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Check use drops, but still plenty of room for efficiency gains

checks

Check use drops, but still plenty of room for efficiency gains

AFP, the Association for Financial Professionals released the 2022 Payments Cost Benchmarking Survey underwritten by Corpay. The survey looks at external costs such as bank/payment provider fees, reporting, interchange for credit cards, etc., and internal costs such as personnel, technical equipment, IT support.

Treasury and other financial professionals can now compare their costs of making and receiving seven types of payments–check, ACH credits and debits; wires; credit and debit cards; real-time payments, and virtual cards–against benchmarks for similarly sized companies. This is useful information for identifying areas for optimization and in making the business case for further automation.

This time around, the cost of incoming payments has also been segmented by tender type, a recognition of the fact that impact to vendors should be part of the equation when implementing a new payment strategy.

Survey Says…

This survey was completed about 18 months after COVID-19 began and reflects the acceleration of electronic payment adoption driven by work from home policies. The typical organization now reports processing between 500 to 999 checks per month and 1,000-1,999 outgoing payments via ACH Credit. In 2015, the median number of checks processed per month was 1,000-1,999 while the ACH Credit median was 500-999 per month.

Data collected from nearly 350 accounts payable professionals confirms that paper checks are considerably more expensive than all electronic payment methods except for wires. Even though the survey found high awareness of the cost of checks compared to electronic methods, 92% of organizations continue to accept them.

Survey results indicate that despite lower overall check processing median transaction cost for issuing a paper check range between $2.01-$4.00 per check

Increased efficiency was the primary reason cited for transitioning to electronic payments (92% of respondents), compared to 82% of respondents that cited cost reduction. This marks a shift in focus; according to the 2019 AFP Electronic Payments Survey—released well before the pandemic hit—the top three drivers were cost savings, fraud controls and better supplier/customer relations. Efficiency in terms of speed and ease of reconciliation were ranked 4th and 5th respectively in 2019.

Fraud remains a top concern, with 67% citing fraud concerns as a primary driver for electronic payment adoption. Fifty five percent of organizations with revenue greater than $5 billion said the move was part of a larger workflow automation project.

Despite the new focus on efficiency, results from this year’s survey suggest that paper checks are not going away anytime soon. Despite nearly two thirds of organizations saying they would replace paper checks with electronic payments if there was a cost benefit, 37% of all respondents said they would continue to use paper checks regardless of costs.

The report cites the ubiquitous nature of checks, tradition, the challenges of converting vendors to electronic payment methods, and longstanding systems and routines as enduring obstacles to change. This thinking, along with other internal Corpay market research, suggests that many organizations remain unaware of changes in the payments market that could help them achieve greater efficiencies, cut costs and better prevent fraud.

Our take:

-Card payments remain underutilized. Procurement, T&E and virtual card processing can be easier to automate as vendors often have systems in place to capture data from ERP and procurement systems. As treasury and payments professionals continue to focus on tightly managing working capital , credit cards can be a very valuable tool. Organizations should evaluate their average cost of capital, cost of credit, and credit terms, and the opportunity cost of accepting/not accepting cards when evaluating them as part of an overall larger payments strategy.

-The adoption of virtual cards in particular is still relatively low—23% across all respondents. Virtual cards offer all the working capital benefits–including rebates–associated with traditional credit cards. But since these single use cards can only be used by the specified payee in the specified amount, they offer unparalleled protection against fraud. Considering the focus on fraud prevention, virtual cards warrant a more prominent place in organizations’ vendor payment strategy.

-The 2019 AFP Electronic Payments Survey reported that the cost to convert customers from paper checks to electronic payments was the number one drawback to conversion. This cost was not considered in the Benchmark survey, but treasury and finance professionals are well aware of the ongoing manual labor involved in enabling vendors for electronic payment. What they may not be aware of is that Fintechs such as Corpay have large, cloud-based acceptance networks and take on that effort on behalf of their customers.

-The study looked at seven different payment methods. The majority of companies are using at least three but some may be using all seven. That means they are likely running several discrete payment workflows. Where that is the case, they could achieve further efficiencies with a payment automation solution that consolidates all payment methods into a single workflow.

-Companies with annual revenue between $1-$4.9 billion are the heaviest users of wire payments, which can cost up to 12 times as much as a check. This is likely due to an organization with a global footprint that is sending more wires to vendors overseas. Companies this size may not yet have a global operations infrastructure and access to local payment systems and banking partners. These companies could benefit from a payments partner specializing in cross-border payments.

As the Benchmark survey notes, the cost to receive a check is typically half of what it is to issue one, and large AR departments have efficient, often touchless processes in place for processing them. Prior to the pandemic, that meant vendors often did not feel the same sense of urgency to digitize payments.

During the pandemic, convincing vendors to accept digital payments became a much easier discussion as both parties were motivated to move to an electronic format while their teams were working remotely. That created a tailwind for the move off paper checks, which has been far slower than anticipated in North America. Streamlining your payment process and migrating to less expensive, more efficient payment methods should be your priority for 2022.

By Corpay, a FLEETCOR company.

POS terminals

5 Notable Trends Driving Global Retail POS Terminals Market Forecast

Consumer preference is shifting towards electronic payment systems. A growing emphasis of governments across the globe towards a cashless economy will primarily drive the retail POS terminal market expansion in the forthcoming years.

Reportedly, the global non-cash transactions increased about 14% between 2018 and 2019 to reach 708.5 billion transactions. In which the volume of cashless transactions in the Asia Pacific accounted for 243.6 billion in 2019. A surging number of non-cash transactions globally will complement the high adoption of POS terminals across retail shops.

According to a Global Market Insights, Inc., analysis report, global retail POS terminals market size is estimated to surpass US$45 billion by 2026. Below mentioned are some key aspects of a cashless payment system driving its demand among customers.


Growing preference for electronic payment cards

High usage of alternative forms of physical currency such as electronic payment cards, which includes ATM, debit, and credit cards would positively influence movements of cashless economy in the Asia Pacific and Europe region. Cash-based transactions have certain disadvantages and inconveniences, mainly in terms of security, irregularity in counting, and others.

On the other hand, retail POS terminals render advantages such as swift purchase transaction, consistent pricing, high reliability & durability, and others, as compared with other traditional payment systems. On account of such benefits, POS terminals have been increasingly deployed across small and medium-sized retail stores.

mPOS terminals in out-of-store transaction

The mPOS terminal segment is expected to witness considerable growth in the upcoming years, due to its mobility and ability to provide secure transactions in out-of-store environment. The product is widely utilized in local retail shops, flea markets, events, and tradeshows to easily process a large amount of sales transactions and reduce transactional time.

The escalating security concerns pertaining to data privacy due to the rising incidences of cyberattacks will impede the retail POS terminals industry growth to some extent. Also, the high cost of deploying these systems on a large scale could slow down its adoption rate in retail shops.

Software applications in POS terminals

The software segment in the retail POS terminals industry is projected to grow significantly by 2026. The software used in POS terminals stores transactional records of consumers which further helps in monitoring their buying behavior and shopping trends.

These features further aid retailers in enhancing customer experience and escalate sales. Additionally, the integration of sophisticated technologies including the Internet of Things and advanced security software protects the crucial data of consumers.

Robust demand in supermarkets

The hypermarkets and supermarkets segment will expand exponentially in the forthcoming years owing to the presence of a well-organized retail sector across the globe. The introduction of customized POS terminals provide real-time dashboard options and detailed users’ profile. It helps in classifying their preferences and brings more value to the customers. These features also enable large-scale retailers to organize their workflow and propel sales and profits.

Growing cashless economies across APAC

The Asia Pacific retail POS terminals industry is expected to experience substantial growth trends owing to the evolving retail sector in countries like India and China. The recent economic reforms in India such as demonetization have tremendously boosted consumer preference towards cashless transactions. The regional manufacturers are emphasizing on introducing QR code-enabled devices to accept payment through other cashless mediums, which will eventually complement the regional industry landscape in the upcoming years.

PAX Technology, NCR Corporation, NEC Corporation, Ingenico SA, and VeriFone Systems, are the prominent companies functioning in the global retail POS terminals industry. The industry expansion is majorly attributed to the growing demand for technologically advanced systems offering features like gathering customer information, payroll data, and inventory management.

The integration of highly secured software and other advanced technologies in retail POS terminals and the government support to encourage the utilization of electronic payment systems will positively impact the industry growth.

terminals

5 Major Trends Transforming mPOS Terminals Market Outlook Over 2021-2027

Growing penetration of smartphones in conjunction with increased consumer proclivity towards UPI payment methods has led to the transformation of the payment landscape. The increasing card transactions across the globe are driving the adoption of mPOS payment solutions across various sectors including, hospitality, retail, healthcare, entertainment, etc. In March 2021, over 1.5 billion debit card transactions were recorded in the UK which represents an increase of 21.4% as compared to February 2021. A notable rise in the usage of card payments is expected to give a major impetus to mPOS terminals market over the upcoming years. The market size is projected to surpass USD 70 billion by 2027, cited the latest report by Global Market Insights Inc.

The industry growth is being further stimulated by the pivotal trends mentioned below:

Development of innovative solutions by market players

Various major players operating in the industry are inclined on developing advanced solutions that can suit the customer requirements and offer an enhanced experience. For instance, in 2021, Mastercard partnered with Global Payments Inc. and NMI to roll out the pilot of its first live Cloud Tap on Phone with Computer Engineering Group. This product is apparently Mastercard’s next-generation acceptance product, where the software is hosted on Microsoft’s Azure cloud platform.

Increasing consumer preference for cloud-based mPOS

Cloud-based mPOS terminals are observing mounting demand especially among small stores and restaurants owing to their low cost of installation and maintenance. These terminals require an efficient internet connection for carrying out payment transactions which reduce the need for costly infrastructure. The cost-effectiveness and space constraints encourage small merchants to deploy cloud-based mPOS systems.

Growing popularity of contactless payments

The massive popularity of contactless payment transactions due to the expansion of e-commerce sector and the emerging trend of card-on-delivery has accelerated the deployment of mPOS terminals. Consumers are now preferring contactless payment methods owing to more convenience and safety while performing transactions. Besides, the COVID-19 pandemic has also expedited the trend of contactless payments globally. For instance, effective from May 2020, the France government increased the limit on contactless payment from USD 35 to USD 59, on the recommendation of the European Banking Authority (EBA).

Increasing adoption in restaurants

Restaurants are increasingly adopting the mPOS terminals as they intend to enhance the customers’ dining experience. A large number of cafes, restaurants, bars and pantries are now investing in innovative POS devices to facilitate faster transactions during peak hours. For instance, in 2020, Shift4 Payments launched a contactless QR code ordering solution for restaurants. According to the company, this system provides restaurants with a customized QR code that can be displayed on placemats, table tents, etc. The customers can scan the code using their phone to access the menu and place an order. The order is then sent directly to the restaurant’s POS system.

Burgeoning demand in the hospitality sector of North America

mPOS terminals industry is witnessing significant growth in North America owing to the increasing adoption of POS terminals in the regional hospitality sector. The thriving travel & tourism industry has impelled the construction of various luxury hotels and resorts in the region. Citing an instance, in 2021, Wyndham Hotels & Resorts, Inc. announced the launch of a luxury hotel brand amid the recovery of the luxury sector from the pandemic. Several independent casinos, hotels, and resorts owners use mPOS solutions for providing the guests with a seamless experience and convenience while paying bills.

The industry will grow exponentially over the ensuing years as people around the world are showing great interest in more innovative and convenient ways of payments. This is indeed prompting numerous industrial sectors to invest in innovative POS solutions to meet customer demand. Increasing penetration of the internet and smartphones will further strengthen the mobile POS terminals industry landscape.

vendor

How to Adopt a Powerful Approach to Vendor Payments

Spurred by the need for remote work capabilities, companies today are trying to move from manual processes to electronic vendor payments. This transition is easier said than done. On the face of it, electronic payments seem more efficient but, without the proper tools and partners, they can end up causing more work. It pays to think about electronic payments from a holistic perspective from the start to avoid this roadblock.

An efficient payment process is one in which you can send a single payment file–containing all your payments–to a payment automation provider, without it requiring any additional follow-up. If you have any questions or need to check on payment there should be one centralized place where you can view all that information while your payment partner handles any payment errors that occur. Linear and simple!

A far cry from efficient

That is a far cry from what happens when you don’t have the right tools or partners in place. Many companies try to piece together different products for different payment types. They may choose a banking partner for sending ACH payments, an outsourced check printing firm, a credit card partner, and a tool for automating the payment approval process.

Seems simple, right? All you have to do is call up your bank or enterprise resource planning (ERP) provider. No request for proposal (RFP) process is required; no need to run vendors and contracts through legal and compliance. Even if each partner can only handle one or two pieces of the process, it seems easier than finding a new partner to handle the whole thing from end to end (which is not as complicated as it sounds, to be fair).

Adding these electronic processes to your back-office as separate elements may feel like a quick, inexpensive way to move to electronic payments, but it could come back to bite you. This patchwork approach creates more inefficiencies that surface pretty quickly and have to be addressed by the accounts payable (AP) team on an ongoing basis.

No time to optimize

It is easy enough to launch a card program, but there is a lot that goes into optimizing that program on an ongoing basis. You will be responsible for contacting vendors to see if they’ll accept payment by card and maintaining a responsive contact at that company that is willing to run the card when prompted. AP teams rarely have time to do that, making their card programs less successful and often below the levels of rebates they were expecting.

Security can also be an issue with in-house card programs. When you’re managing a card program in-house, you’re probably using purchasing cards or T&E cards rather than virtual cards, which likely means you’re not keeping cards secure.

In my role at a previous company, I was the person responsible for running those (unfortunately insecure) card payments. We kept copies of customers’ credit cards in an unlocked drawer. Whenever they were ready to pay, we would go into the drawer, pull the card number and run through our terminal or portal. That’s a pretty common setup, and it’s nowhere near as secure as a virtual card. Also, if the card number changes or is hacked you will need to communicate that to every supplier who has been running your card, adding additional hours of work to your team.

Managing an ACH program poses many of the same challenges. Reaching out to vendors to get them on the program, collecting, and keeping up with changes in banking information is a lot of work that usually nobody has spare time for. Also, storing vendor banking information in a way that is compliant can be tedious and has a lot of red tape. Working with a vendor that is already SOC compliant can save time and money. Few organizations can keep up with all the technology and training needed to prevent ACH fraud, which is the fastest-growing form of payment fraud.

Routine complications

Teams may also find that routine payment runs are more complicated with a piecemeal setup. Instead of running one payment file every time, you’ve got to work with three different systems and partners that aren’t communicating with each other–four if you’re also making cross-border payments. You’re managing too many relationships and projects, and anytime you need data to research a payment you’ve got three different places to look.

There are some banks that offer full AP, but they’re not actually technology providers. They’re just running your payments through one or more vendors and charging you a premium for it. Since banks are not the actual service provider, any time you have a question or a problem, they’re going to have to take it to the service provider and then get back to you. You’re adding time and another layer of communication. Not to mention you probably won’t get the same level of services–payment indemnification, fraud protection and error resolution–from most banks or software providers either, but you can with a payment automation provider.

A scalable approach

Arguably the biggest challenge with electronic payments is vendor enablement–getting vendors set up and then managing their payment data on an ongoing basis because vendor data is dynamic. Neither a bank nor a collection of providers is a large-scale vendor network. According to Nvoicepay internal data, about 25% of your vendors will change their information each year. You’ll need someone on your side to manage those changes.

Our platform is powered by the cloud, making managing a vendor network scalable. Cloud-based payment providers can handle the data all at once on behalf of all their customers that pay that vendor. If the payment provider enables a vendor for card payment, that vendor is enabled for card payment for every customer that pays them within our network. By leveraging the payment provider’s network, you can pay far more of your vendors electronically with no extra effort on your part.

Vendor payments are a process. Up until the last decade or so, we didn’t have technology that could address the whole payment process from end to end. There was no “Salesforce for payments.” All we had was a collection of different payment products. Each of the payment products required a certain amount of manual work on the front end to be able to send the payment and on the back end to reconcile and fix any errors. There was a tremendous amount of inefficiency.

Today, you can hand off all that work to one company–a company that specializes in vendor payments and customer service, and has the process down to a science, using technology to automate as much of your process as possible. Implementation takes just a few weeks. It requires a few hours of IT time, your vendor list, and an hour or two of initial training. The final step in simplifying your entire AP process is sending one payment file and letting your partners handle the rest. Now that’s real efficiency.

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Maggie Schroeder, CPA is a Senior Solutions Consultant at Nvoicepay. She previously worked as an accountant, as an auditor for Deloitte, and as a consultant helping small to medium-sized businesses find partners for business and AP automation software.

ROI

How to Calculate the Real Benefits of ROI

There’s a healthy number of ROI opportunities within the payment automation sphere, and it’s relatively easy to estimate for any given organization by doing a payment analysis. Unfortunately, many professionals don’t take advantage of the available opportunities—or otherwise can’t recognize them due to the constantly shifting payment landscape. Payment automation companies make it their business to identify the options for each firm based on their unique needs and criteria.

For example, Nvoicepay scans for ROI possibilities by looking through vendor and payment data from the previous year. We focus on areas that will produce the most positive impact: transactional cost reduction and increased rebates, for example. Altogether, there are several areas where organizations see positive ROI from payment automation. Below are seven ways in which payment automation supports time and money savings, and how payment automation companies can lend a hand in achieving these goals. The examples given are based on our internal data.

1. Reduced check payments.

Checks are the most expensive and time-consuming way to pay vendors. While switching vendors to electronic payment can be a time-consuming project, keeping to the status quo becomes even more costly in time and dollars in the long run.

While check costs vary by company, the general cost to print and mail checks is between $3 and $8 per check. This includes purchasing check stock, envelopes, postage, and staff time. We find that most organizations can reduce the number of checks they’re writing by about 70 percent.

For example, if you’re writing a thousand checks per month at $3,000, switching 70 percent of your vendors to electronic payment options will reduce the number of checks to roughly 300, costing $900. In this scenario, you’d save $2,100 monthly and $25,200 annually.

2. Increased rebates.

Find chances to earn rebates, whether that’s making payments to vendors within a certain time limit, or meeting other requirements that ease up on the receivables workload. For companies that maintain a large vendor base, it can be tricky to scope out advantageous prospects.

We have found that roughly 15-20 percent of vendors accept credit card, which is an excellent place to start looking for rebate potential. It’s startlingly effective to ask vendors if they’re able to accept card. If even 150 vendors out of every 1000 switch to virtual cards, especially if they’re highest-paid vendors, you have the chance to generate rebates on hundreds of thousands of dollars each month.

3. Enabling vendors for electronic payments.

Setting vendors up for electronic payment requires several steps, including reaching out to each vendor to ask which forms of payment they’ll accept, and collecting and verifying the provided information. Based on our experience enabling nearly a million vendors in our network, we estimate that this process takes roughly 30 minutes per vendor. To switch 350 vendors to electronic payments would take about 700 hours of enablement work. If you pay your accounts payable team $25 an hour (a conservative estimate) the time spent on enrolling the 350 vendors would cost your company $17,500. Taking advantage of payment automation’s enablement programs often significantly reduces this cost, as well as the time spent on the process.

4. Prevented or resolved ACH errors.

ACH files are very rigid and difficult to work with. Making one mistake can run the risk of the entire payment file being rejected. On a more granular level, misapplied ACH payments are very time-consuming to retrieve. We estimate that glitches affect one percent of ACH payments, with an average resolution time of 45 minutes per payment.

5. Stopped payments, refunds, and reissues.

Retrieving payments can cost more than simply the bank’s stop payment fee. Also included is the time it takes to communicate the error with the payee, figuring out the right amount, and re-issuing the payment. Or perhaps also asking for a refund in the event the initial payment went through before it could be stopped. We have found that roughly .05 percent of payments require this type of intervention, and each occurrence can take about 45 minutes to resolve.

6. Supplier follow-up and outreach.

Every year, about 25 percent of vendors will have some kind of change that requires an update to AP records. This can include an address, company name or bank account change, or even contact changes for new employees.

The average time to work through those changes is about 15 minutes each. If you have 2,000 vendors, about 500 of them will require some updating each year. This costs about 125 hours annually or $3,105 at $25 an hour.

7. Prevented or resolved erroneous payments.

Payment errors happen—it’s an unavoidable—and familiar—aspect of any payment process. But automation can help to prevent a majority of the errors that are caused by accidents.

Based on our internal metrics, we estimate that the average AP person spends 45 minutes per error. We’re calculating based on an error rate of about 1 percent, which is our organization’s average—this number may be a conservative estimate for some businesses. Using this number, if a company makes 1000 payments a month, ten will require error resolution. That equates to about seven and a half hours per month, or 90 hours annually, at a total cost of $2,250.

On the opposite end of the spectrum, fraud also poses a threat. It’s a bit harder to estimate the ROI on fraud prevention because losses vary depending on the level of a breach. That said, it’s not outside the realm of possibility to expect fraud to measure anywhere from hundreds to millions of dollars.

Yes, And…

The seven items in the list are some of the most common, calculable issues that Nvoicepay sees in our incoming customers. That said, there are other issues that are more difficult to calculate, which is why they didn’t make our list. These include issues like late payment fees and lost discounts due to slow payment turn-around times.

That’s not to say those issues, or others, aren’t important. But the time and money costs—as well as the value in fixing those issues—are simply more subjective.

Most organizations are aware that checks are expensive, but they may not take the time to analyze how much their older processes are costing them. This is probably the biggest obstacle to automating payments—the “if it ain’t broke, don’t fix it” notion. When you never add it all up, then you don’t see how broke it actually is.

By taking a simple, conservative, holistic view of the hard cost savings and operational efficiencies you can achieve, it becomes much clearer what the ROI is, and more importantly, all the areas in which your organization can move forward by automating.

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Mark Penserini is VP of Partner Management at Nvoicepay and has over 25 years of operational and technical experience specializing in project management across Healthcare, Finance, and IT operations.

fraud

Here are the Top Tips for Preventing ACH Credit Fraud

Forced to work from home during COVID-19, accounts payable departments have accelerated plans to move away from paper checks and pay more of their suppliers by ACH. That, in turn, accelerated another trend: fraud. Through social engineering, fraud attacks on ACH credits are most commonly known as Business Email Compromises or BECs.

According to the 2020 AFP Payments and Fraud Control Survey Report, for the first time, in 2019, BEC schemes were the most common type of fraud attack experienced, with 75 percent of organizations experiencing an attack and 54 percent of those reporting financial losses. ACH credits—outgoing payments from buyer to supplier—were targeted in 37 percent of BEC schemes.

The problem has only gotten worse in 2020. In the September edition of their Fraud in the Wake of COVID-19 Benchmarking Report, the ACFE reports that 90 percent of respondents have seen an increase in cyber fraud frequency from July through August. This included BECs.

Three-quarters of respondents said that preventing and detecting fraud has become more difficult in the current environment, and more than 90 percent expect attacks to increase. Organizations are under siege, and nearly one-third have received no guidance from banking partners about mitigating ACH credit risks.

What can organizations do?

Defeating BECs requires a multi-pronged approach. Ongoing anti-fraud training is important because these emails are getting more convincing every day. Fraudsters have become experts in user data and A/B testing, which reduces elements that alert their victims of illegitimate changes to their accounts. Strong internal controls are also important and network security, which prevents parties from gaining access to internal systems.

Here are four ways to help reduce your risk of ACH credit fraud.

1. Handle with Care

Thwarting ACH credit fraud is all about handling supplier banking data securely, which accounts payable must have on hand to transmit their payment file to the bank. This data is often stored in the ERP system, or sometimes on an Excel spreadsheet, where AP staff has been recorded during supplier onboarding. Sometimes it’s stored when a supplier updates their information. Fraudulent change requests are one of the most frequent avenues of attack.

Let’s say you’ve got a new person in accounts payable who isn’t fully trained yet. This person gets an email from a supplier, asking to update their bank account information.

Your new hire, eager to please, fulfills the request, inputting a new routing number and bank account, unaware that a million-dollar payment to that supplier is going out the next day. Nobody realizes what’s happened until two weeks later when the real supplier calls, asking for payment.

By then, it’s too late to reel ACH payments back in. You can call the FBI and the bank. They may try to help you, but if the thieves are sophisticated enough, they’ve already moved the money to offshore accounts, and it’s completely gone.

2. Secure Information

You should never use an unsecured email for banking information updates, although a surprising number of companies still do. It’s too easy for a hacker to intercept one of those emails and use the information within it for their own means. If they get contact or bank account information, they can pose as legitimate suppliers and circumvent internal controls. Some businesses even keep information in spreadsheets or their ERPs, but systems like those aren’t designed to store data securely.

Some companies allow suppliers to update their own information in supplier portals. That might work, provided that companies manage secure portal access and verify all updates. However, if suppliers can log in and update information, it’s likely that hackers can access the same information with very little resistance.

The most sophisticated approach that I’ve seen so far includes a trained procurement team, who verifies and validates all changes that come through.

There are a couple of drawbacks to this approach. It’s a big IT investment with plenty of labor asks. Even then, it’s still prone to internal fraud. At the end of the day, even the best systems will still have their risks. The goal is to minimize them.

3. Look at Fees

Companies often try to shift the risk and time burden to others, with some success. For example, they may choose to pay their suppliers by card., which puts the risk on credit card networks. In cases of card fraud, it’s more likely that payments can be canceled or refunded.

Virtual cards offer even more security because they provide unique numbers, which can only be used by a specified supplier for a specified amount. The big drawback is that not all suppliers accept cards—there are fees to consider.

An organization I’m familiar with pays many of its suppliers with PayPal. Their supplier­­­­—most of them small businesses—are located around the world. AP doesn’t have the time or staff to verify payment information, validate bank accounts, and deal with ongoing updates. As the intermediary, PayPal handles all that and guarantees that the funds go to the right place. But, here again, suppliers pay a hefty fee—in the neighborhood of three percent.

4. Shift the Risk

There really is no perfect system in place, which is why we’re seeing ACH credit fraud rise in tandem with the rise in ACH payments. But there is a perfect way to shift the risk to companies that are built to withstand the verification and validation burdens. Today’s payment automation providers manage supplier information, so individual companies no longer have to spend valuable time on it. It’s similar to handing the reins to IT and procurement departments to lock down the database and institute controls. The difference is that working with a provider removes the time investment and liability.

Think of payment automation providers as a means to outsource risk. Their sole focus is to ensure secure, on-time payments to your suppliers without causing costly overhead. They have perfected the systems and processes for hundreds of thousands of AP departments across the United States, and in ways that businesses would be hard-pressed to replicate.

Businesses used to worry about check fraud above all else. While they still have to pay attention to that aspect, it’s become a low-tech form of fraud that’s easy to understand and plan for. As companies shift to electronic payment means, they’re increasingly experiencing sophisticated cyberattacks, which target much larger sums and are harder to defend against. With such attacks growing, businesses may find that outsourcing professionals is the best defense.

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Josh Cyphers is the President of Nvoicepay, a FLEETCOR Company.  For the past 20 years, Josh has managed successful growth for a variety of companies, from start-ups to Fortune 100 companies.  Prior to Nvoicepay, Josh held leadership roles at Microsoft, Nike, Fiserv, and several growth-stage technology companies.  Josh is a lapsed CPA and has a BS in Economics from Eastern Oregon University.

automation

Making Your Case: The Four E’s of Payment Automation

Paying suppliers by check is a practice that has endured for much longer than anyone would have imagined. For a while, it looked like COVID-19 might be the tipping point for companies to go completely electronic. After an initial push in that direction, however, many accounts payable departments still send their workers into the office to process invoices and manage the manual check process.

It’s not enough to want to get rid of paper checks. The case against them is not strong enough on its own. It has to be combined with a strong business case in favor of something else.

Even though manual processes are expensive, there are some rational arguments for relying on check payments. You don’t have to enable suppliers for electronic payments, manage banking data, or worry about ACH fraud. You can even outsource the process. While suppliers generally like the idea of electronic payments, they can also be deterred by complex enrollment processes.

People may also still be attached to the idea of check float. Even though interest rates remain at historic lows, it can provide a sense of security to see money in bank accounts for longer. Some businesses even have tenured employees who are used to older processes.

So is the check-writing process that bad?

The answer might have been different last January, with easy access to check printers. But now that accounts payable teams are sheltering in place, their processes often involve driving into the office and to other residencies to get checks signed. Add in the other check-stuffing and mailing steps, and you’ve got a significantly time-consuming task.

Despite the laborious nature of this process, many organizations have still stuck with it. At any rate, the widely-predicted wave of late payments never formed. People dug in and got things done, despite the unforeseen challenges. The added steps have now become business as usual.

While it seems absurd to add “driving paper around” to anyone’s job description, it speaks to how deeply checks are embedded in the B2B world. Companies hadn’t drawn the line at walking checks around for signatures, keeping a safe full of check stock, or renting an offsite storage space for paper files. What’s one more step?

There are plenty of reasons why it makes sense to stop writing checks, but we’ve narrowed it down to four. These “Four E’s of Going Electronic” make up a compelling business case for payment automation adoption.

Economics. What does it cost your organization to write checks? And not just the sum of material costs like ink, check stock, envelops and stamps–which generally comes out to about 75 cents per check. But also consider the cost of time and people. Industry analysts estimate it’s more like $3 to $5 per check, and it could be as high as $10 in some organizations. Remember to consider opportunity costs in your economic analysis. For example: What could your AP team spend time on instead, once extensive check processes are streamlined?

Efficiency. Even if you only write checks, you might have workflows established for different variations of payments. Perhaps they’re based on the payment amounts, signatures required, or even supporting documentation. All these manual and mechanical workflows could easily be automated, so approvers and signers can do their role in minutes, from any location.

Experience. How do suppliers want to get paid? Do they want to go to the office to handle checks? With ACH or card, suppliers get their money faster, without the threat of a check bounce looming over their heads. If you apply some technology to remittances, cash application experience can be much quicker and painless.

Ease of implementation. It’s easy to do things electronically, but your business case breaks down if you don’t have the resources to contribute towards the implementation process. Suppose you’re going to look for a solution. In that case, the last part of the business case has to be ease of deployment, versus what it would look like if you tried to automate everything yourself.

If you were going to do it yourself, you’d have to find a printing organization to cut the checks. You’d have to get IT to create a file to their specifications. You’d have to keep them supplied with check stock. Then you’d have to get your IT people to create another file for your bank for ACH payments. You’d have to run an enablement campaign to get vendors on board. You’d have to come up with a process for maintaining and storing their information and protecting it from breaches and fraud. You’d have to have IT create a file for your card provider. That’s three separate processes that you have to set up and launch and maintain.

Doing all that on your own is a major undertaking, and when you get right down to it, this is a big part of the reason that checks persist. The case against them isn’t strong enough on its own, and it’s counterbalanced by a case against automation—at least automation as we’ve known it in the past, which is much as I’ve described above–a semi-automated process where you do a ton of work to set it up, only to find yourself managing all these different file types and workflows and data just to be able to move the money electronically—and then you’re still probably doing half your payments by check. People have tried it, and it affirmed their choice to stick with checks.

Compare that to just handing it off to somebody that can automate the whole process and implement in about six weeks with just four hours of IT time. That is what is possible with today’s payment automation solutions. You also get continuous vendor enablement, fraud protection, error resolution and a payment guarantee in the bargain.

What often happens is that employees who want to get rid of checks are the ones most burdened by them. With working from home becoming the new norm, these people are more burdened than ever before. Yet they are not typically the decision-makers when it comes to choosing which projects receive funding. The most significant competition for automation is simply the simplicity of maintaining the status quo.

Perspective is everything. It’s rarely enough to point out how to disrupt the norm–you have to paint a picture for a better future. When writing a business case for payment automation, draw attention to the permanently simplified (and cheaper) workload that automated processes would bring, rather than focusing on the temporary unfamiliarity of your solution. Keeping that kind of mindset may accomplish what years of manual effort have not: eliminating business check writing once and for all.

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Derek Halpern is Senior Vice President of Sales for Nvoicepay. He has over 20 years of technology sales and leadership experience, including 16 years in the fintech and payments space.

bitcoin

Pros and Cons of Cryptocurrencies: Ripple and Bitcoin

Lots of people have run down bitcoin, and many have claimed that cryptocurrency has had its day, but bitcoin is still here, and so are many types of cryptocurrency. Perhaps Ripple hasn’t set the world on fire, but then maybe that is the way it is supposed to be. Perhaps cryptocurrencies like Ripple are supposed to start at the very bottom and then work their way up over decades. Bitcoin had to struggle from the bottom, and it is now the most respected and most valuable cryptocurrency in the world. Here are the pros and cons of bitcoin and Ripple.

Bitcoin Pros

There are plenty of upsides to bitcoin, and it is especially pleasing to see that bitcoin is still riding high when so many online gurus claimed that it would be made extinct by Ethereum.

BTC is Popular and Understood

The thing about bitcoin is that it is now very popular and people understand how it works. This is contrary to most other Cryptocurrencies where people need to be taught what they are, what they do, and why they are special.

Bitcoin is Trusted

The whole notion of cryptocurrency may still be daunting to some people, but the name bitcoin is the most trusted in the entire cryptocurrency market. Even other well-known Cryptocurrencies are not as well-liked or trusted.

BTC is Fairly Stable

We have all see the big rises and big dips, but bitcoin has staying power and seems to have a natural price and value growth. It may well end up becoming a widely accepted currency in the future.

Bitcoin Cons

Five years ago, one could have said there were many downsides to bitcoin, but these days with the acceptance of cryptocurrency as a form of payment and money transfer, there are only really two downsides to bitcoin.

Quantum Computing Would End all Cryptocurrency

If a technology company were to invent quantum computing, then bitcoin mining could be done at very fast speeds, which would make bitcoin and all cryptocurrency useless. However, Quantum computing is a long way off yet, especially when you consider that we have only just discovered the 3D chip.

Bitcoin is Expensive

Although the cost of bitcoin is an issue, it is not really a problem. You can buy a portion of a bitcoin and use it to transfer money and buy things. Nevertheless, as an investor looking to make a profit, the cost is a problem for small investors.

Ripple Pros

The price of ripple has seen massive surges and massive drops, yet there is still a fair amount of trading going on, so do not rule out Ripple just yet.

XPR is Affordable

The cost of Ripple is tiny, especially when compared and other Cryptocurrencies like bitcoin and Ethereum.

It Solves the Cross-Border Problem

Just like bitcoin, you can use Ripple to quickly transfer money overseas and back again, and it will not cost you a fortune to do so.

Very Fast Settlements

The pre-mined nature of XRP goes a long way to helping ensure that transactions are settled quickly. They can run at 1000 settled transactions per second, which is a brilliant speed.

Ripple Cons

XRP has its downsides too. The mainstream appeal of Ripple is a big selling point, but will these downsides convince you to invest in another coin?

It is More of an Investor’s Coin

This is the sort of coin you may invest in if you want to make money in the short and long term, which may eventually be its downfall because investments come and go.

Its Rival SWIFT is the World’s Largest RPS Network

The problem with investment coins is that their real-world use is often limited. Where SWIFT and OMG are used daily for currency moving transactions by payment processors, XRP is less utilized in the real world.

The Founders Own Too Much of the Coin

Ripple is pre-mined, which is why and how the owners are able to own over one-third of the entire stock of Ripple. This runs contrary to a decentralized theme, especially since the owners could sell off their share at any time and irreparably destroy the value of the coin.

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James Miller is a career expert from Medellin. He is passionate about career success stories, surfing, and photography. Also, James writes to his own blog SimplicityResume about career success and about job industry insights.

supplier

How Do Electronic Payment Solutions Fulfill Supplier Needs?

Paying all your suppliers electronically makes sense—in theory. At a high level, doing so is a simple enough task—you enable your AP team to make all their payments through electronic means. Then you have yourself a cost-generating solution. But to your AP team—the people at ground level—there’s much more behind the process than sending payments. They also must track sent payments, follow up on uncashed checks, handle fraudulent cases, and work with suppliers who are missing payments for one reason or another.

Unfortunately, most electronic payment businesses that tout themselves as solutions only find value at the high-level glance, which is a detriment to your team. For example, while banks and card networks move money electronically, they don’t provide much supplier support, which is often needed to take payments across the finish line. In the end, that task often falls to your employees once again.

AP also tends to use the oldest equipment of any team in most companies. They’re still running error-prone manual processes, with stacks of checks and invoices on their desks in need of circulation on foot. Process exceptions and one-off requests torment them. Suppliers are calling and emailing, looking for payment. At the same time, AP handles other issues like lost or erroneous invoices, payments landing in the wrong accounts, or which otherwise need attention.

The whole operation is like a house of cards. Even if you know you need to change, nobody wants to touch a single card for fear that the entire thing will fall apart. Asking them to enable suppliers for electronic payments is extra work, and not usually in anybody’s job description. It’s hard enough to get the regular work done; heaven forbid somebody on the team gets ill, goes out on leave, or quits. They’re really under a lot of pressure.

A new generation of payment service providers automates payments in the cloud and offloads much of the support work that AP usually handles instead of focusing on higher-value initiatives. When your process was held together with duct tape and string, it can be hard to imagine confidently handing the work to a service provider. To understand what’s possible today, let’s look at what payment support services look like at scale here at Nvoicepay.

Supplier Enablement

When our customers sign on with Nvoicepay, our implementation team goes right to work with their AP staff to get supplier lists and instructions for reaching out to them. If any suppliers require special arrangements due to prior agreements with them, we take those into account.

Our customers often pay many of the same suppliers. Because Nvoicepay maintains an extensive network of suppliers—about 800,000 of them—many suppliers are instantly payable without additional work. When suppliers aren’t already in our system, we campaign to get them electronically payable in a fashion that meets their individual needs. We prioritize Mastercard due to the ease of payment for all parties involved. As time goes on, the Nvoicepay team maintains supplier data, keeping up with changes on behalf of our customers.

Suppliers that still need to receive physical checks can do so. Even if they do, the process remains electronic on the AP side so that customers can issue check payments in the same batch as other electronic payments. Supplier questions are routed to our in-house support team, alleviating another large responsibility from AP.

Training and Implementation

While suppliers are being enabled, our technical support team trains the accounts payable group that will be using the software in a succinct, one-hour meeting. We know that AP turnover can be high, so we offer additional training by request to ensure that the customer’s entire team remains up-to-speed.

Our technical support team also works with the implementation team to ensure that the initial configuration caters to each company’s specific needs.

Making Payments

In the life of a manual process, AP teams need to fill out bank forms for each ACH batch or access their bank website to make wire payments. Payment automation consolidates those tasks—and more—into a single file from their ERP, which contains all the invoices the company wants to be paid. Nvoicepay disperses those payments based on each suppliers’ preferred payment type, set up in the enablement step, and continuously maintained.

On the back end, customers have total visibility into how those suppliers are getting paid, when checks cleared, and when Mastercard payments were issued. They can also track unprocessed Mastercard payments.

Payment Modification

Nvoicepay guarantees every payment, and as such, the phone number listed on the remittances is ours. If there’s an issue with a payment, your suppliers call our payment support team directly, and we work through any questions they may have. Our software also includes a form that alerts our Payment Modification team of the need to resolve errors, refunds, reissues, or stop-payments. We turn those requests around quickly, as quickly as a customer could call their bank and do it themselves. We take as good care of our customers’ suppliers as they would. No matter where an error occurs, we work to resolve it and to keep our customers informed throughout the process.

If a supplier reaches out to their customer directly, the customers also have visibility into our system. They can handle those one-off events without trouble.

Card Retention

Many AP groups have dealt with card programs that promised significant rebates but didn’t deliver. Making as many payments as you can by card is what helps you maximize rebates. To aid this, another faction of our operations team—the supplier services group—reaches out to suppliers who haven’t processed their cards after a set time. The team works with suppliers to answer any questions they have about the payment, and to support the processing of as many cards as possible.

Within the supplier services team is a retention group, which assists suppliers who may want to stop accepting card payment. That’s the most beneficial payment method due to the rebate. Still, there can be various issues on the supplier end, such as card fees, or challenges with remittance or reconciliation. The retention group learns what the supplier objections are to card. If we can’t work through them, we enable a different payment type.

While most suppliers can process virtual cards through their terminal once they receive the remittance, others have set requirements or separate terminals that require specialized processes. In those cases, our group called AP Concierge will either call the supplier directly to make payments or pay through their terminal. Our internal goal is to have less than three percent of unprocessed cards monthly. After 60 days, unprocessed payments must be refunded to the customer, which creates unnecessary work.

Embracing True Support

Why don’t companies pay all of their suppliers electronically? Because it takes a village to do all the work around making payments! Nvoicepay’s dedicated teams support every piece of the payment process because we know that’s what it takes. It’s a rare AP team that can handle these pieces on top of getting payments out the door, let alone have special teams devoted to each area.

AP teams have been laboring under manual work and partially automated processes for so long; it’s hard to imagine someone taking all that work off their plate. But that’s precisely what we do.

And sometimes, it’s hard to imagine what AP jobs will look like when the payment process becomes automated. We don’t often see companies cut staff when they bring in Nvoicepay. Instead, we have found that companies reduce their staff growth rate, and that existing staff moves onto higher-value work.

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Angela Anastasakis is the SVP of Operations and Customer Success for Nvoicepay, a FLEETCOR company. She has more than 30 years of leadership experience in operations and product support. At Nvoicepay, Angela has been instrumental in leading Operations through rapid growth, while maintaining our 98% support satisfaction rating through outstanding service.

payment

How to Make Important Adjustments to Your Payment Strategy

The first couple of weeks of sheltering in place regulations saw finance and accounts payable organizations scrambling to set up remote operations and get payments out the door. Most were able to accomplish these goals quite well. Now we’ve moved into the next step–establishing efficient workflows and productive practices. It’s still challenging, however. Companies have to find ways to keep people safe while executing paper-based processes that keep their teams office-bound. For example, many companies still have to go into the office to pick up mail, circulate invoices for approval, and prepare checks for mailing.

They also must consider the best way to move forward and develop strategies for managing their teams through economic uncertainty. The Conference Board, a non-partisan economic think tank, recently sketched out three possible scenarios. Their best-case scenario predicts a 3.6% decline in US GDP for 2020, while the worst case would see a 7.4% decline. In other words, nobody knows what the next six to 12 months are going to look like.

That means AP needs to focus on conserving cash while keeping operations moving. They can expect more calls from suppliers since Accounts Receivable teams typically ramp up their efforts in tough times. They need to prioritize payments and capture early pay discounts. Procurement is going to reach out to try and renegotiate prices or terms. Treasury is going to be very interested in the timing of payments and managing working capital. It’s on the AP team’s shoulders to make sure they’re engaging with these teams and coordinating efforts.

At the same time, they’ve got to consider the efficiency and the productivity of their own team as we continue to work remotely. Among other things, that means coming up with a strategy for shifting to electronic payments at scale.

Many organizations have had this goal for a long time, but, depending on the research you look at, around 40 percent of business payments still issue by check. This number is down from a decade ago, but still problematic in a remote work environment. So why don’t businesses pay more of their suppliers electronically? Well, as everyone who rushed to shift suppliers to ACH payments when shelter at home orders took effect has learned, you can’t just flip a switch and move all your suppliers.

It’s easy enough to find a bank to handle ACH transactions for you. It also sounds a lot cheaper upfront than checks—if you only look at transaction processing costs, which are usually well below $1.

But with ACH, you have to enable your suppliers one by one, and then store and update their data securely. That becomes a fixed cost because there’s a constant churn of suppliers and their bank data–changes usually around once every four years per supplier. You should also expect to manage exceptions that arise with ACH file submissions and more nuanced supplier questions.

Thinking ACH is cheap or straightforward is one of the biggest misconceptions holding companies back from paying electronically. That’s not to say you shouldn’t make ACH payments. That said, they should be part of a holistic strategy that addresses the entire payments workflow, encompassing all forms of payment, including international wire payments.

What does that look like?

Card first

If you’re going to reach out to suppliers to enable them for electronic payments, you should first ask them to accept payment by credit card.

Virtual cards–sometimes known as single-use ghost accounts or SUGAs–are not as well-known as they should be in finance and accounting circles. Still, they can be an incredibly valuable part of your payment strategy. Unlike P-cards or company-issued credit cards, virtual cards exist to pay suppliers easily. Each card has a unique number that can only be used by the assigned recipient in the designated amount. That provides AP with substantial control and makes it one of the most secure, fraud-proof payment methods. You also should expect to receive rebates to offset some of your AP costs.

The main challenges are enablement and outreach, which don’t require significant effort on the part of AP teams since virtual card payment and remittance are relatively straightforward for suppliers. All that’s left is to structure your rebate program to support your team’s efforts and then some.

ACH for most

If a supplier declines to accept card, which often happens due to the interchange fee, your second request should be to enable them for ACH. Most vendors will say yes to this; in fact, they’d prefer it to check. Just be sure you have a realistic appreciation of the true ACH payment operating costs, including enablement and data management, as well as fraud support.

Check for holdouts

While the number is dwindling, there are some suppliers with a ride-or-die mentality who won’t accept anything but checks. For these suppliers, an outsourced payment provider can do a print check from an electronic file, so your team doesn’t have to handle all the paper.

Your payment strategy should include automating the payment workflow. Fintech ePayment providers wrap these disparate workflows into one interface so that all AP has to do is click “pay.” Then their payments will issue to their suppliers in the method they elected to receive. Because these platforms are in the cloud, payments can be approved and scheduled remotely, with visibility for multiple team members.

Heightened fraud protection

Your payment strategy should also include fraud protection. The pandemic, the move to remote work, and challenging economic conditions have created a perfect storm for a rise in all types of crime, including payment fraud. It’s essential to have strong internal controls, especially now that sensitive information is residing in your teams’ homes and on their personal networks. Preventing theft is a key component of cash management.

It used to be that organizations mainly worried about check fraud, and that’s still a problem, but it’s reduced quite a bit thanks to controls such as Positive Pay, Positive Payee, and watermarks on checks. So far, there aren’t similar controls for ACH. As businesses have gravitated towards ACH solutions, such payments have become more of a target for fraudsters. That’s a problem because the funds move faster, making it much harder to recover a fraudulent ACH.

Business Email Compromise (BEC) schemes are the most common type of attack. These involve fraudsters masquerading as suppliers, company executives, or other high-ranking personnel, requesting that funds route to a new, fraudulent bank account. We’re already seeing that the pandemic has provided BEC scammers with new material to convince an overwhelmed AP to comply with these requests.

To protect your team, you need a partner who can support your enablement and fraud protection goals, so your team can stay focused on cash management.

Finance and AP have long intended to go electronic, but the transition has been slow. It’s not just the flip of a switch or the sudden addition of a new payment type. Very few businesses realize how strategic the shift is until after they’ve committed to an update. Many companies that don’t plan accordingly have had to revert to check payments when they realized the actual cost and effort it takes to switch suppliers over. Rather than trying to attack a single pain point, you have to address the whole process from top to bottom.

Now we are going to see an acceleration of this shift with the remote workforce and challenging economic conditions. There is a new imperative, and there is also new technology. Interestingly enough, a lot of the fintechs providing B2B payments technology got their start during the great recession, when the financial system collapsed, and cloud technology was being born. These are now mature companies, ready to “cross the chasm” and transition their partners to 100 percent electronic payments.

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Derek Halpern is the SVP of Sales for Nvoicepay. He has over 20 years of technology sales and leadership experience, including 16 years in the fintech and payments space. Derek’s previous positions include VP of Sales at Billtrust, an AR automation technology company, and Sales Director at TranZero, a payments company. Previously, Derek co-founded a company called ProService Software, which was sold to Solomon Software. Derek became the Western Region Sales Manager for Solomon following the acquisition. Derek earned a BS in Business Management from Pepperdine University.

Josh Cyphers is the Vice President of Product & Strategy for Nvoicepay. For the past 20 years, Josh has managed successful growth for a variety of companies, from start-ups to Fortune 100 companies. Prior to Nvoicepay, Josh was a Senior Manager and Consultant at Microsoft, Vice President of Finance at Visa, and Business Planning and Analysis Manager at Nike. Josh is a lapsed CPA, and has a BS in Economics from Eastern Oregon University.