UX Report for Sezzle: Interviews

Total Page:16

File Type:pdf, Size:1020Kb

UX Report for Sezzle: Interviews UX Report for Sezzle: Interviews Team 16: 4U Authors: Alexa YoonSeon Yi, April Shin, Jesi Zhang, Sunny Kim March 1, 2019 Word count: 2487 Table of Contents Table of Contents 1 Executive Summary 2 Introduction 4 Methodology 5 Target Population Recruiting Method Interviewee Demographics Interview Instrument Analysis Method Findings & Recommendations 8 Key Findings 1 Recommendation 1 Key Findings 2 Recommendation 2 Key Findings 3 Recommendation 3 Key Findings 4 Recommendation 4 Discussion 12 ​ Conclusion 14 ​ Appendices 16 ​ Appendix A - User Interview Protocol 17 ​ Appendix B - Interview Transcriptions 20 ​ Appendix C - Personas 46 ​ Appendix D - Scenarios 49 1 Executive Summary This report aims to analyze and examine experience of buy-now pay-later (BNPL) payment method for the millennials, particularly for our client’s product, Sezzle. After the initial stakeholder meeting with the client, the scope of this research is focusing on analysis of omni-channel user experience of both the client’s and competitors’ BNPL products and conducting tailored competitive analysis of industry key players. In this report, our team addressed the challenge by conducting in-depth qualitative interviews with the target users. The method used was 6 in-depth interviews; one stakeholder interview and five user interviews. The general recruiting process of each interview started from screening and recruiting optimal interviewees; we particularly aimed to interview users who are 1) BNPL users, and 2) non-BNPL users. Based on interview processes, we found insightful findings and recommendation through numerous team discussion and interpretation sessions. This report documents our methodology, key findings, and final recommendations. Key findings and recommendation summary are as follows: The results of our analysis show these findings: 1. Users consider benefits, perks, convenience, and reliability when it comes to choosing their primary payment method. 2. Non-BNPL users do not like the feeling of having more payments to make overtime. They would rather prefer to pay the entire amount upfront or not purchase the product at all. 3. Non-BNPL users believe they would end up spending more money when using the BNPL method. 4. Purchase motivation depends on which merchant websites are partnering with what types of payment methods. 2 Based on the findings, we recommend Sezzle to consider these four areas: 1. Focus at least one of these considerations as users did not see great benefits of using Buy-Now-Pay-Later payment: benefit/perks, convenience, or reliability. 2. Diversify payment period options for users; current bi-weekly 4 payment installment plans would not satisfy various users’ needs. In this regard, add more options where users can choose the billing cycle catered to their personal finance situation. 3. Provide convenient ways for users to be in control of their budget and spending. 4. Be more specific when defining target population; millennials are too broad, and we found there are many different behavioral or motivational patterns among millennials. 3 Introduction Sezzle is an alternative payment platform that increases sales by providing interest-free installment plans at online stores. When consumers pay with Sezzle, their purchase is split into four interest-free installments. The customer must pay 25 percent of the purchase cost upfront to eliminate risk of fraud or non-payment. The remaining 75 percent is paid biweekly over the next six weeks. Currently, Sezzle is directly competing with global split payment products such as AfterPay, Quadpay, Affirm and Klarna as they try to capture the installment payment platform market. After the initial client meeting with stakeholders from Sezzle, we learned that Sezzle seeks to 1) provide seamless omnichannel experience and 2) improve usability of the ecosystem in order to provide a best-in-market experience for shoppers. In this stage of the project, we approach to the problems by understanding the target population through interviews. Thus, we aim to examine shopper flows of target population, the millennials from age 18 to 35, and delve into their shopping experience with different payment platforms. The following three key questions were developed to be answered over the course of the six interviews (one stakeholder and five potential users): 1. How do people at age 18-35 usually pay for stuff in general when purchasing products online? 2. How do people at age 18-35 think of buy-now pay-later payment? 3. What motivates people at age 18-35 to use buy-now pay-later payment? 4 Methodology To achieve our research goal of discovering how to motivate novice “install payment method” users to use Sezzle, we conducted 6 interviews, including one stakeholder interview and five user interviews. Target Population To understand payment and online shopping behavior and values of millennials, we recruited interviewees who are between 18-30 years old and regularly shop online. Additionally, to explore behaviors at different financial status and lifestyle, we recruited people who are both students and working full time. All interviewees have previous experience purchasing products online. They use credit card, debit card, and Paypal as their main method of payment. Recruiting Method The research team recruited participants within its members’ social groups, based on a collaborative effort to ensure a diversity of interviewees. While the team initially considered contacting interviewees in other ways, they found the most effective way to find interviewees that meet the criterias and ensured a group who shop online often and currently use various payment methods such as Paypal. Interviewee Demographics We chose five participants from our potential user list with different demographics, job title, and online shopping experience. The fundamental information of participants is listed in Table. 1. 5 Gender Nationality Title Age Description 1 Male American Architect 27 Credit card & Paypal user, Never used Sezzle 2 Male American Engineer 25 Credit card & Paypal user, Never used Sezzle 3 Male Korean Engineer 29 Credit card & Paypal user, Never used Sezzle 4 Female Chinese Architect 25 Credit card & Paypal user, Never used Sezzle 5 Female American Student 20 Credit card & Paypal user, Never used Sezzle Table. 1. Participants information Interview Instrument We created an interview protocol (Appendix A - User Interview Protocol) before conducting ​ ​ interviews. This helped us to clearly organize what questions to ask in what sequence. First, we wrote three overarching key questions for interviewers to clearly understand the goal of the interviews. Then, we asked warm-up questions to encourage participants to tell the story of their online shopping experience. We asked participants about their past online shopping experience and preference on different methods of payment. To end the interview, we expressed our gratitude for participating in the interviews. Analysis Method To organize findings and insights, we transcribed all interviews (Appendix B: Interview ​ Transcriptions). To obtain valuable information from the transcriptions, we each read through ​ the interview transcriptions and highlighted insights. 6 We conducted several team discussion sessions as a group to generate key insights and categorize those into higher-level groups to understand the overall perspective of non-users and to come up with recommendations. We created a set of personas and scenarios representing the target population in their diversity across online shopping experience, value, and preference. (Appendix C: Personas & ​ Appendix D: Scenarios) ​ 7 Findings & Recommendations Key Findings 1: When choosing primary online payment methods, users consider benefits, perks, convenience, and reliability the most. Non-users provided the feedbacks through the interviews that they did not see any great benefits of using buy-now pay-later payment. Interviewee X stated that her shopping preferences and frequency highly depend on the benefits that she will be getting, such as discount coupons or special rewards. She prefers to use credit card when making online purchases as she would like to build credits and receive cash back offers at the end of each month. Interviewee G stated that she would be willing to try installment payments only if the payment process provides her better experience such as shorter time required to make purchases. Interviewee G also mentioned that she rarely shops on the unknown websites, and further, is not willing to provide her bank account information to the platforms that she believes are not reliable. Recommendation 1: Focus at least one of these considerations as users did not see great benefits of using Buy-Now-Pay-Later payment: benefit/perks, convenience, or reliability. Also, make the overall process faster - especially when users are setting up the account. 1. Add benefits/perks such as an additional discount coupons, rewards or the possibility of building credits. 8 2. Improve the payment process with more conveniency such as initial account set-up (entering bank/card information). We suggest incorporating new technology such as QR code to help users experience faster payment process. Alipay can be a good reference. 3. Partner with well-known or reliable merchants, especially those who are popular among our target users. Key Findings 2: Non-users do not like the feeling of having more payments to make overtime. They prefer to pay the entire amount upfront or not purchase the product at all. Non-users believe that
Recommended publications
  • Wolfefintechforum DAY 1 AGENDA
    #WolfeFinTechForum DAY 1 AGENDA - TUESDAY, MARCH 9, 2021 Opening Remarks 7:50-8:00am ET Wolfe Research – Darrin Peller, Managing Director, Payments, Processors, and IT Services Shift4 Payments 8:00-8:35am ET Jared Isaacman - CEO Fiserv 8:40-9:15am ET Frank Bisignano – President & CEO JP Morgan Chase 9:20-9:55am ET Max Neukirchen – CEO of Merchant Services Mastercard 10:00-10:35am ET Sachin Mehra - CFO B2B Payments: Living Through an Inflection Billtrust – Mark Shifke, CFO Discover Financial Services 10:40-11:15am ET MineralTree – Chris Sands, CFO John Greene – EVP & CFO Repay Holdings Corporation – Jake Moore, EVP Corporate Development & Strategy Fidelity National Information Services 11:20-11:55am ET Gary Norcross – President & CEO Woody Woodall - CFO PayPal 12:00-12:40pm ET Dan Schulman - CEO 12:40-1:00pm ET BREAK Square 1:00-1:35pm ET Amrita Ahuja - CFO Jack Henry & Associates, Inc. 1:40-2:15pm ET David Foss – President & CEO Synchrony 2:20-2:55pm ET Brian Wenzel, Sr – EVP & CFO Paychex, Inc. 3:00-3:35pm ET Efrain Rivera – Sr. VP, CFO & Treasurer Walker & Dunlop 3:40-4:15pm ET Willy Walker - CEO Cross-Border B2B: Still So Hard to Reach 4:20-4:55pm ET Credorax - Benny Nachman, Founder & Chairman of the Board Tipalti Inc. - Sarah D. Spoja, CFO COMPANIES HOSTING 1X1s ONLY – MARCH 9 Cielo S/A - Daniel Henrique de Sousa Diniz, Head of IR Coro Global Inc - David Dorr, Co-Founder & Mark Goode, CEO Finix Payments - Emanuel Pleitez, Head of Business Development FleetCor Technologies - Jim Eglseder, SVP, IR Global Blue Far Peak Acquisition Corporation - Thomas Farley, Chairman & CEO of Far Peak Acquisition Corporation Houlihan Lokey, Inc.
    [Show full text]
  • Emerging Payments Trends
    E M E R G I N G T R E N D S I N P A Y M E N T S I N N O V A T I O N M A5Y 2 0 2 0 real-time product and consumer insight on all competitors and new entrants Contact us at: pi-360@thefuturistgroup. com SECURITY INNOVATION CONSUMERS WANT Map every security feature on the market and 2 0 % identify innovation that drives product engagement r i s e i n f r a u d by consumer segment (e.g., GenZ, Millennials, 1 S T Q U A R T E R O F 2 0 2 0 Subprime, Prime, etc.). Virtual card #'s, biometrics, dynamic cvv, monitoring, alerts, protection insurance, etc. Mastercard | Visa | Apple | C apital One | Discover | Oberthur + more NEW PATH TO PROFITABILITY See shifting consumer needs and opportunity for 3 0 % driving long-term, profitable usage. D R O P I N Preferred reward constructs (tiered vs. flat etc.) C R E D I T S P E N D SWOT vs. competitors and their products a P R I L 2 0 2 0 Consumer data & insight on every innovative benefit deployed in response to COVID All Banks + Amazon| Instacart | Netflix| Zoom | DoorDash| SoFi + more FUTURE OF CONTACTLESS 4 0 % Understand near-term and longer-term i n c r e a s e i n opportunity for contactless communication & c o n t a c t l e S S innovation. Consumer insight data on every form a P R I L 2 0 2 0 of contactless including card plastic, mobile app, wearables, biometric, and connected car All Banks + Tappy | Fitbit | Apple | Samsung | Biohax | Connected Cars + more RISE OF DEBIT CARD REWARDS 2 .
    [Show full text]
  • Global Payments 2020-30 a Quantium Shift in the Next Decade Australia's Challenge
    McLean Roche Consulting Group Global Payments 2020-30 A quantium shift in the next decade Australia’s challenge – to keep up 1 Submission To RBA Payments Boards – Future of Payments – January 2020 McLean Roche Consulting Group AUSTRALIA’S PAYMENT CHALLENGE Australian payments will see more change in the next 10 years than the last 40 years combined. Australia has an expensive US/Anglo legacy based retail payments system which will be challenge by new technology, new data uses, new players and the need to protect consumer rights and data. Consumer retail payments total $975.7 billion in 2019 and will reach $3.2 trillion by 2030. A faster rate of expansion will occur in SME and Corporate payments. Payments are a very high volume, low margin business with even the smallest changes in revenues or margins delivering significant changes in actual dollars. Regulators around the globe will be challenged by forces of change and this requires all regulators and politicians to be aware of the scale of change and ensure the regulatory frame work changes and evolves quickly. 4 MYTHS DOMINATE THE NARRATIVE 1. CASH WILL DISAPPEAR – many including regulators keep predicting the death of cash. While bank notes may disappear, various forms of cash now dominate retail payments in Australia combining to total 71% share. 2. CREDIT CARDS DOMINATE LENDING – consumer credit cards are in decline having peaked 8 years ago. All the leading indicators are falling – average balance, average spend, revolve rate and number of cards. Corporate and Commercial cards are the only growth story. 3. DIGITAL PAYMENTS ARE THE FUTURE – many payment products use the ‘digital’ tag for marketing ‘glint’ however the reality is all payment products using Visa, MasterCard, Amex or eftpos payment networks are not digital.
    [Show full text]
  • August M&A Newsletter
    Our August Report on M&A in the FinTech, Data and Analytics Industry 3 Keys To Successful Tech M&A: Our August Report On M&A Values And Trends In Fintech, Data, And Analytics 01 © Copyright Marlin & Associates Holding LLC 2021 Our August Report on M&A in the FinTech, Data and Analytics Industry 3 Keys To Successful Tech M&A: Our August Report On M&A Values And Trends In Fintech, Data, And Analytics Dear Clients and Friends: Our latest report on the M&A values among the 11 sectors of the FinTech, Data and Analytics world that we follow is HERE. In case you haven’t noticed, after a very brief COVID pause, tech M&A is hot again. According to Refinitiv, last year the value of worldwide M&A deals was around $634 billion. We exceed that in the first half of 2021 - and we’re still going strong. That’s good for us. Further, about a quarter of those deals are in our sweet spot: tech, data, and analytics. The drive for tech M&A should not be surprising. We live in a world in which companies must grow to survive. And growth requires vision, innovation, talented people, hard work and time. The demands on leaders can be exhausting. M&A can accelerate tech product and geographic expansion, facilitate gains in market share and improve profitability. But success is not automatic. According to a recent Harvard Business Review report, 70% - 90% of M&A transactions fail to deliver on forecast results. That’s a lot. It’s not for lack of trying.
    [Show full text]
  • View Final Mid-Year Conference Attendee List
    MAG 2021 Mid-Year Conference Registraton Roster Sponsored by This list is not to be distributed or reproduced outside the MAG. Registrations as of 2/23/2021 COMPANY FIRST NAME LAST NAME TITLE [24]7.ai Ian Bain VP Corporate Communications [24]7.ai Michelle Gregory Senior Vice President of Data Science [24]7.ai Lisa Matherly VP, Marketing [24]7.ai Renee Ramsarran Marketing Manager [24]7.ai Matt Sato CIO [24]7.ai John Wanamaker Chief Revenue Officer 14 West/The Agora Companies Elizabeth Cammack Assistant Manager 14 West/The Agora Companies Nicole Deludos Sr. Manager, Global Payments 14 West/The Agora Companies Sam Hintz Senior Fraud Specialist 14 West/The Agora Companies Brendan Smith Payments Support Specialist 7-Eleven, Inc. Peter Jessiman Payment Acceptance & ATM Manager 7-Eleven, Inc. Josephine Mbanga-Hakata IT Project Manager 7-Eleven, Inc. Michael Silver Digital Payments - Credit Card Fraud Data Analyst 7-Eleven, Inc. Josephine Sitole Senior Manager, Accounting 7-Eleven, Inc. Veena Vadvadgi Sr Manager 7-Eleven, Inc. Anahi Wray Senior Category Manager Aaron's, LLC Bill Harrison Director Treasury Management Aaron's, LLC Max Ivanov Product Manager Aaron's, LLC Ashley Lee Manager of Software Engineering Aaron's, LLC Paul Raymond Product Manager Accel and STAR Networks David Munno Vice President, Business Development ACI Worldwide Dan Coates Solution Evangelist - Omni-Commerce ACI Worldwide Bryan Croteau Director, Merchant Solutions ACI Worldwide Russ Green Sr. New Business Developer ACI Worldwide James Harrison Sales Development ACI Worldwide Brad Kireta Sr. New Business Developer ACI Worldwide Tommy McDeermond Sr. New Business Developer ACI Worldwide Mike Pitura Sr.
    [Show full text]
  • Top 150 Merchant Acquirers Worldwide Companies from 45 Countries Generated 342.2 Billion Purchase Transactions
    ISSUE 1183 SEPTEMBER 2020 ARTICLES IN THIS ISSUE p5 Top 150 Merchant Acquirers p12 Acquiring-as-a-Service Worldwide Platform from FSS p7 Top 100 U.S. Mastercard and p13 Point of Sale Terminal Visa Issuers at Midyear Manufacturers — Part 2 p10 Buy Now, Pay Later Funding p14 Top General Purpose Deals in 2020 Credit Card Issuers in the United States at Midyear p11 PayNearMe Payment Processing TRANSACTIONS (BIL.) IN 2019 Top 150 Merchant Acquirers Worldwide Companies from 45 countries generated 342.2 billion purchase transactions. The six companies listed below accounted for 41% or 141.8 billion of those transactions. Read full article on page 5 FIS (WORLDPAY) 36.72 JPMORGAN CHASE 29.41 SBERBANK 20.61 FISERV 20.36 (FIRST DATA) BANK OF 18.56 AMERICA 16.19 GLOBAL PAYMENTS FOR 50 YEARS, THE LEADING PUBLICATION COVERING PAYMENT SYSTEMS WORLDWIDE CONTENTS COVER STORY Top 150 Merchant Acquirers Outstandings for the top 10 Worldwide Acquirers headquartered in 45 countries included 32 in the U.S. issuers of Mastercard and U.S., 10 in Turkey, 7 in France, Russia, and Iran, and 5 in Brazil Visa credit cards totaled and Japan. p5 $569 bil. as of June 30, 2020, down 9.8% from June 30, 2019 Top 100 U.S. Issuers of Visa and Mastercard Credit Cards at Midyear Rankings are based on outstandings as of June 30, 2020 and on purchase volume for January 1 through June 30, 2020. Acquiring-as-a-Service Platform p7 from FSS Embark is a cloud-based managed service accessed through a single connection and integration.
    [Show full text]
  • Payments Insights. Opinions. Volume 21
    Venture capital transaction overview Q3 2020 02 #payments VC tracker Venture capital Date Volume Funding Target Market Round Investor(s) Segment Description announced (US$m) (US$m) 1 01–07–20 Curv United States A 23.00 29.50 Commerz Ventures Alternative Develops a cloud-based wallet for payment storing and protecting digital assets. systems 2 01–07–20 Point Up Inc. United States A 10.5 12.70 Valar Ventures Issuing Provides card issuing and digital lending services for consumers. 3 01–07–20 Weifang Smart China B 2.84 2.84 Payment Designs and manufactures payment Yoke Network Mainland acceptance processing equipment for oil Technology Co., devices + stations. Ltd. Software 4 01–07–20 Creator Cash United Seed 4.00 4.00 Artis Capital Other Offers a suite of financial services, States Management, such as savings accounts, debit cards, L.P. and more to social media creators. 5 05–07–20 Spotii DMCC United Arab Seed – – Daman Alternative Develops a payment platform that Emirates Investments payment enables customers to make online PSC systems purchases and make payment in four equal installments. 6 06–07–20 Pair Finance Germany Venture 2.26 7.57 Other Provides digital debt collection services. 7 06–07–20 PAYFAZZ Indonesia B 53.00 127.10 B Capital Group, Alternative Owns and operates an online Insignia Ventures payment payment wallet. Partners systems 8 07–07–20 Thyngs United N/D 0.20 1.30 Payment Develops contactless payment Kingdom acceptance technology that connects buyers, devices + sellers, and brands. Software 9 07–07–20 Verestro Poland N/D – 1.00 Mastercard Alternative Offers payment solutions, which (formerly Upaid) payment includes digital wallet, NFC systems contactless payments, P2P transfers, QR payment, card management, and payment services.
    [Show full text]
  • UX Report for Sezzle: Competitive Analysis
    UX Report for Sezzle: Competitive Analysis Team 16: 4U Authors: Alexa YoonSeon Yi, April Shin, Jesi Zhang, Sunny Kim March 12, 2019 Word count: 2975 Table of Contents Table of Contents 1 Executive Summary 2 Introduction 2 Methodology 3 Direct Competitors Partial Competitors Parallel Competitors Indirect Competitors Findings 6 Direct Comparison: Klarna, Afterpay, Quadpay Partial Comparison: Bread, Affirm, Zip-pay Parallel: Samsung Pay, Apple Pay Parallel: Alipay Indirect: Credit/Debit Cards Recommendations 9 ​ Discussion 12 Conclusion 12 ​ Appendices 13 ​ Appendix A - Competitive Matrix ​ Appendix B - Functionality Comparison Chart ​ Appendix C - Account Setup - Afterpay ​ Appendix D - Account Setup - QuadPay ​ Appendix E - Initial Account Setup - Klarna Appendix F - Future Payment Tracking - Klarna, Quadpay, Afterpay Appendix G - Apple Pay Wallet — Walgreen and Salads Up 1 Executive Summary This report focuses on the methods used to evaluate the competitors of Sezzle, as well as our findings and recommendations. In order to properly evaluate the competitors, we grouped them by functional similarities and placed them into four categories: direct competitors, partial competitors, parallel comparisons, and indirect competitors. By having all competitors in each category, we developed 19 criterias by which to evaluate these services based on values found in our user research. We drew a table that clearly compares the functionality of competitors and Sezzle. Based on our findings, we further developed a competitive matrix to better understand the core differences between Sezzle and the competitors, and ultimately found the opportunity areas including key findings and recommendations. We found that each competitor has experienced growth in their businesses by focusing on the target population and strategically partnering with merchants according to core needs of target users.
    [Show full text]
  • Visa Account Updater Merchant List
    Visa Account Updater Merchant List The Visa Account Updater (VAU) Merchant List includes all merchants enrolled as of June 30, 2020. It is consolidated in an attempt to relay the most relevant and meaningful merchant name as merchants enroll at differing levels: by subsidiary, franchise, or parent organization. Visa recommends that issuers and merchants not use this list in marketing efforts for VAU because: 1. We do not have 100% penetration on all sides. 2. We cannot guarantee that the information exchange between the financial institution and merchant will occur in time for the cardholder’s next billing. 3. Some merchants on this list may have only certain divisions or geographic regions participating. Therefore, we do not want to create an expectation that the service will address all account update issues for all merchants listed. Visa Confidential: This document contains Visa's proprietary information for use by Visa issuers, acquirers, merchants and their processors solely in support of Visa card programs. Disclosure to third parties or any other use is prohibited without prior written permission of Visa Inc. Merchant Name Region A Buckley Landscaping Inc. North America A Cleaner World 106 – 3481 Robinhood Rd, Winston-Salem North America A Cleaner World 107 – 1009 2Nd St Ne, Hickory North America A Cleaner World 108 – 130 New Market Blvd, Boone North America A Cleaner World 127 – 679 Brandon Ave, Roanoke North America A Cleaner World 127 – 679 Brandon Avenue, Roanoke North America A Cleaner World 128 – 3806 Challenger Ave, Roanoke
    [Show full text]
  • PYMNTS Connected Economy Ebook
    WHAT’S NEXT IN PAYMENTS: CONNECTED 46 TOP PAYMENT EXECUTIVES JUNE 2021 WHAT’S NEXT IN PAYMENTS: CONNECTED TABLE OF CONTENTS 08 a&o Hotels and Hostels 66 FIS 122 Mars 188 Pollinate International Oliver Winter, CEO Bruce Lowthers, President, Jason Thomstatter, Herman Spruit, CEO Banking and Merchant Solutions Head of Digital Commerce 12 Airbnb 194 QED Investments Sam Shrauger, Global Head of Payments, 70 Flourish 128 Mastercard Mike Packer, Partner Chairman and CEO Airbnb Payments Emmalyn Shaw, Managing Partner Ron Shultz, EVP 198 Sesame Care 18 AT&T 76 Forward 132 NCR David Goldhill, Founder and CEO Jason Inskeep, Director of 5G Center Robert Sebastian, Co-founder Doug Brown, SVP and GM, Digital Banking of Excellence 204 Sezzle 82 HomeLight 138 Neruo-ID Charlie Youakim, CEO 22 Brighterion Drew Uher, Founder and CEO Jack Alton, CEO Sudhir Jha, SVP and Head 210 Shake Shack 86 i2c 144 New Enterprise Associates Steph So, Head of Digital Experience 28 Car IQ Jim McCarthy, President Liza Landsman, General Partner Sterling Pratz, CEO 216 Soul Machines 92 Ingo Money 150 Northwestern Mutual Greg Cross, Co-founder and CEO 34 CellPoint Drew Edwards, CEO Souheil Badran, EVP and COO Kristian Gjerding, CEO 222 Stand Up NY 96 Johnson & Johnson 154 NuORDER Dani Zoldan, Owner 38 Chipotle Sarfraz Nawaz, Head of Digital Transformation, Heath Wells, Co-founder and Co-CEO Scott Boatwright, Chief Restaurant Officer Supply Chain 228 sticky.io 160 OppFi Brian Bogosian, CEO 44 Circle 102 Joor Jared Kaplan, CEO Jeremy Allaire, CEO Kristin Savilia, CEO 232 The Yes 164 Paidy Julie Bornstein, CEO 50 Dick’s Sporting Goods 106 JPMC Russell Cummer, J.P.
    [Show full text]
  • Payments. Insights. Opinions
    #payments insights. opinions. Is going cashless inevitable? How the world’s financial leaders see the end of cash And how will the disappearance of notes and coins change our With digital payments increasing their share of the global payments mix by about 10% each year, the topic was the subject of much discussion — and debate — at this lives beyond how we pay for year’s Sibos conference, held in London in September. EY polled Sibos attendees, things? We asked the world’s who included financial leaders, technology specialists and regulators, to get a deeper banking and regulatory leaders sense of the issues behind the transition to cashless. What are the biggest benefits for their insights. to a digital economy — and the greatest barriers to its adoption? And critically, as the potential disappearance of physical currency looms, how can we ensure that this fundamental change is undertaken safely and fairly, while delivering the greatest economic and societal benefit? Continued on page 3 Volume 25 03 How the world’s financial leaders see the end of cash Is going cashless inevitable? And how will the disappearance of notes and coins change our lives beyond how we pay for things? We asked the world’s banking and regulatory leaders for their insights. 05 Riding the waves of the European merchant acquiring consolidation As three waves of M&A activity continue to reshape the European payments market, how should players respond? New evidence from EY’s extensive payments database helps track trends in consolidation and explore the way forward. Editorial Welcome to the last issue of #payments for 2019 — a year that has seen huge change within our dynamic sector.
    [Show full text]
  • Afterpay (ASX: APT) an Investment Case Study by Hayden Capital November 2020
    Afterpay (ASX: APT) An Investment Case Study By Hayden Capital November 2020 Hayden Capital 1345 Avenue of the Americas, 33rd Floor New York, NY. 10105 Office: (646) 883-8805 Mobile: (513) 304-3313 Email: [email protected] Disclaimer These materials shall not constitute an offer to sell or the solicitation of an offer to buy any securities, or interests in any fund or account managed by Hayden Capital LLC (“Hayden Capital”) or any of its affiliates. Such an offer to sell or solicitation of an offer to buy will only be made pursuant to definitive subscription documents between a fund and an investor. Hayden Capital may have positions in any securities mentioned in this report. Following publication of the report, Hayden Capital may transact in the securities of the company covered herein, including selling or buying the securities. All content in this publication represents the opinions of Hayden Capital. Hayden Capital has obtained all information referenced from sources they believe to be accurate and reliable. However, such information is presented “as is,” without warranty of any kind – whether express or implied. Hayden Capital makes no representation, express or implied, as to the accuracy, timeliness, or completeness of any such information or with regard to the results obtained from its use. All expressions of opinion are subject to change without notice, and Hayden Capital does not undertake to update or supplement this report or any information contained herein. This report is not a recommendation to purchase the securities of any company. The fees and expenses charged in connection with the investment may be higher than the fees and expenses of other investment alternatives and may offset profits.
    [Show full text]