[Dave Birch] The Revolution card seems to be gaining an amount of traction in the US:
Since being launched 9 months ago, the card has already garnered acceptant 150,000 merchants with plans to reach 1 million by the end of the year.
[From National ACH: Revolution Card Acceptance Rising]
Their essential tactic is, as we’ve discussed before, to provide a more merchant-friendly payment card scheme (although I still don’t really understand why merchants don’t just do this for themselves if payment cards, as they claim, are taking such a big chunk out of their profits) that is geared up for the reduced-interchange world of the future:
The main advantage to merchants is that accepting the card costs only 0.5% of each purchase amount, significantly less than the discount rates merchants pay to accept credit cards. In addition, the company recruits merchants as distribution partners and rewards them to provide an incentive to promote usage of the card. Merchants have the option of co-branding the card.
[From National ACH: Revolution Card Acceptance Rising]
Price and promotion are only part of the future reduced-interchange world, because one might hope that the kind of new technologies that we are always talking about here will provide platforms for new value-added services to benefit all of the stakeholders. Falling interchange might even stimulate some new developments:
This strategy is especially relevant if interchange gets cut. Merchants will be paying less, so there is an opportunity for the merchant’s acquirer to offer new value added services that are paid with a portion of the money freed up by lower merchant discount fees.
[From Aneace’s Blog: Are some banks already preparing for lower interchange fees?]
There’s a great deal of scope here, because the “narcotic” of interchange (to use Steve Mott’s provocative description) has meant that such value-added services (loyalty, coupons, rewards,, management, control, folio, groups and so on and so on) are still in their infancy. Retailers pay large amounts in interchange for (as they see it) very little.
He also notes that IKEA pays some €90 million annually and Tesco pays about €128 million in fees to the banks for processing credit and debit cards – that’s more than €210m p.a., between these two firms alone.
[From Retailers count the cost of interchange]
it therefore ought to be easy to co-opt retailers into using a deploying value-added services and charging them for the “something” of these services rather than the “nothing” of interchange.
Continue reading “The reduced interchange world”