PCM Volume 5 - Issue 1: Recurring Payments

vol.5. issue 1.

January, 2019.

Your gateway to the world of payments

PCM RECURRING PAYMENTS

JELMER ROTTEVEEL

BLANKA LIGETI

VERNA KWAN

Marketing and Business Development Manager

Production Editor and Head of Creative

Digital Marketing Executive

jelmer@teampcn.com

blanka@teampcn.com

verna@teampcn.com

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CONTENTS

4

THOUGHT LEADER | TRUST EU AFFAIRS European regulatory changes in payments

6

GO CARDLESS Can technology solve the problem of late payment for small businesses?

10

NETFLIX Netflix is the top grossing iOS app of all time — but now it’s ending sign-ups through iTunes and the App Store

14

RAMBUS The wait is over: Why real-time redemption makes loyalty better

18

EMPIRIA GROUP MPE, the biggest European conference on merchant payments is coming to Berlin this February

20

JOBS Check out our hottest jobs from the industry

22

EVENTS Check out our hottest events from the industry

EUROPEAN REGULATORY CHANGES IN PAYMENTS: HOW IS THE “SAME CHARGES” RULE CHANGING IN EUROPE AND HOW WILL DYNAMIC CURRENCY CONVERSION SERVICES BE OFFERED? The European Parliament and the Council reached a political agreement on 19 December 2018 on a Commission proposal to review and amend Regulation (EC) No 924/2009 covering charges on cross-border payments in the Union and currency conversion charges. The proposal was published by the European Commission as recently as 28 March 2018, which makes the agreement reached on the text in December the result of a fairly quick, ninemonth long set of negotiations between the three institutions.

So what is changing for cross-border payments in Europe and when will the new rules be applicable?

The Regulation application date is set for 15 December 2019, except for certain aspects, leaving less than one year for the industry to adopt it.

First of all, the new regulation extends the “same charges” rule to transfers in Euros between noneuro area member states. This means that the charges levied by payment service providers for cross-border payments in Euros between two EU member states cannot be higher than the charges for national payments made in the national currency of the Member State where the payment service provider of the payment service user is located.

Moreover, non-euro member states may notify their intention to extend this rule to EU crossborder transactions made in their national currency. The second and most important change in the regulation is the increase in transparency of currency conversion charges, for Dynamic Currency Conversion (DCC) providers as well as for non-DCC providers (payment service providers).

4 | THOUGHT LEADER |Trust EU Affairs

Building up on PSD2’s requirements in article 45 (1c and 1d) for the transparency of charges and of exchange rates prior to the transaction – on the side of Payment Services Providers (PSPs) – and on article 59 (2) for information from DCC providers at Point of Sale and ATMs, the new regulation allows for comparability between DCC and non-DCC for the payment service user. This is achieved through the following measures: • The currency conversion charges, for both PSPs and DCC providers, for all card-based payments should be expressed as a percentage mark-up over the European Central Bank’s latest available euro foreign exchange reference rate(s); • DCC providers must disclose information on their charges in a clear and accessible manner (at the counter on a placard or digitally on the terminal, for example), including information on the amount in the payee’s currency (corresponding to the price of the goods/ services, and could be displayed on the checkout) and the total amount after conversion in the payer account’s currency (could be displayed on the payment terminal). Confirming article 59 (2) PSD2, the payer shall remain free to refuse DCC and use non-DCC for the transaction.

• Payers’ Payment Service Providers must make easily accessible the information on their charges on an electronic platform (websites, home-banking websites - if available -, mobile banking apps).

PSPs also have to inform the payer of the rates by appropriate means when a transaction is made in another currency (and every month following such transactions), and regularly if the payer seems to be staying in the country.

• As for credit transfers, when a currency conversion service is offered by the payer’s payment service provider in relation to a credit transfer that is initiated online directly at the website or at the application of the payment service provider, the payment service provider shall inform the payer, in a clear, neutral and comprehensible manner, of the estimated charges for currency conversion services applicable to the credit transfer prior to the initiation of the transaction. Moreover, the payment service provider shall disclose the estimated total amount of the credit transfer in the currency of the payer’s account, including any transaction fee and any currency conversion charges. That amount shall be communicated in a clear and neutral manner to the payer. The payment service provider shall also disclose the estimated amount to be transferred to the payee in the currency of the payee’s account.

While the new Regulation constitutes quite a change compared to the 2009 version, the final text of the Regulation leaves aside some ideas raised in the negotiation by the European Parliament, for example, the idea to extend the “same charges” rule to all EU currencies, the idea of the possibility for Payment Services Users to block the use of DCC on their payment method, or the idea to require Payment Services Providers and DCC providers to display currency-exchange markups side-byside at the POS and ATM on terminals in order to have full comparability and transparency. All in all, the approved text does not threaten the offering of the DCC service itself as other options proposed may have done; yet, having the DCC and issuers’ markups over the same European Central Bank benchmark rate, may result in reduced DCC use overtime.

As for banks, while the initial Commission text did not include in its scope credit transfers at all, credit transfers are now included, and there is, for example, the obligation to disclose the estimated total amount of the credit transfer in the currency of the payer’s account, including any transaction fee and any currency conversion charges, or the obligation to disclose the estimated amount to be transferred to the payee in the currency of the payee’s account, which may result in extra transparency efforts for the banking sector. On a positive note, the initial temporary cap on the maximum amount of all charges allowed for the currency conversion services that could be applied to a payment transaction, which was mentioned in the Commission March 2018 draft text, is not part of the agreed outcome. The Regulation is now to be published in the Official Journal of the European Union (the OJ); it will become law 20 days after its publication.

MONICA MONACO Founder Based in Brussels since 2003, Monica is the founder of TrustEuAffairs.

She is a member of the Society of European Affairs Professionals since 2004, a Member of the Europol Virtual Currencies Taskforce, and of the European Commission Payment Systems Market Expert Group. Monica can be contacted at monacom@trusteuaffairs.com.

ABOUT TRUST EU AFFAIRS Trust EU Affairs is a regulatory affairs consultancy specializing in financial services legislation at the European Union level. Founded in Brussels in 2013, it draws upon over 17 years of EU regulatory and public affairs experience.

CAN TECHNOLOGY SOLVE THE PROBLEM OF LATE PAYMENT FOR SMALL BUSINESSES? Why aren’t more firms using tech to get their bills settled on time?

Being paid late causes business owners severe personal stress and huge professional damage.

Why aren’t more firms using tech to get their bills settled on time?

Many business owners across the United Kingdom are reporting that getting paid late is more of a concern to them than the country leaving the European Union. Late payment is the problem that just won’t go away for small and medium-sized businesses (SMBs).

Eight out of ten SMB bosses fear they may not be able to cover their own work-related bills because of being paid late by customers, according to our recent research. More than half have had to dip into personal savings or use emergency finance to pay their company expenses as a result. Yet, far too few realise that changing up your tech stack could in fact be the cure to this all-too-common headache.

Summertime - and the living isn’t easy Summer is the worst time of year for getting paid, two-thirds of businesses say. In fact, almost half of SMB owners only take between one and two weeks of holiday a year because they’re too worried about payments to allow themselves time away from the business. One in ten has no vacation at all, our findings suggest.

It’s no wonder that 41 per cent believe late-paying customers are having more of a negative effect on their operation – and mental health - than Britain’s imminent divorce from the European Union.

If British businesses were all paid promptly that would equate to a £2.5 billion annual boost to the UK economy, the Federation of Small Businesses calculates. Vitally, around 50,000 SMBs in Britain would be prevented from closing every year. And it’s not just UK firms that suffer because of unpaid bills. Our research in France shows that 50 per cent of French SMB bosses have had to sacrifice salary due to being paid late. In Australia, more than six out of ten business owners have had to forgo their own pay, holiday or hiring new staff because customers have left them out of pocket.

6 | GO CARDLESS

Tech solutions The irony is that technology has made both demanding and collecting payment easier, faster and more reliable in recent years. More entrepreneurs are discovering the merits of cloudbased services, shifting their accounting and invoicing to digital systems. Invoices can be sent out automatically on the completion of work.

Embedded, click-through options on e-invoices allow customers to pay the sum owed immediately with just the press of a single button. Accounts can be reconciled in real time without the need for human intervention. However, while more firms are moving to the cloud, only 43 percent of UK businesses currently use technology to help themselves get paid on time. In practice, too many still use arcane payment collection systems - about 60 per cent of invoice payments are collected using bank transfers or cheques, with small businesses being the worst offenders.

Small business owners spend about 10 per cent of every day chasing payments. It’s unacceptable for them to have so much uncertainty around when they get paid. When late payments are resulting in founders taking emergency finance or not paying their own bills promptly, it’s time to do things differently. Good payment practice starts with how you communicate your payment structure and terms. Always be explicit with customers from the outset about how you prefer to be paid whether it is via a Bacs transfer, standing order, credit card or Direct Debit. Make the payment deadline clear, as well as the potential negative consequences for those who settle late.

Beating anxiety with automation It is through automating processes – credit control and payment collection – that SMBs can really make a difference to their cash flow and the general health of their operation. Software that can issue payment demands and send out reminders for sums outstanding is readily available and increasingly inexpensive. Apps such as Chaser, Fluidly and Satago also fulfil such functions with speed and ease.

Introducing ‘pull’ payment mechanisms, such as ACH and Direct Debit and employed using GoCardless, enables a company to collect cash owed directly from a customer’s bank account.

Funds arrive automatically, which makes forward planning a real possibility. Plus, client relationships are less strained when the need to chase payments is removed from the equation.

GoCardless now uses technology to connect with a business’ existing accounts, integrating with software such as Xero so that firms can collect recurring payments via Direct Debit seamlessly, employing the systems they use every day.

Less time wasted, more time to grow Direct Debit is a great way for businesses to tackle late payment culture by guaranteeing more certainty around when they get paid. Business owners should be able to focus on running and expanding their enterprise, not spending days chasing unpaid invoices, weighed down with admin.

Peter Czapp, founder of The Wow Company, a specialist SMB accounting practice, agrees, highlighting that getting paid promptly not only brings peace of mind, but can also enable companies to act on their plans for expansion.

He says: “If you can get 75 to 80 percent of customers paying by Direct Debit, you can just sleep better at night. This tactic helps small businesses to pay staff on time and invest in the business.”

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Getting paid on time is a right, not a privilege.

But business owners must take responsibility for their organisation’s financial health and act to put policies, procedures and infrastructure in place that work to minimise the late payment threat.

The digital age has provided a wealth of practical, low-cost and high-tech methods to reduce payment times and ease the headache of unpaid bills. Some companies have even reduced their debtor days to zero thanks to automation of invoices and cash collection.

Healthy cash flow, a reliable salary, paying staff on time, taking regular holidays and having funds available to invest in the business for future growth.

All of these things can be achieved by embracing the advances that payment technologies bring. Brexit may be beyond the control of British businesses, but how and when they get paid certainly is.

Source: ITProPortal 8 | PAYMENTS & CARDS MAGAZINE

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NETFLIX IS THE TOP GROSSING IOS APP OF ALL TIME — BUT NOW IT’S ENDING SIGN-UPS THROUGH ITUNES AND THE APP STORE Netflix is no longer allowing global users of Apple devices to sign up for a Netflix subscription through iTunes or App Store, per TechCrunch.

Netflix is looking to make its relationships with consumers even more direct in a bid to retain more of its subscription revenue.

Subscription fees remain Netflix’s sole revenue stream, so it makes sense that the company aims to maximize ARPU. Apple takes a 30% cut of subscription fees from any subscription sign-ups made through its platform, which then halves to 15% in the second subscription year.

Netflix’s move to extricate itself from billing through Apple could protect hundreds of millions in revenue. Netflix grossed $853 million in 2018 via Apple’s App Store — with about $256 million of that going to Apple, per Sensor Tower data.

Worldwide on iOS, Netflix was the top-grossing app in 2017 — ahead of Tencent Video, Tinder, and iQIYI — and is the top grosser of all time (July 2010 through May 2018), per App Annie.

10 |NETFLIX

It’s unclear what specific sign-up workaround Netflix is providing, but the break with Apple is likely to add a friction point for potential subs. To date, working with Apple and Google to facilitate sign-ups has been a vital strategy to propel user growth by reducing friction in the sign-up and billing process.

Adding friction to the sign-up process could frustrate some subs and dampen user growth that comes from mobile devices, particularly in developing markets where smartphone penetration is accelerating and Netflix increasingly seeks growth.

Likewise, Netflix risks some subs lapsing now that billing through Apple is no longer accepted.

Netflix is betting that its service is desirable enough that it can add friction and still grow. Netflix knows that people want its product.

Multiple times, it’s successfully raised prices, for example, and the vast majority of users haven’t balked.

For comparison, Epic Games recently made a similar move and ended billing through Google Play. Instead, it now requires users to download its popular game “Fortnite” via a dedicated installer on their website on a mobile browser.

That’s more upfront work for users, but many were willing to go through it given the ultimate desirability of the product experience.

To date, the Netflix iOS app has generated more than $1.5 billion through in-app subscriptions, per Sensor Tower. In May of this year, Netflix also dropped in-app subscription sign-ups made through Google’s app store, Google Play, which itself collects 30% off the top of sub fees driven by its platform. Netflix still earns money on Google Play through existing subs, but that figure is reportedly declining.

Source: Business Insider

DTC subscription services like Netflix are likely to increasingly debate the long-term usefulness of such partnerships as they grow more dominant in their own right.

As Netflix has blossomed into a tech giant with global reach, the revenue that Apple and Google siphon off has likewise become more meaningful.

10 | PAYMENTS & CARDS MAGAZINE

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Please contact Jelmer Rotteveel, Marketing & Business Development Manager at Payments & Cards Network: jelmer@teampcn.com

THE WAIT IS OVER: WHY REAL-TIME REDEMPTION MAKES LOYALTY BETTER These are challenging times for brick-and-mortar merchants. Across the world’s top 250 retailers, the average annual rate of revenue growth has declined by almost 50% in the past 10 years.

As retailers work to reverse this trend, it is clear that improving the delivery of value-added services (VAS) such as loyalty and rewards programs can create significant advantages. VAS program members can contribute between 12-18% more revenue than non-program members. It is also far more efficient to retain existing customers than attract new ones, and loyalty and rewards are integral to increasing consumer lifetime value (LTV) by incentivizing important repeat custom. In the battle to enhance the effectiveness of VAS programs and keep consumers engaged in a hugely competitive market, real-time redemption is emerging as a powerful tool.

Ending the waiting game – making VAS work better Although VAS programs can undoubtedly be effective, many consumers are demonstrating signs of ‘loyalty fatigue’.

For example, the average U.S. household is registered with 29 loyalty programs, billions of dollars’ worth of reward currencies lie dormant, and over half of loyalty participants do not actively participate.

A significant factor behind this ‘loyalty fatigue’ is that it simply takes far too long to generate any meaningful rewards, so consumers quickly lose interest. This is because loyalty and rewards programs have traditionally emphasized repeat custom over a long period of time. Buy 10 coffees and get the 11th free.

The problem is, if I only visit the coffee shop once a week as a weekend treat I’m not going to see a return on my loyalty and investment for a long time. Without an incentive, there are plenty of other places out there for me to try.

14 |RAMBUS

Demographic shifts only add to the challenges for retailers. Younger consumers are more willing to shop around compared to previous generations, and the on-demand economy means there is an expectation of instant gratification.

To get ahead of the game, VAS programs need to be easy to access, available to use on-demand and appeal to the user’s immediate needs. For example, I’m probably not that interested in a free coffee in three months’ time, but I could just be tempted with a half-price muffin right now.

Real-time loyalty redemption This is where real-time redemption comes in.

Consumers receive their rewards and loyalty coupons instantaneously at the point-of-sale and can use them for that purchase, rather than having to wait until the next visit.

It really works. Consumers who receive rewards instantaneously spend up to 25% more compared to traditional redemption models, and 55% compared to using no loyalty scheme at all.

Digitization is the key

Real-time at the right time

Making real-time redemption work with existing loyalty collateral, such as plastic cards or paper coupons, can pose challenges and create complexities.

An important part of real-time redemption is not only that the rewards are instantaneous, but that they are delivered at the right time.

The good news for retailers is that the underlying technology to enable simple, effective real-time redemption at scale is already out there via mobile wallets. But multi-function mobile wallets are where the value really lies. For example, mobile scan-and-go already makes the in-store shopping experience simpler, faster and more convenient by enabling consumers to easily scan their items with their smartphone as they shop, and then checkout in-aisle with an in-app purchase. But adding realtime redemption takes the scan-and-go buying experience to the next level, making it easy for consumers to earn points, rewards and coupons, and then use them for that purchase.

Solutions that also provide a split payment function, allowing consumers to pay with a mix of credit, points and coupons in a single transaction, further boost flexibility and convenience.

With store branded scanand-go wallets, consumers are already engaging with their smartphone to scan the products – enabling retailers to push contextual rewards, promotions and offers directly to the consumer as they shop. This helps build valuable repeat custom and drives higher average spend per visit, key to helping boost the average revenue per user (ARPU).

The future of loyalty Real-time redemption enhances the effectiveness of loyalty and rewards programs. In a competitive and challenging landscape, retailers who move quickly can gain significant advantages. Mobile scan-and-go, therefore, can be used as a key enabling technology by retailers to accelerate deployments of real-time redemption and get ahead of the innovation curve.

Source: Rambus

THOUGHT &LEADER REVOLUT 14 | PAYMENTS CARDS|MAGAZINE

12 | THOUGHT LEADER |FEATURESPACE

MERCHANT PAYMENTS ECOSYSTEM, THE BIGGEST EUROPEAN CONFERENCE ON MERCHANT PAYMENTS IS COMING TO BERLIN THIS FEBRUARY Gain fresh insights from over 150 merchant payment industry leaders in more than 40 countries within the fast-changing payment acceptance business in Berlin, February 19-21, 2019.

One of the key parts of the conference agenda is dedicated to Open API, Acquiring 2.0. & PSPs business models. The European merchant payments acceptance ecosystem in 2019 can be described as dynamic and very fragmented. With hundreds of acquirers, PSPs and new entrants coming from different industry verticals, it is increasingly challenging to stay on the top. This will require new business strategies to onboard new and retain existing merchants. Both acquirers and payment service providers face pressing, strategic questions related to the selection of payment methods they support that need to be answered.

European regulatory initiatives like PSD2 promoting instant payments, open banking, and data sharing have created a new payment ecosystem. Acquirers, PSPs and card schemes, threatened by the risk to be bypassed by Third Party Providers, are looking now at new business models and the roles they can play in this new ecosystem.

However, the key questions remain, whether to continue playing in the traditional card acquiring space or to take full advantage of PSD2 by opting 18 | EMPIRIA GROUP

for PISP/AISP licensing? What can be done inhouse, what can be collaborated with partners for those opportunities that lie outside the expertise?

Moreover, there are also questions related to the future direction of European Card Acquiring. In 2018, cards continue to grow their share of the European payments market, but the increasing scheme fees are eroding the benefits of interchange regulation. British Retail Consortium warned in 2018 that scheme fees increased 39% in 2017. Various consumer groups ask European regulators to step in to protect merchants from hidden fee increases. The UK Payment Systems Regulator (PSR) announced in July 2018 that a market review into card-acquiring services, including a public consultation whether there is effective competition and supply of cardacquiring services. So, what’s next for card acquiring, scheme fees and the interchange fee regulation in Europe in 2019?

Card acquiring 2.0., PSP World in 2019, fees evolution, new merchant payments options, open API technology, B2B payments are among the key topics to be discussed among speakers from EY, EVO Payments, ING, HPS, IKEA, ACI Worldwide, IATA, DB, Starling Bank, Konsentus, Riskified, Coriunder, ICC Cal, RBK Money, Banking Circle, Tenner, Dave Birch, Puma Pay PLH, Limonetik and many more.

On the other hand, the conference will also further explore the future of mPOS Terminals, fraud, security & biometrics. The presence of an omni-channel commerce is becoming much more of a reality in 2019 and Mobile POS is the natural next step for multi-channel payments providing customers with a seamless experience across all retail channels. A report from Global Market Insights, Inc., claims that mobile POS terminals market size is anticipated to surpass $55 billion by 2024.

According to new research from IHL Group: • Mobile POS is continuing its rapid adoption in the enterprise, driving the overall installed base of units up to 24.9% in 2017 • Those enterprise retailers using mobile POS are seeing sales growth 42% higher than those that do not use mobile POS The ability for mobile POS to take payments from anywhere in the store encourages impulse buying and reduces checkout lines. It also allows retailers to convert checkout space to selling space, by converting cashiers to salespeople who can make a sale from anywhere in the store. This helps explain why a survey of retail executives and tech managers in the U.K. reveals that the most indemand technology for retailers is mobile payment capabilities (65%), followed by self-checkout (44%).

The other trend that moves the merchant payments industry forward in conjunction with mobile POS is the rise of biometrics. New and better methods to authenticate users are seen as vital, because passwords and PINs are “inherently weak authentication mechanism. The innovation in this area is proceeding quickly. For example, Mastercard has been running pilot projects for smart cards with on-board fingerprint sensors, with fingerprints just being one of the many examples of how physiological biometrics could be utilized. In fact, going forward, all manner of physiological data might be used to help identify individuals, including facial recognition and hand geometry. The future of mPOS, fraud, security, new methods of customer authentication such as biometrics will be discussed by speakers from: Handpoint, Nexi, MagicCube, Square, ETA, TouchBistro, GS1, RBI, IntesaSanPaolo, LIDL, Valitor, Digifood.fr, Connective Payments, OP, SBA Retail Workgroup, Threatmetrix, ebio.com, InAuth, Ravelin, Risk.Ident, Simility, PCI DSS and Argos.

NATALIA IVANIS Head of Production Natalia Ivanis is the Head of Production team at Empiria Group, specializing in card acquiring, alternative merchant payments & POS technology. She is part of the managing team behind Merchant Payments Ecosystem (MPE) - the biggest European conference on merchant payments. Natalia is also involved in strategic planning, large-scale, industry-specific research and content creation projects supporting key conference topics. Email address: natalia. ivanis@empiriagroup.eu

ABOUT EMPIRIA GROUP Empiria Group is focused on providing their clients with expertly researched B2B events, workshops and meetings. They work directly with leaders from the entire merchant payment ecosystem to ensure that the content and format of their industry events always fit the specific needs of their customers.

HOT JOBS

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For more information please visit www.teampcn.com/jobs or check out our international Job Board at www.payment.jobs 20 | JOBS

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Sales Executive, Digital Payments UK & Nordics

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OHIO OR DETROIT USA

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