Hi embedded finance friend!
We are back to the usual biweekly cadence of the Embedded Finance Review newsletter. I am still aiming to make it a weekly newsletter, but it is currently not feasible for me (hint: upgrade to premium so I can spend more time on it đ).
As mentioned in the last edition, I am working behind the scenes on two Embedded Finance Review events for the first half of 2024. This is likely going to be Berlin in April and Amsterdam in June. If you are interested in sponsoring, have a look here and ping me.
Last but not least, I want to tailor the content of this newsletter around your preferences. So I am asking you for a favour: Can you take 45 seconds (!) of your time and fill out this five-questions survey? With your input, I can pick stories from the geo and angles of embedded finance you like. Thank you!
In this edition, I cover the following stories:
Letâs dive in!
When you hear about a coffee chain and embedded finance, you likely think about Starbucks. While this story is not about them directly, it seems like Starbucks was the inspiration for the product.
Compass Coffee is a US coffee chain with a rather small footprint: 16 stores in Washington, DC, and Virginia. The company was exploring ways to allow customers to order a coffee ahead of time and pick it up in the store. Since they knew the Starbucks solution, they were wondering if they could build an order system that does not increase payment costs substantially.
The result is an embedded wallet, for which the coffee leveraged the infrastructure provider, Ansa. The solution resulted in a 30% increase in order frequency, lowered payment costs by 28%, and increased revenue by 26% (for wallet users vs. non-wallet users).
Such a service typically targets loyal customers who shop often with the same merchant. With the embedded wallet, the frequent customer would top up a certain amount into the wallet (perhaps combined with an initial financial incentive) and use the account balance for future purchases. Each purchase paid with the wallet is basically a peer-to-peer transaction between the user and the merchantâs wallet and is either free or much lower than a card transaction. A customer with a wallet is obviously more likely to shop again, especially if thereâs a balance on the wallet.
Additionally, the merchant can use the wallet infrastructure to pay out financial rewards and refunds. A reward paid into the wallet can only be spent at the merchant, which reduces the costs of the promotional campaign. If a customer requests a refund, the merchant can ask them if they want the refund into their wallet, potentially offering a financial or other benefit when choosing this option.
Personally, I like the Compass Coffee wallet because it shows that small companies (Compass Coffee has less than 200 employees) can leverage embedded finance for their benefits as well.
Europe
Since leaving my last job and becoming an independent embedded finance consultant a bit over a year ago, I have worked on a number of projects. Many of them involved the selection process for an infrastructure provider. Identifying and selecting an infrastructure provider is an important step since this provider will likely have a big impact on the product experience and success. Rightly so, many companies spent a good amount of time and resources on this decision. But once that decision is made, this exercise is not finished. There are many scenarios where an infrastructure provider is not fit anymore and needs to be replaced. This is often the case when problems or challenges arise with that provider, but it can also be triggered from the outside. A few examples from this week:
In August 2023, Adyen âshockedâ its investors when it announced that costs had increased, growth had been reduced, and the stock price had fallen by 40%. I have heard from a few founders and managers whose companies rely heavily on Adyen that they got very nervous and were wondering if they should look for alternatives. This week, Adyen announced impressive numbers, and the stock is at a six-month high. Another payment service provider, Checkout.com, on the other hand, reportedly suffered a ÂŁ100 million loss in its UK company in 2022. What is even more worrying is, that net losses were up 400% compared to 2021, but revenue remained at the same level ($246 million in 2022, $260 million in 2021). Does that sound healthy? Lastly, Swedish VC Kinnevek has written off its investment in Monese. Monese is known for itâs international banking solutions but has also announced an infrastructure product in the past. I donât want to go into detail about each story; they just serve as examples from the last two weeks.
Many embedded finance products will depend on at least a few infrastructure providers. The orchestration of service providers can solve this in some areas (i.e., payment), but not in all of them (i.e., banking). Therefore, I urge you to stay active and follow stories around your infrastructure provider closely. The Adyen example shows that not all bad news results in bad times (and maybe the other two neither), but at least you want to be aware of them. Many non-financial brands are investing a lot of resources into finding the right provider, but they should stay alert. This is not only an exercise for the selection process.
Europe
North America
No jobs this week đĽ Send me exciting embedded finance-related roles, and I will list them in the next edition!
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