Are end-users placing a burden on issuers?

A study by the Governing Institute indicates the answer to this question might be “yes” for state governments’ prepaid debit card programs (more on this below). I think their findings could apply more broadly. As an end-user, I participated on an RFP team for card issuer selection, so I know firsthand how quickly “desirables” shift into “requirements.” The problem is, excessive requirements can limit the number of issuers who bid on a program and, ultimately, the end-user may lose out. Following are three things driving this issue and tips for avoiding the trap. 

About the Study

The Governing Institute explored challenges confronting the state prepaid debit card market and released a report of their research in 2016 (Is the State Prepaid Debit Card Market in Trouble?). States use these cards to distribute benefits payments tied to various assistance programs, unemployment insurance, child support, etc. Yet, as the report (“Report”) notes, they may be unintentionally pushing issuers out of the market with new requirements, such as increased program support. This leads to the first point...

1. Desires

We dream big. The retail industry has programmed us to want it all and get it on sale. I think of home buyers in an HGTV program. Their budget is $150,000 and they want move-in ready, a convenient location, four bedrooms, outdoor living space, hardwood floors, etc. In the end, they have to compromise by increasing their budget or letting go of some “must haves.” 

Based on the Report, states’ prepaid debit card programs could use more compromise. I imagine the same thing could be happening with card programs elsewhere. 

Tips

When selecting an issuer, carefully consider what is a requirement versus an interest or a nice-to-have. After creating a list of requirements (hopefully short), validate them:

  • Ask yourself if you are willing to completely reject a proposal (no matter how enticing the revenue share incentives) if the issuer cannot meet a stated requirement.
  • Do some fact finding before releasing an RFP to determine how many issuers can accommodate your requirements. If only one or two, you might want to revisit your list.

2. Perceptions

End-users generally do not think they are asking too much of issuers and, in many cases, they are right. However, as the Report points out, state officials may not be aware of how even small changes in RFP requirements affect issuers’ profitability. Further, the Report shares how issuers may compound the problem by not taking charge of the education process. Overall, there is often a communication gap between issuers and end-users.

Tips

Understand the factors that impact issuers’ profitability. They make money through the fee suppliers pay for card acceptance. Revenue sharing incentives for you mean they give up some of this money. Issuers also provide technology solutions and customer service. They have other overhead costs and incur the cost of floating the funds for your transactions until they receive your payment. 

The weight of end-user requirements might be prove to be too much for some issuers. 

The weight of end-user requirements might be prove to be too much for some issuers. 

Recognize where your program likely ranks in an issuer’s portfolio. Low card spend (as defined by the issuer), slow payments, and regular use of their customer service resources are things that collectively lower your rank. Does your program justify what you are asking of issuers?

3. Losing Sight of the Value

The Report observes how the perception gap creates an urgent issue. In response to an end-user RFP, a single proposal or none at all could mean an organization is “just a short step to the expensive, time-consuming process of paper-based payments.” This makes me wonder how many organizations would be willing to forego card programs altogether rather than reevaluate their “requirements.” How important are card programs to the organization payment strategy?

Tips

Review the benefits of Commercial Cards and identify how they have specifically helped your organization. Quantify as much as possible, such as the process savings. Do not lose sight of the value. Conversely, if you eliminated, or even severely restricted, card payments, how would this affect your operations and employees? Chances are the resulting inefficiencies would require additional staff. 



About the Author

Blog post author Lynn Larson, CPCP, is the founder of Recharged Education. With more than 15 years of Commercial Card experience, her mission is to make industry education readily accessible to all. Learn more

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Bring more focus to your next RFP.

In the life of every Commercial Card program, there will be a time—likely multiple times—when a request for proposal (RFP) process is required or desired. If you have already participated in such a project, then you probably have a list of lessons learned that will benefit future RFPs. Conducting a good RFP process helps establish a good end-user/provider relationship and, ultimately, a successful card program. Before you embark on another RFP project, consider the below tips from industry experts. 

The following content originates from sessions at the 17th Annual NAPCP Commercial Card and Payment Conference.

Preparing the RFP

Tips from the joint session by PayTech Commercial AS and Mastercard

  1. Do not reuse the same RFP as what you used before, especially if you are not happy with the current program/provider.

  2. Identify what matters most and pare down your RFP accordingly. Out of all the possible data points you can include, which ones are most important to your business case and future goals? I could not agree more. I think there is a tendency to ask too many things that do not impact the decision. The opposite problem is not asking key questions, such as ones pertaining to customer service.

  3. Evaluate your RFP for clarity. Unclear questions can result in bidding providers including more information than what is necessary, causing more review work for you and the project team.

  4. Save contract terms for the negotiation stage. When your RFP includes contract terms to which the provider must agree in order to submit a proposal, it will require them to obtain legal review first. This increases the time they need before responding and it could mean they cannot respond at all if your timeline is too tight.

  5. Provide details about your current card program(s), including as many metrics as possible. See examples...

Evaluating the Responses

Preparing a good RFP is just the beginning. Take equal care when designing the evaluation process.

  • Use a weighted matrix, developed in advance, to evaluate proposals. Place more weight on the items most important to your organization.

  • Each team member should evaluate/score the proposals independently before the team comes together to discuss.

  • Do not be swayed by “bright shiny things” that a provider might include within the proposal. These things can be distracting when they pertain to something that falls outside your requirements. Ensure the provider can meet core competencies first.

  • Proposals offering big checks/payouts can also be distracting. This leads to another important point, as described in the next column.

During your next RFP project, focus on what matters most to your Commercial Card business case.

During your next RFP project, focus on what matters most to your Commercial Card business case.

Dollars vs. Basis Points

Within his conference presentation, Frank Martien, Partner, First Annapolis Consulting, encouraged end-users to look beyond the basis points (bps) noted within a provider’s proposal. He makes the case that end-users can earn more rebate dollars with lower basis points if the provider helps you capture more card spend by acting as a key partner in your program. For example, how will a potential provider specifically help you:

  • convert more suppliers to card payments?

  • further automate internal business processes, as well as key suppliers’ business processes?

  • obtain program buy-in from your management?

  • increase your card usage?

More Information

For more RFP resources, visit the related webpage.

Your Experience

If you have RFP experience that you would like to share for possible publication by Recharged Education, please submit a contact form. I would love to hear your advice and lessons learned. Alternatively, provide a comment below.


Contacts

Greg Hamilton
Vice President
Public Sector Business Leader
Mastercard
Phone 303-617-9171
Mobile 303-621-4487
gregory.hamilton@mastercard.com

Vincent P. Eavis
MD, Partner & Global Practice Lead
PayTech Commercial AS
Mobile +44 7721 985700  
vince@paytech.no

Frank Martien
Partner
First Annapolis Consulting
Direct 410-855-8513
Mobile 443-994-1241
Frank.Martien@FirstAnnapolis.com


About the Author

Blog post author Lynn Larson, CPCP, is the founder of Recharged Education. With more than 15 years of Commercial Card experience, her mission is to make industry education readily accessible to all. Learn more

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Who is the best card issuer?

Over the years, I have fielded many questions from end-users who wanted an opinion on the “best” issuer. My standard answer is that every issuer has both happy and not-so-happy customers. Best is subjective, varying by end-user. Making the best decision involves identifying your organization’s specific needs and goals first, then determining the best match. I used to say issuers differ the most in three broad categories, but now I add two more to the list.

Monetary Incentives

I start with this one to get it out of the way, not because I think it is most important. (I addressed the dark side of rebates last year, including how it can cloud judgment when selecting an issuer.) Sometimes it is challenging to compare issuers’ financial proposals because each might use different criteria. Things to consider are:

  • Number of factors that figure into the rebate calculation and how your program might fare based on historical data
  • Minimum spend threshold to qualify for incentives and what happens if you do not meet specified requirements
  • How large-ticket transactions are treated
  • Potential for a one-time signing bonus
  • Contract duration

Do not just review an issuer’s proposed table of basis points; read the accompanying details and stipulations.

Customer Service

Money only goes so far. The people factor can make or break an issuer/end-user relationship, as well as a card program. A strong relationship, including getting answers and help when needed, increases the likelihood of program success. What is important to your organization in this area? Considerations when evaluating issuers include: 

  • How will they support your program goals and help you identify improvement opportunities? 
  • Will you have a dedicated relationship manager (RM) or a broad team of customer service reps? 
  • Will you have a say in the RM assigned to you? 
  • What should you expect in terms of support and service? What is their role versus your role?
  • Will they proactively offer Commercial Card education and share industry news/changes that may affect you? 

Technology

Program management technology should make things easy for your organization and not move you backward. Take test drives of the options and allow your heaviest users to do so. Identify the types of reports most critical to you and ensure the technology offers them in the format you prefer. Again, it is all about your needs and requirements, including those of AP, Tax, Audit, etc.  

Winner or loser? Increase your odds of selecting the right issuer by not making a random decision.  

Winner or loser? Increase your odds of selecting the right issuer by not making a random decision.  

The final two categories may not apply to every organization, but both are becoming increasingly common.

Electronic Accounts Payable (EAP)

If you are interested in an EAP solution, be familiar with the different types. Do you prefer a push model (buyer-initiated payments) or pull model (supplier-initiated payments)? Or do you want to have both available to you? Also explore whether a proposed solution will integrate with your existing finance/AP system(s). Further, what level of EAP support does each potential issuer offer? Training and supplier outreach are two elements. 

Global Capabilities

This might be the biggest differential. If your card program covers more than one country, take care in developing detailed RFP questions. It is not just a matter of whether an issuer says it can support a certain country (yes/no); it is a matter of how.  


RFP Help

This blog post only scratches the surface of card issuer selection. If your organization is seeking assistance with a request for proposal (RFP) project, contact Recharged Education to discuss further and obtain a quote. See also additional RFP-related content.


About the Author

Blog post author Lynn Larson, CPCP, is the founder of Recharged Education. With more than 15 years of Commercial Card experience, her mission is to make industry education readily accessible to all. Learn more

Subscribe to the Blog