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Successful Implementation of Grocery Store Loyalty Reward Programs Cristina Reinert Walden University
Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2016 Successful Implementation of Grocery Store Loyalty Reward Programs Cristina Reinert Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Advertising and Promotion Management Commons, and the Marketing Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral study by Cristina Reinert has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Jill Murray, Committee Chairperson, Doctor of Business Administration Faculty Dr. Matthew Knight, Committee Member, Doctor of Business Administration Faculty Dr. Judith Blando, University Reviewer, Doctor of Business Administration Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2016 Abstract Successful Implementation of Grocery Store Loyalty Reward Programs by Cristina Dawn Reinert MBA, Saint Leo University, 2012 BA, Saint Leo University, 2011 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University April 2016 Abstract Consumer loyalty programs are a key marketing strategy implemented across multiple industries in the United States. A successfully implemented loyalty program can benefit both the consumer and the company. The purpose of this single case study was to explore strategies that grocery store managers use to successfully deliver consumer loyalty programs. -
Elo Brings an Innovative Connectivity Benefit to High-Income Brazilian Cardholders
CASE STUDY: ELO Elo brings an Innovative Connectivity Benefit to High-income Brazilian Cardholders Elo’s Evolution The first, wholly Brazilian credit card brand, Elo was launched in 2011 as a partnership between three of Brazil’s largest banks, Banco do Brasil, Bradesco and CAIXA. To give you a scope of their market share, together, these three banks represent nearly three quarters of total banking accounts in the country. THE COMPANY Launched in 2011 by three With that kind of financial clout, it was no surprise that Elo’s domestic of Brazil’s largest banks market share grew quickly, and its cards became particularly popular. Still, (Banco do Brasil, Bradesco and CAIXA), Elo is the first even with that level of success, Elo hadn’t yet expanded outside of Brazil. 100% Brazilian credit card brand. In order to be a robust That was about to change. and comprehensive brand, Elo offers a wide range of In 2015, Elo entered into an agreement with Discover Financial Services, products and services aimed which allowed Elo cardholders to make international purchases and at all audiences. Accepted at approximately 4 million Accepted at approximately 4 withdraw cash on Discover’s network. A year later, Elo conducted its first merchants nationwide, Elo is million merchants nationwide, also the first Brazilian brand international transaction on the Discover Global Network, marking the Elo is also the first Brazilian with international acceptance. brand with international official, international acceptances of Elo’s cards. Through a partnership with the acceptance. Discover network, cards can Throughbe used fora partnership purchases withat more the Discoverthan 42 million network, merchants cards can bein 185 used countries, for purchases as well at as more thanwithdrawals 42 million at 1.8merchants million ATMs Elo’s Customer Loyalty Challenge inworldwide. -
How Mpos Helps Food Trucks Keep up with Modern Customers
FEBRUARY 2019 How mPOS Helps Food Trucks Keep Up With Modern Customers How mPOS solutions Fiserv to acquire First Data How mPOS helps drive food truck supermarkets compete (News and Trends) vendors’ businesses (Deep Dive) 7 (Feature Story) 11 16 mPOS Tracker™ © 2019 PYMNTS.com All Rights Reserved TABLEOFCONTENTS 03 07 11 What’s Inside Feature Story News and Trends Customers demand smooth cross- Nhon Ma, co-founder and co-owner The latest mPOS industry headlines channel experiences, providers of Belgian waffle company Zinneken’s, push mPOS solutions in cash-scarce and Frank Sacchetti, CEO of Frosty Ice societies and First Data will be Cream, discuss the mPOS features that acquired power their food truck operations 16 23 181 Deep Dive Scorecard About Faced with fierce eTailer competition, The results are in. See the top Information on PYMNTS.com supermarkets are turning to customer- scorers and a provider directory and Mobeewave facing scan-and-go-apps or equipping featuring 314 players in the space, employees with handheld devices to including four additions. make purchasing more convenient and win new business ACKNOWLEDGMENT The mPOS Tracker™ was done in collaboration with Mobeewave, and PYMNTS is grateful for the company’s support and insight. PYMNTS.com retains full editorial control over the findings presented, as well as the methodology and data analysis. mPOS Tracker™ © 2019 PYMNTS.com All Rights Reserved February 2019 | 2 WHAT’S INSIDE Whether in store or online, catering to modern consumers means providing them with a unified retail experience. Consumers want to smoothly transition from online shopping to browsing a physical retail store, and 56 percent say they would be more likely to patronize a store that offered them a shared cart across channels. -
The State of EMV: Pushing Towards EMV Implementation in the U.S
The State of EMV: Pushing Towards EMV Implementation in the U.S. PAYMENT SOLUTIONS As Europay®, Mastercard® and Visa® specifications were adopted in many global markets, fraud became less of a problem and paved the way for emerging technologies. Despite all the improvements that EMV offers, why hasn’t it been fully embraced in the U.S.? The Push Towards EMV Implementation in the U.S. around magnetic stripe technology – which has served the industry well, EMV is a global, open-standard set of specifications for smart cards being both reliable and inexpensive to operate. and compatible acceptance devices (ATMs, merchant terminals, etc.). EMV adoption rates, 2011 Originally developed by Europay, MasterCard and Visa (hence the acronym EMV), the EMV specifications define requirements to ensure interoperability between chip-based payment cards and terminals that authenticate credit and debit card transactions. EMV chip cards contain embedded microprocessors that offer greater transaction security — and other capabilities — than the magnetic stripe card technology used in the U.S. Other benefits of EMV include 1) guaranteed payment interoperability between countries and; 2) payment innovation – EMV is seen as a gateway to emerging technologies like mobile payments. So, despite all the improvements that EMV offers, why hasn’t the U.S. fully embraced the technology? Why the U.S. Has Been Slow to Adopt EMV The U.S. is one of the last major markets to adopt EMV technology. EMV Mastercard Analysis, 2011 has already been deployed in Europe, Asia and Canada. More than 1.3 Countries with no preparation to migrate billion EMV cards and 20.7 million EMV acceptance terminals have been Countries where one or more banks are migrating/have migrated to EMV chip 1 deployed worldwide as of September 2011 . -
Merchant Services Agreement Terms and Conditions
Merchant Services Agreement Terms and Conditions This Merchant Services Agreement (this “Agreement”) is entered into surcharges for any Card transaction that are not imposed generally to its between BMO Harris Bank N.A. (“Member Bank”), Vantiv Payments, customers for non-Card transactions. Inc., as Member Bank’s processor/member service provider for Visa® and MasterCard®, as acquirer for Discover® and as participant sales 2. Processing, Settlement and Other Services ® entity for American Express® under the American Express OptBlue Unless agreed by Bank in writing, Card transactions will be processed Program (the “OptBlue Program”) (“Processor”), and the undersigned and settled through Card Association networks via electronic Merchant (“Merchant”) in consideration of mutual promises. Processor authorization and data capture methods. Additional Merchant locations and Member Bank are collectively referred to as “Bank” and may jointly require Bank approval, must be owned or leased and operated by or individually assert or exercise any rights or remedies provided to Bank Merchant under Merchant’s same name and must conduct the same hereunder. Processor and Member Bank reserve the right to allocate business. Unless otherwise agreed in advance by Bank, Merchant will Bank’s duties and obligations amongst themselves, as they deem balance and settle each terminal every business day. Transactions at one appropriate in their sole discretion, subject to Section 22 of this Merchant location may not be processed through a terminal at another Agreement. Bank and Merchant are independent parties contracting for Merchant location. Merchant agrees not to process transactions of other services and neither is an agent, partner or joint venture of the other. -
Elo Provides On-Demand Infrastructure with Red Hat
CUSTOMER CASE STUDY ELO PROVIDES ON-DEMAND INFRASTRUCTURE WITH RED HAT Elo Serviços S.A., a Brazilian payment card company, has grown rapidly since its foundation. However, the market faces increasing competition from innovative financial technology (fintech) startups. To stay competitive, Elo needed an agile, efficient IT environment that would simplify management and speed time to market. With enterprise open source software from Red Hat—such as Red Hat OpenShift Container Platform and Red Hat Ansible Tower—Elo can deploy, manage, and update its customer service and applications faster to stay ahead of tradi- SOFTWARE tional and fintech competition. Red Hat® Enterprise Linux® Red Hat OpenShift® Container Platform Red Hat Ansible® Tower Red Hat Satellite Red Hat Gluster® Storage São Paulo, Brazil FINANCIAL SERVICES SERVICES HEADQUARTERS 115 EMPLOYEES Red Hat Technical Account 115 MILLION CARDS Manager (TAM) IN CIRCULATION Red Hat Consulting “With Red Hat OpenShift, we can plan and complete a proof of concept in 1-2 weeks, HARDWARE BENEFITS then launch what we’ve developed into Dell PowerEdge R730 • Reduced service time to 2S/2U Rack Server production faster to stay ahead of market by speeding server the competition.” deployment from 45 days to 1-2 days ANDERSON AGAPITO I.T. INFRASTRUCTURE MANAGER, ELO • Simplified management with greater automation • Enhanced compliance and security, including PCI-DSS certification • Gained access to expert guidance facebook.com/redhatinc @redhat linkedin.com/company/red-hat redhat.com STAYING COMPETITIVE IN A RAPIDLY GROWING MARKET Elo Serviços S.A., a Brazilian credit card company, was founded in 2011 as a joint venture between three of the country’s leading banks: Banco do Brasil, Bradesco, and Caixa Econômica Federal. -
Competition State Aid Trade & Customs
Europe Daily News Tuesday 11 April 2017 Competition Bundeskartellamt - List of Notified Merger Projects and 2nd phase proceedings Agenda for: Working Party on CMA publishes revised commentary on Competition of 12.05.2017 retail mergers Non-opposition to a notified concentration CMA accepts Mastercard/VocaLink (Case M.8375 - HIG Capital/Infinigate) undertakings Non-opposition to a notified concentration The CMA’s determination following (Case M.8389 - Groupe Crédit Mutuel/ appeals by TalkTalk and CityFibre over BNP Paribas/JV) leased line charges published by the CAT Prior notification of a concentration CCPC launches new enforcement measures (Case M.8418 - Peter Cremer Holding/ targeting Ireland’s motor trade sector Hage/König Transportgesellschaft) Sweden - Procurement inspection Prior notification of a concentration promotes compliance with the rules (Case M.8446 - ELO/AP1/Real estate portfolio in Finland) State Aid Prior notification of a concentration (Case M.8404 - Volkswagen Financial Answer given by Ms Vestager: State aid in Services/Logpay Financial Services/ Gibraltar - E-000656/2017 Logpay Transport Services) Commission approves acquisition of Trade & Customs Hamburg Süd by Maersk Line, subject to conditions (IP/17/904 & M.8330) Draft Minutes of the 14th meeting of the Joint ACP-EU Ministerial Trade Commission approves acquisition of Committee of 09.12.2016 Groupe Prosol by Ardian (M.8442) Midday Express 11.04.2017 Proposal for a Council Decision on the position to be adopted, on behalf of the Commission clears acquisition of -
Chargebacks User Guide
Dynamic Currency DCC Best Rate DCC Rewards DCC Dashboard DCC Training Multi-Currency Conversion (DCC) Conversion (MCC) POS – Wireless POS POS - Countertop POS – Virtual terminal ePOS mPOS – eBoarding MobileMerchant Your guide to reducing the hassle and cost of chargebacks E-commerce Reporting - Taking Card Gift Cards Digital Wallets Tax Free elavon.co.uk | elavon.ie iMerchantConnect Payments Mobile Top-Up Cash2Go Contactless Donation Omni channel International Payment Value Added Service Security Processing technology Contents 1. What is a chargeback? 3 2. Card present transactions 3 3. Manual imprint and signature 4 4. Mail, phone and online transactions 5 5. Dynamic Currency Conversion (DCC) transactions 7 6. Recurring transactions 8 7. Requesting a copy receipt 9 8. Refund credits 10 9. Unmatched account numbers 11 10. Goods or services not received 12 11. Authorisation procedures 13 12. Duplicate transactions 14 13. Cardholder disputes quality of goods or service 15 14. Frequently asked questions 16-19 15. Card association definitions 20 16. Reason codes 21-22 Contacts 23 2 | Your guide to reducing the hassle and cost of chargebacks 1. Introduction What is a chargeback? A chargeback is a transaction which is disputed by a cardholder or issuer. There are many reasons for chargebacks, but the most common are returned goods, cancelled services, quality disputes or processing errors and fraud. Chargebacks can be a costly part of accepting credit cards. However, the risk of a chargeback can be managed by making sure the customer is satisfied with their service and purchase, and that payment processes are followed correctly. Below you will find tips and best practice to reduce the hassle and cost of chargebacks. -
Token Management
Title Page Token Management Service Using the SCMP API Cybersource Contact Information For general information about our company, products, and services, go to http://www.cybersource.com. For sales questions about any Cybersource service, email [email protected] or call 650-432-7350 or 888- 330-2300 (toll free in the United States). For support information about any Cybersource service, visit the Support Center: http://www.cybersource.com/support Copyright © 2020. Cybersource Corporation. All rights reserved. Cybersource Corporation ("Cybersource") furnishes this document and the software described in this document under the applicable agreement between the reader of this document ("You") and Cybersource ("Agreement"). You may use this document and/or software only in accordance with the terms of the Agreement. Except as expressly set forth in the Agreement, the information contained in this document is subject to change without notice and therefore should not be interpreted in any way as a guarantee or warranty by Cybersource. Cybersource assumes no responsibility or liability for any errors that may appear in this document. The copyrighted software that accompanies this document is licensed to You for use only in strict accordance with the Agreement. You should read the Agreement carefully before using the software. Except as permitted by the Agreement, You may not reproduce any part of this document, store this document in a retrieval system, or transmit this document, in any form or by any means, electronic, mechanical, recording, or otherwise, without the prior written consent of Cybersource. Restricted Rights Legends For Government or defense agencies: Use, duplication, or disclosure by the Government or defense agencies is subject to restrictions as set forth the Rights in Technical Data and Computer Software clause at DFARS 252.227-7013 and in similar clauses in the FAR and NASA FAR Supplement. -
Between Evolution and Revolution
Navigating the payments matrix BetweenCharting aevolution course andamid revolution evolution and Payments to 2025 and Beyond revolution THE FUTURE OF FINANCIAL SERVICES PAYMENTS 2025 & BEYOND 2 | PwC Navigating the payments matrix Foreword Dear reader, The financial-services industry is in the midst of a We are therefore delighted that the first report we are significant transformation, accelerated by the COVID-19 launching in our 2025 & Beyond series focuses on the pandemic. And given the key role digitisation plays payments industry and the key themes that are influencing in the financial lives of more and more of the world’s it. How the industry responds to these trends will define population, electronic payments are at the epicentre of both how successful it is in the coming years and its this transformation. impact on society overall. Payments are increasingly becoming cashless, and We hope that you find these insights helpful and the industry’s role in fostering inclusion has become provocative. Please feel free to reach out to me and my a significant priority. Payments also are supporting colleagues with your comments and feedback. the development of digital economies and are driving innovation—all while functioning as a stable backbone for Sincerely, our economies. Peter C. Pollini Principal, PwC US [email protected] 3 | PwC Navigating the payments matrix Figure 1: Cashless transaction volume will more than double by 2030 Where are Number of cashless transactions in billions 61% we now? GROWTH Total 3,026 82% GROWTH Sending a text to pay for a bus ticket in 1,818 Turkey, using a QR code to buy groceries in China, or tapping a sales terminal with Total 1,882 a mobile phone in the US. -
Why Has Stored Value Not Caught On?
Why Has Stored Value Not Caught On? Sujit Chakravorti Emerging Issues Series Supervision and Regulation Department Federal Reserve Bank of Chicago May 2000 (S&R-2000-6) Why Has Stored Value Not Caught On? Sujit Chakravorti1 Emerging Payments Department Federal Reserve Bank of Chicago 230 S. LaSalle Street Chicago, IL 60604 [email protected] May 2000 Abstract Why have general-purpose stored-value cards been unsuccessful in penetrating the U.S. market? Three necessary conditions for a payment instrument to be successful are discussed: consumers and merchants need to be convinced of its advantages over existing payment alternatives for at least some types of transactions; payment providers must convince consumers and merchants simultaneously of its benefits to achieve critical mass; and assure them that adequate safety and security measures have been implemented. This article discusses the credit card industry’s success in meeting these necessary conditions and stored-value issuers’ failure to meet these conditions to date. Address any correspondence about this paper to Sujit Chakravorti, Federal Reserve Bank of Chicago, 230 South LaSalle Street, Chicago, Illinois 60604, telephone (312) 322-8473 or e-mail [email protected]. Requests for additional copies should be directed to the Public Information Center, Federal Reserve Bank of Chicago, P.O. Box 834, Chicago, Illinois 60690-0834, or telephone (312) 322-5111. The Emerging Issues Series Working Papers are located on the Federal Reserve Bank of Chicago's Web site at: http://www.chicagofed.org/publications/workingpapers/emergingissues.cfm 1I thank Jeff Gunther, Bob Moore, Ken Robinson, and Tom Siems for comments on earlier drafts. -
Elo Entuitive Touchmonitor User Guide
Elo Entuitive Touchmonitor User Guide For 15” and 17” CRT Rear Mount Touchmonitors Version 1.0 DOC# SW500127 P/N 008527 ET1545C Series Models ET1745C Series Models Elo TouchSystems, Inc. 1-800-ELOTOUCH www.elotouch.com Copyright © 2000 Elo TouchSystems Inc. All Rights Reserved. No part of this publication may be reproduced, transmitted, transcribed, stored in a retrieval system, or translated into any language or computer language, in any form or by any means, including, but not lim- ited to, electronic, magnetic, optical, chemical, manual, or otherwise without prior written permission of Elo TouchSystems. Disclaimer The information in this document is subject to change without notice. Elo TouchSystems makes no rep- resentations or warranties with respect to the contents hereof, and specifically disclaims any implied warranties of merchantability or fitness for a particular purpose. Elo TouchSystems reserves the right to revise this publication and to make changes from time to time in the content hereof without obligation of Elo TouchSystems to notify any person of such revisions or changes. Trademark Acknowledgments IntelliTouch, SecureTouch, AccuTouch, Entuitive, and MonitorMouse are trademarks of Elo TouchSys- tems, Inc. Other product names mentioned herein may be trademarks or registered trademarks of their respective companies. Elo TouchSystems claims no interest in trademarks other than its own. Elo Entuitive Touchmonitor CRT Desktop User Guide - iii iv-Elo Entuitive Touchmonitor CRT Desktop User Guide Contents Chapter 1. Introduction