Connect with us
Editorial & Advertiser disclosureOur website provides you with information, news, press releases, Opinion and advertorials on various financial products and services. This is not to be considered as financial advice and should be considered only for information purposes. We cannot guarantee the accuracy or applicability of any information provided with respect to your individual or personal circumstances. Please seek Professional advice from a qualified professional before making any financial decisions. We link to various third party websites, affiliate sales networks, and may link to our advertising partners websites. Though we are tied up with various advertising and affiliate networks, this does not affect our analysis or opinion. When you view or click on certain links available on our articles, our partners may compensate us for displaying the content to you, or make a purchase or fill a form. This will not incur any additional charges to you. To make things simpler for you to identity or distinguish sponsored articles or links, you may consider all articles or links hosted on our site as a partner endorsed link.

Finance

The Eurozone crisis: between suspense and rebound

Published

on

yoni

Jonathan Assia
eToro

The Eurozone is in the midst of a crisis of debt and trust and a number of member states are on the verge of bankruptcy as a result of fiscal mismanagement. This article explores how events are unfolding in Europe and likely implications should the Eurozone disintegrate.yoni

The economic situation in the Eurozone is dire, of that there is little doubt. The Greek government is in the midst of negotiations with private bondholders who are unwilling to take further losses. The European Central Bank is considering how to deal with its own potentially huge losses from their holdings of Greek sovereign debt. There is seemingly no consensus among the E.U.’s leaders as to how to proceed. The head of the International Monetary Fund, Christine Lagarde, has said that now was the time for action, else the Eurozone is headed for a 1930’s style depression.

The European Central Bank (ECB) has been thrust into a lender of last resort role. Although it has recently stepped into secondary markets, buying sovereign debt to keep interest rates from rocketing skyward, it has failed to instil confidence in markets because it is an unwilling participant in the market. This was made clear by Mario Draghi during the question and answer session of his first press conference as the newly installed head of the ECB when he said, “I do not think that this is really within the remit of the ECB. The remit of the ECB is maintaining price stability over the medium term.” A simple promise by the ECB to do what needs to be done, when it needs to be done, in whatever amount needs be, is what is being called for by investors, analysts and economists. The French government has made it fairly clear that they would like to see the ECB step into that role. Last week, a senior ECB policymaker said that designing a lender-of-last resort mechanism was feasible though would need careful orchestration to avoid eroding already fragile market-confidence.

Indeed, too many unfounded, unsubstantiated and potentially damaging rumours are steering markets. “Is the Eurozone in the process of being dismantled?” “Is it true only the richest countries will be invited to stay in the Eurozone?” The Eurogroup’s president, Jean-Claude Juncker, has denied these rumours saying, “We don’t want to have the euro area exploding without reason. » But once a rumour is released, the damage is done; the hope is that the rumours are quickly quashed, to minimise repercussions.

Despite rhetoric and assertions to the contrary, there remains a general lack of political will for promised infrastructural and fiscal reforms. Take a look at Italy and its new prime minister, Mario Monti, who was well received and widely respected. Since he revealed a plan for some €34 billion in spending cuts and tax increases, his popularity has plummeted among his constituents and the little political goodwill he came into office with is already eroding; a mid-December poll conducted by Italy’s IPR Marketing found that his popularity among Italians had slipped from a high of 62 to 58. If he is forced to face a confidence vote, this will further unsettle potential investors, who are already well aware of a growing anarchical mentality.

Spain’s recently elected government was originally seen in a favourable light, but the proposal of desperately needed labour reforms has caused a great deal of dissension and breaking of the ranks. The Spanish government has already acknowledged that this key Eurozone economy missed its fiscal deficit target of 6.0% for 2011 and that growth will further deteriorate. Olli Rehn, the Economic Affairs Commission for the E.U. has said, nonetheless, that Spain must meet this year’s target of 4.4%. It could be difficult for the Spanish government to push through more austerity measures in the face of these obstacles.

The proposed fiscal reforms in Greece are well behind schedule. The new prime minister, Lucas Papademos, is also striving to muster political goodwill but as with Monti, his popularity is warning. A mid-December poll showed that 40% of respondents viewed him negatively as compared to 39% who saw him in a favourable light. It is uncertain whether the public clearly will support his proposal to push through more austerity measures. It is also uncertain whether private bondholders would be willing to “voluntarily” take even larger haircuts on existing debt. Without that support, the Greek government could find itself once again on the brink of default.

Greece’s debt is massive, with debt-to-GDP edging toward 170% and likely continuing higher. The most recent negotiations between the Greek government and private bondholders appear to be going nowhere fast, and time is not on Greece’s side. Without an agreement between the parties, there is a possibility Greece won’t be able to dodge a default this time around. A “technical credit event,” which is the negotiation of new terms other than those originally and contractually agreed, could also be triggered even if there is a voluntary agreement, should the participation rate fall significantly below 100%. In the event of a technical credit event or a disorderly default, sovereign debt markets could be further strained and spreads could rise, not just in the periphery, but among the now-downgraded core members.

So what would happen if the Eurozone breaks up? This would trigger a severe recession in the Eurozone as there would be a major collapse in global demand. Corporate profitability will also be hard hit. Eurozone liquidity would be almost non-existent, and investors would flee the Euro and the Eurozone for the safe haven US dollar and the US economy. There, at least, the Federal Reserve can provide the liquidity needed, given that they are a lender of last resort.

Then, the US bond market would re-establish itself as the safest debt market in the world. The most immediate response, which is already being seen, is a decline in borrowing costs for the US government. This could compel the US government to hold off on its deficit reduction strategy and increase government spending. As a result of huge and overwhelming demand for US debt instruments, the US dollar would rise sharply. Government spending would continue to increase as commodity prices dropped (when there is no liquidity, inflation quickly turns into deflation). Borrowing costs would continue to drop and the US position as the safest long term bet would be reinforced.

Overall, the collapse of the Eurozone would greatly benefit the US economy, but the rest of the world could be plagued by years of stagnation.

How Australia will be affected?

The Australian economy will be only moderately affected by the Eurozone crisis and that primarily during the first half of the year. The slowdown in China, which is Australia’s biggest trading partner, will be the most significant headwind for the Australian economy. The Chinese slowdown, an indirect effect of the European debt crisis given that Europe is China’s largest trading partner, in conjunction with the slowdown in Chinese real estate will reduce demand for Aussie goods and that will eventually transmit into lower growth. The impact in the first half of 2012 would be slightly muted by overall global liquidity injections and monetary easing, specifically in China, and a pro-growth policy of the RBA which is keen to hold the economy afloat with looser monetary conditions.

Nevertheless, we expect the European crisis to escalate towards the end of the year, with Sovereign Credit Defaults of Greece and Portugal seen as highly likely. We, therefore, expect a negative shockwave in the global credit system to follow, which will hammer global demand for commodities. Since the Asian credit markets depend on around $1.5Trln of credit from European finance institutions the effect on Asian growth will radiate throughout the entire region. And with Commodities prices and demand both slashed we expect the Aussie rate to deteriorate and Australian growth to decelerate.

We expect China’s GDP to grow in the range of 8% to 8.2% in 2012 in “official terms” and closer to 7% in real terms.  In our view, this will likely bring Australia’s annual GDP growth to an average 2% for 2012. The negative effect of the Chinese slowdown will be somewhat amplified by the strength of the Aussie Dollar, which we expect to continue to rise and gather steam from rate differentials at least until the end of the first half of 2012. However, as we would like to emphasis once again, as the Australian growth path will decelerate this will eventually cause the Aussie interest rate differential with other nations to narrow and could cap the Aussie around the 0.90 per US Dollar.

Finally, I would like add that, in the event global liquidity injections reaches overwhelming proportions (and €2Trillion from the ECB would be considered overwhelming), it would simply postpone the inevitable. Deleveraging will eventually materialize, despite the liquidity injections, and our envisioned scenario, too, will merely be postponed.
 

Finance

Regulating innovation: the biggest challenge in payments

Published

on

Regulating innovation: the biggest challenge in payments 1

By Fady Abdel-Nour, Global Head of M&A and Investments, PayU

Over the course of the last six months, the payments industry has been lauded as one of the most impressive in its agility responding to Covid-19. Consumers and merchants have flocked online and safety has been a significant driver of the move to digital as entire countries discourage the use of cash – but what of financial and data security?

As digital payments adoption accelerates, there’s no time to waste. The pressure is on for governments and regulators to not only ensure security keeps pace with new consumer demand, but to look ahead and clear the road for future innovation.

Acceleration in digital payments

At PayU, we operate in 20 markets across the globe. Since the start of the pandemic, every single one of these markets has seen a seismic shift in consumer habits. In Poland, for example, the number of new onboarded e-shops was three times higher between March and May than in previous months. And in Colombia, e-commerce activity was 282% higher than pre-lockdown levels. Some merchants across our markets saw year-on-year revenue growth of a staggering 500-1000% during April and May.

New merchants are seeing this potential, moving online to increase their customer base and keep economies ticking. But with great innovation comes corresponding regulations. How can regulators keep up?

Innovation vs. regulation: an incompatible duo?

New ideas and technologies are undeniably critical to ensure services keep up with consumer behaviour. However, for this to happen safely, there needs to be collaboration between our industry’s innovators and regulators. Progress requires us to challenge and expand existing boundaries, holding our shared goal in mind.

Important as this concept is, it is by no means revolutionary. The widely pedalled narrative that innovators and regulators are at loggerheads is, quite frankly, outdated. It is not true that innovation in financial services has to disrupt existing systems and infrastructure. We have already seen countless examples of regulators working with the fintech ecosystem to enable and support innovation.

Across the emerging markets that PayU operates in, innovation initiatives are in place to educate entrepreneurs on the regulatory environment in which they operate. In Brazil, the central bank has established a sandbox, the Laboratory of Financial and Technological Innovation, to help fintech startups work more closely with regulators and government and accelerate the development of their ideas. The aim is to create a more efficient financial system, increase financial inclusion and reduce the cost of credit through better regulation. As the country rolls out Open Banking, acknowledging fintech’s potential to drive better socio-economic inclusion is incredibly encouraging.

It would be remiss of me not to mention The Monetary Authority of Singapore (MAS) here. To date, it has excelled in driving positive change by ensuring new players and services can operate within regulatory constraints. If they are unable to do so, the MAS reviews its framework and, where appropriate, adjusts it to safely progress innovation rather than stifle it. In 2019, for example, it issued five new digital bank licenses. Later in the year, it launched the Sandbox Express to help create a faster option for testing innovative financial services in the market.

The open-minded and collaborative approach of these regulatory models marks the future of financial regulation to me. The world is changing quickly and the parameters that keep us secure have to adapt and morph more than ever before. The job is not simple, but it can boost innovation and build a safe and sustainable financial environment, where pioneers are empowered to set the pace for change.

Consumer demand is only one side of the (digital) coin

The other trend creating complexity for regulators is the move towards embedded finance and Big Tech’s involvement in this.

Fady Abdel-Nour

Fady Abdel-Nour

Broadly, embedded finance means that fintech services are expanding beyond the walls of banks and becoming part of other business models rather than a standalone entity. This is a challenge in itself, as regulators will need to be vigilant to ensure that payments, credit and other financial services remain secure and customers are protected.

Across Europe, the US, Latin America, Asia and Africa, governments have also been grappling with how to regulate Big Tech. Facebook, for example, has launched ‘Facebook Financial’ to pursue opportunities in digital payments and e-commerce. Similarly, regulators in Brazil and India have been trying to navigate WhatsApp’s attempts to establish its new payments feature in both markets. These features were suspended by Brazil’s central bank and have been in testing in India for over two years.

The good news is that regulators are paying attention. The pushback we’re seeing is not simply aversion to change, but industry experts exploring how these developments can keep consumer needs at the heart and enhance the current payment ecosystem. New business models and new players are important to keeping us all at the top of our game.

Regulating a changing financial ecosystem

We’re in a truly remarkable age, where the role of regulation is being tested again and again. I believe that regulators have a more vital role to play than ever. Covid-19 has been a powerful catalyst in the financial sector and there is some positive change to be harnessed from the disruption.

If navigated shrewdly, regulators will succeed in capitalising on new trends to retain their core purpose: to ensure the safety and security of the customer and support positive change. The whole industry will need to work together closely to build a regulatory framework that is fertile for innovation and allows us to realise the enormous potential of payments in this new decade. So, what are we waiting for?

Continue Reading

Finance

How the financial sector can keep newly acquired customers returning time and time again

Published

on

How the financial sector can keep newly acquired customers returning time and time again 2

By Dicken Doe from Foolproof, a Zensar company

Covid-19 has changed the financial lives of millions; what worked for people and their bank six months ago might not work today. For some people savings have depleted and pensions withdrawn early. While mortgage holidays have increased the time required to pay back loans and emergency funds in the advent of job losses.

When combined with the fact that Covid-19 has rapidly sped up online migration, providers need to deeply question the design of their financial experiences. According to a recent survey from Lightico: “63% of US citizens said they were more inclined to try a new digital app for banking than they were before the pandemic. Also, 82% said they were concerned about paying a visit to their local banks.”

To be successful, both existing and new experiences must be assessed by using data and human insight to iteratively design and test solutions.

The swift response of many financial institutions to the crisis has created a number of changes to services and customer support functions. Things which have taken months of negotiation in the past have been made possible in days. However, speed does not always equal quality. Key considerations that need to be accounted for – to keep existing and newly acquired customers returning – remain. This can broadly be described under the auspice of consistent experiences that meet emerging customer needs.

Top tips to keep newly acquired financial services customers returning

Getting ahead starts with the ‘why’ customers are performing an action and ‘what’ they need. With this in mind, here are my top five tips for the financial sector on how to keep new customers coming back again and again.

Understand new and emerging needs:

People have been forced online in all-new circumstances. To respond appropriately, providers need to look at quantitative data and have a regular qualitative dialogue with new and existing online customers. This will help them spot emerging needs and behaviours which form themes and patterns in online browsing. To enable this, financial service providers must move from being reactive to proactive. This will help them to keep pace with the changes people themselves are experiencing in their own lives.

Financial businesses should look to segment, analyse and speak to customers who have started managing their finances with them since the beginning of the year and interrogate their behaviours. This will provide invaluable insight into what people are looking for and why.

Banks have an advantage here – when compared to other sectors – because saving, lending and current account journeys tend to start in apps or sites. By connecting site browsing with new customer account data, we can see individual demands expressed in the use of content, and the sorts of journeys customers are undertaking. Are these people struggling to complete a particular task i.e. setting up a direct debit? Is there something they’re entirely overlooking e.g. ISAs or loans?

Dicken Doe

Dicken Doe

At both the individual level and at an aggregate level, we can see emerging needs and trends. For example, the mortgage market has tightened up. Prior to Covid-19 there were 700+ 10% deposit home loans available, now there are less than 70. As a result, a decline in interest and a lack of ability for younger people to buy homes could signal a move towards people putting savings into ISAs. Likewise, too many customers are shifting to expensive and unsustainable debt, meaning providers need to imagine better ways to help combat this. This means designing value-adding solutions which helps maintain trust with the customer as well as encouraging them to come back.

Optimise journey flows:

The amount of tooling now available to understand journeys, identify breaks and ultimately address these issues is huge. There is no excuse not to be working hard on this, too many companies see a journey as set and overlook moments where design can be used to enhance processes. For example, why does opening online banking take five clicks and not one, and why is it so hard to find information about my pension?

Financial service providers of today cannot rely on a paradigmatic shift to new journeys with mounting financial pressures – their current ones need to evolve. If they aren’t continuously enhancing what they have today, it’s easier than ever for people to go elsewhere. Especially when 36% of people in the UK now feel more comfortable managing money online and 23% trust online money management more.

However, enhancements to services must be based on both customer needs gathered from qualitative insight and quantitative data from analytics and tracking tools to expose key problems. What you find out might mean redesigning specific moments in a journey, but it could also be done by improving signposting and information architecture, remarketing better, or tweaking content i.e. improving the findability of information connected to mortgage holidays.

Reasons to return: 

Understanding people’s needs and targeting them drives better outcomes for all. Now is not the time for generic market offers because people’s immediate financial needs are significantly limited by Covid-19. The key to encouraging people to return is having a range of solutions that meet the specific needs of today. The credit card you had planned might not be what people need right now, but a compelling savings product could be. User research and insight will help you form validated hypotheses about offerings to test, and it’s precisely the kind of thing quantitative data alone will struggle to tell you.

Financial service providers also have the power to engage or reengage customers. They have ecosystems that join up channels to improve the likelihood of someone coming back. For example, if a customer opened an ISA in the past but stopped making deposits, perhaps it’s because they’re unaware of the annual limit on that sort of tax-free investment. If buy-to-let rates were reduced, perhaps they can afford that loan application abandoned last month. Financial providers need to harness the power of design to remind customers of the benefits available today.

As always, knowledge about customers and their needs has to be exposed, and new solutions devised to offer people ways back into your funnel. To do this you need a mix of research and data science to expose the problems for designers to work on.

Ease of use: 

Across the financial services sector, digital design maturity is improving, but many processes are still unnecessarily cumbersome. Companies that have introduced rushed processes to support customers at a distance are likely to have solved an immediate problem, but to the detriment of the overall experience. Here, design thinking and service design can guide organisations toward optimising journeys to promote ease of use and coherent customer experiences.

Even months after the start of the pandemic, many organisations are struggling to maintain their inbound call centres and chat functions. On the whole, Help & Support pages offer just as poor an experience. These functions are often incomplete and overlooked, but are now the crux of banking experiences everywhere.

Banks must home in on these moments and provide other experiences in keeping with the standards set by the likes of First Direct’s award-winning telephone banking service. Within seconds, you’re through to an operator trained to handle loan applications, mortgage queries and more. The trick is to follow the right formula. You’ll want to avoid customers having to retain lots of information at once, navigating complex menu systems and always provide the option to speak with an operator. Services which adhere to this closely often outperform their digital counterparts – helping to relieve the strain placed on your overall experience.

Done well, conversational AI can make a big difference to customer experience and the likelihood of conversion too. Santander’s banking line harnesses this technology, and with a few vocal cues, you’re managing cash verbally. To succeed though, you must set up analytics, perform research and regularly optimise services to relieve friction and meet your customers’ ever-changing needs.

Summing up

Providers are increasingly talking about optimisation but finding immediate opportunities to squeeze funnels and processes for more value cannot come at the expense of great customer experience. Now is the time for immediate changes but you need to make sure those changes are sustainable and consistent with everything else you have that supports your online ecosystem.

In essence, delivering efficiencies can’t overcome delivering a poorer customer experience long-term. Where this is true there is a customer-centred design job to be done in the better understanding of customers and behaviours, and therefore research and design more focussed on those needs.

Continue Reading

Finance

Increased contactless spending could be linked to higher fraud and payment disputes, warns global risk expert

Published

on

Increased contactless spending could be linked to higher fraud and payment disputes, warns global risk expert 3

The rapid adoption of contactless payments during COVID-19 may be contributing to multiple strands of fraud

Monica Eaton-Cardone, COO and Co-Founder of merchant dispute specialist, Chargebacks911, and its revolutionary new financial institution brand, Fi911, warns of the chargeback and fraud risks associated with the increase in contactless payments following the COVID-19 outbreak.

In a bid to reduce human interaction, the use of cash, and the touching of contact points such as PIN pads and cash machines, the UK’s contactless spending limit increased from £30 to £45 in April this year.

Customers across the globe have also got onboard with the payment method following contagion concerns about using cash and cards. As a result, Mastercard reported a 40% increase in contactless payment activity in Q1 of 2020.

This dramatic increase in contactless payments may be contributing to the sharp rise in chargebacks that have been recorded since the pandemic began. According to Cardone, industries are now experiencing 10 times the amount of payment disputes that were taking place prior to COVID-19.

Monica explained: “Contactless payments present a number of fraud threats. For one, if a valid cardholder’s information is stolen, it can be added to a mobile device and used to make unauthorised purchases – leaving merchants covering customers’ losses. In addition to this third-party fraud, contactless payments present a greater opportunity for genuine customers to commit first-party (friendly) fraud and lie about whether or not a transaction was actually made by them.

“These scenarios pose even more of a threat while the retail landscape is going through this turbulent period and genuine claims are on the rise, so merchants are in less of a position to dispute false claims.”

Although merchants are the ones left refunding customers and losing valuable goods due to chargebacks and friendly fraud, the issue doesn’t start and end with them. Behind a payment dispute is an intricate network of merchants, acquirers, issuers, and card schemes that deal with disputes and adopt their associated costs.

And, when merchants lose money to disputes, the cost will inevitably end up back with customers, since merchants raise prices to cope with these losses. This is likely to become a necessity in our current period of economic uncertainty.

For this reason, Monica warns everyone involved in the payment process to remain vigilant when it comes to chargebacks that stem from contactless payments.

Monica continued: “If merchants want to reap the benefits of contactless payments, they need to be aware of the threats involved and have strategies in place to respond effectively.

“At the same time, financial institutions should watch for activity that is unusual and out of line with typical consumer behaviour – for instance, a consumer suddenly making a high-value purchase at a store that’s thousands of miles away from home. They should also be on the lookout for repeated use of the chargeback process, which might indicate friendly fraud, as 40% of consumers who commit this fraud successfully will repeat the practice within 60 days.

“I also urge consumers to be aware of their account activity and to keep a close eye out for anything that may indicate that a contactless payment account has been compromised.”

Going forward, Monica is anticipating that contactless payment adoption will continue to grow, especially against the backdrop of COVID-19. To help combat the growing chargeback problem and fraud associated with contactless payments, Chargebacks911 is working closely with merchants – particularly those in the most susceptible industries – and financial institutions to tackle the issue head-on.

If you’re concerned about COVID-19 chargebacks effecting your business, speak to a member of the Chargebacks911 team at: [email protected].

Continue Reading

Call For Entries

Global Banking and Finance Review Awards Nominations 2020
2020 Global Banking & Finance Awards now open. Click Here

Latest Articles

Digital collaboration: Shaping the Future of Finance 4 Digital collaboration: Shaping the Future of Finance 5
Top Stories1 hour ago

Digital collaboration: Shaping the Future of Finance

By Ryan Lester, Senior Director of Customer Experience Technologies at LogMeIn With heightened economic uncertainty and increased customer expectation becoming...

The 2020 Outbound Email Data Breach Report Finds Growing Email Volumes and Stressed Employees are Causing Rising Breach Risk    6 The 2020 Outbound Email Data Breach Report Finds Growing Email Volumes and Stressed Employees are Causing Rising Breach Risk    7
Business1 hour ago

The 2020 Outbound Email Data Breach Report Finds Growing Email Volumes and Stressed Employees are Causing Rising Breach Risk   

Research by Egress reveals organisations suffer outbound email data breaches approximately every 12 working hours  Egress, the leading provider of human layer data security solutions, today released their 2020 Outbound Email Data...

Regulating innovation: the biggest challenge in payments 8 Regulating innovation: the biggest challenge in payments 9
Finance2 hours ago

Regulating innovation: the biggest challenge in payments

By Fady Abdel-Nour, Global Head of M&A and Investments, PayU Over the course of the last six months, the payments...

Investors remain worried about COVID, but positive towards stamp duty holiday 10 Investors remain worried about COVID, but positive towards stamp duty holiday 11
Investing3 hours ago

Investors remain worried about COVID, but positive towards stamp duty holiday

By Jamie Johnson, CEO of FJP Investment The journey back to economic normality will be strenuous. COVID-19 has imbued many...

Creating a culture of cybersecurity in Financial Services 12 Creating a culture of cybersecurity in Financial Services 13
Technology3 hours ago

Creating a culture of cybersecurity in Financial Services

By Martin Landless, Vice President for Europe at LogRhythm As the financial services sector increasingly moves online and reaps the...

How the financial sector can keep newly acquired customers returning time and time again 14 How the financial sector can keep newly acquired customers returning time and time again 15
Finance3 hours ago

How the financial sector can keep newly acquired customers returning time and time again

By Dicken Doe from Foolproof, a Zensar company Covid-19 has changed the financial lives of millions; what worked for people...

Creating an engaging email marketing campaign that avoids the junk folder 16 Creating an engaging email marketing campaign that avoids the junk folder 17
Business3 hours ago

Creating an engaging email marketing campaign that avoids the junk folder

By David Wharram, CEO of Coast Digital With more than 280 billion emails sent every day, email marketing is a...

Cloud in Banking: An Opportunity That Can’t be Ignored 18 Cloud in Banking: An Opportunity That Can’t be Ignored 19
Banking3 hours ago

Cloud in Banking: An Opportunity That Can’t be Ignored

By David Rimmer, Research Associate at Leading Edge Forum Originally offered as a better way to build IT systems, cloud...

Increased contactless spending could be linked to higher fraud and payment disputes, warns global risk expert 20 Increased contactless spending could be linked to higher fraud and payment disputes, warns global risk expert 21
Finance4 hours ago

Increased contactless spending could be linked to higher fraud and payment disputes, warns global risk expert

The rapid adoption of contactless payments during COVID-19 may be contributing to multiple strands of fraud Monica Eaton-Cardone, COO and...

Pay and Go, why seamless checkout is essential for the customer experience 22 Pay and Go, why seamless checkout is essential for the customer experience 23
Finance4 hours ago

Pay and Go, why seamless checkout is essential for the customer experience

By Ralf Gladis, CEO, Computop Shopping for many is therapy…until they reach the queue for the checkout. It’s easier online...

Newsletters with Secrets & Analysis. Subscribe Now