PULSE Launches Revamped ATM & Debit Card Safety Awareness
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Set of Rules for AAU Credit Cards with Corporate Liability - Staff
Aalborg University Set of rules for AAU credit cards with corporate liability - staff Disclaimer This set of rules for AAU credit cards with corporate liability has been translated into English from the Danish language. However, the original Danish text shall be the governing text for all purposes and in any discrepancies. Finance and Accounts Department Translated into English 28 May 2014 Contents 1. Introduction ..................................................................................................................................................2 2. Who can obtain an AAU credit card with corporate liability? ......................................................................2 3. Application for a credit card with corporate liability ...................................................................................2 4. Personal data ................................................................................................................................................2 5. Receipt of credit card and PIN ......................................................................................................................3 6. Card holder's obligations ..............................................................................................................................3 7. User guide for holders of credit cards with corporate liability ....................................................................3 8. Settlement of e-transactions on credit cards with corporate liability ..........................................................4 -
Laser-Marked Document Showing a Colour-Shift Effect
(19) & (11) EP 2 174 797 A1 (12) EUROPEAN PATENT APPLICATION (43) Date of publication: (51) Int Cl.: 14.04.2010 Bulletin 2010/15 B42D 15/00 (2006.01) B42D 15/10 (2006.01) B41M 5/24 (2006.01) B41M 3/14 (2006.01) (21) Application number: 08017527.6 (22) Date of filing: 07.10.2008 (84) Designated Contracting States: • Klein, Sylke AT BE BG CH CY CZ DE DK EE ES FI FR GB GR 64380 Rossdorf (DE) HR HU IE IS IT LI LT LU LV MC MT NL NO PL PT • Montag, Heidemarie RO SE SI SK TR 64289 Darmstadt (DE) Designated Extension States: AL BA MK RS (74) Representative: Luderschmidt, Schüler & Partner Patentanwälte (71) Applicant: European Central Bank John-F.-Kennedy-Strasse 4 60311 Frankfurt am Main (DE) 65189 Wiesbaden (DE) (72) Inventors: • Arrieta, Antonio Jesús 60311 Frankfurt am Main (DE) (54) Laser-marked document showing a colour-shift effect (57) Document comprising a coating containing at the coated area with a pulsed laser beam at a rate of least one sort of effect pigments, wherein said document greater than 500 mm/s and a laser mark having a colour also comprises at least one laser mark having a high shift effect is obtained. contrast and a strong colour shift effect The authenticity of the document can be easily Said document is obtainable by a process, wherein, checked by visual inspection from different viewing an- a document comprising a coating containing at least one gles. sort of effectpigments which show differentcolours under different viewing angles is treated on at least a part of EP 2 174 797 A1 Printed by Jouve, 75001 PARIS (FR) EP 2 174 797 A1 Description BACKGROUND OF THE INVENTION 5 1. -
The Millennials Influence
RESEARCH 2016 THE MILLENNIAL INFLUENCE HOW MILLENNIALS OF THE USA WILL SHAPE TOMORROW’S PAYMENTS LANDSCAPE USA INTRODUCTION CONTENTS INTRODUCTION 3 This research into US millennials’ Millennials are coming of age – the I hope you find these insights and payments behavior is part of our long- oldest of them are hitting the peak of themes both interesting and useful WHAT ARE WE TALKING ABOUT? 4 standing commitment to play a leading their economic productivity and their and encourage you to continue the role in the discussion about the future of greatest purchasing power. Their choices, debate through our online hub OUR AIMS AND APPROACH 5 payments systems. their behaviors and their concerns are Vocalink CONNECT. MILLENNIALS AND THEIR TECH 6 set to profoundly shape developments Having been at the forefront of across every spectrum of business and SOCIAL MILLENNIALS 8 developments in our industry for 60 commerce, and nowhere more so than years, we see proprietary research and in how they access their money. Starting MILLENNIALS AND THEIR MONEY 10 market analysis as a fundamental part in the US, and moving to South East Asia of our offering. As providers of the and Europe, we are taking a close look CARA O’NIONS HOW MILLENNIALS LIKE TO PAY 12 infrastructure through which so much at what millennials are saying about how MARKETING AND CUSTOMER of business and personal commerce INSIGHT DIRECTOR THE MILLENNIAL INFLUENCE 14 they want to pay and what this means for is conducted, we are uniquely well- the next generation of payments. HOW MILLENNIALS LIKE TO BE PAID 16 placed to explore and offer insight on emerging trends and behaviors For us this has already been a MILLENNIALS AND MOBILE PAYMENTS 18 in the way people and organizations fascinating journey, and we’re only want to access and move their money. -
Whitten Laser Eye Financial Policy
Whitten Laser Eye Financial Policy Thank you for choosing Whitten Laser Eye as your healthcare provider. We are committed to providing you with quality and affordable healthcare. We realize that the cost of healthcare is a concern for our patients, and we are available to discuss our professional fees at any time. The following is a statement of our Financial Policy, which you must read, agree to and sign prior to treatment. Carefully review the information and please ask if you have any questions about our fees, policies or your responsibilities. PATIENTS WITH INSURANCE: Valid health insurance information must be provided to ensure appropriate reimbursement for your care. We ask that you present your insurance card at every visit. Patients are responsible for any pertinent deductibles, copayments, “non-covered” services resulting from the insurance claim processing. Knowing your insurance benefits is your responsibility. Please contact your insurance company with any questions you may have regarding your coverage. CO-PAYMENTS AND DEDUCTIBLES: Co-payments are due at the time services are rendered. This arrangement is part of your contract with your insurance company. Failure on our part to collect co-payments and deductibles from patients is a direct violation of our contract with the insurance provider. If you are unable to pay your copayment today, your appointment will be re-scheduled. MEDICARE PATIENTS: We will file to Medicare on your behalf, and with valid and effective secondary/tertiary coverage will also forward claims directly. Patients will be responsible for any resulting coinsurance and deductibles not covered by your additional (secondary/tertiary) insurance. -
Bitcoin: a Seemingly Rampant Elevator, Or Is Someone Pushing Its Buttons?
Södertörn University | Institution for Social Sciences Bachelor Thesis (15 hp) | Business Studies - Finance | Spring Semester 2014 Bitcoin: A Seemingly Rampant Elevator, or is Someone Pushing its Buttons? - A Case Study on Bitcoin’s Fluctuations in Price and Concept. Author: Oscar Wandery Supervisor: Maria Smolander Stockholm Södertörn University Business Studies Abstract This study looks at the price mechanism of the digital quasi-currency bitcoin. Through statistical analysis of secondary data a probable significant results regarding correlation and regression between price and different independent variables have been established. The final analysis is pointing towards network effects being a part of the determinants for the crypto-currency’s price. Complimentary to the quantitative study explained above, an implementation of hermeneutic analysis based on secondary theoretical sources, journalistic opinion and a professional qualified judgment has aided the author and study in conceptual understanding. This interpretation has semantic character, and takes a Socratic kickoff regarding the nature of bitcoin as a financial instrument. The analysis runs back and forth throughout the course of the study and finally intertwines with qualitative results in the discussion. It is the author’s impression that a significant dimorphism surrounds bitcoin, calling for a conceptual differentiation leading to practical rethinking. The study takes the shape of a case-study conducted over four months. The author’s location during the process of writing was Stockholm Sweden, but the gathered data is of transnational character. Keywords: Bitcoin, crypto-currency, money, digital money, price fluctuations, financial instruments, financial systems. 2 Stockholm Södertörn University Business Studies Sammanfattning Den här studien tittar på prismekanismen hos den digitala kvasi-valören bitcoin. -
AUTOMATED TELLER MACHINE (Athl) NETWORK EVOLUTION in AMERICAN RETAIL BANKING: WHAT DRIVES IT?
AUTOMATED TELLER MACHINE (AThl) NETWORK EVOLUTION IN AMERICAN RETAIL BANKING: WHAT DRIVES IT? Robert J. Kauffiiian Leollard N.Stern School of Busivless New 'r'osk Universit,y Re\\. %sk, Net.\' York 10003 Mary Beth Tlieisen J,eorr;~rd n'. Stcr~iSchool of B~~sincss New \'orl; University New York, NY 10006 C'e~~terfor Rcseai.clt 011 Irlfor~i~ntion Systclns lnfoornlation Systen~sI)epar%ment 1,eojrarcl K.Stelm Sclrool of' Busir~ess New York ITuiversity Working Paper Series STERN IS-91-2 Center for Digital Economy Research Stem School of Business Working Paper IS-91-02 Center for Digital Economy Research Stem School of Business IVorking Paper IS-91-02 AUTOMATED TELLER MACHINE (ATM) NETWORK EVOLUTION IN AMERICAN RETAIL BANKING: WHAT DRIVES IT? ABSTRACT The organization of automated teller machine (ATM) and electronic banking services in the United States has undergone significant structural changes in the past two or three years that raise questions about the long term prospects for the retail banking industry, the nature of network competition, ATM service pricing, and what role ATMs will play in the development of an interstate banking system. In this paper we investigate ways that banks use ATM services and membership in ATM networks as strategic marketing tools. We also examine how the changes in the size, number, and ownership of ATM networks (from banks or groups of banks to independent operators) have impacted the structure of ATM deployment in the retail banking industry. Finally, we consider how movement toward market saturation is changing how the public values electronic banking services, and what this means for bankers. -
Mastercard Frequently Asked Questions Platinum Class Credit Cards
Mastercard® Frequently Asked Questions Platinum Class Credit Cards How do I activate my Mastercard credit card? You can activate your card and select your Personal Identification Number (PIN) by calling 1-866-839-3492. For enhanced security, RBFCU credit cards are PIN-preferred and your PIN may be required to complete transactions at select merchants. After you activate your card, you can manage your account through your Online Banking account and/or the RBFCU Mobile app. You can: • View transactions • Enroll in paperless statements • Set up automatic payments • Request Balance Transfers and Cash Advances • Report a lost or stolen card • Dispute transactions Click here to learn more about managing your card online. How do I change my PIN? Over the phone by calling 1-866-297-3413. There may be situations when you are unable to set your PIN through the automated system. In this instance, please visit an RBFCU ATM to manually set your PIN. Can I use my card in my mobile wallet? Yes, our Mastercard credit cards are compatible with PayPal, Apple Pay®, Samsung Pay, FitbitPay™ and Garmin FitPay™. Click here for more information on mobile payments. You can also enroll in Mastercard Click to Pay which offers online, password-free checkout. You can learn more by clicking here. How do I add an authorized user? Please call our Member Service Center at 1-800-580-3300 to provide the necessary information in order to qualify an authorized user. All non-business Mastercard account authorized users must be members of the credit union. Click here to learn more about authorized users. -
2020 Annual Report Discover Card • $71 Billion in Loans a Leading • Leading Cash Rewards Program
2020 Annual Report Discover Card • $71 billion in loans A Leading • Leading cash rewards program Student Loans Digital Bank • $10 billion in student loans and Payments • Offered at more than 2,400 colleges Personal Loans • $7 billion in loans • Debt consolidation and major purchases Partner Home Loans • $2 billion in mortgages Discover is one of the largest digital banks in the United • Cash-out refinance and home loans States, offering a broad array of products, including credit cards, personal loans, student loans, deposit products Deposit Products and home loans. • $63 billion in direct-to-consumer deposits • Money market accounts, certificates The Discover brand is known for rewards, service and of deposit, savings accounts and checking value. Across all digital banking products, Discover seeks accounts to help customers meet their financial needs and achieve brighter financial futures. Discover Network Discover Global Network, the global payments brand of • $181 billion volume Discover Financial Services, strives to be the most flexible • 20+ network alliances and innovative payments partner in the United States and around the world. Our Network Partners business provides payment transaction processing and settlement services PULSE Debit Network on the Discover Network. PULSE is one of the nation’s • $212 billion volume leading ATM/debit networks, and Diners Club International is a global payments network with acceptance around Diners Club International the world. • $24 billion volume To my fellow shareholders, A year has passed since our world changed virtually overnight as we faced the greatest public health crisis in a century and the resulting economic contraction. We remain grateful to those on the front lines of this battle, including healthcare and emergency workers, and everyone who has taken personal risk to make sure the essential services of our society keep running. -
Curve - Let’S Get Started
WELCOME TO CURVE - LET’S GET STARTED Nobody wakes up thinking: “I’m looking forward to doing my expenses today”. It’s a boring, time-consuming job for everyone involved; hours wasted every month on data entry, chasing receipts and invoices, and manual reconciliation admin. Wouldn’t it be great if the job was a little smarter? With Curve, you can spend from any of your accounts using just one card, connected straight to Xero. Submit expenses automatically as you pay. Store receipts safely in the cloud. Track budgets on the go. This is expensing as it should be: effortless. Rated excellent on LIFE WITH CURVE + XERO No expense headaches Easier bookkeeping Smarter cashflow Curve: the card built with small businesses, freelancers, and entrepreneurs in mind. WHAT IS CURVE? With Curve, you can spend from anywhere from any of your bank accounts using just one smart Curve card, connected to an even smarter app. Curve works just like a normal bank card, and can be used anywhere in the world that accepts Mastercard. In addition, Curve cardholders collect Curve Rewards points whenever they spend at over 45 leading UK retailers, cut out foreign exchange fees on business trips, and can track their purchase history any time straight from the app. CONNECTING TO XERO WITH CURVE After getting set up with your You can find Xero inside the Tap “Connect to Xero” to new Curve card, securely Curve Connect tab. begin. add your existing debit and credit cards to the app. Log-in to your Xero account. Choose your company’s Get to know the basics. -
APPENDIX G-2.C Credit Card Defaults, Credit Card Profits, and Bankruptcy
APPENDIX G-2.c Credit Card Defaults, Credit Card Profits, and Bankruptcy (Prepared by Professor Lawrence M. Ausubel) Reprinted from The American Bankruptcy Law Journal, Vol. 71, Spring 1997, pp. 249-270. Copyright 1997 by Lawrence M. Ausubel. Credit Card Defaults, Credit Card Profits, and Bankruptcy by Lawrence M. Ausubel* Credit card defaults have become an increasingly conspicuous feature on the bankruptcy landscape. In 1996, bank credit card delinquencies exceeded 3.5 percent—the highest delinquency rate since 1973, when statistics were first collected.1 Bank credit card chargeoffs also veered upward to 4.5 percent per year, exceeding all but the levels recorded during the years 1991!1992.2 At the same time, personal bankruptcy filings reached a record high 290,111 in the quarter ending September 30, 1996—up thirty-one percent from the corresponding period one year earlier—and surpassed one million for the first year ever in 1996.3 Both credit card defaults and bankruptcies soared amid a generally healthy economy with relatively low unemployment4 and reasonable growth in gross domestic product.5 Wall Street analysts warned that the consumer balance sheet was heading toward a precipice which endangered the health of the banking system, if not the economic expansion generally.6 Bankruptcies and credit card debt have even achieved prominence in the national political debate. In the first 1996 presidential debate, Senator Robert Dole responded to his initial question on the economy by referring to the record bankruptcy rate: *Professor of Economics, University of Maryland at College Park. Copyright 1997. All rights reserved. This Article is based on a paper presented by the author at the Seventieth Annual Meeting of the National Conference of Bankruptcy Judges, San Diego, California, October 16-19, 1996. -
Emvco Security Evaluation Process V5.1 Page 2 / 38
EMV® Security Guidelines EMVCo Security Evaluation Process Version 5.1 June 2016 © 2016 EMVCo, LLC. All rights reserved. Reproduction, distribution and other use of this document is permitted only pursuant to the applicable agreement between the user and EMVCo found at www.emvco.com . EMV ® is a registered trademark or trademark of EMVCo, LLC in the United States and other countries. EMV Security Guidelines EMVCo Security Evaluation Process v5.1 Page 2 / 38 Legal Notice The EMV ® Specifications are provided “AS IS” without warranties of any kind, and EMVCo neither assumes nor accepts any liability for any errors or omissions contained in these Specifications. EMVCO DISCLAIMS ALL REPRESENTATIONS AND WARRANTIES, EXPRESS OR IMPLIED, INCLUDING WITHOUT LIMITATION IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, TITLE AND NON- INFRINGEMENT, AS TO THESE SPECIFICATIONS. EMVCo makes no representations or warranties with respect to intellectual property rights of any third parties in or in relation to the Specifications. EMVCo undertakes no responsibility to determine whether any implementation of the EMV Specifications may violate, infringe, or otherwise exercise the patent, copyright, trademark, trade secret, know-how, or other intellectual property rights of third parties, and thus any person who implements any part of the EMV Specifications should consult an intellectual property attorney before any such implementation. Without limiting the foregoing, the Specifications may provide for the use of public key encryption and other technology, which may be the subject matter of patents in several countries. Any party seeking to implement these Specifications is solely responsible for determining whether its activities require a license to any such technology, including for patents on public key encryption technology. -
PIN Distribution by SMS a SPA’S White Paper
PIN distribution by SMS A SPA’s White paper November 2012 shaping the future of payment technology Table of Contents 1. Executive summary ................................................................... 4 2. Introduction .............................................................................. 5 2.1. Context ................................................................................................. 5 2.2. Scope .................................................................................................... 5 2.3. Definitions ............................................................................................. 6 2.4. Growing PIN and mobile phone usage ................................................... 6 3. Benefits ..................................................................................... 8 3.1. Generates additional revenues .............................................................. 8 3.1.1. Initial PIN with new payment card ...................................................................... 8 3.1.2. PIN reminder ................................................................................................... 9 3.2. Reduces cost of traditional PIN mailer ................................................ 10 3.3. Improves customer convenience ......................................................... 10 3.4. Enables differentiation ........................................................................ 11 3.5. Mitigates risks of traditional PIN mailer .............................................