumer demand will grow.
Recommendations Summary
Creating a reason to use Apple Pay at concerts, major tourism attractions, golf events, and other sporting
events this summer will grow adoption and usage. Linking Apple Pay with benefits of being safe, secure, and
fun to use would help consumers see the benefits of using this service. Street guerilla cult marketing tactics can
help Apple Pay stand out as a brand that is in line with the Canadian technology jump in behavior to use devices
at checkout such as smartphones, wearable watches, and other wristband type sports gear (Trend Watching,
2015). Apple Pay has the opportunity to link itself with creative entrepreneurism and support small business
owners. Sponsoring or creating pop-up restaurants using Apple Pay – such as street vendor restaurants or
honing in on the culture of collectivity by having free food trucks at popular running events and marathons like
the Tough Mudder competition – responds to the global trend to get fit, active and mix social giving (Tough
Mudder, 2016). Being a merchant transactions vendor of choice for arts, sports and other events sponsored by
major banks is an actionable opportunity for Apple to create partners for its Apple Pay payment service, for
example at the Toronto International Film Festival. Most event planners and affiliate sponsors would not turn
down Apple as a partner. Finally, Apple needs to get active in Canadian communities city by city.

12. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
12
of
12
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
APPENDIX
A
–
SWOT
TABLE
Figure
(1.0)
Helpful Harmful
Strengths
-­‐ Strong market share in Canada (40% of
smartphone users have iPhones)
-­‐ First smartphone company to enter digital/mobile
payment sphere
-­‐ Apple customers are most loyal of all smartphone
companies
-­‐ Only mobile payment option available for iPhone
users
-­‐ Simple and easy to use for both customers and
merchants
-­‐ Partnership with American Express allows for
streamlined digital payment experience
-­‐ Apple Pay integrated directly into iPhone’s
hardware and operating system - makes for
seamless user experience
-­‐ Security ensured through two-step authentication
process (tokenization and Touch ID)
-­‐ Enhanced security allows for users to make
payments over $100 on NFC-based systems
-­‐ Purchase information not stored on device
-­‐ Lost Mode on Find My Phone protects against
fraud with lost or stolen phones
-­‐ Compatible with wearables (Apple Watch)
Weaknesses
-­‐ Product is not solving a problem - most
merchants in Canada already accept tap
payments through NFC-enabled terminals
-­‐ Solely a payment service – no incentive to adopt
-­‐ Limited to American Express credit cards in
Canada (only 8.2% of market share)
-­‐ Many retailers do not accept American Express
due to high transaction costs
-­‐ No incentives for other Banks and/or credit cards
to join – cost of adopting Apple Pay is high (15
cents for every $100 spent)
-­‐ Apple does not share consumer data, which
would allow merchants to improve selling
strategies (e.g. targeted incentives)
-­‐ Only compatible with new iPhone models
-­‐ Does not eliminate need for card (e.g. when
phone dies)
Opportunities
-­‐ Partner with loyalty programs and points/discount
systems to encourage user engagement
-­‐ Use incentives that are personalized by leveraging
transaction data to offer post-transaction customer
experiences based on customer behaviour/spending
habits
-­‐ Integrate social media with the Apple Pay to
increase interest of particular audiences (e.g.
Millennials) in adopting mobile payments
-­‐ Increase societal marketing to Millennial and other
target audiences using ecommerce tactics with
Esty, eBay, Amazon and Gilt mobile.
Future Growth
-­‐ Wearable market is a mature growth phase activity
after successfully launching in Canada.
-­‐ Peer-to-peer payments need to be linked with
sustainable giving and a digital wallet experience
as a mature growth phase activity.
Threats
-­‐ Competition from Android Pay, Samsung Pay,
PayPal, commercial banks and proprietary credit
card mobile payments
-­‐ Conflicting demographics – Apple Pay
partnership with American Express means higher
income customers, but Apple Pay being used
primarily at quick, volume and value based
brands
-­‐ Technology adoption of NFC can be costly for
merchants to implement
-­‐ Consumer spending patterns - moving away
from credit card debt
-­‐ Security and fear of theft of personal information
- consumers unsure of security of digital
payment systems

13. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
13
of
13
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
APPENDIX
B
–
CONSUMER
INSIGHTS

14. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
14
of
14
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
APPENDIX
C
-­‐
SWOT
Strengths
Competitor
Comparison
Company Capabilities (Strengths) Processes Resources Future Growth
Apple Pay - Strong market share & brand
loyalty
- Simple & easy to use for
consumers and merchants
- Secure - two step
authentication process ensures
credit card information is
protected
- Transactions are kept private
- Only system that works with
wearables
- Uses
tokenization and
Touch ID to
process
payments
- Requires users
to have iPhone 6
or newer
- Requires
merchants to
have NFC
technology
- Build on brand loyalty, by
encouraging adoption of Apple
Pay to devoted customer base
- Introduce new credit
cards/bank partnerships
- Add features to integrate into
digital experience (loyalty
cards, points programs, peer-to-
peer payments) (Accenture
Consulting, 2015)
Android Pay - Most bank mobile payment
systems compatible with
Android (Dobby, 2015)
- Supported by many banks and
credit cards (Curry, Everything
you need to know about
Android Pay, 2016)
- Has incentive programs
(Curry, Everything you need to
know about Android Pay,
2016)
- Uses
tokenization and
either pin or
touch to process
payments
- Requires
merchants to
have NFC
technology
- Compatible
with all phones
running Android
4.4 KitKat (or
later) and
featuring an NFC
chip (H., 2016)
- Focus on expanding in-app
payments
- Continue expanding globally -
Australia and UK in early 2016
(Curry, Everything you need to
know about Android Pay,
2016)
- Consider wearables (e.g.
watch, glasses) and peer-to-
peer payments (Accenture
Consulting, 2015)
Samsung Pay - Uses two technologies: MST
& NFC - compatible with all
stores that accept magnetic
stripe cards (Curry, Everything
you need to know about
Android Pay, 2016)
- Second most popular
smartphone brand (Epstein,
2015)
- Swipe up to
open app, use
fingerprint to
process payment
(less seamless)
(H., 2016)
- MST
technology not
as relevant in
Canada
- Compatible
with high-end
Samsung phones
(H., 2016)
- Expand globally (not yet
available in Canada)
- Consider wearables and peer-
to-peer payments
- Expand to more affordable
phone options
- Focus on expanding in-app
payments
Canadian
Banks (Visa /
MasterCard)
Tap & Chip
Function
- Most trusted for securely
managing consumer’s data
(Accenture Consulting, 2015)
-Consumers continue to prefer
traditional cards to mobile
payment solutions (Accenture
Consulting, 2015)
- Requires
merchants to
have NFC
technology
- Continue to build out mobile
bank apps which allow for
digital payments

15. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
15
of
15
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
APPENDIX
D
–
SWOT
Weaknesses
Competitor
Comparison
Company Capabilities
(Weaknesses)
Processes Resources Future Growth
Apple Pay - No customer incentives or
valid reasons to use.
- Does not share consumer
data - cannot offer target-
specific marketing
incentives
- Only compatible with
iPhone new models.
- Only compatible with
Amex - no credit, debit,
gift/loyalty cards.
- Closed system
that is not aligned
with banks, credit
card networks,
other mobile
brands, or
purchase
processors to
allow for
expansion
- Lack of
promotion of
Apple Pay to both
consumers and
firms
- Narrow scope of
focus with no
incentives/loyalty
programs for users
- Expand
marketing-
persuade firms to
join Apple Pay.
- Develop integrated
support to create an
environment for
Apple Pay.
- Increase firms
interested
- Allow loyalty
programs.
Android Pay - Supported by major banks
and cards such as
MasterCard, Visa, AmEx,
and Discover (Curry,
Everything you need to
know about Android Pay,
2016)
- Users able to store
credit/debit/gift/loyalty
cards (Curry, Everything
you need to know about
Android Pay, 2016)
- Supported by
Google and
compatible with a
wider range of
phones than
Apple Pay.
- Offers deals as
incentives to join,
such as $20
coupons to
restaurants or $10
off purchases
(Curry, Everything
you need to know
about Android
Pay, 2016)
- Currently
working on
expansion to
Australia and other
countries
throughout 2016
(Curry, Everything
you need to know
about Android Pay,
2016)
Samsung Pay - Leading manufacturer of
consumer electronics, home
appliances, digital media,
and IT systems (Samsung
Electronics Co., 2015).
- Dependent on
sales in markets
with limited
potential
expansion.
- Limited
resources for
expansion
- Limited to
Samsung phones
and smart
watches.
- Market
penetration in
countries where
consumers are
unfamiliar with
their products.
- Growing online
market channels.
Canadian Banks
(Visa/ Master
Card) Tap &
Chip Function
- Few services beyond
payments (Husson, 2015).
- Autonomy in processing
customer transactions.
- No direct
relationship w/
consumers and
limited merchant
relationships
- Ability to
connect with
mobile wallets and
expand
capabilities as a
bank/card
network.
- Connect with
Apple pay as a
way to expand
‘tap’ systems and
increase market
share.

16. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
16
of
16
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
APPENDIX
E
–
SWOT
Opportunities
Competitor
Comparison
Company Capabilities
(Opportunities)
Processes Resources Future Growth
Apple Pay -­‐ Tokenization and
fingerprinting create a
secure, non-duplicable
transaction record to
protect users and
merchants. (Williams,
2015).
-­‐ Build customer
relationships.
-­‐ Global bank
integration- make travel
easier (Wolpin, 2015).
- Works with NFC
technology.
- Assist with digital
purchasing goods and
services in a secure
manner using your
iphone6 and above.
- Content sharing
partnerships with
LinkedIn,
merchants, and
restaurants and
bars.
- Global platform to
fast lane and order
ahead for take-out
or delivery services
using Apple Pay.
- Use “weekenders” as a segment
for usage- less to carry or lose.
- Add hotels, car rentals, luxury
brands and cultural sites to
service offering.
- Work with major banks in
Canada to increase compatibility.
- Add loyalty programs.
- Incentives- points towards
purchases, gift certificates,
rewards based on
usage/transaction value.
Android
Pay
- Offer a flexible
integration platform
similar to Stocard to
process payments, store
loyalty cards, and track
expenses with bank
integration.
- Implement a superior
service.
- Digital wallet
integration with a
variety of non-financial
applications.
- Deeper social
media link with
Instagram,
Facebook and
Twitter- encourage
consumers to share
brand stories and
link to
recommendations.
-­‐ - Target tech savvy entrepreneurs
for use.
-­‐ - Partner with Trip Advisor,
Expedia, other travel companies
and consumer shopping.
-­‐ - eCommerce activities
-­‐ - Donate now integration with
social action.
Samsung
Pay
- Improve GPS and
wayfinding for product
selection and integration
by providing detailed
information using
services like
www.blippar.com
- Partner with
companies and create a
B2B buying platform by
integrating benefits
/other activities such as
insurance payments and
health benefits
reimbursements.
- Incentives and
loyalty program
integration for
global wayfinding.
- Users prompted to
join programs when
in vicinity of
products/services of
interest.
- Market to diverse ethnic and
culture markets in Canada to
steal market share from Apple by
converting new users with
international options.
Canadian
Banks
(Visa,
MasterCa
rd) Tap &
Chip
Function
- Create a flexible plug
and play digital wallet
that can be used by any
smartphone or credit card
company.
- Open API integration
platform and invite
coders to design new
digital wallet as a global
competition with
Microsoft and other
vendor partners.
- Serve clients by
adopting options to
provide customized
and flexible mobile
banking.
- “Open for Business” approach
to drive growth.
- Allow sponsorship and other
mobile payment systems to help.
- Use culture of shopping and
travel to form deeper
relationships with mobile
payment partners for data
automation and personalization
of future products / services.

17. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
17
of
17
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
APPENDIX
F
–
SWOT
Threats
Competitor
Comparison
Company Capabilities
(Threats)
Processes Resources Future Growth
Apple Pay - Perceived security risk.
- Merchants may not
desire to install NFC
payment stations.
-Banks and credit cards
proprietary mobile
payment plans.
- Retailers are volume
based, not in line with
demographics.
- Participation interest is
low.
- Only aligned with
American Express
for the time being.
Only available at
a handful of
retailers with
NFC payment
terminals.
- Marketplace to become
very crowded.
- Shrinking customer
base.
- Most sim cards not
enabled for NFC
payments. (Pellegrini,
'Thought it was going
to be a big thing':
Canadians haven't been
so quick to pay with
their smartphones,
2015)
- Must get a broader
spectrum of
retailers.
- Develop strong
“security” based
marketing
- Consider switching
to Magnetic Source
Transmission.
- Provide incentive
for early adopters
that will create buzz
and desire for others.
Android Pay - Debt-free trend.
- Perceived security risk.
- Merchants may not
desire to install NFC
payment stations.
- Banks and credit cards
proprietary mobile
payment plans.
- Android users by
demographic have less
income.
- Participation interest is
low.
- Not yet released.
- Will suffer in
image if Apple
beats them to a
more fully
functional
payment system.
- Most sim cards not
enabled for NFC
payments. (Pellegrini,
'Thought it was going
to be a big thing':
Canadians haven't been
so quick to pay with
their smartphones,
2015)
- Needs to work with
six major banks in
Canada to launch a
functional payment
- Showcase product
safety.
- Try to switch to
already existing
Magnetic Source
Transmission.
Samsung Pay - No real idea of a launch
gives a negative social
impact.
- Demographic typically
has lower income.
- Debt-free trend
- Perceived security risk.
- No established
relationship with
banking
institutions.
- Uses MST technology,
however if Apple Pay
and Android pay push
for NFC it could lead to
a shift in usage.
- Promote service as
secure and safe for
customers.
- Provide incentive
to join, i.e.
discounts and
promotions.
- Growing online
market channels.
Banks - Limited capabilities.
-Possibility of getting
pushed aside for smart
phone payments.
- Perceived security risk.
- Difficult for
consumers to
actually use the
product.
- High difficulty of use,
patrons could seek
other alternatives.
- Connect with
Android/Apple Pay
to reduce/eliminate
restrictions for
payments.

18. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
18
of
18
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
APPENDIX
G
–
Loyalty
Program
–
Loyalty
is
affecting
consumer
behaviours

19. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
19
of
19
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
APPENDIX
H
-­‐
Infographic
Mobile
Payments
Canadian
Banking
Perspective
(Ng, 2014)
(Ng, 2014)

20. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
20
of
20
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
APPENDIX
I
-­‐
Diffusion
of
Innovation
Adopter
Category
(Wikipedia, n.d.)
Adopter
category
Definition
Innovators
Innovators are willing to take risks, have the highest social status, have financial liquidity,
are social and have closest contact to scientific sources and interaction with other
innovators. Their risk tolerance allows them to adopt technologies that may ultimately fail.
Financial resources help absorb these failures.
Early
adopters
These individuals have the highest degree of opinion leadership among the adopter categories.
Early adopters have a higher social status, financial liquidity, advanced education and are
more socially forward than late adopters. They are more discreet in adoption choices than
innovators. They use judicious choice of adoption to help them maintain a central
communication position.
Early
Majority
They adopt an innovation after a varying degree of time that is significantly longer than the
innovators and early adopters. Early Majority have above average social status, contact with
early adopters and seldom hold positions of opinion leadership in a system (Rogers 1962,
p. 283)
Late
Majority
They adopt an innovation after the average participant. These individuals approach an
innovation with a high degree of skepticism and after the majority of society has adopted the
innovation. Late Majority are typically skeptical about an innovation, have below average
social status, little financial liquidity, in contact with others in late majority and early majority
and little opinion leadership.
Laggards
They are the last to adopt an innovation. Unlike some of the previous categories, individuals
in this category show little to no opinion leadership. These individuals typically have an
aversion to change-agents. Laggards typically tend to be focused on "traditions", lowest social
status, lowest financial liquidity, oldest among adopters, and in contact with only family and
close friends. (Wikipedia, n.d.)

21. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
21
of
21
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
APPENDIX
J
-­‐
Infographic
Canada
Remains
an
Innovation
Laggard
(Milner, 2015)

22. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
22
of
22
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
(Hoffman, 2014)
APPENDIX
K
-­‐
Why
Mobile
Payments
are
a
Millennial
Must

23. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
23
of
23
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
APPENDIX
L-­‐
Mobile
Payments
Capabilities
Comparison
(Wolpin, 2015)

24. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
24
of
24
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
APPENDIX
M-­‐
Product
Lifecycle
Phases
(Kearney, 2010)

25. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
25
of
25
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
APPENDIX
N-­‐
Bring
Your
Own
Persona
to
The
Brand
(Perau, 2014)

26. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
26
of
26
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
APPENDIX
O-­‐
Apple
Pay
User
Information
(Barzilay, 2015)

27. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
27
of
27
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
References
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http://www.cnbc.com/2016/01/29/canada-­‐lures-­‐us-­‐tourists-­‐with-­‐devalued-­‐loonie.html
Berman,
D.
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D.
(2015,
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globally/
Chmielewski,
D.
(2015,
October
27).
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[Digital
Image].
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1,
2016,
from
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–
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28,
2016,
from
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http://time.com/money/3311917/apple-­‐pay-­‐iphone-­‐iwatch-­‐
passbook/

28. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
28
of
28
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
Deloitte.
(2015).
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mobile
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from
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http://www2.deloitte.com/qa/en/pages/technology-­‐media-­‐and-­‐
telecommunications/articles/tmt-­‐pred-­‐contactless-­‐mobile-­‐payments.html
Dimitrios,
C.,
&
Pironti,
J.
(2105,
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23).
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20,
2016,
from
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Mobile-­‐Payment_whp_eng_0915.pdf
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C.
(2015,
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.
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from
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and
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:
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payment-­‐options-­‐are-­‐available-­‐to-­‐canadians/article27022924/
Epstein,
Z.
(2015,
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introduction
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shoe
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embedded
electronics
providing
real-­‐
time
biomechanical
feedback
to
reduce
risk
of
injuries
-­‐
European
Commission:
Market
introduction
of
an
innovative
wearable
device,
consisting
of
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-­‐
European
Commission
Fong,
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about-­‐apple-­‐pay-­‐in-­‐canada.html
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you-­‐need-­‐to-­‐know-­‐about-­‐apple-­‐pay-­‐in-­‐canada.html
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smartphone-­‐hasnt-­‐caught-­‐on.html
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comparison_id77632
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smartphone-­‐android-­‐apple-­‐os-­‐market-­‐share/
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https://www.youtube.com/watch?v=LIfAjHKiXBQ

29. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
29
of
29
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
Hughes,
N.
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March
2).
Apple
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merchant
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Insider:
http://appleinsider.com/articles/16/03/02/apple-­‐pay-­‐
dominates-­‐merchant-­‐mindshare-­‐for-­‐contactless-­‐payments-­‐survey-­‐finds
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February
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from
Forrester
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http://blogs.forrester.com/thomas_husson/15-­‐02-­‐09-­‐
the_future_of_mobile_wallets_lies_beyond_payments
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(2015,
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17).
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struggles
to
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acceptance
in
the
U.S.
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February
26,
2016,
from
Inc.com:
http://www.inc.com/associated-­‐press/apple-­‐pay-­‐
expands-­‐in-­‐us-­‐but-­‐faces-­‐resistance.html
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A.
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Motivation:
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Sheets/Maritz-­‐Loyalty-­‐Marketing_Loyalty-­‐Report-­‐US-­‐-­‐-­‐Summary-­‐of-­‐Key-­‐Insights.pdf
Milner,
B.
(2015,
September
3).
Canada
remains
an
innovation
laggard,
Conference
Board
says.
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from
The
Globe
and
Mail:
http://www.theglobeandmail.com/report-­‐on-­‐
business/economy/canada-­‐gets-­‐a-­‐c-­‐on-­‐innovation-­‐report-­‐card/article26203455/
Molson
Canadian.
(2015,
June
25).
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Beer
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from
YouTube:
https://www.youtube.com/watch?v=-­‐z9d1sk3N-­‐M&feature=youtu.be
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June
26).
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Canadian's
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am
Canadian'
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from
Molson
Coors:
http://molsoncoors.com/en/news/canada/brands/2015/june/26/molson-­‐canadian-­‐s-­‐latest-­‐
beer-­‐fridge
Ng,
G.
(2014,
May
14).
TD
Bank
First
to
Launch
NFC
Mobile
Payments
with
Rogers,
Telus
and
Bell.
Retrieved
from
iPhone
in
Canada:
http://www.iphoneincanada.ca/news/td-­‐bank-­‐nfc-­‐mobile-­‐
payments-­‐rogers-­‐telus-­‐bell/
Parkinson,
D.
(2016,
March
18).
Canada's
tourism
sector
emerges
as
an
economic
bright
spot
.
Retrieved
March
23,
2016,
from
The
Globe
and
Mail:
http://www.theglobeandmail.com/report-­‐on-­‐
business/economy/canadas-­‐tourism-­‐sector-­‐looks-­‐to-­‐cash-­‐in-­‐on-­‐lowloonie/article28749122/
Pellegrini,
C.
(2015,
December
14).
Apple
Pay
may
be
a
hit
with
Canadian
consumers,
but
ubiquity
won’t
come
until
banks
sign
on.
Retrieved
from
Financial
Post:
http://business.financialpost.com/fp-­‐
tech-­‐desk/personal-­‐tech/apple-­‐pay-­‐may-­‐be-­‐a-­‐hit-­‐with-­‐consumers-­‐but-­‐ubiquity-­‐wont-­‐come-­‐until-­‐
banks-­‐sign-­‐on
Pellegrini,
C.
(2015,
December
14).
Apple
Pay
may
be
a
hit
with
Canadian
consumers,
but
ubiquity
won’t
come
until
banks
sign
on.
Retrieved
February
15,
2016,
from
Financial
Post:
http://business.financialpost.com/fp-­‐tech-­‐desk/personal-­‐tech/apple-­‐pay-­‐may-­‐be-­‐a-­‐hit-­‐with-­‐
consumers-­‐but-­‐ubiquity-­‐wont-­‐come-­‐until-­‐banks-­‐sign-­‐on
Pellegrini,
C.
(2015,
April
29).
'Thought
it
was
going
to
be
a
big
thing':
Canadians
haven't
been
so
quick
to
pay
with
their
smartphones.
Retrieved
from
Financial
Post:
http://business.financialpost.com/fp-­‐
tech-­‐desk/canada-­‐mobile-­‐payments?__lsa=46ca-­‐461b
Perau,
K.
(2014,
October
23).
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Own
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from
Wharton,
University
of
Pennsylvania:
http://knowledge.wharton.upenn.edu/article/bring-­‐persona-­‐rethinking-­‐segmentation-­‐new-­‐
digital-­‐consumer/
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(2015,
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26).
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Apple
pay
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Retrieved
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29,
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from
PYMNTS.com:
http://www.pymnts.com/news/2015/new-­‐apple-­‐pay-­‐adoption-­‐numbers/
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http://callisto.ggsrv.com/imgsrv/FastFetch/UBER1/937517_GDTC32730FSA

30. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
30
of
30
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
Statistics
Canada.
(2015,
September
29).
Population
by
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and
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group
.
Retrieved
from
Statistics
Canada:
http://www.statcan.gc.ca/tables-­‐tableaux/sum-­‐som/l01/cst01/demo10a-­‐eng.htm
Stenovec,
T.
(2015,
October
31).
A
new
survey
shows
people
aren't
really
using
Apple
Pay.
Retrieved
from
Tech
Insider:
http://www.techinsider.io/not-­‐very-­‐many-­‐people-­‐use-­‐mobile-­‐payments-­‐2015-­‐10
Tim
Horton's.
(2014,
December
9).
#TimsDarkBus
Commercial
-­‐
Tim
Hortons
Dark
Roast
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Retrieved
from
YouTube:
https://www.youtube.com/watch?v=6Losb8VlBrY
Tough
Mudder.
(2016,
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(2014,
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7).
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Forbes:
http://www.forbes.com/sites/greatspeculations/2014/03/13/how-­‐american-­‐express-­‐gains-­‐a-­‐
competitive-­‐advantage-­‐from-­‐its-­‐closed-­‐loop-­‐network/#36e8838748a3
Trend
Watching.
(2015,
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Trend
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http://trendwatching.com/trends/10-­‐trends-­‐for-­‐2015/
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K.
(2012,
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21).
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Debt:
More
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Creditcards.com
-­‐
Canada:
http://canada.creditcards.com/credit-­‐card-­‐news/More-­‐
Canadians-­‐say-­‐No-­‐Debt-­‐is-­‐Good-­‐Debt.php
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(n.d.).
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R.
(2015,
October
28).
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partners
with
American
Express
to
take
Apple
Pay
global.
Retrieved
from
The
Telegraph:
http://www.telegraph.co.uk/technology/apple/11959579/Apple-­‐partners-­‐
with-­‐American-­‐Express-­‐to-­‐take-­‐Apple-­‐Pay-­‐global.html
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S.
(2015,
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19).
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18,
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Apple
Pay
vs
Samsung
Pay
vs
Android
Pay:
http://www.tomsguide.com/us/mobile-­‐wallet-­‐guide,news-­‐
20666.html

31. Course:
CMKT100-­‐DJO
Apple
Pay
Mobile
Payments
Situation
Analysis
31
of
31
Students:
Brittany
Allison,
Brynn
Clarke,
Karima
Morgan,
Ian
Slipp
Date:
April
23,
2016
MKT100 Assignment - Winter 2016
Peer Evaluation Form
Group
Name:
Group
3
Participants
%
Participation
1.
Brittany
Allison
100%
2.
Brynn
Clarke
100%
3.
Ian
Slipp
100%
4.
Karima
Morgan
100%
Reflect
on
the
overall
contribution
of
each
member
for
this
assignment.
Assign
a
percentage
of
fair
contribution
above.
The
maximum
percentage
to
be
assigned
is
100%
for
each
participant.
If
each
member
contributed
a
fair
share
to
the
total
project,
then
each
member
will
get
100%
of
the
total
grade
assigned.
To
the
extent
that
there
was
less
than
a
fair
share
contributed,
a
lesser
percentage
should
be
assigned.
For
example,
if
80%
is
assigned
above
then
that
participant
will
receive
80%
of
the
total
grade
assigned.
Please
refer
to
the
list
on
the
next
page
for
factors
to
consider.
Signatures
:
Participants
discuss
the
relevant
percentages
together
and
all
sign
this
document
and
submit
it
in
class
on
the
due
date).
This
form
will
not
be
accepted
unless
all
group
members
sign
it
and
your
assignment
will
be
deemed
not
submitted
if
the
form
isn’t
submitted.
- Team
Member
#1:
Brittany
Allison
- Team
Member
#2:
Brynn
Clarke
-­‐
Team
Member
#3:
Ian
Slipp
-­‐
Team
Member
#4:
Karima
Morgan
PEER
EVALUATION
FORM