Increasingly, major merchants, corporates and banks are using the payment services of processors, gateways and partnering with Fintech providers. Outsourcing is accelerating as processors become cloud-enabled, able to offer services across regions and worldwide. PSE has conducted many assignments for the major EU commercial processors and medium-sized players, as well as many of the interbank owned providers. Assignments have included identifying new market growth opportunities, market entry planning, M&A searches, new operating models, new product development, financial modelling, and business case construction.
Case study
Finland – Major Supermarket Group
Objective:
Assist the business operations and IT developing its vision and plans for a new payments architecture.
Approach:
The scope covered a wide range of different customised requirements for each of the Group brands. Four strategic architecture and build options were developed, focusing on improving the customer journey, standardisation, automation and improved efficiency. An RFI was first conducted by the client to test the gateway platform supplier market offers, followed by a detailed RFP – which PSE prepared – with 6 companies submitting bids.
Result:
PSE helped with the evaluation of supplier proposals, ranking and shortlisting providing input into the recommendations made to the Group Executive. PSE also conducted a shortlisted supplier client survey as part of the final selection process.
Case study 2
Expansion strategy
Objective
An established Middle Eastern payments processing company sought our services to support the board and management team in developing a three-year Business strategy to enable significant expansion and revenue growth within and outside the current geographies, the development of new propositions and products and the identification of new partnerships and alliances.
Approach
Starting by benchmarking the processor’s offers and service with similar players, by understanding any issues that could limit the expansion and identifying any gaps in the commercial operation and technical models, PSE developed strategy options for market positioning, suggested new propositions and products, identified opportunities for expansion, recommended Tier 1 country targets and reviewed barriers to entry, options for routes to markets/alliances and partnerships.
Result
Supported by a business case and model showing potential revenues, Capex, Opex and profits and resources needed to develop, sell and deliver the strategy, a final report was produced and submitted to the investors, board and management to put into place the new business strategy.
