#payments insights. opinions.
Customer expectations, Three forces pushing banks to modernize payments technology and regulation infrastructure demand financial organizations update payments systems Payments systems have always been complex and a critical part of the banking world. before the next wave of But over the past decade, dynamic changes within payments have created even greater challenges for financial organizations and have driven the need for payments disruption. transformation. In particular, more complex regulation, advancing technology and demands from customers to create a consistent, seamless experience across multiple channels are pushing banks, FinTechs, and payment processors to invest heavily in payments modernization. Upgrading infrastructure to address these challenges, while keeping costs under control, requires financial organizations to first understand the drivers of change.
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Three forces pushing banks to modernize payments infrastructure Customer expectations, technology and regulation demand financial organizations update payments systems before the next wave of disruption.
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How Africa’s growing mobile money market is evolving Africa’s fast-growing mobile money market offers opportunities to boost financial inclusion and tap the continent’s economic potential. Editorial 08 Welcome to the first issue of #payments for 2020. Can issuing capabilities strengthen acquirers’ competitive position? In this newsletter, we explore a diverse set of topics that we know are top of mind Since European Union (EU) regulators introduced a for many financial institutions this year. fee cap on credit card transactions, acquirers have been seeking new ways to boost margins. Some are • The ongoing challenge to modernize payments architecture is explored in an now issuing their own cards, to protect profitability and create competitive advantage. article by Mike Chamas that discusses how optimizing legacy assets and taking an end-to-end perspective when planning upgrades are keys to success.
• The rapid growth of mobile money schemes in Sub-Saharan Africa is boosting financial inclusion for the region and also attracting the interest of many 10 foreign players. It’s a market that offers new opportunities for growth, but is not without risk — a carefully considered entry strategy is critical to success. M&A activity and deal characteristics Activity increased in the final quarter of 2019, with • The quest to find new competitive advantage is one driver behind some 46 disclosed transactions, up from 43 in Q3. acquirers taking on issuing capabilities. This article outlines key considerations of the strategy.
• Our update on M&A activity and venture capital funding for Q4 shows both remain buoyant, highlighting the strong appeal of the sector to investors and a 12
continuing trend towards consolidation. Venture capital funding activity
In the face of this Global pandemic, we understand that firms are focused on what this means for our global economy and how they will need to respond. Our teams are here to help you navigate through these uncertain times. Please do not hesitate to contact me to discuss the challenges you are facing in the current climate.
Andreas Habersetzer EMEIA Payments Strategy & Transactions Advisory Leader 03 #payments Volume 26
Three forces pushing banks to modernize payments infrastructure
1. Technology Legacy monotheistic payments architecture
Client File The legacy payments architecture of Portal Mobile/app API gateway most financial institutions is inflexible, onboarding transmission partly because of dependence on multiple vendors. This both increases the total cost of ownership and creates several Legacy Legacy Vendor Vendor challenges for institutions: in-house in-house application application • Platforms and applications are application application fragmented
• Monolithic architecture does not allow Legacy Legacy Vendor Vendor for nimble changes in-house in-house application 3 application n application 3 application n • Bringing changed or new products and services to market takes a long time • Financial organizations depend on multiple vendors, all with aging systems Database Database Database Database Database Database Database Database 3 4 6 • High risk of systems’ inability to respond to regulatory mandates, cybersecurity and environmental threats Legacy middleware Clearing and settlement systems and DDA interfaces
In essence, legacy systems simply lack Legacy in-house component Vendor component the agility and scalability required to respond quickly to changing customer demands. Modernizing payments Modern payments architecture infrastructure to meet these demands is fast becoming a competitive imperative Intake Client File for financial organizations, particularly as Portal Mobile/app API gateway new payment channels emerge and gain onboarding transmission traction. Unless these organizations can Omni channel strategy quickly and seamlessly integrate these new channels, they will struggle to retain Process and grow their customer base. Payments engine framework Foundation Micro services Workflow engine ISO payload Authori ation service Audit service 2. Customer experience Business rules Data enrichment Admin service Import export service Risk/fraud service Reporting service Today’s consumers demand convenience Data transformation framework in almost every aspect of their lives. Alerts service Limits service The rise of on-demand services across Foundation mobility, entertainment, food and beyond ISO Workflow Reporting store store store means payments must also evolve to Vendor application n Database enable these real-time transactions. n Customers want to make and receive payments at any time and via any Clear channel — and they expect funds to be Clearing and settlement systems and DDA interfaces Legacy middleware transferred in real-time. In-house component Vendor component 04 #payments Volume 26
But, they are not ready to sacrifice security 1 Customer experience for seamless experiences. Customers 3 Regulations have increasingly high expectations Heightened customer expectations: • Demand for speed and convenience Trend towards open around strong authentication measures architecture: • Seamless end-to-end user experience across payment channels, and expect all • Regulation is fast tracking • Speed to market and “faster payments” Customer customer-centric banking fraud, risk management, and exception • Immediate availability of funds experience management activities to be in place. They • New, level playing field for FinTechs also value consistency of experience and • Increased scrutiny on privacy, information across channels. security, resiliency, and resolution planning New, innovative products to Innovation Regulation Innovation enhance efficiency of payments: • Modernized, secure payments that provide customers Innovation is reshaping payments on • Need for scalable, real-time, and user friendly solutions customizable options a scale and at a speed seen in few • Increased API connector enablement other sectors. Within just a few years, to address system integration needs advancing technology has not only • New, digitized capabilities that enrich changed how we pay, but expanded the current products and payment types shared infrastructure and processes to pool of payment players far beyond the exploit commonalities across these paths financial sector. Many new providers bring 2 Innovation and channels while building in flexibility to superior understanding of the customer accommodate key differences. A proven experience deployed in sectors, such as framework that outlines how to modernize retail, technology and entertainment. For financial organizations, meeting these legacy systems can help financial obligations will require payments systems organizations make improvements now and The innovation transforming payments with the ability to track transactions to be ready to embrace the enhancements is also increasing the complexity of the provide the consistency and transparency and technologies that help build a truly payments environment. Systems must regulators demand and the options differentiating customer experience in be able to layer in multiple vendors to customers expect. the future. facilitate certain payments capabilities. And nimble, modern and scalable An end-to-end business perspective As mobile money prepares to dominate the architecture is needed to provide the “plug drives successful transformation SSA payments’ landscape, organizations and play” experience required as the move keen to take advantage of its potential Customer demands, innovation and to open banking and the emergence of the must prepare an entry strategy with care. regulation have been reshaping payments Banking as a Service (BaaS) model drives Successful participation will require an ever since the first transaction was made. further sector disruption. in-depth knowledge of the different types But, the impending disruption of BaaS of mobile money operator models, as well is creating a new urgency for financial as an understanding of the development organizations to modernize architecture 3. Regulation stage of each specific market. A tailor-made at speed to take advantage of emerging plan that considers long-term strategic In a post financial crisis world, regulators trends while controlling costs. With objectives will stand the best chance of are holding financial organizations to both existing and new rails requiring success, though, as the changing landscape a new, higher level of accountability. maintenance and updates, now is the in Nigeria demonstrates, an ability to adapt Recently, key regulators have appeared to time to build payments infrastructure with fast to local conditions will also be critical. indicate that financial organizations not scalability and flexibility fit for the future. only need to provide end-to-end payments However, investing in new systems and reporting, but must demonstrate end- processes before optimizing those already to-end payments operations that treat in place is a waste of time and budget. critical functions as a business. Modernizing payments starts with At the same time, the growing adoption optimization of legacy systems through of open banking and implementation of an end-to-end business system analysis PDS2 in Europe is driving a move toward that identifies key metrics, including standardization to govern the consistent costs, transaction volumes, processing Ritesh Kirad Patricia Partelow use of APIs. In the European Union, the times, and other key requirements that Berlin Group — a collection of more than may vary across segments. 40 financial organizations, associations These costs and metrics will highlight and payment service providers — is priorities for improvement, and ultimately, leading the creation of interoperability enable each bank to understand customers’ technical standards and harmonization requirements along the entire payment initiatives, and we expect to see similar journey and across every channel. This can activity in the US and other markets. allow financial organizations to develop Mike Chamas 05 #payments Volume 26
How Africa’s growing mobile money market is evolving
Africa’s fast-growing mobile money market offers opportunities to boost financial inclusion and tap the continent’s economic potential.
Around the world, mobile money schemes Embracing an untapped are growing fast, with emerging markets market as the epicenter of activity. Sub-Saharan Africa (SSA) is experiencing the most Foreign investors are already increasingly 95% growth, with mobile money deployments active in the SSA mobile market, as of transactions in Nigeria increasing 39% annually over the past evidenced by recent landmark funding decade,1 and both transaction volume in Nigeria: that are cash-based and value seeing double-digit growth.2 • OPay raised US$120m in the Series B But even as the value of mobile money funding round led by Chinese investors transactions reached 6.4% of SSA’s GDP • PalmPay raised US$40m in seed cash-based and 60% of adults are in 2018,3 this still falls far short of the funding, led by Chinese mobile phone without bank accounts.5 Across SSA, the 20.4%4 share of GDP currently held by company Transsion potential is similarly huge. According to credit cards in the European Union (EU) • Paga raised US$10m in the round led the International Monetary Fund, only in 2018. The growth potential of mobile by Global Innovation Fund 43% of adults in the region had either a money in SSA remains huge for investors bank or mobile money account in 2017. who know where and how to place The OPay and PalmPay fundings With the mobile money market set to their bets. occurred within the same week and surge, understanding the value chain, dwarfed most previous investment in business models and stages of market African FinTech. The main driver for development can help potential investors the influx in investment is the decision make the most of the opportunity. 1 GSMA 2 GSMA by Nigeria’s central bank to open up 3 GSMA, Worldbank the market to non-bank providers. The 4 ECB Payment statistic opportunity on the offer is gigantic — 95% 5 Financial times of transactions in Nigeria are currently 06 #payments Volume 26
Understanding a complex • Telecom network provider: The telecom does not hold deposits or provide value chain can help identify network provides the communications the telecom channel — but, it does investment potential infrastructure which hosts the technical everything else. These MMOs act as a and commercial infrastructure. platform where partners offer various The traditional mobile money value chain value-added services, such as financial These functions can be covered by has five parts, which can be covered by products, airtime, data or voice different providers, as we see in the banks, mobile network operators (MNOs) packages. This model is becoming more prevalence of several mobile money or third parties, such as FinTechs: prevalent and we’re seeing providers operating models. that begin with other business models • Deposit holder: Mobile money transition to platforms once they have a • Bank-led: The bank covers all functions customers exchange cash for mobile strong customer base. except for those of the telecom money credits. The deposit holder channel. This model, as employed by holds this cash, in a tightly regulated Nigeria’s EcoBank, is similar to that of part of the value chain usually handled Mobile money markets are at mobile banking, with mobile money by banks. markets relying on existing bank varying stages of development • Electronic money issuer: The branches and affiliated agents. These business models are constantly electronic money issuer issues evolving in what is a dynamic • Mobile network operator-led: Nigeria’s customers mobile money credits in environment. Three stages of reforms have opened the doors to many exchange for cash. These businesses development across the SSA MMO market new mobile money services, including must guarantee they will always can help potential investors determine an those run by MNOs which rely on local have enough liquid funds to pay out appropriate entry strategy: agents, such as stores or post offices, customers that might decide to redeem to spread their services.6 The success their credits for cash. Usually a license • Emerging: In regions where mobile of MNO-led schemes lies in having is required for this heavily regulated money is still in the early stages — for a large network of agents in rural part of the value chain. example, in Cote d’Ivoire and Senegal — areas which are often home to large the market tends to be characterized • Agent network operator: This player unbanked populations. by a high proportion of cash in or cash recruits, trains and manages the agents out payments that always involve An example of this model is Kenya’s who handle customers’ transactions. an agent, driving up the cost per Safaricom, which covers every These agents are often small retailers transaction for providers and limiting a part of the chain except holding or postal outlets best positioned to scheme’sprofitability. deposits, which is done by the Kenyan target unbanked and often rurally- central bank. based customers. Investors that move into these markets will need deep local knowledge to • FinTech-led: In this model, • Payment service provider: These understand how to drive customer demonstrated by Uganda’s Micropay, companies provide the technical and adoption, be prepared to take risks and the mobile money operator (MMO) commercial infrastructure used by have deep pockets to support losses merchants and agents to process during the first phase. Players with transactions. They are only required this combination of characteristics
in a B2C context, not in the typical 6 https://qz.com/africa/1679567/mtn-to-kick- may include local banks, telcos and P2P transactions. start-mobile-money-in-nigeria/ well-funded startups. Others may be challenged and should reconsider investment in this environment, or at least seek local expertise before making a move.
• Growth: Markets in the growth stage, such as Mozambique, experience fast consumer adoption and increasing competition between providers. At this point, the share of transactions within a scheme typically grows, increasing its profitability as transactions in the same network have essentially zero marginal cost.
Investing in schemes at this stage, and within large addressable markets, can yield large returns, but choosing 07 #payments Volume 26
the right scheme can be challenging. Mobile money markets maturity model: three stages of development Investors will need to have a strong knowledge of market characteristics as well as an appetite for risk. Mature Stage • Mature: Kenya is the best example of 3 • Most transactions are “within-network” at this a mature mobile money market. Here, stage due to the scheme being a quasi-currency penetration is above 100% due to at this point many customers holding multiple SIM • Adjacent services within the ecosystem of cards. M-Pesa controls more than 80% prominent schemes gain traction, presenting of the Kenyan market, showcasing the smaller opportunities for investment “winner takes all” dynamics of mobile money. High adoption of the scheme Growth Stage sees it morph into a quasi-currency, and 2 • Increasing uptake of mobile money as a means of most transactions are “within-network.” payment as well as fierce competition between providers Adjacent services within the ecosystem • POS transactions gain increasing importance of prominent schemes gain traction, • Due to “within-network” transactions having essentially presenting smaller opportunities for zero marginal cost, scheme profitability increases investment. Start-ups can use existing infrastructure — for example, remittance Emerging Stage providers can offer mobile money 1 • High proportion of payments not staying within the network but being payouts or interoperability across cash-in/-out schemes, e.g., smoothly transferring • Drives up transaction cost and thus limits profitability for the scheme money from Orange to M-Pesa.
Investment into schemes at this point is not always possible but, if so, is usually a more conservative play, with modern risk and return prospects. the best chance of success, though, as the changing landscape in Nigeria demonstrates, an ability to adapt fast to Success requires both local conditions will also be critical. preparation and adaptability As mobile money prepares to dominate Summary the SSA payments’ landscape, Jonas Koch Kai Rovenich organizations keen to take advantage The mobile money market is rapidly of its potential must prepare an reshaping SSA’s payments sector entry strategy with care. Successful and attracting more foreign investors participation will require an in-depth interested in tapping the potential knowledge of the different types of MMO of a large underbanked population. models, as well as an understanding of Understanding the complex value chain the development stage of each specific of this market, and its different stages of market. A tailor-made plan that considers development, can help investors devise a long-term strategic objectives will stand successful entry strategy. Kalle Dunkel 08 #payments Volume 26
Can issuing capabilities strengthen acquirers’ competitive position?
Since European Union (EU) regulators introduced a fee cap on credit card transactions, acquirers have been seeking new ways to boost margins. Some are now issuing their own cards, to protect profitability and create competitive advantage.
2020 marks five years since the EU tough negotiators, often at the expense Moving from a blended rate model to introduced a 0.3% interchange cap on of acquirers’ margins. In fact, in some the “Interchange++” model credit card fees, to both simplify payment cases, acquirers are experiencing structures and lay the groundwork negative margins on transactions with Interchange++ for a consistent EU payments market. large merchants. The only benefit is the The first few years following the cap’s increased payment volume that in turn introduction, saw many acquirers — banks lowers their cost with card networks. Interchange + Acquiring + Scheme that process transactions for merchants — fee fee fee earn significant “windfall profits” as merchants worked through the process Benefts for both merchants of renegotiating contracts. However, as and acquirers more switch from blended rate models • Interchange++ is a price structure in which the to the “Interchange++” model — where In a bid to shore up profitability, several costs incurred for the merchant are broken interchange and scheme fees are passed international acquirers have recently down into three separate components: through to the merchant as incurred — begun issuing cards to better serve their these fees have reduced. marketplace merchants and platform Interchange fee Fee to be paid by the suppliers (mainly micro merchants). acquirer to the card issuer At the same time, large merchants have This ability to both issue and acquire + put more focus on payments, not just also delivers strategic advantages to improve customer experience but to for acquirers. When one organization Fee charged by the acquirer optimize costs. These merchants are owns both sides of the transaction, it Acquiring fee to the merchant to provide payment services effectively controls the entire payments process from the customer perspective. + Fee to be paid by the Let’s see how this might work. An acquirer to the card Scheme fee acquirer could collaborate with a large scheme for processing The retailer could achieve retailer to issue a co-branded credit card the transaction to the retailer’s customers, with benefits “what is a critical aim for • In contrast to a conventional pricing model to both parties. large merchants – taking in which the merchant pays a blended fee to The retailer could achieve what is a the acquirer, Interchange ++ offers a greater transparency with regard to the costs incurred. control of the customers’ critical aim for large merchants — taking entire payments experience control of the customers’ entire payments • The acquirer has no impact on scheme and experience from card design, loyalty interchange fees and only passes them on directly to the merchant. from card design, loyalty app to checkout at the point-of-sale. app to checkout at the It can offer new loyalty benefits that conventional schemes cannot, such point-of-sale. as financing for in-store purchases or real-time discounts at checkout. 09 #payments Volume 26
Fee structure for a standard transaction vs. an on-us transaction
Standard transaction On-us transaction
Scheme Scheme
Scheme fee Scheme fee Cost-saving Cost-saving opportunity opportunity
One entity Issuer Acquirer Issuer Acquirer Interchange fee is retained Interchange fee
Merchant Kick-back Merchant service charge potential service charge
Merchant Merchant
For acquirers, issuing the card allows transactions. In this way, encouraging them to retain interchange fees, enabling more volume on the card incentivizes the generation of further income per both acquirer and retailer. transaction without additional cost. And, depending on the specific acquirer’s Of course, whether acquirers choose to technical setup, these transactions may share extra income with merchants or be processed “on-us,” creating cost- keep it to themselves is up to them. But, saving opportunities with card networks. as competition to win the business of large merchants increases, acquirers with issuing capabilities can get an edge on Gaining a competitive edge rivals while protecting margins.
on rivals EY teams work with both acquirers and As well as the boost to margins, these merchants to improve profitability. For a cost savings can become a competitive discussion of the opportunities for your advantage for acquirers who think business, please get in touch. strategically. In the past, acquirers with issuing capabilities, which were usually large banks, held onto the extra income from retained interchange fees and potential cost savings from “on-us” transactions. But, we may see more acquirers deciding to share the cost benefits with merchants. For example, in the case of the co-branded credit Florian Seeh Stefan Thomalla card, since every transaction made with the card is “on-us,” the acquirer can A supermarket could improve the online potentially reimburse part of the income shopping experience by reminding from interchange fees and cost savings customers of their last shopping list or back to the merchant. Merchants that most often-purchased items. And the capitalize on loyalty schemes to drive retailer can expand its offerings with new higher transaction values on the card can services, including warranty extensions, decrease their cost-of-card acceptance insurance, e-receipts and e-invoices. while boosting the benefits of “on-us” Lukas Kohlmorgen Carina Herbers 10 #payments Volume 26
M&A activity
Activity increased in the final quarter of 2019, with 46 disclosed transactions, up from 43 in Q3.
Total disclosed transaction value during the quarter reached US$6b (down from US$6.6b in Q3), largely driven by the acquisition of Honey Science Corporation (Honey) by Paypal. With deal value and volume in Q4 largely in line with that of the previous quarter, signs are strong that the market for payments transactions remains buoyant.
M&A activity and deal Paypal’s Honey deal Transactions help buyers scale characteristics dominates quarter and expand offerings
The biggest deal by far this quarter was Another notable deal this quarter was Q4 at a glance: the announcement by PayPal Holdings, South Korea’s KG Mobilians Co. Ltd.’s Inc. of its largest acquisition ever — a acquisition of Allat Corporation for an 100% stake in Honey for US$4b in cash.7 implied enterprise value of US$429m.8 M&A transactions Based in Los Angeles, Honey is a digital Allat Corporation, also based in South 46 announced shopping and rewards platform that Korea, operates in the electronic payment automatically adds online coupons and gateway market, specializing in online-to- incentives when ecommerce shoppers offline (O2O) commerce. The transaction browse for deals. The addition of Honey will enable KG Mobilians to gain scale to transactions with will help PayPal move beyond their core compete more effectively and tap into 16 financial terms checkout proposition and significantly South Korea’s evolving O2O market that is disclosed enhance the shopping experience for increasingly penetrating local service consumers and merchants. For Honey, businesses, such as food delivery. the deal will accelerate growth through access to PayPal and Venmo (a digital Also in Q4, AML Payments Limited account similar to PayPal) and their more acquired Prepaid Financial Services 9 US$6b than 275 million active consumer (Ireland) Limited for US$360m. Prepaid Financial Services is a white label prepaid total deal value accounts. Honey will also be able to source exclusive offers from PayPal's card issuer that has increasingly network of 24 million merchants. positioned itself as a payments and
M&A market development