Professional Documents
Culture Documents
Downloaded By: [German National Licence 2007] At: 14:05 11 March 2010
Service industries may lack a fundamental understanding of the implications payment acceptance has for their
business. Research into 11 targeted
markets cuts through hypotheses and
casts a clearer direction for a spectrum
of service markets in a cashless society.
While management publications do focus on product and service differentiation, they often ignore payment
acceptance in their analysis. This study
adds insights into how payment acceptance differentiation continues to play
a role in a consumers decision-making
process. As demand for electronic payment rises, retailers are urged to revisit
the influence that payment acceptance
has on their industry.
Strategic Implications of an
Emerging Cashless Society in the US
SALIL MEHTA
Note: The views and opinions are those of the author and do not necessarily
represent the views and opinions of KPMG.
Many service industries lack a fundamental understanding of the
noteworthy implications payment acceptance may have for their business.
The successful transformation of
established card markets has paved the
way for the next generation of emerging electronic commerce (e-commerce) markets. Consumer purchasing
behavior is metamorphosing at an accelerated rate, as are consumer perceptions of both value and convenience.
Emerging retail and non-traditional
markets, aware of the transforming
economy around them, carry with
them newer and more complicated
challenges that may be slighted by
payment card companies.
E-commerce companies today may
capitalize on some industry naivete
when pitching their products to merchants. This study seeks to clarify
popular hypotheses and forecast a
clearer direction for a wide spectrum
of service industries. Eleven diverse
markets four retail and seven nonretail were examined for this study:
Higher Education, Municipal Governments, Specialty Electronics, Insurance Property and Casualty,
Supermarkets, Department Stores,
Apparel Stores, Discount Stores, Post
Office, Casual Dining, and Quick
Service Restaurants. While strategy
publications do focus on product and
Downloaded By: [German National Licence 2007] At: 14:05 11 March 2010
Economic Materiality
Mehta
94
Increased Sales
Downloaded By: [German National Licence 2007] At: 14:05 11 March 2010
95
80%
70%
Quick Service Restaurants
Casual Dining
Post Office
Discount Stores
Apparel Stores
Department Stores
Supermarkets
Insurance P&C
Speciality Electronics
Municipal Governments
Higher Education
60%
50%
40%
30%
20%
10%
0%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
Cash Acceptance Cost per Sales Dollar (%)
Figure 1. Cash sales are correlated to relative cash acceptance cost ( p 0.89)
3.5%
4.0%
4.5%
Industry
Credit Card
Check
Cash
Average
18
27
52
70
43
47
44
211
297
1,701
1,475
16
51
53
39
32
81
189
125
1,825
2,183
10
22
20
17
23
21
19
155
65
1,825
1,262
12
24
28
44
38
41
43
187
222
1,824
2,028
Note: This study examined an average of 1.7 leading merchants per industry and the transaction sizes
shown are weighted averages giving businesses with larger sales a proportionately greater weight. In
some Municipal Governments and Higher Education Institutions studied, credit card payment was
and thorough internal training will be a vital step associated with payment purchases.
Mehta
Downloaded By: [German National Licence 2007] At: 14:05 11 March 2010
96
Credit Cards
Downloaded By: [German National Licence 2007] At: 14:05 11 March 2010
Triangular Center:
relative costs for industry
are equally balanced
among competing
payment methods.
Cash
Checks
Figure 2. While many times comparable to the costs of competitive payment methods, the relative cost of accepting credit cards
may be expensive
97
Online Retail
Consumer purchases are made for a host of reasons, only
one being ease of payment. In the case of on-line retail,
the convenience of shopping stretches beyond payment.
Consumers may find it more convenient to browse and
compare a wider selection of products and services online,
and find it more convenient to have their purchase
delivered. Two constraints to this hypothesis that businesses should consider are whether their particular indus-
Departmental Synergy
Departmental synergy refers to the integration and simplification of the entire customer shopping experience. For
example, a university may want to consolidate a students
parking fees, books, and tuition onto one bill, allowing the
customer to make just the one payment. Similarly, department stores such as Macys or Dillards may want to
simplify their customers entire shopping experience by
allowing them to make one purchase transaction, in any
department, for all their inter-store purchases. A customer
may be hesitant to purchase an item from one department
if it is an additional and completely separate transaction
from a second item in a different department. So supermarkets, such as Pathmark, may want to integrate online
their prescription refill order and video checkout so that
potential customers can complete a one-stop shop for all
their potential purchases (see Figure 4).
80%
70%
1997
60%
2001 Forecasted
50%
40%
30%
20%
10%
0%
0%
2%
4%
6%
8%
10%
12%
14%
16%
1997
2001
2.0%
0.2%
Figure 3. On-line retail industries are overall better poised to absorb greater market share within several years
Perceived Value B
Margin
Price
Cost
Customer shift
Customer collaboration:
Departmental synergy:
Cashless payment optimized:
No
No
No
Yes
Yes
Yes
Figure 4. Competitors pose a credible threat by optimizing cashless payment acceptance through customer collaboration and
departmental synergy
Perceived Value A
Mehta
Downloaded By: [German National Licence 2007] At: 14:05 11 March 2010
90%
98
Direct Marketing
Downloaded By: [German National Licence 2007] At: 14:05 11 March 2010
Retailers should carefully weigh the strengths and weaknesses of debit cards before readily accepting cheaper
payment instruments. In the case of debit capabilities (for
subsequent store-and-forward), retailers such as Pathmark
may be at the mercy of customers to enter an accurate
PIN number. In simpler systems, debit transactions themselves are disallowed if the system is down. Studies have
also shown that a credit or debit transaction performed
over a leased line may be performed in half the time
required over a dial-up connection. Additionally, the
merchant has greater control over the Electronic Payment
Systems (EPS) message routing via a leased line. EFT
(electronic file transfer) is an electronic payment type that
is quickly catching on as one of the cheapest and most
secure methods of payment.
99
Risk Minimization
Leading businesses may aim to reduce A/R and bad debt
with payment cards. This is done by carefully transacting
your customers, including suspect customers, with credit
cards. Iowa State University is an example of an enterprise
that employs this strategy on delinquent students. This
process allows bad debt to pass from the merchant to the
credit card companies that may be better equipped to
Caveats
It is estimated that of the 14 million merchants worldwide
that accept payment cards, over 3.3 million are in the US.
And of those 3.3 million US merchants, 300,000 merchants have instant name recognition with most customers
(e.g. Toys-R-Us, Wal-Mart, Red Lobster, Nordstrom
Department Stores) (MSNBC 1998). The remaining 3
million or so merchants, in this case, are the often looming
threats that are overlooked by larger retailers. If larger
retailers do not offer electronic payment acceptance, the
smaller retailers may siphon off business using convenient
cashless payment methods as a strategic advantage.
By the time customer response to emerging competition
becomes noticeable, the unprepared companies may be
forced to hastily react to a large problem. As online
purchases become an important and growing part of
cashless payment options, new companies may emerge to
become competitive threats to established companies within their industry. Barnes & Noble, Borders, and other
major book retailers are making tepid entries into ecommerce as a response to Amazon.coms lead success. To
expand aggressively onto the web, these book retailers are
expending hugely on labor and equipment fitted for
cashless payment acceptance. This expansion, though,
likely comes at the cost of competitively reduced prices,
less profitable online sales, and a cannibalization of storebased sales. Overall market share may not change, as
overall book consumption will likely not increase.
Consumer Power
Simply preferring payment with cash and debit transactions
alone is often an imprudent stance for any business. A
near-sighted and selfish view of business, it may hinder an
honest look at customer payment preferences. This position leads to companies inadvertently disregarding customer payment options as a valuable part of the sales
experience. The intermediate-term effects of this position
may be costly (see Figure 6).
Within many industries, such as insurance or super-
Figure 5. The insurance industry exemplifies how emerging competition may leverage advanced payment acceptance technologies
to simplify operations and lower processing costs
Interlockbox
transfer
Lockbox
Apply to account
EFT
ACH
Local bank
Company HQ
Reconciliation
Main bank
Problem resolution
Agent
Customer
ACH
Direct Marketing
Telephone
Customer
Company HQ
Apply to account
Problem resolution
Reconciliation
Telephone
Advanced
technologies
Main bank
Mehta
Downloaded By: [German National Licence 2007] At: 14:05 11 March 2010
Service/Processing
Center
100
120%
50%
45%
40%
35%
80%
30%
60%
25%
20%
40%
15%
100%
10%
20%
5%
00
20
97
19
94
19
88
91
19
19
85
19
82
19
79
19
73
76
19
19
70
0%
19
19
67
0%
Downloaded By: [German National Licence 2007] At: 14:05 11 March 2010
Time (Year)
Figure 6. As more retail consumers are accustomed to paying with payment cards, their lack of cash demand may drive noncompliant retailers to compete for a smaller market share
101
Countless interviews with key executives in various industries have resonated one common concern with payment
cards. Historically, payment card companies have often
entered markets with low introductory interchange rates
to build market share, and acclimatize consumers to a new
market in which to use their products. After reaching
critical mass in a particular industry, businesses were often
subjected to significant increases in their interchange rate
by one of the leading payment card providers. This action
often left businesses in a precarious position as both they
and their customers had started to adapt to transacting
payments with payment cards. While many businesses
restrictively choose to continue accepting the increasing
interchange rates, some enterprises choose not to. Boston
STRATEGIC RECOMMENDATIONS
For those companies that have decided that payment card
acceptance aligns well with their business strategy, timing
their entry is critical. Proactive entry is often the most
strategic position from which a company, within most
competitive retail industries, can enter into payment card
commerce. Proactive entry means a business being the
foremost entrant in its industry. If a company chooses
proactive entry, overall costs may be minimized even at
the expense of accepting the significant brunt of industry
customer training costs. The cost of purchasing technical
equipment necessary to conduct e-commerce can be
cheapest for the foremost entrants if the company takes
advantage of wholesale pricing with partner merchants, or
if the company can bargain for promotional equipment
from providers.
The significance of the reward for a company leading its
industry in cashless payments is governed by its ability to
successfully leverage its new offerings. Note that a leadtime of several months is likely necessary from the
contemplation to conception of a new payment method.
This built-in planning and preparation time may ensure
that, unless its competitors are already developing payment
90%
70%
60%
50%
Credit Card
40%
Check
30%
20%
10%
0%
$33
$12$44
Resturants, Post Office
Retail Stores, Supermarkets
11
$204
$1,926
$187$222
Insurance,
Speciality Stores
4
$1824$2028
Municiple Governments
Higher Education
4
CONCLUSION
First-hand studies within eleven various industries give an
insightful look into customer behavior and recent industry
Figure 7. Electronic Commerces greatest opportunit y may still lie with larger ticket industries
Mehta
Downloaded By: [German National Licence 2007] At: 14:05 11 March 2010
80%
102
ACKNOWLEDGEMENTS
Reactive Entry
Relative Cost
Proactive Entry
Downloaded By: [German National Licence 2007] At: 14:05 11 March 2010
Allow several
months lead
time from
contemplation
to conception.
References
10
15
20
103