The future of payments lies on the phone

For the last couple of months, a score of technology companies have announced support for Tap to Pay on phone. Here is a quick rundown:

Clover, a Point-of-Sale and business management platform by Fiserv, now enables small & medium sized businesses to accept Tap-to-Phone payments on iPhones:

As a point-of-sale platform for merchants, Clover processes over $234 billion in payments each year. Small- and medium-size businesses (SMBs) in the U.S. can now accept in-person contactless payments on their own iPhones thanks to an integration with the Clover Go iOS app and Tap to Pay on iPhone. For Clover merchants on the move, including fitness trainers, home service providers, market vendors and food truck operators, the addition of Tap to Pay on iPhone enables contactless payment acceptance without the need for additional hardware. Businesses can also use Tap to Pay on iPhone as a complementary solution to accept payments for needs like line busting or accepting payments at the table.

Fiserv, one of the leading payment technology providers in the world, launched digital issuance for debit cards:

Financial institutions can eliminate the wait that often goes along with receiving physical debit cards with the launch of new capabilities from Fiserv, a leading global provider of payments and financial services technology solutions. Cardholders now can access a new or replacement debit card electronically, allowing them to make in-store and online purchases immediately and eliminating the need to wait for a physical card to be mailed out, received and activated.

Houzz will allow contractors and professionals on its platform to get paid with Tap to Pay on iPhone

Houzz Inc, the leading platform for home remodeling and design, today introduced Tap to Pay on iPhone within Houzz Pro, the all-in-one business management and marketing software for residential contractors and design professionals. With Tap to Pay on iPhone, industry professionals can turn their phones into point-of-sale devices to quickly collect electronic payments in person. Pros simply open any invoice in Houzz Pro, choose a scheduled payment and select “Collect Payment”. Then they tap their iPhone to their client’s contactless credit card, debit card, or smartphone to accept the charge from a digital wallet.

ACI Worldwide and MagicCube Partner to Deliver Tap to Pay Acceptance for Mid- to Large Retailers

ACI Worldwide, a global leader in mission-critical, real-time payments, has teamed up with MagicCube, the creator of i-Accept™, to deliver secure and seamless contactless payments on commercial off-the-shelf (COTS) smartphones and tablets using Tap to Pay—with or without PIN. The solution will provide mid-size and large retailers operating in complex environments with device-agnostic control and visibility of transaction data. This comes on the heels of MagicCube’s announcement extending its platform to big-box retailers.

i-Accept empowers financial services institutions to enable large merchants and retailers to accept contactless transactions through payment cards and mobile wallets such as Apple Pay, Google Pay, and Samsung Pay. Uniquely, i-Accept adapts to local card schemes and crypto wallets and supports Buy Now, Pay Later programs. It also allows for secure PIN capture on a COTS device screen without the need to scramble or shuffle the PIN entry device keys, making the transaction experience intuitive and efficient for the customer.

Stripe launches Tap to Pay on Android

Stripe, a financial infrastructure platform for businesses, today announced support for Tap to Pay on Android, enabling businesses in six countries to accept contactless in-person payments using a compatible phone or tablet.

Square software turns Android devices into powerful payment technology

Square today launched Tap to Pay on Android for sellers across the U.S., Australia, Ireland, France, Spain, and the United Kingdom. The new technology empowers sellers to securely accept contactless payments with a compatible Android device, and at no additional cost.

Visa offers fascinating commentary on Tap to Pay (TSP). In the US, T2P penetration is now at 34%, up 700% compared to three years ago.

And tap-to-pay continues to be a powerful driver of engagement. Globally, 74% of all face-to-face transactions outside the U.S. are now taps. In the U.S., we’re at 34%, up 7x from three years ago and up more than 10 percentage points from last year.

A couple of highlights in the second quarter include U.S. quick service restaurants, where penetration surpassed 40% and in key metro areas across the United States, we continue to see great traction beyond the success in New York and San Francisco, L.A., Detroit, Seattle, San Diego and Ocean to Miami are all now over 40%.

Mass transit continues to be one of the best ways to get people used to tapping and we’ve set records. In the first half of 2023, we processed more than 745 million Visa Tap to Ride transactions globally, up 35% over the first half of last year. We’ve enabled 55 new transit systems, bringing our footprint to over 650.

The rising popularity of payments on the phone carries significant ramifications for different industries. Payment facilitators will face a major strategic risk if they don’t introduce the technology in time. T2P on phone will soon be table stakes and like in a poker game, a company needs to buy their way in before they can think about winning. The same logic applies to debit and credit card issuers. Enabling the addition of a card to a digital wallet is no longer enough. Instant provisioning to digital wallets will be a required standard. I believe that while card plastics still play a role in the payment world, but more and more transactions will take place on smartphones. Hence, any card that wishes to gain top of wallet must find a way to consumer phones.

Furthermore, the increasing adoption of T2P on phone represents a huge tailwind for device manufacturers. It’s very simple. The more popular T2P on phone is, the more phones these manufacturers will ship. Apple, in particular, will be among the biggest beneficiary. Even if consumers take time to upgrade hardware, Apple can still extract revenue from subscriptions and the App Store. That’s in addition to the 0.15% cut that Apple earns on every Apple Pay transaction.

Retailers that don’t allow T2P on phone will have no choice, but to follow the trend. The biggest name in this bucket is Walmart. They stubbornly refuse to accept contactless payments, except their own Walmart Pay. But when even the Costcos and the Aldis of the world accept T2P on phone and the trend is irreversible, I expect Walmart to concede and change their mind in 2-3 years.

What about PayPal? I believe this trend will make it more important for PayPal to push their branded credit/debit cards. Think about it this way. Even if PayPal announced support for T2P on phone with PayPal app tomorrow, consumers would still need to install the app on their phones. It takes only 2-3 finger taps to complete the task, but it’s by no means easy. On the other hand, Apple Pay and the Wallet app are ready to use from the get-go. No further installation required. That’s a significant disadvantage from PayPal’s perspective. To overcome that, they need to be involved in in-store transactions.

Because rewards are accumulated through a PayPal account, any point earned through the use of PayPal/Venmo cards in stores can spur activity on their apps. PayPal will have time to act as consumer behavior is often difficult to change. But they should make sure their cards are provisioned in digital wallets and their branded cards are in as many hands as possible.

Layoffs, Accountability & Leadership

What is the most important trait of a leader? While being a great leader requires a lot of qualities, the most important is accountability. I firmly believe that a leader should be the last to reap rewards in the good times and the first to sacrifice in a crisis; which is why I am disappointed with how the recent layoffs went down.

188,386. That’s how many people lost their jobs and had their lives severely impacted between 6/1/2022 and 1/20/2023. Regardless of size and industry, company after company announced their plan to shrink workforce. Even the best of them such as Google, Amazon or Microsoft had to take the drastic measure. The message is crystal clear: cut expenses now and gear up for a brutal environment that is expected to get worse in the coming months.

The current bleak outlook is mind-blowingly in contrast with what happened just a year ago. After the WHO declared Covid a global pandemic, folks expected an economic recession. Markets nosedived in March 2020. People were forced to stay at home. Businesses and personal life disrupted. But there was no recession. Instead, the once-in-a-lifetime pandemic pulled forward years of growth for companies and industries. Stocks repeatedly hit record highs. CEOs were optimistic about the future and thought that the favorable market conditions were here to stay. As a result, companies went on a hiring spree to accommodate the growth prospects.

Until the harsh reality set in. Over the past year, the war in Ukraine, the persistent supply chain issues, the change in consumer behavior, high inflation and rate hikes by the Fed created a volatile and hostile environment for businesses. Suddenly, everything didn’t look as rosy as expected. Growth was hard to come by. The stock market contracted. Companies were left with a bloating operating expense due to over-hiring and hyped optimism. To evolve, they needed to get leaner and more efficient. Hence, tens of thousands of good people lost their livelihood.

To be clear, I don’t blame CEOs for optimistically anticipating a growth run and hiring accordingly. As top executives, they must do what is right for stakeholders. If there were actually an opportunity to grow and they didn’t act to take advantage of it, they wouldn’t do their job properly. I give them the benefit of the doubt that they made the best decision with the information they had at the time. Business is always risky and this time, the dice just didn’t fall the right away for a lot of CEOs.

With that being said, I was a little bit disappointed when I read some of the memos that were shared publicly. I applauded CEOs that were candid enough to say that they were responsible for the decisions that led to the layoffs. Below are a few examples:

On 1/20/2023, Google announced that they were cutting 12,000 jobs:

I have some difficult news to share. We’ve decided to reduce our workforce by approximately 12,000 roles. We’ve already sent a separate email to employees in the US who are affected. In other countries, this process will take longer due to local laws and practices.

This will mean saying goodbye to some incredibly talented people we worked hard to hire and have loved working with. I’m deeply sorry for that. The fact that these changes will impact the lives of Googlers weighs heavily on me, and I take full responsibility for the decisions that led us here.

On 1/4/2023, Salesforce said in a filing that they were going to reduce about 8,000 jobs, or 10% of their workforce:

However, the environment remains challenging and our customers are taking a more measured approach to their purchasing decisions. With this in mind, we’ve made the very difficult decision to reduce our workforce by about 10 percent, mostly over the coming weeks.

I’ve been thinking a lot about how we came to this moment. As our revenue accelerated through the pandemic, we hired too many people leading into this economic downturn we’re now facing, and I take responsibility for that.

Last November, Facebook decided to shrink their workforce by letting go 11,000 employees

Today I’m sharing some of the most difficult changes we’ve made in Meta’s history. I’ve decided to reduce the size of our team by about 13% and let more than 11,000 of our talented employees go. We are also taking a number of additional steps to become a leaner and more efficient company by cutting discretionary spending and extending our hiring freeze through Q1.

I want to take accountability for these decisions and for how we got here. I know this is tough for everyone, and I’m especially sorry to those impacted.

In November 2022, DoorDash cut 1,250 jobs:

As with all things, I want to start and discuss the factors in our control that led to today’s announcement and take accountability for this decision. Prior to COVID-19, DoorDash was actually undersized as a company. The pandemic presented sudden and unprecedented opportunities to serve the evolving needs of merchants, consumers and Dashers. We sped up our hiring to catch up with our growth and started many new businesses in response to feedback from our audiences. 

Most of our investments are paying off, and while we’ve always been disciplined in how we have managed our business and operational metrics, we were not as rigorous as we should have been in managing our team growth. That’s on me. As a result, operating expenses grew quickly.

Stripe shrank its team by 14%

Today we’re announcing the hardest change we have had to make at Stripe to date. We’re reducing the size of our team by around 14% and saying goodbye to many talented Stripes in the process. If you are among those impacted, you will receive a notification email within the next 15 minutes. For those of you leaving: we’re very sorry to be taking this step and John and I are fully responsible for the decisions leading up to it.

It’s admirable for a leader to own up to their mistakes and admit that they were wrong. Not every leader does that. Nonetheless, in addition to the nice words, I was expecting a concrete course of action as a token of accountability and a show of togetherness. Yet, I haven’t read a single memo that mentioned a CEO’s pay cut or relinquishment of stock grants, let alone a resignation. It’s unlikely that a CEO forgoing a portion of stock grants or a year of salary will make as big an impact on a company’s financials as laying off hundreds of employees. But the sacrifice will signal to every employee that they have leaders that share their pain and sacrifice.

If that is not good enough as a reason, think about it this way: those employees that were dismissed were unlikely to have much influence on the decisions that led to the layoffs. They just did their job and followed orders. Yet, they were the first to go while the decision makers still stay. What message does that say about a company’s leadership? In the good times, Sundar Pichai, CEO of Alphabet, made $280 million in compensation in 2019, most of which came from stock awards. His base salary in 2022 dropped to $5 million. But at least he is still one of the most powerful CEOs in the world, doesn’t have to worry about making ends meet or immigration status. And his stock grants will vest again in a few years. I cannot say none of that about some of the folks that lost their jobs.

It’s not like what I argued above didn’t happen in reality. Two weeks ago, Tim Cook, CEO of Apple, requested and received a 40% pay cut. While Apple hasn’t announced any layoff yet, mainly because it is more disciplined in hiring than others, the company is not immune to the challenging environment. If they followed others in cutting jobs to please investors and chalk up their financials, nobody would blame them. Yet, the CEO voluntarily asked to have his salary reduced. That’s great leadership.

After the first two heavy losses of the season, Manchester United Manager Erik Ten Hag ordered his players to the training ground on what was supposed to be their day off. He made them run more than 13 miles as punishment for the lack of effort in said heavy defeats. What stunned everyone was that the 52-year-old boss participated in the run. He wanted the players to know that he was responsible for the disappointing results too. That act earned Ten Hag a lot of respect from his players. The team is currently in the top 4 and will likely qualify for Champions League next season. A prospect that few predicted a few months ago. The togetherness and leadership that Ten Hag showed set the foundation for the team’s current results.

We learn a lot about companies and people in good times. But we learn even more in the time of crisis. I definitely have learned a few things from the past 3 years, especially the recent months.

Weekly reading – 3rd April 2021

What I wrote last week

Handling a lot of data isn’t easy

Business

A drive to survive: How Liberty Media used Netflix and esports to win a new generation of fans and safeguard the future of Formula 1

Apple Watch can function as a reliable indicator of cardiovascular activities

The a16z Marketplace 100: 2021

Credit Suisse’s research on Stripe

Credit Suisse’s research on Payments, Processors and Fintechs

How Vietnam can reimagine tourism

What I found interesting

The Ancient Method That Keeps Afghanistan’s Grapes Fresh All Winter

Who owns the Nile? Another geopolitical conflict that will take years to resolve, if we can even do so.

Stats you may find interesting

A survey by Brickmeetsclick shows that online grocery hit $8 billion in February 2021, down from $9.3 billion in January 2021

Meat sales in the US increased by 20% in 2020, compared to 2019

88% of Berkshire Hathaway Energy’s investment in Property, Plant & Equipment in 2020 was in renewables

Berkshire Hathaway Energy's PP&E in 2020

Berkshire Hathaway Energy’s renewables output made up 34% of its total production in 2020, compared to 12% in 2006

Berkshire Hathaway Energy's Renewables Output

Weekly readings – 26th September 2020

What I wrote

Some data points and arguments in favor of Apple and its App Store guidelines

My review of the book: The Psychology of Money

Business

How Wegmans Keeps Winning

A bear case on Microsoft Azure

Innovation is rampant in the fintech world and this new idea for a credit card is one of them

An investigative piece on how Mark Zuckerberg responded to criticisms from his own ranks

The SaaS Financial Model You’ll Actually Use

Technology

The secret history of Windows on Surface Duo

Adobe introduced Liquid Mode in even Free Adobe Acrobat Reader! It makes changing a PDF’s content so much easier. Try it out!

What I found interesting

In the last 30 years, under-5 child mortality rate has dropped from 93 per 1000 children in 1990 to about 38 in 2019. A remarkable achievement

About a special Japanese citrus

South Korea managed to contain the pandemic while minimizing the impact on its economy. WSJ had an interesting piece on how it did so

Weekly readings – 4th September 2020

What I wrote

I detailed my thoughts on the common criticisms of the App Store

I found a new business content website called InPractise and it is great!

My thoughts on Walmart’s new membership program called Walmart Plus

Business

Analyzing the Bentley Systems IPO Prospectus

A breakdown on Palantir’s S-1

Vietnam recorded 30 million daily online transactions in April 2020

Apple looks to expand its advertising business. I am not sure I am a fan of this move.

CB Insights deep dive into Stripe

Source: Credit Suisse
Image
Source: 2020 Debit Issuer Report

Technology

A developer’s account of trying to set up App Clip for his app

MongoDB History

Inside Amazon’s New Fresh Grocery Banner

Stuff I found interesting

Larry Ellison, one of the world’s richest people, asks for a second chance at charity

The Hustle’s piece on designers who help restaurants improve sales through menus

Electric bike owners progressively use cars less, finds study

Social media preferences in Vietnam. Source: Decision Labs