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THEN
Way back around 1947, many banks in the U.S. started doing a favor Their Customers premium. The banks Gave them a piece of paper for the Customers to flaunt at stores. The paper said, “We, the bank, will pay you on Behalf of the customer. Just send us the bill. ”

One can imagine how privileged and special those customers felt. One can also visualize how those customers would stay bonded for life to their respective banks, as would their succeeding generations.

This practice of banks really caught on because it promoted customer loyalty and brought in new accounts. Which is why in 1951, The Franklin National Bank, New York, offered the first credit card as a formal financial instrument.

Throughout the fifties, this idea was franchised; a single bank in each large city would allow chosen merchants to accept cards instead of cash. The Interbank Card Association (ICA), which later became MasterCard International, evolved from this situation in August 1966.

ICA was a member-run organization, and banks formed the majority of members. They elected governing members and committees from amongst themselves to frame rules for ICA’s functioning and to implement those rules. In short, ICA was and is run like a true corporation.

In due course, like a typical corporation, ICA put plans in motion to expand internationally. The first steps took place in 1968, when ICA signed agreements with partners in Mexico, Europe and Japan.

By the year 1978, the ICA has covered virtually every continent. It changed its name to MasterCard to reflect its international stature. 1987 was a year: MasterCard came to the People’s Republic of China, where no other credit card had stepped foot in the history of banking. The following year the Soviet Union fell to that smart little piece of plastic.

NOW

The situation now, to quote MasterCard Incorporated, is simple: “No other payment card is accepted in more locations around the world than MasterCard.”

MasterCard presently has a staggering 25,000 shareholders. A list of MasterCard’s largest current shareholders with their holdings reads like this:

1. JPMorgan Chase – 11.7%
2. Citigroup – 6.2%
3. Bank of America – 6%
4. Euro Kartensysteme – 5.2%
5. Europay France – 5.0%

WHY

So why do millions of people carry MasterCard?

Well, to start with, and as mentioned earlier, it is accepted by more merchants the world over than any other credit card. Add to that the fact that wherever you may be on earth, you have an ATM nearby that will disgorge you cash if you have a MasterCard. How many ATMs are we talking about? Just 780,000!

In addition, intermediate cards and high quality, gold and platinum, make attractive value-added features. Such as “Road Assistance”, which provides access to emergency services to travelers anywhere in the U.S.. Or “PayPass”, which is a clever MasterCard you just tap the PayPass reader at participating locations for your card account to be debited (without slipping or giving your card to checkout counter staff).

If you are in the US, you also have MasterCard’s famous zero liability benefit: you are not liable if your card is stolen and misused.

Conclusion

MasterCard offers customers one of the biggest advantages in today’s commercial world: cashless transactions. Along with all the benefits mentioned above, it is very difficult to demonstrate why you should not buy one! Count on MasterCard International to evolve beyond plastic personal technology state of the art, such as mobile phones loaded with credit … stay tuned!

So you had that fantastic business idea, the one that’s going to be wildly successful and make you a fortune – even better, you actually did something about it and started your own business. Good for you! Not everyone gets that far. Most people sit and day dream about what they might do if only ….

“The world is full of dreamers, there aren’t enough who will move ahead and begin to take concrete steps to actualize their vision” – W. Clement Stone

But you got over the biggest hurdle, that first step and you actually created something.

Well done – you did more than most. Now you have the day to day details of running your business so how do you keep going?

There are several things to look at here:

• What are you good at and what do you enjoy doing? Make two lists – one of the jobs you like and one of the jobs you don’t do very well. Take the second list and have a look at what you might outsource or automate. Do you love doing those accounts or would your time be better spent in forward planning while your accountant does the sums? Must you personally reply to every enquiry or could you create a FAQ which you can post on your website and refer people to by autoresponder? In the early stages of your business you might find you don’t have the money to pay someone to do the jobs you hate. Could you swap skills to get the help you need?

• Why are you doing this? You need to be motivated to start a business and keep it going. The best way to do this is to know what the effort is for. What really moves you to get up in the morning and do what you need to do even when you don’t really feel like it? Write your reasons down. Find pictures of that house, or that holiday and put them where you can see them.

• How do you deal with those bumps in the road? Not everything you do will be perfect – sometimes things you’ve tried will be a disaster – it’s the way you react to problems that matters. If you curl up in a ball and give up at the first sign of failure you’d better not be in business. It’s all about attitude.

• Have a plan and stick to it as far as possible but be prepared to be flexible and open minded. Sometimes the most unexpected opportunities come and you need to be ready to seize them. – as Joe Vitale says ‘Money likes speed’.

• Get a mentor – learn from someone who has done it. Someone to bounce ideas off and who can encourage you when things get tough is invaluable.

And most importantly, never let anyone put you down and never be afraid of failure:

“It is not the critic who counts, not the man who points out how the strong man stumbled, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena; whose face is marred by dust and sweat and blood; who strives valiantly; who errs and comes short again and again; who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause; who at the best, knows in the end the triumph of high achievement; and who, at worst, if he fails at least fails while daring greatly, so that his place shall never be with those cold and timid souls who know neither victory nor defeat” – Theodore Roosevelt.