4 Key Clues To The Future Of Facebook’s Libra

It’s been a little over two weeks since we all got our first look at Libra and Calibra. No doubt there will be countless news stories to come, and opinions on why it will or will not fly. Here are the things I will be watching for over the coming months, things that I think provide a useful framework for understanding how Libra and Calibra’s future takes shape:

How many of the 28 Founding Association Members will pony up $10 million to remain members.

A point of enormous confusion in the press is what the 27 non-Facebook companies have agreed to do at this point. That agreement, as outlined in a Letter of Intent, is to show up at meetings to help shape Libra’s governance, charter and mission. That’s it. No money exchanges hands until those meetings have happened and everyone agrees to what “it” is. Among other things, that will depend on what it means to be an Association Member.

Whether being an Association Member requires an agreement to validate and process transactions on the Libra network.

The Facebook Libra whitepaper states that Association Members must agree to operate as validators on the network. For many regulated, compliant global players like Visa, Mastercard and PayPal, that could come as a big ask, particularly since it means saying yes to processing transactions that use the Libra cryptocurrency.

Given the regulators’ antipathy toward cryptocurrency, that could be problematic. Things could change if regulators give Libra the green light, but the light right now seems firmly stuck on red.

What isn’t helping – and I am sure that Facebook has had this same thought – is bitcoin’s surge post-Libra’s launch. If I were Facebook, I’m not sure I’d be thrilled to be positioned as the catalyst for bringing bitcoin and all of its big-time baggage back from the depths of demise. I’m not sure that many of the current players who’ve agreed to take a seat at the table like that much either.  For sure, it just muddies the context with which regulators may look at Libra.

So, the big development to watch here is whether there will be tiers of membership that allow members to listen, observe and vote if they don’t want to participate as part of the network from a processing standpoint. To most of these players, ten million bucks is chump change, and worth the investment in keeping close tabs on what’s going on.

Who the other 72 Association Founding Members will be.

Facebook has stated they will remain actively involved with Libra throughout the remainder of 2019 in order to recruit other Association Founding Members. The goal is to hit 100 – and their $1 billion threshold for funding Libra and creating a reserve for the Libra currency. (Ten million dollars times 100 members equals $1 billion.)

In theory, as I mentioned in my initial piece, creating an Association to govern Libra isn’t a nutty idea – it is the same structure and governance the card networks used to start and ignite their global networks.

But there are two big differences.

Visa and Mastercard didn’t, as part of the ask, require banks to do business using a fake currency. Further, all of the members had similar interests, operating principles, regulatory constructs and shared goals.

The only way Libra has a shot at becoming anything close to a global payments network is to make sure its membership checks that box, too, so the governance reflects the input of like-minded players. That seems like it could represent a massive challenge today, given that the network and the currency are comingled – and one can’t exist without the other.

If regulators can’t see past the red light of crypto, and membership requires transacting on the Facebook network, that is likely to keep global banks out. It will, however, attract the zillions of crypto enthusiasts and crypto payments gateways who now view Libra as a path to their own legitimacy. Having a disproportionate number of those folks at the table increases the risk that the Association and Libra will evolve into a rogue set of alt payments rails run by people who have been waiting a decade for this big break.  That would not be a good development for Libra.

Whether Libra can get past all of this in a relevant time frame.

For Libra to ignite, everything has to change, and for everyone: regulators, networks, banks, merchants, acquirers, consumers, businesses, governments. And in every single country on the planet. And all at once. I can’t think of anything that has ever tried to do this and succeeded, in a time frame that is relevant to anyone. Particularly when the only way to launch a new currency is to have central banks say yes and governments mandate its use.

Today, that is a material concern for Facebook and Libra. Time is an important currency, and given the pace of technology and the global scale that payments already enjoys, it poses more of a threat to Facebook than Libra does to those it hopes to serve, and disrupt.

Consumers and merchants have many other options and will continue to deepen those relationships. Banks and networks have their own traction, operating at scale globally, and with a focus on financial inclusion, in a compliant and regulated way, and without Facebook’s reputational and regulatory baggage. Regulators today have zero incentive to rush their decision about regulating crypto, not just Facebook’s Libra. And given their current attitude toward Facebook, they have no real incentive to cut the social network much of a break.

Time is an important currency for investors who, two years ago, were already impatient for Messenger’s monetization strategy, and were then told to be patient. For Libra and Calibra, their monetization strategy involves a potentially decades-long wait, laced with the uncertainty and expense of getting both off the ground and at scale. It’s hard to understand why, with Facebook’s many other issues, they decided on a payments monetization strategy that comes with so much controversy, so much complexity and has little chance of success when other viable options were available to them.

It’s more likely that Libra and Calibra will become Messenger’s monetization strategy, but for Facebook and about Facebook. The 2020 version of Facebook Credits, but using the magic elixir of blockchain crypto rails instead inside of their own ecosystem.

Even without an ignition strategy, that will likely end the very same way.

How Real-Time Payments Are Changing Businesses Pay Out Tips

From making restaurant reservations to ordering meals, a growing share of U.S. consumers are using smartphones as part of their dining experiences. In turn, restaurants are fast embracing mobile payments as they look to deliver on the speed and convenience their customers have come to expect.

As restaurants and QSR chains upgrade their payment systems to accept mobile and other forms of digital payments, they are also adopting instant payments for wages and tips paid to their workers.

Tips and gratuities are vital to the approximately 2.5 million Americans working as restaurant servers. Most of these workers earn the bulk of their money in cash-based tips, which is becoming a problem as consumers increasingly go digital.

Restaurants are looking to solve this problem by embracing tools that not only allow consumers to use their phones to pay, but also tip their servers.

Instant Tipping in Restaurants and Beyond

Instant tip payouts are beneficial for restaurants, servers and diners alike. Restaurants equipped with the necessary tools can disburse real-time payments to staff, eliminating delays and the need to divvy up cash at the end of a shift. California-based startup Kickfin alerts servers when they receive money with text or email notifications, and wages are instantly pushed to whatever account a server chooses, including debit, credit or prepaid cards, as well as online wallets.

In the U.S., delivery apps like DoorDash and Postmates have looked to meet this need by providing digital tipping options on their apps, which suggest a 15 percent gratuity for orders. Ridesharing apps like Uber and Lyft have similar offerings. Tipping methods such as these are becoming more important to customers who are often unable to tip at restaurants when paying with cards or mobile.

Some restaurants in the U.K. are looking to provide better tipping experiences with apps like Gratuu. The mobile tipping app, which launched in 2014, enables users to tip individual servers or deposit money into a virtual tip jar by scanning a QR code or typing in a unique digital identification number. Gratuu currently charges a 3.5 percent fixed rate for every transaction. The company has seen use outside of restaurants by businesses such as hair salons, where consumers can often pay for haircuts digitally but must remember to carry cash to tip their stylists.

Many startups have noticed the demand for such services, as restaurants and salons are among many other businesses in which workers rely on tips. One such platform is mobile tipping app BRAVO, which allows users to search for and tip service workers from a variety of industries listed on the app. Transactions can be made without either party having to exchange personal information. One downfall is that the app takes a 2 percent fee for all transactions and tips made on its platform.

These apps, as well as more ubiquitous services like Venmo, are aiming to change how consumers approach paying and tipping. They provide services that cater to today’s digital consumers while also making it easy for service workers to receive payouts for their work.

Tipping and the Future of Payments

Consumers worldwide are using digital payments so frequently that withdrawing cash can almost be considered a chore. Workers who rely on tips are going to start expecting to receive their tips and wages in the same ways that consumers pay. Restaurants and other businesses in the service industry that want to remain competitive will need to follow consumer demand and innovate their payment experiences.

July 4 – O’Charley’s Special

July 4 means fireworks, great food and fun times with friends and family, and O’Charley’s is making the food part even easier with two deals available July 4-7:

  • O’Charley’s Famous Chicken Tenders Family Dinner – 20 tenders, eight sides and three dipping sauces for only $25
  • Baby Back Ribs Picnic Pack – Four portions of tender ribs (BBQ or Nashville Hot), four sides and one whole pie for $40

O’Charley’s—known for its FREE Pie Wednesday—has also brought back its tender, flaky double-crust Peach Pie filled with sun-ripened freestone peaches for a limited time this summer. Guests can take a whole pie home to share (or not, we won’t judge) for $14.99. Apple pies are also available. (After all, what’s more American than apple pie?)

Uber Eats invades restaurants with Dine-In option

Tired of cleaning up after take-out or getting hangry waiting at your table in restaurants? Well Uber Eats is barging into the dine-in business. A new option in some cities lets you order your food ahead of time, go to the restaurant, then sit down inside to eat, a tipster from competing dine-in app Allset tells us. We tested it, and Uber Eats Dine-In even waives the standard Uber delivery and service fees.

Adding Dine-In lets Uber Eats insert itself into more food transactions, expand to restaurants that care about presentation and don’t do delivery and avoid paying drivers while earning low-overhead revenue. Uber’s Dine-In option is now available in some cities, including Austin, Dallas, Phoenix and San Diego, where it could save diners time and fees while helping restaurants fill empty tables and waiters earn tips. But it also could coerce more restaurants to play ball with Uber Eats if their competitors do, eating into their margins.

UberEats Dine In Option
Sample View

Uber confirmed the existence of the Dine-In option, telling me, “We’re always thinking about new ways to enhance the Eats experience.” They also verified there are no delivery or service fees, and restaurants get 100% of tips left in-app by users. However, we found some items were silently marked up from restaurants’ listed prices in both Uber Eats Delivery and Dine-In options, which could help it make some money directly from these purchases. We also discovered this buried Uber Help Center FAQ with more details.

Uber has been rapidly experimenting with Uber Eats, trying discounted specials, Uber Eats Pool, where you pay less for slower delivery, and $9.99 unlimited delivery subscriptions. It’s steadily becoming an omnivore.

How Uber Dine-In Works

Dine-in appears next to the Delivery and Pick-Up options across the top of the Uber Eats app in select cities. You order from the menu and can choose to go eat “ASAP” or in some cases schedule when you want to arrive and sit down. You’ll be shown how long the food will take to prep, distance to the restaurant, your price and the restaurant’s rating. You’ll then be notified as the order is prepared and approaches readiness. Then you just deliver yourself to the restaurant and the food is ready to be served as soon as you sit down. You can add a tip in-app or on the table.

Uber Eats should obviously make it easy for you to hail an Uber with the restaurant as the pre-set destination. An Uber spokesperson called that a good idea but not something it’s doing yet. Back in 2016, Uber tried a merchant-sponsored rides option where you’d get a rebate on your travel if you spent money at a given store. You could imagine restaurants that want to show off their ambiance giving customers some money back if they come across town to eat there.

Uber Dine In

The new feature could spell trouble for other dine-in apps like Allset that’s been in the business for four years. Users might also opt for Uber Eats Dine-In over restaurant reservation apps like OpenTable and Resy. Why waste time waiting to order and for your food to be cooked when you could just show up as it comes out of the oven?

“I think that more delivery players will be tapping into dine-in space. It’s all about convenience and time saving. But it’s going to be very difficult for them, given their focus on delivery,” Allset CEO Stas Matviyenko said of Uber becoming a competitor. He believes dedicated apps for different modes of dining will succeed. But Uber Eats’ ubiquity and its one-stop-shop model for all your dining needs could make it stickier than a dine-in only app you use less frequently.

UberEatsheader

With Dine-In, Uber could aid restaurants that are empty at the start or end of their open hours. Last year we reported that Uber Eats was giving restaurants prominence in a Featured section of the app to drive up demand if they offered discounts to customers. Similarly, Uber could let restaurants entice more Dine-In customers, especially when foot-traffic was slow, by providing discounts on food or subsidized Uber transportation. Better to knock a dollar or two off an entree if it means filling the restaurant at 5:30 or 9:30 pm.

And now that Uber Eats does delivery, take-out and dine-in, it’d make perfect sense to offer traditional restaurant reservations through the app as well. That would pit it directly against OpenTable,  Resy and Yelp. Instead of trying to own a single use case that might only appeal to certain demographics in certain situations, Uber Eats’ strategy is crystallizing: be the app you open whenever you’re hungry.

Google Integrates Food Ordering Into Search, Maps

Google users can now place restaurant orders right from Google Maps, Google Assistant or Google Search. The function taps into partnerships with delivery companies, and consumers can order without downloading another mobile app, The Verge reported.

The function operates in Google Maps and Google Search through an “Order Online” button that shows up when consumers look for a supported restaurant. They can then choose delivery or pickup, and select the service through which they want to place their orders. For restaurants that support the feature, the orders are completed via Google and Google Pay.

Through Android and iOS phones with the implementation of Google Assistant, consumers can ask Google to order food from a restaurant prior to choosing a delivery service and making their actual selections. They can also ask the voice assistant to repeat a prior order. The service reportedly supports five delivery services at rollout.

This latest feature is one of many that the technology company has brought to its lineup of services and apps. In other recent Google news, the tech company announced in May new technology called Google Duplex, for carrying out tasks over the phone using natural conversations. In a blog post, two company officials said the artificial intelligence technology will enable users to conduct tasks such as booking appointments without needing to adapt to the machine.

Yaniv Leviathan, a principal engineer, and Yossi Matias, vice president of engineering, wrote at the time in the post, “Businesses that rely on appointment bookings supported by Duplex, and are not yet powered by online systems, can benefit from Duplex by allowing customers to book through the Google Assistant without having to change any day-to-day practices or train employees.”

Grubhub Said To Buy Thousands Of Restaurant Domains To Boost Traffic

GrubHub is reportedly buying up restaurant web domain names. According to NewFoodEconomy.org, “GrubHub has registered more than 23,000 web domains. Its subsidiary, Seamless, has registered thousands.”

The report quoted a restaurant owner who said she “believes GrubHub purchased her restaurant’s web domain to prevent her from building her own online presence. She also believes the company may have had a special interest in owning her name because she processes a high volume of orders.”

GrubHub denied that it engaged in what it called “cybersquatting.” It also said that “as a service to our restaurants, we have created micro-sites for them as another source of orders and to increase their online brand presence. Additionally, we have registered domains on their behalf, consistent with our restaurant contracts. We no longer provide that service and it has always been our practice to transfer the domain to the restaurant as soon as they request it.”

Earlier this year, GrubHub confirmed plans to continue investing money in the company in an effort to stand out from the crowded food delivery market. Upbeat comments came a couple of weeks after shares tanked as much as 8 percent when Key Banc Capital Markets raised concerns about GrubHub’s ability to keep up with the competition from the likes of UberEats and DoorDash. At the time, analysts at the Wall Street firm contended that “diner retention, initial diner spend and peak diner spend all appear to be deteriorating” at GrubHub.

The Colonel gets a little ‘catty’

On the heels of the debut of its Cheetos Sandwich, KFC has nabbed the cat that has become synonymous with the crunchy orange corn puffs, Chester Cheetah, as its latest celebrity colonel. 

Yesterday, the animated orange cheetah hosted a pop-up event in New York City to kick off his colonel-dom, giving guests a crunch of the new sandwich, along with other related items, a news release said. The brand icon — nearly as famous as Col. Harland Sanders himself — is taking over KFC’s social channels, along with the nation’s TV screens, when ad spots begin June 30 and run until the end of July as part of a co-branding partnership between the chicken and Cheetos purveyors. 

“The combination of these two finger lickin’ good favorites — our famous fried chicken and Cheetos — was a no brainer,” KFC U.S. CMO Andrea Zahumensky, said in the release. “After a very popular test market we knew we had to introduce it nationwide, and a sandwich this anticipated needed a colonel like we’ve never seen before. There was no one better ‘suited’ than Chester Cheetah himself.”

The maker of the dusty orange puffs, Frito-Lay, agreed the partnership was a natural for each business. 

“We have a massive fan base that loves experiencing the Cheetos brand in new ways, and we hope we delight our fans with our best collaboration yet,” Frito-Lay North America Senior Director of Marketing Dena von Werssowetz, said in the release. “The merging of our two iconic brands is sure to be a phenomenon.”

As part of the launch, KFC will also introduce the Cheetos Lovers Box meal, which includes the Cheetos sandwich, Popcorn Nuggets drizzled in Cheetos sauce, mac-and-cheese, wedges and a medium drink. No word on how they’ll get the orange imprint out of the Colonel’s famous white suit once the cat has slipped out of it. 

In NYC delivery hearing, Grubhub execs get grilled

The New York City Council hosted an oversight hearing Thursday to understand the impact of food delivery apps on the restaurant industry. It was the first hearing of its kind, according to the participants, but the central question it sought to answer is nothing new to restaurants: Do delivery apps make financial sense for restaurants?

“There’s a concern that it could be a system where restaurant owners are trapped in an unstable, unsuitable business model that not only doesn’t add to their bottom line but could eat away at their profits and their ability to keep their doors open,” said City Councilmember Mark Gjonaj, who chairs the small business committee, at the top of the hearing.

Related: Domino’s announced pinnacle of car technology with the digital food ordering system.

Representatives from Grubhub and Uber Eats spoke at the hearing as well as operators and industry groups that represent small businesses and restaurants.

Number crunching took up a significant portion of the beginning of the meeting. What is the typical profit margin for restaurants? Eventually, the parties agreed on 6% to 10%. And what is the cut that services like Grubhub and sister-brand Seamless take? These fees range from 10% to 30%. 

In light of these numbers, Grubhub representatives stressed the benefits of their robust marketing efforts and ability to draw in new diners who use their apps. “These are just incremental orders,” said Kevin Kearns, a Grubhub senior vice president.

Gjonaj relayed a story of a constituent and restaurant owner who was an early adopter to Grubhub. The service became an integral part of the business, but the fees kept going up.  Today, the operator said, these online platforms represent “‘a slow death. Without them, it’s an instant death,” Gjonaj said. “‘They came into my place of business like a Trojan horse. They’ve taken over my entire business model.'”

One proposal for making the math work in restaurants’ favor is to have New York City restaurants band together to negotiate fees. Large chains have successfully negotiated to pay lower fees.

“If we had a retail association that negotiated for all their clients, would you be willing to sit down with them again and renegotiate the fees?” asked Gjonaj.

“We would listen to what they had to say,” responded Kearns. 

Another proposal was more dramatic.

“Imagine what would happen if every small business restaurant owner in the city shut down for the day at the same time?” said Andreas Koutsoudakis, owner of Tribeca’s Kitchen, a Manhattan restaurant. Such an action would certainly bring to light the industries issues with delivery apps, he noted.

The issues restaurants have with delivery apps aren’t just with the fees they charge.

Earlier this month, Grubhub was the target of a class-action lawsuit filed by a restaurant operator who claimed the delivery service charged restaurants for calls made through the app, even when they didn’t result in orders. Although the hearing wasn’t directly related to this suit, it was certainly on the minds of the participants.

One issue restaurants have with these phone charges is the inability to view charges made 60 days prior to identify if false charges had been made. And the process of review is laborious.

iQ teams up with The New Farm for unique greens

Canada-based fast casual, iQ, is partnering with The New Farm, an Ontario organic farm, to use The New Farm’s regenerative greens at iQ locations. The greens pull carbon from the atmosphere, trapping it in the ground, which helps stem climate instability, according to a press release on the partnership.

iQ will sell two different priced bowls this summer featuring the greens — one at the usual price and another selling for 50 cents more. Customers can choose the price point they prefer. 

“In a bit of alchemy that combines cooperation, commerce, savvy marketing, and sales psychology, we’re excited to help create a market for a new type of product that, if consumed en masse, has the potential to reduce the amount of carbon in the earth’s atmosphere and make our planet livable for a long, long time,” said Alan Bekerman, iQ founder and CEO, in the release.

“The greens we’ve committed to buying and serving this season do cost us more than conventional lettuce, but rather than forcing a price increase onto our guests like a traditional restaurant might, we’re including our guests in the decision-making process,” said iQ Executive Chef and Partner, Christine Flynn, in the release. “The suggested pricing is not just a way for us to help manage our food cost, it’s also a way to introduce the idea of regenerative farming to each and every one of the some 20,000 guests we serve each week.”

Since the new price options launched a week ago, 85% of guests have opted in for the higher-priced offering.

“We’re firm believers that good commerce leads to change,” said Bekerman in the release. “By selling a product like regeneratively grown greens at scale across a network of locations like iQ’s, we want to demonstrate to both farmers and restaurants that there’s a market for them, hopefully over time making it more accessible.

The New Farm co-owner Gillian Flies added, “We’re excited about this partnership because we have a real opportunity to create both commercial and environmental change. Regenerative farming, if widely adopted, will have a massively positive impact on reversing climate instability.”

Visa Launches Installment APIs

The installment lending playing field just got more interesting — and global — today (June 27). Visa announced that it will bring the power and ubiquity of installment lending to digital and physical points of sale (POS) through application program interfaces (APIs) that support the development of customized installment plan options for Visa cardholders.

This offering is the latest set of APIs made available to issuers and FinTech firms via the Visa Next “digital-first” platform offering. The goal is to create a consistent and ubiquitous user experience across the channels they shop by leveraging the credit and debit relationships already in place with their banks.

Globally, installments are a popular credit option, and for good reason — with a $1.2 trillion market in 2017 growing at twice the rate of credit cards. Consumers are given another tool by which to manage their spending, and merchants generally see increased conversion rates and bigger basket sizes when those options are presented to their customers.

Where installment payments are available, they are well liked. In Brazil, an early adopter of installment payments, approximately 50 percent of all credit payment volume is in installments. In Canada, 41 percent of cardholders surveyed said they would consider using installment payments on purchases of $500 or more.

However, in the U.S., the situation is somewhat different. Installment lending at the POS just isn’t available.

It’s not that consumers aren’t interested: Around 74 percent of U.S. cardholders have reported installment payments as helpful for budgeting, 70 percent believe they can alleviate the stress of making large purchases and 60 percent of millennials in the U.S. said they are interested in POS financing for large online purchases. However, the options are limited.

That is starting to change, though, as FinTech firms like Affirm, Afterpay and Klarna have entered the space in recent years. They are popular, but far from ubiquitous, and offer a somewhat fragmented user experience.

Fragmentation, Shrauger noted, is no fun for consumers, and eventually has a chilling effect on their desire to work with yet another installment provider. From the consumers’ standpoint, what they are buying, where they are buying it or what channel they happen to be in at the moment triggers the installment options with which they are presented. Each have their own approval processes, and result in another credit relationship for consumers to manage. That can be difficult to keep track of across all the merchant POS touchpoints a consumer may encounter. Instead of boosting conversions, he said, in some cases, those options will actually push a consumer to abandon the purchase.

Visa’s approach, via its API set, is an effort to change that experience for consumers, merchants and issuers.

“Our goal was to give cardholders access to a great new way to pay, through a feature that is part of something they already have in their wallet: their credit and debit cards,” Shrauger said. “We can solve these types of fragmentation problems with scale, and can do it by [using] the products consumers already use regularly, and understand — instead of asking them to step into an entirely new and unfamiliar credit universe.”

Unlocking The Power Of Digital Payment Credentials

What Visa’s new installment API suite does at base is allow its issuer partners and FinTech firms to create installment offerings for their debit and credit cardholders. The amount underwritten, the impact on a consumer’s credit line, the structure of the billing — all of that will be decided by individual issuers, based on their preferences and needs. Some things — a fixed number of payments, at a set interest rate, over a set time period — are central to what the installment offering is, of course, but the specific details are for the issuers to determine.

Visa’s role, as the network, is to enable the connections in the merchants’ POS, so that — at the moment the customer gets to either a traditional SoftPOS or an online POS checkout, and presents their Visa card — customers are offered a choice of installment options for which they qualify. For online shopping, the offer might even appear earlier on, on the user’s home screen. This will also allow issuers to qualify the offer after a purchase has been made. A consumer, for example, might get a text message asking if they would like to convert their purchase into a three-month installment plan.

It’s something that Visa’s issuer partners are asking for, Shrauger told Webster. Among the more commonly recurring conversations the company has with its issuers is how Visa can leverage digital to provide customers with as many tools as possible. With the Visa installment APIs, Shrauger said Visa is doing what it has always done: giving issuers a new tool to expand the relationships they have with their cardholders, and doing that on a global scale.

“Digital is giving us — and our issuers — new ways to add features to the payment credentials, in ways that we couldn’t before,” Shrauger said. “One credential can serve many purposes in a digital world. And with a consumer who has been with an issuer for many years, possibly with multiple accounts, there is a great position to extend their reach by giving them more access to services.”

Moreover, he noted, the ability to bring more services under that payment credential means the consumer gets a chance to greatly streamline those credit relationships. Instead of managing a host of separateinstallment platforms, the consumer gets a single place and way to manage all of their relationships at once.

Why Issuers Are The Best POS Installment Lenders

The worst time to try to educate a consumer about a product, Shrauger noted, is in the middle of a transaction. Data bears this out, but so does common sense, particularly for a product with which many consumers are unfamiliar. No one is best served by a consumer trying to figure out what they want to buy, and whether or not they understand the concept of paying on installments — particularly with an unfamiliar firm.

Consumers, he noted, check in with their issuers often. The check their balances and statements, and pay their bills. That means the issuer has a unique opportunity to present, and educate consumers on, its installment offerings long before they get to the POS. It also means the issuer has a much clearer picture of the customer’s entire financial life than a one-off installment lender that is relying on a much smaller set of publicly available data.

A lot of times, installments are transactions without context. The great benefit of an issuer relationship to the customer is the totality of information that can be considered in making an offer. It is “so much more holistic that there is no one in a better position than the issuer to offer the product, and make it seamless,” Shrauger said.

Ultimately, he noted, what everyone benefits from are easy-to-use products, transparent to understand and universally available. While there are markets in the world today where that is the case (Brazil, Mexico and Turkey jump to mind), a truly global, ubiquitous product is what the market needs.

In the coming months, Visa’s installment APIs are being piloted in the U.S., India, Romania, Russia and the UAE. Worldwide players include ING, PayU and Abu Dhabi Commercial Bank, among others.

However, in January 2020, the program will go into a larger launch, starting in the U.S. — and hopefully expand to the rest of the world from there.