Posted by Mark Brousseau
Pre-paid cards are primed for explosive growth in the coming year, according to a survey conducted by Firstsource Solutions.
Fifty percent of payment industry professionals surveyed expect wider adoption of pre-paid cards as more consumers move away from credit cards and cash. Nearly 30 percent of respondents said that more consumers would become “loaders” (i.e. depositing more money to their pre-paid accounts).
“We’re seeing a growing interest in pre-paid cards in consumer segments that weren’t originally drawn to using such a form of payment,” says Tim Smith, senior vice president, Banking Financial Services & Insurance, Firstsource. “Our findings support recent research about the upward trend in the pre-paid market which shows that an estimated $37 billion was loaded onto prepaid cards last year, compared to $18 billion in 2009 and $9 billion in 2008.”
Survey respondents indicated that there is a huge opportunity for the pre-paid market to expand its customer base beyond the most likely consumer targets. More than 40 percent indicated that increased scrutiny from regulators regarding loading and set-up fees will pose the greatest risk to the industry. Additionally, 47 percent said educating card holders on the nuances of a pre-paid will be critical to successful adoption and overall growth in the market.
Firstsource’s survey also examined sentiment on the current regulatory climate in the payments industry. While Dodd-Frank was top-of-mind for 45 percent of payments professionals, the Consumer Financial Protection Act has fallen off the radar for most industry executives (only 9 percent of respondents indicated it was currently a priority issue).
What do you think?
Showing posts with label debit cards. Show all posts
Showing posts with label debit cards. Show all posts
Thursday, June 2, 2011
Tuesday, December 21, 2010
The Promise of Prepaid Cash Cards
Posted by Mark Brousseau
It’s estimated that the percentage of U.S. households without bank accounts may be as high as 26 percent. So what happens to the $1.1 trillion that those households take in each year? According to Turner Investments, much of that money is likely to end up on prepaid cash cards over the next five years.
Turner Investments anticipates that the market for prepaid cash cards may grow at double-digit annual rates between now and 2015. Two small prepaid-card vendors that appear to be well positioned to profit from that growth are Green Dot and NetSpend Holdings, Turner Investments says.
For the consumers averse to traditional banking, Turner Investments says prepaid cash cards may hold three benefits:
•The cards can be a cheaper alternative to checking accounts. Consumers who are prone to overspending can’t spend more than they put on the cards, so they aren’t exposed to overdraft charges. Also, the increased checking-account fees resulting from new federal financial reforms are driving some consumers to the cards.
•The cards require no background check, unlike some checking accounts.
•The cards are convenient to load and use, enabling customers to take their paycheck to a retailer where they can have the money loaded onto a card and start shopping immediately.
What do you think?
It’s estimated that the percentage of U.S. households without bank accounts may be as high as 26 percent. So what happens to the $1.1 trillion that those households take in each year? According to Turner Investments, much of that money is likely to end up on prepaid cash cards over the next five years.
Turner Investments anticipates that the market for prepaid cash cards may grow at double-digit annual rates between now and 2015. Two small prepaid-card vendors that appear to be well positioned to profit from that growth are Green Dot and NetSpend Holdings, Turner Investments says.
For the consumers averse to traditional banking, Turner Investments says prepaid cash cards may hold three benefits:
•The cards can be a cheaper alternative to checking accounts. Consumers who are prone to overspending can’t spend more than they put on the cards, so they aren’t exposed to overdraft charges. Also, the increased checking-account fees resulting from new federal financial reforms are driving some consumers to the cards.
•The cards require no background check, unlike some checking accounts.
•The cards are convenient to load and use, enabling customers to take their paycheck to a retailer where they can have the money loaded onto a card and start shopping immediately.
What do you think?
Sunday, May 9, 2010
FUSION 2010
Posted by Mark Brousseau
During an interactive networking luncheon today at FUSION 2010 at the Gaylord Texan Resort & Convention Center in Grapevine, Texas, attendees shared the best operations tips that they have implemented in the past year. Below are some of the top operations tips shared by attendees:
• Develop an AP Roadshow to visit different departments and operations sites to explain what AP does, what information it needs to do its job effectively, and how departments can work with AP.
• Implement a document imaging and retrieval system for finance documents. Having instant access to document images helped one company eliminate one full-time equivalent.
• Integrate TIN Matching with Oracle.
• Scan your invoices!
• Scan AP documents on the front-end, not the back-end, to achieve more workflow efficiencies.
• Combine your travel and entertainment (T&E) and purchasing card into one card to reduce administration and capture more rebates.
• Leverage remote deposit capture to eliminate trips to the bank.
• Automate, automate, automate!
• Do away with paper checks for T&E. Use debit cards for employees without bank accounts.
• If you have international travelers, educate them on VAT reclamation requirements.
• Trust is not a control! A “trusted employee” could be stealing from your company.
• When choosing a software solution, ask how they initiates upgrades or you might find yourself back at square one. Also understand whether the vendor will convert existing data.
• Eliminate, automate, delegate -- EAD!
• Eliminate as much paper as possible from your workflow.
• Whenever you are implementing new technologies or processes, be sure to get buy-in from line-level staff.
• Strive for open communication with your staff.
• Learn to walk away!
During an interactive networking luncheon today at FUSION 2010 at the Gaylord Texan Resort & Convention Center in Grapevine, Texas, attendees shared the best operations tips that they have implemented in the past year. Below are some of the top operations tips shared by attendees:
• Develop an AP Roadshow to visit different departments and operations sites to explain what AP does, what information it needs to do its job effectively, and how departments can work with AP.
• Implement a document imaging and retrieval system for finance documents. Having instant access to document images helped one company eliminate one full-time equivalent.
• Integrate TIN Matching with Oracle.
• Scan your invoices!
• Scan AP documents on the front-end, not the back-end, to achieve more workflow efficiencies.
• Combine your travel and entertainment (T&E) and purchasing card into one card to reduce administration and capture more rebates.
• Leverage remote deposit capture to eliminate trips to the bank.
• Automate, automate, automate!
• Do away with paper checks for T&E. Use debit cards for employees without bank accounts.
• If you have international travelers, educate them on VAT reclamation requirements.
• Trust is not a control! A “trusted employee” could be stealing from your company.
• When choosing a software solution, ask how they initiates upgrades or you might find yourself back at square one. Also understand whether the vendor will convert existing data.
• Eliminate, automate, delegate -- EAD!
• Eliminate as much paper as possible from your workflow.
• Whenever you are implementing new technologies or processes, be sure to get buy-in from line-level staff.
• Strive for open communication with your staff.
• Learn to walk away!
Wednesday, January 6, 2010
New PCI Compliance Challenge
Posted by Mark Brousseau
Remittance operations face even greater challenges from new PCI compliance guidelines. Doug Myers, vice president of sales and business development for Creditron, explains:
A flurry of new regulations, guidelines and clarifications designed to improve credit card security has remittance operations that handle credit card payments -- in the back-office or via walk-up locations -- scrambling. With three new pieces of guidance on the docket for Payment Card Industry (PCI) compliance, and larger fines for non-compliance, these operations face external pressures to beat the deadlines, as well as internal pressures to meet requirements in a strategic and cost-effective manner.
PCI and RP
The PCI Standard is the result of a collaborative effort formed by the five major credit card companies (Visa International, MasterCard Worldwide, American Express, Discover Financial Services and JCB) to develop an efficient approach to safeguarding sensitive data and for the prevention of credit card fraud, hacking and various other security concerns. Any merchant, organization or software that processes, stores or disseminates credit card data must be PCI DSS compliant or they risk hefty fines and/or losing the ability to process credit cards altogether.
Remittance processors that accept credit card payments in lieu of checks must meet the standard.
Failure to comply with PCI standards exposes an organization to two types of liability: substantial penalties, and, more importantly, "charge-back" liability for damages suffered by the card issuer as a result of a data breach. The losses sustained by card issuers includes not only the fraudulent charges made on the accounts of the victims of identity theft, but also the administrative costs associated with the issuance of new cards to customers whose personal information may have been compromised. As a result, these costs can be significant. Add in the damage to reputation associated with the loss of customer card details, and the importance of PCI compliance to remittance processors becomes clear.
Conversely, in an environment where consumers are concerned about privacy and online security, there is an opportunity for businesses to improve their security posture by meeting the PCI standard.
What You Should Do
Remittance operations put their organizations at great risk if due diligence is not practiced and steps are not taken to protect cardholder and member data. Managers must take a very active approach to operational risk management, and not assume that the PCI DSS standard doesn't apply to them.
One strategy to ensure PCI compliance for remittance operations is to work with vendors that have already deployed a PCI compliance program for their entire end-to-end suite. With this approach, the onus is on the vendor to ensure that their underlying software and processes gain and maintain PCI compliance. This won't let operations off the hook for PCI, but it is a lower cost route to compliance.
To see if your vendor has a validated PCI application, visit www.pcisecuritystandards.org.
Remittance operations face even greater challenges from new PCI compliance guidelines. Doug Myers, vice president of sales and business development for Creditron, explains:
A flurry of new regulations, guidelines and clarifications designed to improve credit card security has remittance operations that handle credit card payments -- in the back-office or via walk-up locations -- scrambling. With three new pieces of guidance on the docket for Payment Card Industry (PCI) compliance, and larger fines for non-compliance, these operations face external pressures to beat the deadlines, as well as internal pressures to meet requirements in a strategic and cost-effective manner.
PCI and RP
The PCI Standard is the result of a collaborative effort formed by the five major credit card companies (Visa International, MasterCard Worldwide, American Express, Discover Financial Services and JCB) to develop an efficient approach to safeguarding sensitive data and for the prevention of credit card fraud, hacking and various other security concerns. Any merchant, organization or software that processes, stores or disseminates credit card data must be PCI DSS compliant or they risk hefty fines and/or losing the ability to process credit cards altogether.
Remittance processors that accept credit card payments in lieu of checks must meet the standard.
Failure to comply with PCI standards exposes an organization to two types of liability: substantial penalties, and, more importantly, "charge-back" liability for damages suffered by the card issuer as a result of a data breach. The losses sustained by card issuers includes not only the fraudulent charges made on the accounts of the victims of identity theft, but also the administrative costs associated with the issuance of new cards to customers whose personal information may have been compromised. As a result, these costs can be significant. Add in the damage to reputation associated with the loss of customer card details, and the importance of PCI compliance to remittance processors becomes clear.
Conversely, in an environment where consumers are concerned about privacy and online security, there is an opportunity for businesses to improve their security posture by meeting the PCI standard.
What You Should Do
Remittance operations put their organizations at great risk if due diligence is not practiced and steps are not taken to protect cardholder and member data. Managers must take a very active approach to operational risk management, and not assume that the PCI DSS standard doesn't apply to them.
One strategy to ensure PCI compliance for remittance operations is to work with vendors that have already deployed a PCI compliance program for their entire end-to-end suite. With this approach, the onus is on the vendor to ensure that their underlying software and processes gain and maintain PCI compliance. This won't let operations off the hook for PCI, but it is a lower cost route to compliance.
To see if your vendor has a validated PCI application, visit www.pcisecuritystandards.org.
Monday, June 15, 2009
Credit Card Security Problems
Posted by Mark Brousseau
An interesting article from the Associated Press on how lax requirements leave consumer data at risk of attack by hackers:
Weak security enables credit card hacks
By JORDAN ROBERTSON
AP Technology Writer
Every time you swipe your credit card and wait for the transaction to be approved, sensitive data including your name and account number are ferried from store to bank through computer networks, each step a potential opening for hackers.
And while you may take steps to protect yourself against identity theft, an Associated Press investigation has found the banks and other companies that handle your information are not being nearly as cautious as they could.
The government leaves it to card companies to design security rules that protect the nation's 50 billion annual transactions. Yet an examination of those industry requirements explains why so many breaches occur: The rules are cursory at best and all but meaningless at worst, according to the AP's analysis of data breaches dating to 2005.
It means every time you pay with plastic, companies are gambling with your personal data. If hackers intercept your numbers, you'll spend weeks straightening your mangled credit, though you can't be held liable for unauthorized charges. Even if your transaction isn't hacked, you still lose: Merchants pass to all their customers the costs they incur from fraud.
More than 70 retailers and payment processors have disclosed breaches since 2006, involving tens of millions of credit and debit card numbers, according to the Privacy Rights Clearinghouse. Meanwhile, many others likely have been breached and didn't detect it. Even the companies that had the payment industry's top rating for computer security, a seal of approval known as PCI compliance, have fallen victim to huge heists.
Companies that are not compliant with the PCI standards - including one in 10 of the medium-sized and large retailers in the United States - face fines but are left free to process credit and debit card payments. Most retailers don't have to endure security audits, but can evaluate themselves.
Credit card providers don't appear to be in a rush to tighten the rules. They see fraud as a cost of doing business and say stricter security would throw sand into the gears of the payment system, which is built on speed, convenience and low cost.
That is of little consolation to consumers who bet on the industry's payment security and lost.
It took four months for Pamela LaMotte, 46, of Colchester, Vt., to fix the damage after two of her credit card accounts were tapped by hackers in a breach traced to a Hannaford Bros. grocery store.
LaMotte, who was unemployed at the time, says she had to borrow money from her mother and boyfriend to pay $500 in overdraft and late fees - which were eventually refunded - while the banks investigated.
"Maybe somebody who doesn't live paycheck to paycheck, it wouldn't matter to them too much, but for me it screwed me up in a major way," she said. LaMotte says she pays more by cash and check now.
It all happened at a supermarket chain that met the PCI standards. Someone installed malicious software on Hannaford's servers that snatched customer data while it was being sent to the banks for approval.
Since then, hackers plundered two companies that process payments and had PCI certification. Heartland Payment Systems lost card numbers, expiration dates and other data for potentially hundreds of millions of shoppers. RBS WorldPay Inc. got taken for more than 1 million Social Security numbers - a golden ticket to hackers that enables all kinds of fraud.
In the past, each credit card company had its own security rules, a system that was chaotic for stores.
In 2006, the big card brands - Visa, MasterCard, American Express, Discover and JCB International - formed the Payment Card Industry Security Standards Council and created uniform security rules for merchants.
Avivah Litan, a Gartner Inc. analyst, says retailers and payment processors have spent more than $2 billion on security upgrades to comply with PCI. And the payment industry touts the fact that 93 percent of big retailers in the U.S., and 88 percent of medium-sized ones, are compliant with the PCI rules.
That leaves plenty of merchants out, of course, but the main threat against them is a fine: $25,000 for big retailers for each month they are not compliant, $5,000 for medium-sized ones.
Computer security experts say the PCI guidelines are superficial, including requirements that stores run antivirus software and install computer firewalls. Those steps are designed to keep hackers out and customer data in. Yet tests that simulate hacker attacks are required just once a year, and businesses can run the tests themselves.
"It's like going to a doctor and getting your blood pressure read, and if your blood pressure's good you get a clean bill of health," said Tom Kellermann, a former senior member of the World Bank's Treasury security team and now vice president of security awareness for Core Security Technologies, which audited Google's Internet payment processing system.
Merchants that decide to hire an outside auditor to check for compliance with the PCI rules need not spend much. Though some firms generally charge about $60,000 and take months to complete their inspections, others are far cheaper and faster.
"PCI compliance can cost just a couple hundred bucks," said Jeremiah Grossman, founder of WhiteHat Security Inc., a Web security firm. "If that's the case, all the incentives are in the wrong direction. The merchants are inclined to go with the cheapest certification they need."
For some inspectors, the certification course takes just one weekend and ends in an open-book exam. Applicants must have five years of computer security experience, but once they are let loose, there's little oversight of their work. Larger stores take it on themselves to provide evidence to auditors that they comply with the rules, leaving the door open for mistakes or fraud.
And retailers with fewer than 6 million annual card transactions - a group comprising more than 99 percent of all retailers - do not even need auditors. They can test and evaluate themselves.
At the same time, the card companies themselves are increasingly hands-off.
Two years ago, Visa scaled back its review of inspection records for the payment processors it works with. It now examines records only for payment processors with computer networks directly connected to Visa's.
In the U.S., that means fewer than 100 payment processors out of the 700 that Visa works with are PCI-compliant.
Visa's head of global data security, Eduardo Perez, said the company scaled back its records review because it took too much work and because the PCI standards have improved the industry's security "considerably."
"I think we've made a lot of progress," he said. "While there have been a few large compromises, there are many more compromises we feel we've helped prevent by driving these minimum requirements."
Representatives for MasterCard, American Express, Discover and JCB - which, along with Visa, steer PCI policy - either didn't return messages from the AP or directed questions to the PCI security council.
PCI's general manager, Bob Russo, said inspector certification is "rigorous." Yet he also acknowledged that inconsistent audits are a problem - and that merchants and payment processors who suffered data breaches possibly shouldn't have been PCI-certified. Those companies also might have easily fallen out of compliance after their inspection, by not installing the proper security updates, and nobody noticed.
The council is trying to crack down on shoddy work by requiring annual audits for the dozen companies that do the bulk of the PCI inspections. Smaller firms will be examined once every three years.
Those reviews merely scratch the surface, though. Only three full-time staffers are assigned to the task, and they can't visit retailers themselves. They are left to review the paperwork from the examinations.
The AP contacted eight of the biggest "acquiring banks" - the banks that retailers use as middlemen between the stores and consumers' banks. Those banks are responsible for ensuring that retailers are PCI compliant. Most didn't return calls or wouldn't comment for this story.
Mike Herman, compliance managing director for Chase Paymentech, a division of JPMorgan Chase, said his bank has five workers reviewing compliance reports from retailers. Most of the work is done by phone or e-mail.
"We have faith in the certification process, and we really haven't doubted the assessors' work," Herman said. "It's really the merchants that don't engage assessors; those get a little more scrutiny."
He defended the system: "Can you imagine how many breaches we'd have and how severe they'd be if we didn't have PCI?"
Supporters of PCI point out nearly all big and medium-sized retailers governed by the standard now say they no longer store sensitive cardholder data. Just a few years ago they did - leaving credit card numbers in databases that were vulnerable to hackers.
So why are breaches still happening? Because criminals have sharpened their attacks and are now capturing more data as it makes its way from store to bank, when breaches are harder to stop.
Security experts say there are several steps the payment industry could take to make sure customer information doesn't leak out of networks.
Banks could scramble the data that travels over payment networks, so it would be meaningless to anyone not authorized to see it.
For example, TJX Cos., the chain that owns T.J. Maxx and Marshalls and was victimized by a breach that exposed as many as 100 million accounts, the most on record, has tightened its security but says many banks won't accept data in encrypted form.
PCI requires data transmitted across "open, public networks" to be encrypted, but that means hackers with access to a company's internal network still can get at it. Requiring encryption all the time would be expensive and slow transactions.
Another possibility: Some security professionals think the banks and credit card companies should start their own PCI inspection arms to make sure the audits are done properly. Banks say they have stepped up oversight of the inspections, doing their own checks of questionable PCI assessment jobs. But taking control of the whole process is far-fetched: nobody wants the liability.
PCI could also be optional. In its place, some experts suggest setting fines for each piece of sensitive data a retailer loses.
The U.S. might also try a system like Europe's, where shoppers need a secret PIN code and card with a chip inside to complete purchases. The system, called Chip and PIN, has cut down on fraud there (because it's harder to use counterfeit cards), but transferred it elsewhere - to places like the U.S. that don't have as many safeguards.
A key reason PCI exists is that the banks and card brands don't want the government regulating credit card security. These companies also want to be sure transactions keep humming through the system - which is why banks and card companies are willing to put up with some fraud.
"If they did mind, they have immense resources and could really change things," said Ed Skoudis, co-founder of security consultancy InGuardians Inc. and an instructor with the SANS Institute, a computer-security training organization. Skoudis investigates retail breaches in support of government investigations. "But they don't want to strangle the goose that laid the golden egg by making it too hard to accept credit cards, because that's bad for everybody."
An interesting article from the Associated Press on how lax requirements leave consumer data at risk of attack by hackers:
Weak security enables credit card hacks
By JORDAN ROBERTSON
AP Technology Writer
Every time you swipe your credit card and wait for the transaction to be approved, sensitive data including your name and account number are ferried from store to bank through computer networks, each step a potential opening for hackers.
And while you may take steps to protect yourself against identity theft, an Associated Press investigation has found the banks and other companies that handle your information are not being nearly as cautious as they could.
The government leaves it to card companies to design security rules that protect the nation's 50 billion annual transactions. Yet an examination of those industry requirements explains why so many breaches occur: The rules are cursory at best and all but meaningless at worst, according to the AP's analysis of data breaches dating to 2005.
It means every time you pay with plastic, companies are gambling with your personal data. If hackers intercept your numbers, you'll spend weeks straightening your mangled credit, though you can't be held liable for unauthorized charges. Even if your transaction isn't hacked, you still lose: Merchants pass to all their customers the costs they incur from fraud.
More than 70 retailers and payment processors have disclosed breaches since 2006, involving tens of millions of credit and debit card numbers, according to the Privacy Rights Clearinghouse. Meanwhile, many others likely have been breached and didn't detect it. Even the companies that had the payment industry's top rating for computer security, a seal of approval known as PCI compliance, have fallen victim to huge heists.
Companies that are not compliant with the PCI standards - including one in 10 of the medium-sized and large retailers in the United States - face fines but are left free to process credit and debit card payments. Most retailers don't have to endure security audits, but can evaluate themselves.
Credit card providers don't appear to be in a rush to tighten the rules. They see fraud as a cost of doing business and say stricter security would throw sand into the gears of the payment system, which is built on speed, convenience and low cost.
That is of little consolation to consumers who bet on the industry's payment security and lost.
It took four months for Pamela LaMotte, 46, of Colchester, Vt., to fix the damage after two of her credit card accounts were tapped by hackers in a breach traced to a Hannaford Bros. grocery store.
LaMotte, who was unemployed at the time, says she had to borrow money from her mother and boyfriend to pay $500 in overdraft and late fees - which were eventually refunded - while the banks investigated.
"Maybe somebody who doesn't live paycheck to paycheck, it wouldn't matter to them too much, but for me it screwed me up in a major way," she said. LaMotte says she pays more by cash and check now.
It all happened at a supermarket chain that met the PCI standards. Someone installed malicious software on Hannaford's servers that snatched customer data while it was being sent to the banks for approval.
Since then, hackers plundered two companies that process payments and had PCI certification. Heartland Payment Systems lost card numbers, expiration dates and other data for potentially hundreds of millions of shoppers. RBS WorldPay Inc. got taken for more than 1 million Social Security numbers - a golden ticket to hackers that enables all kinds of fraud.
In the past, each credit card company had its own security rules, a system that was chaotic for stores.
In 2006, the big card brands - Visa, MasterCard, American Express, Discover and JCB International - formed the Payment Card Industry Security Standards Council and created uniform security rules for merchants.
Avivah Litan, a Gartner Inc. analyst, says retailers and payment processors have spent more than $2 billion on security upgrades to comply with PCI. And the payment industry touts the fact that 93 percent of big retailers in the U.S., and 88 percent of medium-sized ones, are compliant with the PCI rules.
That leaves plenty of merchants out, of course, but the main threat against them is a fine: $25,000 for big retailers for each month they are not compliant, $5,000 for medium-sized ones.
Computer security experts say the PCI guidelines are superficial, including requirements that stores run antivirus software and install computer firewalls. Those steps are designed to keep hackers out and customer data in. Yet tests that simulate hacker attacks are required just once a year, and businesses can run the tests themselves.
"It's like going to a doctor and getting your blood pressure read, and if your blood pressure's good you get a clean bill of health," said Tom Kellermann, a former senior member of the World Bank's Treasury security team and now vice president of security awareness for Core Security Technologies, which audited Google's Internet payment processing system.
Merchants that decide to hire an outside auditor to check for compliance with the PCI rules need not spend much. Though some firms generally charge about $60,000 and take months to complete their inspections, others are far cheaper and faster.
"PCI compliance can cost just a couple hundred bucks," said Jeremiah Grossman, founder of WhiteHat Security Inc., a Web security firm. "If that's the case, all the incentives are in the wrong direction. The merchants are inclined to go with the cheapest certification they need."
For some inspectors, the certification course takes just one weekend and ends in an open-book exam. Applicants must have five years of computer security experience, but once they are let loose, there's little oversight of their work. Larger stores take it on themselves to provide evidence to auditors that they comply with the rules, leaving the door open for mistakes or fraud.
And retailers with fewer than 6 million annual card transactions - a group comprising more than 99 percent of all retailers - do not even need auditors. They can test and evaluate themselves.
At the same time, the card companies themselves are increasingly hands-off.
Two years ago, Visa scaled back its review of inspection records for the payment processors it works with. It now examines records only for payment processors with computer networks directly connected to Visa's.
In the U.S., that means fewer than 100 payment processors out of the 700 that Visa works with are PCI-compliant.
Visa's head of global data security, Eduardo Perez, said the company scaled back its records review because it took too much work and because the PCI standards have improved the industry's security "considerably."
"I think we've made a lot of progress," he said. "While there have been a few large compromises, there are many more compromises we feel we've helped prevent by driving these minimum requirements."
Representatives for MasterCard, American Express, Discover and JCB - which, along with Visa, steer PCI policy - either didn't return messages from the AP or directed questions to the PCI security council.
PCI's general manager, Bob Russo, said inspector certification is "rigorous." Yet he also acknowledged that inconsistent audits are a problem - and that merchants and payment processors who suffered data breaches possibly shouldn't have been PCI-certified. Those companies also might have easily fallen out of compliance after their inspection, by not installing the proper security updates, and nobody noticed.
The council is trying to crack down on shoddy work by requiring annual audits for the dozen companies that do the bulk of the PCI inspections. Smaller firms will be examined once every three years.
Those reviews merely scratch the surface, though. Only three full-time staffers are assigned to the task, and they can't visit retailers themselves. They are left to review the paperwork from the examinations.
The AP contacted eight of the biggest "acquiring banks" - the banks that retailers use as middlemen between the stores and consumers' banks. Those banks are responsible for ensuring that retailers are PCI compliant. Most didn't return calls or wouldn't comment for this story.
Mike Herman, compliance managing director for Chase Paymentech, a division of JPMorgan Chase, said his bank has five workers reviewing compliance reports from retailers. Most of the work is done by phone or e-mail.
"We have faith in the certification process, and we really haven't doubted the assessors' work," Herman said. "It's really the merchants that don't engage assessors; those get a little more scrutiny."
He defended the system: "Can you imagine how many breaches we'd have and how severe they'd be if we didn't have PCI?"
Supporters of PCI point out nearly all big and medium-sized retailers governed by the standard now say they no longer store sensitive cardholder data. Just a few years ago they did - leaving credit card numbers in databases that were vulnerable to hackers.
So why are breaches still happening? Because criminals have sharpened their attacks and are now capturing more data as it makes its way from store to bank, when breaches are harder to stop.
Security experts say there are several steps the payment industry could take to make sure customer information doesn't leak out of networks.
Banks could scramble the data that travels over payment networks, so it would be meaningless to anyone not authorized to see it.
For example, TJX Cos., the chain that owns T.J. Maxx and Marshalls and was victimized by a breach that exposed as many as 100 million accounts, the most on record, has tightened its security but says many banks won't accept data in encrypted form.
PCI requires data transmitted across "open, public networks" to be encrypted, but that means hackers with access to a company's internal network still can get at it. Requiring encryption all the time would be expensive and slow transactions.
Another possibility: Some security professionals think the banks and credit card companies should start their own PCI inspection arms to make sure the audits are done properly. Banks say they have stepped up oversight of the inspections, doing their own checks of questionable PCI assessment jobs. But taking control of the whole process is far-fetched: nobody wants the liability.
PCI could also be optional. In its place, some experts suggest setting fines for each piece of sensitive data a retailer loses.
The U.S. might also try a system like Europe's, where shoppers need a secret PIN code and card with a chip inside to complete purchases. The system, called Chip and PIN, has cut down on fraud there (because it's harder to use counterfeit cards), but transferred it elsewhere - to places like the U.S. that don't have as many safeguards.
A key reason PCI exists is that the banks and card brands don't want the government regulating credit card security. These companies also want to be sure transactions keep humming through the system - which is why banks and card companies are willing to put up with some fraud.
"If they did mind, they have immense resources and could really change things," said Ed Skoudis, co-founder of security consultancy InGuardians Inc. and an instructor with the SANS Institute, a computer-security training organization. Skoudis investigates retail breaches in support of government investigations. "But they don't want to strangle the goose that laid the golden egg by making it too hard to accept credit cards, because that's bad for everybody."
Tuesday, April 14, 2009
Fidavante-Merger Musings
Posted by Mark Brousseau
Vijay Balakrishnan, president of StratEx, LLC (770-598-5747) passes along the following blog entry with his musings on the recent merger between Fidelity National Information Services and Metavante. For more insights from Balakrishnan, visit his Web site at www.stratexllc.blogspot.com.
In an era characterized by synthesized monikers a la "Brangelina" for famous couples, "Fidavante" is perhaps warranted for the entity to be created by Fidelity National Information Services' acquisition of Metavante. The combination promises to be a powerhouse to rival Metavante's cross-town rival Fiserv. With over 2200 core banking customers and 220 million cards processed, Fidavante's potential operating leverage is nothing short of phenomenal. The road to fruition, however, is dependent on the successful integration of two complex organizations.
At the core. The greatest payoff, arguably, is in the rationalization and rejuvenation of the combined core banking base. As the oft repeated watchword argues, "Core is King!" It is also the most difficult integration challenge ahead. Both companies have large customer bases with legacy systems. The Fidelity repertoire includes customers on systems as disparate as Systematics, Horizon, Mercury and Miser. The Metavante stable includes the Integrated Banking Suite (IBS) platform, as well as the Bankway products that came by way of the Kirchman acquisition- the latter marketed through both outsourced and in-house license models. In addition, Metavante has entered into an agreement with Temenos to produce a next-generation core banking solution for large U.S. banks. The Fidelity equivalent is its Profile product.
There are myriad strategy alternatives. Does it make sense to focus the new technology from either Temenos or Profile on effecting a technology turn within the existing small-to-medium sized institution base? Notwithstanding the daunting number of conversions, it can be argued that this option is easier than the heart surgery of core replacement in a large bank. Or is it better to leave the legacy base as is for now, and use the next-generation platform to go after larger institutions? How does one pick a winner between Temenos and Profile, given the shots across the bow already being fired with the recent statement from Temenos that its agreement with Metavante is binding on post acquisition successor parties? If large banks are the target market, exactly how big is big?
Whale hunting perils. I suggest the foremost prerequisite for success is to get a clearly articulated strategy for each core banking market segment. It can be argued that both companies have a predominantly small-to-medium financial institution footprint. Thus, execution of a strategy for that segment, regardless of what that ends up being, is likely to come naturally to the combined entity. Scaling the heights of large institutions, on the other hand, is a different matter. Selling to, and serving large, whale-like institutions is an art by itself, considering the long selling cycles, significant customization, and the volatility that large deals bring to the P&L lines. That said, there are elements within both companies that have come by way of acquisition that have a large-institution history. The trick will be to identify those skill sets, and allow them to succeed within an operating mileu that has long been used to the relative predictability of smaller institutions.
Switch hitting. The payments side of the business offers major synergies. The NYCE network from Metavante and the debit switching operation from Fidelity's eFunds acquisition are natural fits. The synergies between these two entities stretch back in history to when eFunds was part of Deluxe Corporation. If memory serves me right, Deluxe Data Systems provided debit switching processing services for NYCE based on the flagship CONNEX product. NYCE later took the processing in-house, based on a licensed version of CONNEX. Even today, CONNEX is a leader when it comes to very high volume switches like NYCE, and the synergy analysis should be straightforward. Looking ahead, the gap that has endured the Deluxe-eFunds-Fidelity chapters, is for a product that could compete effectively with ACI's Base 24 at smaller networks for switching and peripheral functions like ATM driving... another acquisition down the road?
It's in the cards. Fidelity brings with it a strong card processing base aimed at predominantly issuance processing for credit unions. This business has preserved its dominance in the credit union space right from its inception as Telecredit, through its acquisition by Equifax, spin-off as Certegy, and subsequent purchase by Fidelity. This is a net plus, as there is nothing on the Metavante side that enjoys a leadership position in this segment.
Striking the right image. Both companies moved into image based check, remittance and document processing through acquisitions. Metavante has a comprehensive offering from its purchases of AFS, Vectorsgi, Endpoint Exchange,Vicor and Treev. Its strategy has been to grow the medium sized institution AFS business base, while taking its image work-flow expertise up market to large institutions, leveraging account relationships and IBM CPCS based product knowledge from Vectorsgi. The Fidelity offering is primarily based on its acquisition of Bankware. There will likely be a need to rationalize offerings between the erstwhile Bankware and AFS product lines.
There has always been a gap in the old AFS line at the very low end (institutions of less than $100 million in assets). There may be a case for looking at the Fidelity (Bankware) line as an alternative. I suspect, however, that both companies will look at addressing the low end through outsourced item processing services. The choice of the right platform will depend on multi-institution capability. Both Bankware and AFS originally built products for in-house licensed use. It is often the case with products initially built for in-house licensed use that functions like partitioned databases and multi-customer billing (as opposed to operating a different instance of the product to serve each customer), are part of later redesign efforts. Both companies have been at the multi-institution outsourcing business for a while, and it is entirely possible that both platforms lend themselves adequately to the needs today. Metavante's Vicor acquisition brings a high end wholesale remittance product line which doesn't have an equivalent on the Fidelity side. The Endpoint Exchange check image exchange network is unique with the many thousand routing and transit points served, although it is still challenged in its ability to offer a convincing alternative to the Federal Reserve.
Check it out. Fidelity has a check verification and guarantee business that includes the well known SCAN check verification system, courtesy eFunds. There could be interesting synergies between these check services, and Metavante's merchant capture products and services. Being able to assess payment risk at the point of check image capture can be a powerful combination, particularly if there are thoughts of launching "bank agnostic" merchant capture services. A broader approach to assessing debit risk- a debit bureau if you will- can also include Chex Systems from the erstwhile eFunds stable which is easily the most well established new account risk management system in the country.
Across the oceans. While the two companies together will operate in 27 countries and serve customers in 90, the international presence comes mostly from Fidelity. The expansion overseas has its roots in a strategy on the part of what was then Equifax Card Services to take its card processing expertise beyond U.S. shores. This has grown into a viable global presence. Fidelity's eFunds acquisition also brought with it a large presence in India, which provides a base of lower cost, high quality technology development expertise. This operation has its roots in the joint venture established between Deluxe Corporation and India's HCL Corporation in the mid-1990s to tap into India's growing technology base (eFunds was later spun off from Deluxe). Metavante's international presence is more modest, comprising mostly of distributor based product sales and recent agreements with Temenos and Monitise. The future augurs well for Fidavante's international expansion, as it is not beset with the same scale of integration challenge as the home base.
Cultural Exchange. In most mergers, getting different cultures to work together is more difficult than rationalizing products and technologies. At first glance, Fidelity and Metavante are similar in that they are both providers of banking and payment processing services to mostly mid-sized institutions. Processors tend to have a culture that is unique in that there is great emphasis on operational efficiency to keep pushing those "clicks" through. A closer examination yields a few differences. Metavante had its origins as the captive data processing center of the Marshall and Ilsley bank. Until the spin-off of a year or so ago, the company grew dramatically under the ownership of the large mid-western bank. The company prides itself on customer service, and was able to develop its culture in a relatively stable atmosphere. The Florida based Fidelity has grown through the acquisition and absorption of sizeable businesses with varied histories. As discussed previously, Fidelity is also more global in its footprint. While I don't see any "show-stoppers", it should be recognized that there will be varied perspectives at the table.
A third pole? Almost more interesting than the Fidavante saga is the potential shift in the competitive landscape. The combined entity presents a formidable challenge to Fiserv. With the exception of not being able to match Fiserv's dominance in the ACH arena with its PEP+ product, it is arguably set to becoming the second pole in this business. Does this signal a rush for scale on the part of others? Like nascent planetary systems, there is the need for a center of mass around which alternate poles develop. Will it be First Data, privatized now, and debit payment-centric in posture? Can an SAP or an Oracle morph from being horizontal players to slugging it out in this vertical market? Where does Intuit go, post the Digital Insight acquisition- was that just a toe in the water or a harbinger of a more purposeful move into banking and payments? Where does this leave the many niche players in the marketplace?
It is possible that nimbleness and innovation will serve niche players while the big players sort out the integration challenges. They will do well, however, to heed the adage that the grass gets trampled when elephants quarrel. To take on the dominant players on their terms- especially those who can leverage their core banking business base- is suicide. The niche players only have two choices: Become a bigger fish, or find a smaller pond.
Predicting course and speed in choppy waters is difficult at best. Nevertheless, the observations offered here, as well as insights from those with other perspectives, makes this a fascinating development to watch.
What do you think? Post you comment below.
Vijay Balakrishnan, president of StratEx, LLC (770-598-5747) passes along the following blog entry with his musings on the recent merger between Fidelity National Information Services and Metavante. For more insights from Balakrishnan, visit his Web site at www.stratexllc.blogspot.com.
In an era characterized by synthesized monikers a la "Brangelina" for famous couples, "Fidavante" is perhaps warranted for the entity to be created by Fidelity National Information Services' acquisition of Metavante. The combination promises to be a powerhouse to rival Metavante's cross-town rival Fiserv. With over 2200 core banking customers and 220 million cards processed, Fidavante's potential operating leverage is nothing short of phenomenal. The road to fruition, however, is dependent on the successful integration of two complex organizations.
At the core. The greatest payoff, arguably, is in the rationalization and rejuvenation of the combined core banking base. As the oft repeated watchword argues, "Core is King!" It is also the most difficult integration challenge ahead. Both companies have large customer bases with legacy systems. The Fidelity repertoire includes customers on systems as disparate as Systematics, Horizon, Mercury and Miser. The Metavante stable includes the Integrated Banking Suite (IBS) platform, as well as the Bankway products that came by way of the Kirchman acquisition- the latter marketed through both outsourced and in-house license models. In addition, Metavante has entered into an agreement with Temenos to produce a next-generation core banking solution for large U.S. banks. The Fidelity equivalent is its Profile product.
There are myriad strategy alternatives. Does it make sense to focus the new technology from either Temenos or Profile on effecting a technology turn within the existing small-to-medium sized institution base? Notwithstanding the daunting number of conversions, it can be argued that this option is easier than the heart surgery of core replacement in a large bank. Or is it better to leave the legacy base as is for now, and use the next-generation platform to go after larger institutions? How does one pick a winner between Temenos and Profile, given the shots across the bow already being fired with the recent statement from Temenos that its agreement with Metavante is binding on post acquisition successor parties? If large banks are the target market, exactly how big is big?
Whale hunting perils. I suggest the foremost prerequisite for success is to get a clearly articulated strategy for each core banking market segment. It can be argued that both companies have a predominantly small-to-medium financial institution footprint. Thus, execution of a strategy for that segment, regardless of what that ends up being, is likely to come naturally to the combined entity. Scaling the heights of large institutions, on the other hand, is a different matter. Selling to, and serving large, whale-like institutions is an art by itself, considering the long selling cycles, significant customization, and the volatility that large deals bring to the P&L lines. That said, there are elements within both companies that have come by way of acquisition that have a large-institution history. The trick will be to identify those skill sets, and allow them to succeed within an operating mileu that has long been used to the relative predictability of smaller institutions.
Switch hitting. The payments side of the business offers major synergies. The NYCE network from Metavante and the debit switching operation from Fidelity's eFunds acquisition are natural fits. The synergies between these two entities stretch back in history to when eFunds was part of Deluxe Corporation. If memory serves me right, Deluxe Data Systems provided debit switching processing services for NYCE based on the flagship CONNEX product. NYCE later took the processing in-house, based on a licensed version of CONNEX. Even today, CONNEX is a leader when it comes to very high volume switches like NYCE, and the synergy analysis should be straightforward. Looking ahead, the gap that has endured the Deluxe-eFunds-Fidelity chapters, is for a product that could compete effectively with ACI's Base 24 at smaller networks for switching and peripheral functions like ATM driving... another acquisition down the road?
It's in the cards. Fidelity brings with it a strong card processing base aimed at predominantly issuance processing for credit unions. This business has preserved its dominance in the credit union space right from its inception as Telecredit, through its acquisition by Equifax, spin-off as Certegy, and subsequent purchase by Fidelity. This is a net plus, as there is nothing on the Metavante side that enjoys a leadership position in this segment.
Striking the right image. Both companies moved into image based check, remittance and document processing through acquisitions. Metavante has a comprehensive offering from its purchases of AFS, Vectorsgi, Endpoint Exchange,Vicor and Treev. Its strategy has been to grow the medium sized institution AFS business base, while taking its image work-flow expertise up market to large institutions, leveraging account relationships and IBM CPCS based product knowledge from Vectorsgi. The Fidelity offering is primarily based on its acquisition of Bankware. There will likely be a need to rationalize offerings between the erstwhile Bankware and AFS product lines.
There has always been a gap in the old AFS line at the very low end (institutions of less than $100 million in assets). There may be a case for looking at the Fidelity (Bankware) line as an alternative. I suspect, however, that both companies will look at addressing the low end through outsourced item processing services. The choice of the right platform will depend on multi-institution capability. Both Bankware and AFS originally built products for in-house licensed use. It is often the case with products initially built for in-house licensed use that functions like partitioned databases and multi-customer billing (as opposed to operating a different instance of the product to serve each customer), are part of later redesign efforts. Both companies have been at the multi-institution outsourcing business for a while, and it is entirely possible that both platforms lend themselves adequately to the needs today. Metavante's Vicor acquisition brings a high end wholesale remittance product line which doesn't have an equivalent on the Fidelity side. The Endpoint Exchange check image exchange network is unique with the many thousand routing and transit points served, although it is still challenged in its ability to offer a convincing alternative to the Federal Reserve.
Check it out. Fidelity has a check verification and guarantee business that includes the well known SCAN check verification system, courtesy eFunds. There could be interesting synergies between these check services, and Metavante's merchant capture products and services. Being able to assess payment risk at the point of check image capture can be a powerful combination, particularly if there are thoughts of launching "bank agnostic" merchant capture services. A broader approach to assessing debit risk- a debit bureau if you will- can also include Chex Systems from the erstwhile eFunds stable which is easily the most well established new account risk management system in the country.
Across the oceans. While the two companies together will operate in 27 countries and serve customers in 90, the international presence comes mostly from Fidelity. The expansion overseas has its roots in a strategy on the part of what was then Equifax Card Services to take its card processing expertise beyond U.S. shores. This has grown into a viable global presence. Fidelity's eFunds acquisition also brought with it a large presence in India, which provides a base of lower cost, high quality technology development expertise. This operation has its roots in the joint venture established between Deluxe Corporation and India's HCL Corporation in the mid-1990s to tap into India's growing technology base (eFunds was later spun off from Deluxe). Metavante's international presence is more modest, comprising mostly of distributor based product sales and recent agreements with Temenos and Monitise. The future augurs well for Fidavante's international expansion, as it is not beset with the same scale of integration challenge as the home base.
Cultural Exchange. In most mergers, getting different cultures to work together is more difficult than rationalizing products and technologies. At first glance, Fidelity and Metavante are similar in that they are both providers of banking and payment processing services to mostly mid-sized institutions. Processors tend to have a culture that is unique in that there is great emphasis on operational efficiency to keep pushing those "clicks" through. A closer examination yields a few differences. Metavante had its origins as the captive data processing center of the Marshall and Ilsley bank. Until the spin-off of a year or so ago, the company grew dramatically under the ownership of the large mid-western bank. The company prides itself on customer service, and was able to develop its culture in a relatively stable atmosphere. The Florida based Fidelity has grown through the acquisition and absorption of sizeable businesses with varied histories. As discussed previously, Fidelity is also more global in its footprint. While I don't see any "show-stoppers", it should be recognized that there will be varied perspectives at the table.
A third pole? Almost more interesting than the Fidavante saga is the potential shift in the competitive landscape. The combined entity presents a formidable challenge to Fiserv. With the exception of not being able to match Fiserv's dominance in the ACH arena with its PEP+ product, it is arguably set to becoming the second pole in this business. Does this signal a rush for scale on the part of others? Like nascent planetary systems, there is the need for a center of mass around which alternate poles develop. Will it be First Data, privatized now, and debit payment-centric in posture? Can an SAP or an Oracle morph from being horizontal players to slugging it out in this vertical market? Where does Intuit go, post the Digital Insight acquisition- was that just a toe in the water or a harbinger of a more purposeful move into banking and payments? Where does this leave the many niche players in the marketplace?
It is possible that nimbleness and innovation will serve niche players while the big players sort out the integration challenges. They will do well, however, to heed the adage that the grass gets trampled when elephants quarrel. To take on the dominant players on their terms- especially those who can leverage their core banking business base- is suicide. The niche players only have two choices: Become a bigger fish, or find a smaller pond.
Predicting course and speed in choppy waters is difficult at best. Nevertheless, the observations offered here, as well as insights from those with other perspectives, makes this a fascinating development to watch.
What do you think? Post you comment below.
Sunday, April 12, 2009
Economy Fuels Prepaid Card Demand
Posted by Mark Brousseau
Global economic downturns appear to be weighing heavily on the growth of credit and debit card markets worldwide, while simultaneously fueling an increasing demand for prepaid cards.
Prepaid industry participants however, will discover unique challenges in growing their business in the international markets, according to Mercator Advisory Group.
"Going after prepaid opportunities in the international market requires more than just understanding of the macro-economies and regulatory environments in each markets," comments Terry Xie, Director of Mercator Advisory Group's International Payments Advisory Service. "Fully understanding targeted customers, knowing where they are, and what financial help they need, among others critical factors, are pre-requisites for designing and implementing creative product plans to best serve these customers. In addition, selecting the right sales, marketing, and distribution channels while aligning the interests of different parties involved in a prepaid business ecosystem are often key success factors in serving prepaid customers around the world."
Key findings on the prepaid card market from Mercator Advisory Group:
... Legal, regulatory, and cultural differences in international markets are significant and represent challenges for international players.
... Out-of-the-box thinking is crucial as prepaid business is a non-traditional market for the banks. This gives specialized program managers the edge in competition.
... Innovations in providing prepaid solutions to identify and serve un-meet financial needs in developing markets bring lots of potentials.
... The value chains of the prepaid card industry in different markets tend to be complicated and demand careful considerations in the designing of a prepaid business model. Getting different parties involved and building a business ecosystem requires creative thinking and a willingness to cooperate.
... The design of prepaid card products need to be based in-depth understanding of the market opportunities and consumer behavior. A successful prepaid program will have features and functions that resonate with a large group of targeted users with very specific needs.
What do you think? Post your comments below.
Global economic downturns appear to be weighing heavily on the growth of credit and debit card markets worldwide, while simultaneously fueling an increasing demand for prepaid cards.
Prepaid industry participants however, will discover unique challenges in growing their business in the international markets, according to Mercator Advisory Group.
"Going after prepaid opportunities in the international market requires more than just understanding of the macro-economies and regulatory environments in each markets," comments Terry Xie, Director of Mercator Advisory Group's International Payments Advisory Service. "Fully understanding targeted customers, knowing where they are, and what financial help they need, among others critical factors, are pre-requisites for designing and implementing creative product plans to best serve these customers. In addition, selecting the right sales, marketing, and distribution channels while aligning the interests of different parties involved in a prepaid business ecosystem are often key success factors in serving prepaid customers around the world."
Key findings on the prepaid card market from Mercator Advisory Group:
... Legal, regulatory, and cultural differences in international markets are significant and represent challenges for international players.
... Out-of-the-box thinking is crucial as prepaid business is a non-traditional market for the banks. This gives specialized program managers the edge in competition.
... Innovations in providing prepaid solutions to identify and serve un-meet financial needs in developing markets bring lots of potentials.
... The value chains of the prepaid card industry in different markets tend to be complicated and demand careful considerations in the designing of a prepaid business model. Getting different parties involved and building a business ecosystem requires creative thinking and a willingness to cooperate.
... The design of prepaid card products need to be based in-depth understanding of the market opportunities and consumer behavior. A successful prepaid program will have features and functions that resonate with a large group of targeted users with very specific needs.
What do you think? Post your comments below.
Wednesday, November 19, 2008
Alternative Payments Going Strong
Posted by Mark Brousseau
Online buyers turn to alternative payments
An interesting item from the Pacific Business News:
A growing number of online shoppers are turning away from traditional credit and debit cards and moving toward cash-based alternative payment options, according to a retail forecast survey released this week by Javelin Strategy & Research.
Alternative payments — such as PayPal, Google Checkout, Nacha SVP and Revolution Money — will become preferred choices for online consumers and will continue to grow over the next five years, increasing to one-third of online retail transaction volume by 2013, the survey said.
This year, alternative payments will reach $148 billion and rise to $268 billion by 2013.
The growth will be strong for companies that build brand awareness, said the survey.
As the trend grows, the survey urges banks and traditional card brands to expand their own prepaid card products and partner with alternative providers.
This holiday season, alternative payments will comprise $7.8 billion in purchases compared to $35 billion in traditional online payment methods.
What do you think? Post your comment below.
Online buyers turn to alternative payments
An interesting item from the Pacific Business News:
A growing number of online shoppers are turning away from traditional credit and debit cards and moving toward cash-based alternative payment options, according to a retail forecast survey released this week by Javelin Strategy & Research.
Alternative payments — such as PayPal, Google Checkout, Nacha SVP and Revolution Money — will become preferred choices for online consumers and will continue to grow over the next five years, increasing to one-third of online retail transaction volume by 2013, the survey said.
This year, alternative payments will reach $148 billion and rise to $268 billion by 2013.
The growth will be strong for companies that build brand awareness, said the survey.
As the trend grows, the survey urges banks and traditional card brands to expand their own prepaid card products and partner with alternative providers.
This holiday season, alternative payments will comprise $7.8 billion in purchases compared to $35 billion in traditional online payment methods.
What do you think? Post your comment below.
Saturday, October 25, 2008
The Evolution of Swipe
Posted by Mark Brousseau
A great slideshow from Fortune magazine on the evolution of credit cards.
http://money.cnn.com/galleries/2008/fortune/0810/gallery.mastercard.fortune/index.html
A great slideshow from Fortune magazine on the evolution of credit cards.
http://money.cnn.com/galleries/2008/fortune/0810/gallery.mastercard.fortune/index.html
Thursday, October 23, 2008
China Embraces Credit Cards
Posted by Mark Brousseau
An interesting article from this week's LA Times:
China charges into credit cards
Banks are stepping up their marketing of plastic, but the penalties are harsh on delinquent payers.
By Don Lee
reporting from Shanghai
October 22, 2008
Imagine there was a law that said if you missed two credit card payments in a row, you had to pay the full balance immediately, with heavy penalties. And if you didn't, your bank would take out an ad in your local newspaper, calling you a deadbeat. Or worse, thugs in suits might show up at your office, haul you down to the bank and keep you there for hours until you signed a promise to pay.
Welcome to the world of plastic -- Chinese style.
Chinese banks don't have national credit bureaus and sophisticated scoring models that allow them to churn out approvals in minutes. Instead, armies of young workers pore over paper applications, manually verifying one piece of information at a time.
Yet banks in China have issued tens of millions of credit cards in recent years. Today, more than 100 million are in circulation among China's 1.3 billion people, up from just 3 million in 2003, according to analysts and bankers.
Unlike American credit card firms, which are cutting back because of rising delinquencies, Chinese banks are stepping up their marketing of plastic. In the next five to 10 years, analysts say, China could issue 1 billion new cards, largely to a mass market that has little experience with credit.
Chi Wei Joong, a former American Express Co. executive, runs the credit card operations for China Merchants Bank. He has more than 9,000 workers nationwide. In every major city, Joong's sales force researches office buildings, their occupancy rates, average rents and other statistics. A report is then sent to the bank's credit department, which assigns a credit score for the building before salespeople target folks who work there.
"This is to control risk," Joong said. But if borrowers default, he doesn't hesitate to turn the accounts over to more than 100 collection agencies.
Joong says fewer than 10% of his bad loans end up in court, but some people have gone to jail. Under Chinese law, a credit card user who intentionally defaults on a sum as little as $3,000 can be sentenced to as much as five years in prison.
The tough regulations haven't stopped the steady increase in troubled credit card debts at China Merchants and other lenders. Analysts estimate that banks in China this year were writing off 2% to 3% of their credit card loans, less than half of the July charge-off rate of 6.6% in the U.S., according to Fitch Ratings.
"In the U.S., all the credit card companies are chasing subprime borrowers" because most customers with good credit already have multiple cards, said Darwin Tu, chairman of Sino Credit Corp., an industry research and marketing firm. In China, he says, banks haven't saturated the prime market yet.
On average, a Chinese credit card holder has no more than two cards, compared with five for Americans, said Tu, a Stanford University graduate who cut his teeth at Fair Isaac Corp. in California, which pioneered credit scoring.
At China Merchants Bank, which has about 23 million credit cards outstanding, Joong says his department's loan-loss ratio has climbed from 0.67% in 2005 to at least 1.5% this year. Such numbers are likely to rise as more cards are issued to young adults, who belong to China's one-child generation, seen as more spendthrift than older Chinese.
Among Chinese credit card users, more than 70% pay the entire balance every month, says Nie Junfeng, a manager in the Bank of China's personal finance department. "This may be related with the tradition that Chinese people, as the saying goes, don't like eating next year's food this year," he said.
But the young generation is different, he said. "They're more comfortable spending tomorrow's money today."
Deng Jialing, 27, got his first credit card from China Merchants Bank in 2006 when he was working for a cellphone parts manufacturer in Shenzhen, making a little more than $500 a month. His card's limit started at about $400, and like all Chinese credit cards, his had an 18.25% annual interest rate, set by the government.
Deng bought a cellphone. The card was tapped out, and two months later, Deng got a second credit card, from China Construction Bank, the country's largest issuer of plastic.
Said Sino Credit's Tu: "Once you get a card, you show that one to another bank and they give it to you. [The data's] not linked."
After hitting the ceiling on the second card, Deng easily secured a higher credit limit. He applied for more cards, building up a balance of $17,000 at nine banks. His charges included electronic gadgets, food and a $4,000 hospital bill when he got pneumonia.
For a while, he played a cash-advance game, taking out money from one card to pay the minimum monthly payment on another.
Then, on a June evening, three big men in black turned up at his workplace in Shenzhen. Deng thought about slipping out the back door. But he met the men and followed them into a black sedan.
Sandwiched between two of them in the back seat, Deng was taken to China Minsheng Bank's credit card center across town. There, he said, the grilling began: Where did you spend all the money? Why can't you pay it back?
"I told them that I was at the end of my rope," said Deng, who owed about $2,000 to China Minsheng, which declined to comment. Five hours later, after being fingerprinted and signing an agreement to pay off the balance in three days, Deng stepped out of the bank and into the night. "I walked slowly to my home, thinking how had I come to this situation."
Analysts say cases such as Deng's aren't common in China. To keep it that way, China's central bank is developing a national credit resource system, something like Experian, Equifax and TransUnion in the U.S. As of March, the People's Bank of China said, its database contained information on nearly 600 million individuals. Of those, about 3% are noted for failing to pay bills or defaulting on loans or credit cards, says Joong of China Merchants.
Joong and other bankers use the database to screen out applicants who have been blacklisted, but the central bank's system doesn't contain a complete profile to assess the creditworthiness of the remaining 97%. Some banks don't share or make timely updates on consumer data, so lenders often don't know how much debt cardholders really have.
To discourage defaults, Guangdong Development Bank has taken out ads in newspapers, publicizing the identities of delinquent borrowers. Some banks frown on the tactic, but it isn't illegal.
Other card providers try to reduce risks upfront. State-owned China Construction Bank, for example, markets cards in Shenzhen through a cable TV company. When the cable installers make a service call to a home, they offer credit card applications and at the same time verify where residents live. Joong is considering a similar tie-up with water delivery companies.
But countervailing forces threaten to increase the risk of card abuse and defaults. Cash advances usually aren't supposed to be more than a small share of a card's credit limit, but consumers say merchants and finance firms ring up bogus or inflated purchases on credit, giving the cardholder cash, less a fee. Chinese lenders have started to offer balance transfers and other sweeteners to encourage customers to revolve debt.
Chinese bankers dismiss concerns that they could one day see the kinds of heavy losses that have plagued U.S. lenders during downturns or the sort of plastic debacle that hit South Korea earlier this decade when rules on credit were eased and consumers went wild with charges.
But others aren't so sure. "That depends on how banks control the cards," said Yan Yiming, a Shanghai attorney who specializes in economics and consumer law. "I can see that many are issuing cards very aggressively these days.
"They're also going after bad debts very aggressively, as Deng learned. After that desperate June evening when he was taken to the bank, Deng called his aunt and borrowed $13,000, promising to pay her back, $370 a month. Since then, he has pared his overall credit card debt to $2,900.
An interesting article from this week's LA Times:
China charges into credit cards
Banks are stepping up their marketing of plastic, but the penalties are harsh on delinquent payers.
By Don Lee
reporting from Shanghai
October 22, 2008
Imagine there was a law that said if you missed two credit card payments in a row, you had to pay the full balance immediately, with heavy penalties. And if you didn't, your bank would take out an ad in your local newspaper, calling you a deadbeat. Or worse, thugs in suits might show up at your office, haul you down to the bank and keep you there for hours until you signed a promise to pay.
Welcome to the world of plastic -- Chinese style.
Chinese banks don't have national credit bureaus and sophisticated scoring models that allow them to churn out approvals in minutes. Instead, armies of young workers pore over paper applications, manually verifying one piece of information at a time.
Yet banks in China have issued tens of millions of credit cards in recent years. Today, more than 100 million are in circulation among China's 1.3 billion people, up from just 3 million in 2003, according to analysts and bankers.
Unlike American credit card firms, which are cutting back because of rising delinquencies, Chinese banks are stepping up their marketing of plastic. In the next five to 10 years, analysts say, China could issue 1 billion new cards, largely to a mass market that has little experience with credit.
Chi Wei Joong, a former American Express Co. executive, runs the credit card operations for China Merchants Bank. He has more than 9,000 workers nationwide. In every major city, Joong's sales force researches office buildings, their occupancy rates, average rents and other statistics. A report is then sent to the bank's credit department, which assigns a credit score for the building before salespeople target folks who work there.
"This is to control risk," Joong said. But if borrowers default, he doesn't hesitate to turn the accounts over to more than 100 collection agencies.
Joong says fewer than 10% of his bad loans end up in court, but some people have gone to jail. Under Chinese law, a credit card user who intentionally defaults on a sum as little as $3,000 can be sentenced to as much as five years in prison.
The tough regulations haven't stopped the steady increase in troubled credit card debts at China Merchants and other lenders. Analysts estimate that banks in China this year were writing off 2% to 3% of their credit card loans, less than half of the July charge-off rate of 6.6% in the U.S., according to Fitch Ratings.
"In the U.S., all the credit card companies are chasing subprime borrowers" because most customers with good credit already have multiple cards, said Darwin Tu, chairman of Sino Credit Corp., an industry research and marketing firm. In China, he says, banks haven't saturated the prime market yet.
On average, a Chinese credit card holder has no more than two cards, compared with five for Americans, said Tu, a Stanford University graduate who cut his teeth at Fair Isaac Corp. in California, which pioneered credit scoring.
At China Merchants Bank, which has about 23 million credit cards outstanding, Joong says his department's loan-loss ratio has climbed from 0.67% in 2005 to at least 1.5% this year. Such numbers are likely to rise as more cards are issued to young adults, who belong to China's one-child generation, seen as more spendthrift than older Chinese.
Among Chinese credit card users, more than 70% pay the entire balance every month, says Nie Junfeng, a manager in the Bank of China's personal finance department. "This may be related with the tradition that Chinese people, as the saying goes, don't like eating next year's food this year," he said.
But the young generation is different, he said. "They're more comfortable spending tomorrow's money today."
Deng Jialing, 27, got his first credit card from China Merchants Bank in 2006 when he was working for a cellphone parts manufacturer in Shenzhen, making a little more than $500 a month. His card's limit started at about $400, and like all Chinese credit cards, his had an 18.25% annual interest rate, set by the government.
Deng bought a cellphone. The card was tapped out, and two months later, Deng got a second credit card, from China Construction Bank, the country's largest issuer of plastic.
Said Sino Credit's Tu: "Once you get a card, you show that one to another bank and they give it to you. [The data's] not linked."
After hitting the ceiling on the second card, Deng easily secured a higher credit limit. He applied for more cards, building up a balance of $17,000 at nine banks. His charges included electronic gadgets, food and a $4,000 hospital bill when he got pneumonia.
For a while, he played a cash-advance game, taking out money from one card to pay the minimum monthly payment on another.
Then, on a June evening, three big men in black turned up at his workplace in Shenzhen. Deng thought about slipping out the back door. But he met the men and followed them into a black sedan.
Sandwiched between two of them in the back seat, Deng was taken to China Minsheng Bank's credit card center across town. There, he said, the grilling began: Where did you spend all the money? Why can't you pay it back?
"I told them that I was at the end of my rope," said Deng, who owed about $2,000 to China Minsheng, which declined to comment. Five hours later, after being fingerprinted and signing an agreement to pay off the balance in three days, Deng stepped out of the bank and into the night. "I walked slowly to my home, thinking how had I come to this situation."
Analysts say cases such as Deng's aren't common in China. To keep it that way, China's central bank is developing a national credit resource system, something like Experian, Equifax and TransUnion in the U.S. As of March, the People's Bank of China said, its database contained information on nearly 600 million individuals. Of those, about 3% are noted for failing to pay bills or defaulting on loans or credit cards, says Joong of China Merchants.
Joong and other bankers use the database to screen out applicants who have been blacklisted, but the central bank's system doesn't contain a complete profile to assess the creditworthiness of the remaining 97%. Some banks don't share or make timely updates on consumer data, so lenders often don't know how much debt cardholders really have.
To discourage defaults, Guangdong Development Bank has taken out ads in newspapers, publicizing the identities of delinquent borrowers. Some banks frown on the tactic, but it isn't illegal.
Other card providers try to reduce risks upfront. State-owned China Construction Bank, for example, markets cards in Shenzhen through a cable TV company. When the cable installers make a service call to a home, they offer credit card applications and at the same time verify where residents live. Joong is considering a similar tie-up with water delivery companies.
But countervailing forces threaten to increase the risk of card abuse and defaults. Cash advances usually aren't supposed to be more than a small share of a card's credit limit, but consumers say merchants and finance firms ring up bogus or inflated purchases on credit, giving the cardholder cash, less a fee. Chinese lenders have started to offer balance transfers and other sweeteners to encourage customers to revolve debt.
Chinese bankers dismiss concerns that they could one day see the kinds of heavy losses that have plagued U.S. lenders during downturns or the sort of plastic debacle that hit South Korea earlier this decade when rules on credit were eased and consumers went wild with charges.
But others aren't so sure. "That depends on how banks control the cards," said Yan Yiming, a Shanghai attorney who specializes in economics and consumer law. "I can see that many are issuing cards very aggressively these days.
"They're also going after bad debts very aggressively, as Deng learned. After that desperate June evening when he was taken to the bank, Deng called his aunt and borrowed $13,000, promising to pay her back, $370 a month. Since then, he has pared his overall credit card debt to $2,900.
Thursday, August 7, 2008
Shocking Internet Hack
Posted by Mark Brousseau
An interesting article from newsday.com about the incredible scope of a recent Internet hack case:
Feds astounded by volume, scope of Internet hack case
BY KEIKO MORRIS
mailto:keiko.morris@newsday.com?subject=Newsday.com
August 7, 2008
The sheer volume of the credit and debit card numbers stolen was astounding as was the far-flung cast of multinational characters in one of the largest Internet hacking and fraud cases federal prosecutors say they've seen in this country.
And while many credit card users are protected from full or partial liability, the scope of the impact of the mammoth case that snagged 11 people in the heist of more than 40 million card numbers is unknown.
For retailers, banks and credit card companies, Tuesday's announcement by federal prosecutors that they had unraveled a case stretching back years, highlighted the constant battle against Internet criminals. And although most consumers won't bear the burden immediately, the price of Internet fraud to banks and retailers could end up costing customers in the long run, technology security experts say.
"... The overall cost is high and you can bet your bottom dollar that that cost will get passed on to us, Joe Average card holder," said Ed Moyle, manager at CTG, an Internet technology firm in Amherst, N.H.
The unveiling of the ring and the numerous charges, including fraud and identity theft, was reason for retailers to rejoice, industry experts said. The conspiracy, allegedly led by Albert "Segvec" Gonzalez, 27, of Miami, hit some of the biggest retailers, including TJX Cos., BJ's Wholesale Club, OfficeMax, DSW and Barnes & Noble, among others."
This was a very targeted attack on our industry," said Scott Krugman, spokesman for the National Retail Federation. "It took a very sophisticated network to do this."
The incidents in which the defendants -- hailing from Belarus and China and Ukraine -- found wireless access points to steal credit and debit card numbers date to 2003. TJX Cos. Inc. based in Framingham, Mass., discovered its computer system allegedly had been attacked by the defendants in 2006. Shoe retailer DSW was hit in 2005. Most of the major credit card companies and banks contacted declined to comment about the case specifically but said they know of the investigation and they have procedures to secure information. For card issuers, the cost to reissue cards is significant and, eventually will get passed down to consumers, Moyle said.
"The sheer number of retailers attacked by these cyber criminals demonstrates the much broader challenges in protecting sensitive customer data from this increasing threat," Sherry Lang, a TJX spokeswoman, said in a statement. "... Broader action beyond retailers alone is required to protect consumer data. Banks and the U.S. payment card industry must join retailers and work together."
Technology security experts said retailers and credit card companies fight a constant battle against cyber crimes and have made strides over the years to comply with technical standards set by the PCI Security Standards Council, a group founded by five of the major credit card companies, to protect information systems.Retailers worry more about their credibility with consumers and their confidence in using the electronic systems, said Brit Beemer, chairman of the market research firm America's Research Group.
The idea that more than 40 million card numbers were stolen from major national chains will make consumers wary, but both retail and technology security experts said they were skeptical the case will change the way consumers used their credit or debit cards.
Both experts and prosecutors said consumers should check their accounts as well as their credit reports and set up fraud alerts if they believe their information has been stolen. Consumers face the hassle of requesting new cards or accounts but institutions' zero-liability policies mean that consumers won't suffer the losses.
"They have zero-liability protection so that definitely helps them get over those fears associated with data breaches," said Bruce Cundiff, director of payments research at Javelin Strategy & research in San Francisco.
What do you think is the solution to these types of hacks?
Post your comment below.
An interesting article from newsday.com about the incredible scope of a recent Internet hack case:
Feds astounded by volume, scope of Internet hack case
BY KEIKO MORRIS
mailto:keiko.morris@newsday.com?subject=Newsday.com
August 7, 2008
The sheer volume of the credit and debit card numbers stolen was astounding as was the far-flung cast of multinational characters in one of the largest Internet hacking and fraud cases federal prosecutors say they've seen in this country.
And while many credit card users are protected from full or partial liability, the scope of the impact of the mammoth case that snagged 11 people in the heist of more than 40 million card numbers is unknown.
For retailers, banks and credit card companies, Tuesday's announcement by federal prosecutors that they had unraveled a case stretching back years, highlighted the constant battle against Internet criminals. And although most consumers won't bear the burden immediately, the price of Internet fraud to banks and retailers could end up costing customers in the long run, technology security experts say.
"... The overall cost is high and you can bet your bottom dollar that that cost will get passed on to us, Joe Average card holder," said Ed Moyle, manager at CTG, an Internet technology firm in Amherst, N.H.
The unveiling of the ring and the numerous charges, including fraud and identity theft, was reason for retailers to rejoice, industry experts said. The conspiracy, allegedly led by Albert "Segvec" Gonzalez, 27, of Miami, hit some of the biggest retailers, including TJX Cos., BJ's Wholesale Club, OfficeMax, DSW and Barnes & Noble, among others."
This was a very targeted attack on our industry," said Scott Krugman, spokesman for the National Retail Federation. "It took a very sophisticated network to do this."
The incidents in which the defendants -- hailing from Belarus and China and Ukraine -- found wireless access points to steal credit and debit card numbers date to 2003. TJX Cos. Inc. based in Framingham, Mass., discovered its computer system allegedly had been attacked by the defendants in 2006. Shoe retailer DSW was hit in 2005. Most of the major credit card companies and banks contacted declined to comment about the case specifically but said they know of the investigation and they have procedures to secure information. For card issuers, the cost to reissue cards is significant and, eventually will get passed down to consumers, Moyle said.
"The sheer number of retailers attacked by these cyber criminals demonstrates the much broader challenges in protecting sensitive customer data from this increasing threat," Sherry Lang, a TJX spokeswoman, said in a statement. "... Broader action beyond retailers alone is required to protect consumer data. Banks and the U.S. payment card industry must join retailers and work together."
Technology security experts said retailers and credit card companies fight a constant battle against cyber crimes and have made strides over the years to comply with technical standards set by the PCI Security Standards Council, a group founded by five of the major credit card companies, to protect information systems.Retailers worry more about their credibility with consumers and their confidence in using the electronic systems, said Brit Beemer, chairman of the market research firm America's Research Group.
The idea that more than 40 million card numbers were stolen from major national chains will make consumers wary, but both retail and technology security experts said they were skeptical the case will change the way consumers used their credit or debit cards.
Both experts and prosecutors said consumers should check their accounts as well as their credit reports and set up fraud alerts if they believe their information has been stolen. Consumers face the hassle of requesting new cards or accounts but institutions' zero-liability policies mean that consumers won't suffer the losses.
"They have zero-liability protection so that definitely helps them get over those fears associated with data breaches," said Bruce Cundiff, director of payments research at Javelin Strategy & research in San Francisco.
What do you think is the solution to these types of hacks?
Post your comment below.
Sunday, August 3, 2008
Economy Wallops Credit Card Use
Posted by Mark Brousseau
An interesting article from CNN on declining credit card use:
Study: Some Americans cut credit card use
By Ronni BerkeCNN's American Morning
STRATFORD, Connecticut (CNN) -- When Cappie and Don Perras saw their stock market investments tank this year, they decided to tighten their belts. They drive fuel efficient cars around their Connecticut town and eat at cheaper restaurants if they eat out at all.
To avoid impulse buying, they avoid the mall. And for now, at least, they've put away the credit cards.
This marks a big change from their old attitude.
"I felt secure with my credit cards like, 'Oh well, I always have my credit cards,' " says Cappie Perras, a special education teacher. "Now I feel like, it's almost like there's a big caution sign in front of the credit card, 'Do Not Use, Only In Case of Emergency,' " she adds.
The Perrases are examples of a trend building among middle-income and middle-aged consumers to cut back on credit card use, according to a new study by Javelin Strategy & Research, a financial research firm. Forty percent of consumers surveyed said they're pulling out their credit cards less than they were at the beginning of the year.
Don Perras, a college professor approaching retirement age, says the family has stopped using cards, except for rare instances like booking hotel rooms on the road. Instead, the couple uses their debit cards.
The aim: to soon be free of credit card debt.
"It would be a top priority," Don Perras said.
But with the high cost of living, the Perrases are having trouble making a dent in their $8,000 credit card balance.
"I used to be able to maybe put $600 towards the debt. ... Now it's maybe if I'm lucky, $200," his wife says.
The Perras family has plenty of company. Americans carry approximately $961.8 billion in revolving debt, according to the Federal Reserve Board. Delinquency rates on credit cards are at the highest levels since the end of 2002.
Even as consumers cut back on using credit cards, they're finding it harder to pay down their balances, says Javelin President James Van Dyke.
"In some cases they're out of work or perhaps their wages have been cut back, or maybe they had a variable rate which they have to pay more for than ever before," Van Dyke said. When people use their credit cards less, "this changes what goes on in the industry because credit card companies typically make a lot of their money on the fees they charge merchants."
The reduction in revenue from new purchases, combined with concerns about new delinquencies, pose big worries for the credit card industry, Van Dyke says.
"Credit card companies are running a bit scared right now, and for good reason, because people are having a difficult time paying off their balances; and everyday consumers, they're cutting into their purchases right now -- both luxury goods and even the basic necessities," Van Dyke says.
According to the Javelin study, nearly 70 percent of financial institutions say they have cut back on credit card solicitations. Six of 10 say they are limiting the amount of credit offered to customers.
James Chessen, chief economist for the American Bankers Association, says the industry is well prepared for the economic downturn. "It's all a matter of managing that risk, because you know the volume will be off, you know the economy is riskier today than it was a year ago. So you naturally take that into account so you have the capacity to come out of this even stronger than you came into it," he added.
For Cappie Perras, being stronger means cutting back on plastic. "I don't feel good about the credit cards," she says. "I regret that we got into so much credit card debt."
Think this is part of a trend?
Post your comment below.
An interesting article from CNN on declining credit card use:
Study: Some Americans cut credit card use
By Ronni BerkeCNN's American Morning
STRATFORD, Connecticut (CNN) -- When Cappie and Don Perras saw their stock market investments tank this year, they decided to tighten their belts. They drive fuel efficient cars around their Connecticut town and eat at cheaper restaurants if they eat out at all.
To avoid impulse buying, they avoid the mall. And for now, at least, they've put away the credit cards.
This marks a big change from their old attitude.
"I felt secure with my credit cards like, 'Oh well, I always have my credit cards,' " says Cappie Perras, a special education teacher. "Now I feel like, it's almost like there's a big caution sign in front of the credit card, 'Do Not Use, Only In Case of Emergency,' " she adds.
The Perrases are examples of a trend building among middle-income and middle-aged consumers to cut back on credit card use, according to a new study by Javelin Strategy & Research, a financial research firm. Forty percent of consumers surveyed said they're pulling out their credit cards less than they were at the beginning of the year.
Don Perras, a college professor approaching retirement age, says the family has stopped using cards, except for rare instances like booking hotel rooms on the road. Instead, the couple uses their debit cards.
The aim: to soon be free of credit card debt.
"It would be a top priority," Don Perras said.
But with the high cost of living, the Perrases are having trouble making a dent in their $8,000 credit card balance.
"I used to be able to maybe put $600 towards the debt. ... Now it's maybe if I'm lucky, $200," his wife says.
The Perras family has plenty of company. Americans carry approximately $961.8 billion in revolving debt, according to the Federal Reserve Board. Delinquency rates on credit cards are at the highest levels since the end of 2002.
Even as consumers cut back on using credit cards, they're finding it harder to pay down their balances, says Javelin President James Van Dyke.
"In some cases they're out of work or perhaps their wages have been cut back, or maybe they had a variable rate which they have to pay more for than ever before," Van Dyke said. When people use their credit cards less, "this changes what goes on in the industry because credit card companies typically make a lot of their money on the fees they charge merchants."
The reduction in revenue from new purchases, combined with concerns about new delinquencies, pose big worries for the credit card industry, Van Dyke says.
"Credit card companies are running a bit scared right now, and for good reason, because people are having a difficult time paying off their balances; and everyday consumers, they're cutting into their purchases right now -- both luxury goods and even the basic necessities," Van Dyke says.
According to the Javelin study, nearly 70 percent of financial institutions say they have cut back on credit card solicitations. Six of 10 say they are limiting the amount of credit offered to customers.
James Chessen, chief economist for the American Bankers Association, says the industry is well prepared for the economic downturn. "It's all a matter of managing that risk, because you know the volume will be off, you know the economy is riskier today than it was a year ago. So you naturally take that into account so you have the capacity to come out of this even stronger than you came into it," he added.
For Cappie Perras, being stronger means cutting back on plastic. "I don't feel good about the credit cards," she says. "I regret that we got into so much credit card debt."
Think this is part of a trend?
Post your comment below.
Monday, July 7, 2008
Social Security Goes Electronic
Posted by Mark Brousseau
An interesting article from The Philadelphia Inquirer:
Social Security offering a debit-card option
By Harold Brubaker
Inquirer Staff Writer
Social Security recipients who receive paper checks because they do not use banks have a new way to get their money.
The U.S. Treasury Department said yesterday that it would begin pitching its new Direct Express debit card to 2.4 million beneficiaries from Maine to Virginia. Information about the card will come with this month's checks.
These recipients include nearly 250,000 people in Philadelphia and surrounding counties in Pennsylvania and about the same number in New Jersey.
"You can easily use this card to manage your money every month with no fees," said Judith R. Tillman, the commissioner of the department's Financial Management Service.
The card is designed to prevent lost checks, thwart check thieves, and save cashing fees that average $6 per check, she said.
Most Social Security recipients receive benefits by direct deposit into their bank accounts. Those without bank accounts typically use check-cashing firms.
The debit cards, issued by Comerica Bank of Dallas, allow users to track their spending at no charge on a Web site or through an automated telephone line. It costs 75 cents a month to get a paper statement. The system will not allow a card user to withdraw more than the available balance. That means there are no overdraft fees, which bedevil many elderly bank customers.
"It seems like a pretty good product," said Leslie Parrish, a senior researcher in the Washington office of the nonprofit Center for Responsible Lending.
"It eliminates the need to go to a check casher, but it also has a leg up on regular bank accounts if people are worried about overdrafting through a debit transaction," she said.
Tillman said her agency sends 489,000 Social Security and Supplemental Security Income checks to Pennsylvania every month, including 241,000 to Philadelphia and the surrounding area. In New Jersey, the figure is 263,000. She did not have a breakout for South Jersey.
If all four million people nationwide who receive Social Security or disability benefits but do not have bank accounts were to sign up for the debit card, taxpayers would save $42 million a year, said Tillman, a graduate of Glassboro State College, now called Rowan University.
The Treasury sent 59.1 million Social Security and disability payments in May. All but 10.5 million of them were deposited directly into bank accounts. The debit card is available to anyone who receives those benefits.
Social Security and Supplemental Security Income recipients may sign up for the card by calling toll-free 1-877-212-9991 or visiting www.USDirectExpress.com.
An interesting article from The Philadelphia Inquirer:
Social Security offering a debit-card option
By Harold Brubaker
Inquirer Staff Writer
Social Security recipients who receive paper checks because they do not use banks have a new way to get their money.
The U.S. Treasury Department said yesterday that it would begin pitching its new Direct Express debit card to 2.4 million beneficiaries from Maine to Virginia. Information about the card will come with this month's checks.
These recipients include nearly 250,000 people in Philadelphia and surrounding counties in Pennsylvania and about the same number in New Jersey.
"You can easily use this card to manage your money every month with no fees," said Judith R. Tillman, the commissioner of the department's Financial Management Service.
The card is designed to prevent lost checks, thwart check thieves, and save cashing fees that average $6 per check, she said.
Most Social Security recipients receive benefits by direct deposit into their bank accounts. Those without bank accounts typically use check-cashing firms.
The debit cards, issued by Comerica Bank of Dallas, allow users to track their spending at no charge on a Web site or through an automated telephone line. It costs 75 cents a month to get a paper statement. The system will not allow a card user to withdraw more than the available balance. That means there are no overdraft fees, which bedevil many elderly bank customers.
"It seems like a pretty good product," said Leslie Parrish, a senior researcher in the Washington office of the nonprofit Center for Responsible Lending.
"It eliminates the need to go to a check casher, but it also has a leg up on regular bank accounts if people are worried about overdrafting through a debit transaction," she said.
Tillman said her agency sends 489,000 Social Security and Supplemental Security Income checks to Pennsylvania every month, including 241,000 to Philadelphia and the surrounding area. In New Jersey, the figure is 263,000. She did not have a breakout for South Jersey.
If all four million people nationwide who receive Social Security or disability benefits but do not have bank accounts were to sign up for the debit card, taxpayers would save $42 million a year, said Tillman, a graduate of Glassboro State College, now called Rowan University.
The Treasury sent 59.1 million Social Security and disability payments in May. All but 10.5 million of them were deposited directly into bank accounts. The debit card is available to anyone who receives those benefits.
Social Security and Supplemental Security Income recipients may sign up for the card by calling toll-free 1-877-212-9991 or visiting www.USDirectExpress.com.
Wednesday, June 11, 2008
Social Security Checks Going Debit
Posted by Mark Brousseau
The move toward electronic payments has now impacted Social Security checks:
Social Security checks now offer debit card option
By Kathy Chu, USA TODAY
For millions of Americans, accessing their Social Security benefits is now just a card swipe away.
A new debit card being offered by the Treasury Department gives nearly 4 million recipients who have no bank accounts an alternative to paper checks that they must cash, usually at a price.
The new debit card, issued by Comerica Bank, was quietly marketed to nearly 3.5 million recipients of Social Security and Supplemental Security Income this spring. It's now available to any benefit recipient via usdirectexpress.com.
States already load child support payments and unemployment benefits onto debit cards. The federal government has used prepaid debit cards, too, for disaster relief aid. But the Social Security debit card is the largest push to date to switch from costly paper checks to electronic payments.
"Our goal is to move to 100% electronic payments," says Judy Tillman, commissioner of Treasury's Financial Management Service. "It's safer and more reliable for delivery" of funds.
The new debit card will eliminate the need for consumers without bank accounts to use costly check-cashing services, the Treasury Department says. It will also save the government money. The Treasury estimates that if all 4 million recipients without bank accounts signed up for the card, it would save $42 million a year.
As with any other debit card, using it won't always be free. For instance, holders typically will get one free ATM withdrawal per month. After that, they'll be charged 90 cents for each withdrawal. A fee of 75 cents per month also applies if card holders want paper statements mailed to them.
Still, the fees are among the lowest in the industry for such services, says Nora Arpin, director of government electronic solutions for Comerica.
About 80% of the 57.3 million Social Security and SSI recipients already have their benefits directly deposited into their bank accounts. The challenge will be to get the remaining consumers to switch from checks to electronic payments such as direct deposit or the new debit card.
The card "might be confusing if they're not savvy about electronic payments and don't have (experience with) a bank account," says Chris Allen, a director for Hitachi Consulting.
The move toward electronic payments has now impacted Social Security checks:
Social Security checks now offer debit card option
By Kathy Chu, USA TODAY
For millions of Americans, accessing their Social Security benefits is now just a card swipe away.
A new debit card being offered by the Treasury Department gives nearly 4 million recipients who have no bank accounts an alternative to paper checks that they must cash, usually at a price.
The new debit card, issued by Comerica Bank, was quietly marketed to nearly 3.5 million recipients of Social Security and Supplemental Security Income this spring. It's now available to any benefit recipient via usdirectexpress.com.
States already load child support payments and unemployment benefits onto debit cards. The federal government has used prepaid debit cards, too, for disaster relief aid. But the Social Security debit card is the largest push to date to switch from costly paper checks to electronic payments.
"Our goal is to move to 100% electronic payments," says Judy Tillman, commissioner of Treasury's Financial Management Service. "It's safer and more reliable for delivery" of funds.
The new debit card will eliminate the need for consumers without bank accounts to use costly check-cashing services, the Treasury Department says. It will also save the government money. The Treasury estimates that if all 4 million recipients without bank accounts signed up for the card, it would save $42 million a year.
As with any other debit card, using it won't always be free. For instance, holders typically will get one free ATM withdrawal per month. After that, they'll be charged 90 cents for each withdrawal. A fee of 75 cents per month also applies if card holders want paper statements mailed to them.
Still, the fees are among the lowest in the industry for such services, says Nora Arpin, director of government electronic solutions for Comerica.
About 80% of the 57.3 million Social Security and SSI recipients already have their benefits directly deposited into their bank accounts. The challenge will be to get the remaining consumers to switch from checks to electronic payments such as direct deposit or the new debit card.
The card "might be confusing if they're not savvy about electronic payments and don't have (experience with) a bank account," says Chris Allen, a director for Hitachi Consulting.
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