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Everyone in fintech knows about the Starbucks reloadable wallet. It has become wildly successful for Starbucks, to the extent that they now have over $1.6 billion in balances on these wallets. Now, Starbucks has unique scale that made this kind of tech investment feasible. But I have been wondering for many years why so few corporations have copied Starbucks’ lead here. Enter Ansa.
My next guest on the Fintech One-on-One Podcast is Sophia Goldberg, the CEO and Co-Founder of Ansa. They call themselves the “modern stored value platform” and they have created the technology to allow any mid-market or enterprise chain to offer their own branded wallet to their customers. They have the capability to create a wallet that can work in app or online and they have recently rolled out the technology to use their wallets in-store.
In this podcast you will learn:
- Why Sophia decided to write a book on payments.
- The founding story of Ansa.
- What a branded stored-value wallet is exactly.
- The core value proposition for Ansa’s closed-loop payments as a service.
- Why the Starbucks wallet hasn’t been copied by others.
- The conditions that had to happen for Ansa’s offerings to gain traction.
- How they decided what verticals they wanted to focus on.
- What is involved in bringing Ansa’s tech live for merchants.
- What it looks like from the consumer side.
- How Ansa helps drive loyalty for their merchants.
- How they solved for in-person wallet adoption with Ansa Anywhere.
- What they learned by having to switch bank partners.
- How they are driving revenue.
- What they are doing to get the word out about Ansa.
- What success will look like.
- The feedback they are receiving from the end consumers.
- The ultimate goal for Ansa.
Read a transcription of our conversation below.
FINTECH ONE-ON-ONE PODCAST NO. 526 – SOPHIA GOLDBERG
Sophia Goldberg: A lot of brands look at what Starbucks has done and say, how could this possibly work for me? How could I afford to do this, on the one side? And then, I think the other is, it’s not set and forget. And so it’s a continual investment. This isn’t launch, pay with your balance at the checkout. It’s also, how do you drive customer adoption? And so, what we learned early on is the payment infrastructure is necessary but not sufficient to have that flywheel of spend and business value that Starbucks has seen. We sometimes talk about the role at Ansa is that we help get the payments and the marketing teams into the same room.
Peter Renton: This is the Fintech One-on-One Podcast, the show for fintech enthusiasts looking to better understand the leaders shaping fintech and banking today. My name is Peter Renton and since 2013, I’ve been conducting in-depth interviews with fintech founders and banking executives. On the show today, I am delighted to welcome Sophia Goldberg. She is the CEO and Co-Founder of Ansa. Now, Ansa has created a new category, stored value wallets as a service. Now, let me explain. We all know about the Starbucks digital wallet and its massive popularity. As Sophia mentioned in the opening clip, what Ansa is doing is bringing the technology that enables any middle market or enterprise brand to have that same experience where the customer loads a stored value wallet and uses that to pay at checkout, whether online or in person, and then enjoys the rewards from the merchant that go along with doing that. Now, let’s get on with the show.
Welcome to the podcast, Sophia.
SG: Thanks for having me, Peter.
PR: My pleasure. So, let’s kick it off by just giving listeners a little bit of background about yourself. Why don’t you hit on some of the high points of your career to date?
SG: Happy to. So, I’m Sophia Goldberg, Co-Founder and CEO of Ansa. I started my career in payments about a decade ago at a company called Adyen, which some of you may be familiar with. I was there for about four and a half years across commercial and product roles. Before that, I did a whole host of things: worked in parliament in the UK, worked on the Clinton campaign, worked at a very small early-stage startup out of Sweden before ending up at Adyen, and have always loved what I call the physical mechanisms of the global economy. And that’s kind of the thread through it all. And I’m also the author of the Field Guide to Global Payments, which is the 101 guide I wished I’d had when I started in this industry years ago.
PR: Yes, indeed. And I was looking that up before we came on here and it’s got 4.5 stars on Amazon, 144 ratings. That’s pretty good for a payments book, I would say.
SG: I’m very proud of that. There are also quite a few on Goodreads, which I was pleased to find recently.
PR: Right. Before we get into it, obviously, you said that you didn’t have like a field guide when you started at Adyen, I take it. So you built up all this knowledge, I guess, that Adyen is one of the top payments companies on the planet, basically. And so it’s one thing to sort of wish you had a guide when you started. It’s another thing to sit down and write a long book about it. What was the desire there?
SG: It really started, I think, first and foremost with my passion for the industry and continual learning. And I would go down these different rabbit holes and learn different things, whether it was a merchant and learning from them, which a lot of my learnings was through merchants and getting to know different brands and what they cared about in payments and the problems they faced all over the world. And then also, I really enjoyed teaching new hires as well. I held the Adyen board seat for Payments Ed, the payments education group, and conference and realized I also really liked talking about and teaching payments and helping people explain and understand these topics that seem really difficult and far-flung. But really all it comes down to is the vocabulary and a few key concepts. And then the real impetus was COVID and probably some boredom and wanting a bit of a creative project and being tired of crocheting and making candles and banana bread and everything. And sitting with a friend who also works in the industry. And I had reread one of the few payments books out there during COVID, just to see, you know, what have I learned since being in this industry for quite a few years, and realized I kept saying,” I would have explained that differently. I think they could have gone deeper here. I would have moved these chapters around in order.” And he was like, “So do it.” And it started a bit as a, I say hubris of like, “Huh, how hard can it be? Sure, let me start writing.” And then I told enough people that I had a lot of accountability buddies along the way.
PR: Right, right. That’s good. That’s not an easy task, deciding to write a book. So, is there a through line then from that experience through to the founding of Ansa? What was the impetus there?
SG: I think the core of it, of my passion kind of as a payments nerd and for the industry and my curiosity of how did we get here? How did we get to this day and age, you know, in 2025 in the US, where payments work the way they do and look the way they do? And a lot of that underpins why we founded Ansa as well, which is looking at, you know, payment rails in the US are about 70 years old. There’s been a lot of innovation in them, but not nearly as much innovation has happened in payments as has happened in commerce and the different types of business models that exist and the way merchants and customers and businesses interact and want to move money and have experiences. And I found a lot of different places where payments was kind of the stick in the mud, keeping either a transaction from working the way it should or the unit economics of it being feasible for that business model to succeed. For us, it really came initially out of this idea of all these creator economy startups trying to do micro-transactions at scale in an ecosystem. And that, to me, was just a classic closed-loop payments problem. And I couldn’t find the modern infrastructure that I thought would serve it best. And so that’s what we set out to build. And that’s not our use case today, but that’s really where we came from.
PR: So then what is, maybe you can explain what the actual use case is. What are you doing today?
SG: Yeah, so at Ansa, we talk about, for the folks listening who are more fintech and payments nerds, we’re closed-loop payments as a service. But in reality, what that looks like is branded stored value wallets. And so we’re a white label platform for any brand or merchant to launch a wallet. So that can look like Starbucks has their famous stored value wallet where customers load funds, pay over time. That both helps reduce cost of payments, drives cash flow and float, but also is a huge driver for frequency and can be kind of this game changer in customer experience and retention from that perspective. It can also look like your bus card or how you do microtransactions on a gaming platform. So, all of those are use cases we can support. And really, it’s that branded payment wallet experience.
PR: There are lots of things going on there, right? I’m curious about the primary value proposition. Is it the savings for the merchant because they don’t want to do $3 transactions? It’s much better to have a $20 transaction and put it out of the stored value. Or is it the customer loyalty piece, like Starbucks is renowned for? Or is it sort of some, like the payments technology, this sort of branded wallet piece that is kind of nice to have? What is the core value prop, or is it a combination of everything?
SG: It’s really a combination and it depends a little bit on the use case and the brand and who the buyer at that company is for which one kind of gets the project prioritized across the line right now. Payments is usually what peaks people’s interest initially of how do we get away from some of these fees from the networks? Payments is the second or third highest line item for most companies across all of their fees. And so that’s a great hook that they care about. But the outsized value from the brand is actually from that customer experience side. We call ourselves loyalty with a little l sometimes. We’re not a loyalty platform. We’re not a marketing engine. We’re not a points-based system. But our tool drives a lot of similar outcomes. So that’s increased frequency, which leads directly then to better revenue from your best customers. And then at the end of the day, it’s data on that. And all of the business side of the cash flow and the revenue and everything is important as well. But we’re finding that the customer story and how to maintain your best customers and drive them to ordering or visiting or shopping more frequently is far and wide the most important part for brands.
PR: Right, right. So I want to talk about Starbucks for a second because they’ve had their stored value wallet, I don’t know how long it’s been, it’s been many, many years. It’s been talked about in fintech conferences for many, many years and how they’ve got a, you know, it’s over a billion dollars sitting in there on deposit. I just think it’s amazing that there hasn’t been like another 10, 20, 30, 50 of these companies that have had a similar story. I can’t name another brand that has a stored value wallet anything like the scale of Starbucks. Why is that?
SG: I think there’s two things. One, the barrier to entry is really high. This is really hard technology. You’re moving money, it’s ledgers, it’s accounting, it’s regulatory, it’s accounting standards. This is the kind of project that touches or product that touches a dozen teams. So it’s expensive and complex to build, and it’s not the core product for any of the companies that it benefits. So that’s one reason why we exist is because we like to say this can be a game changer for your brand, but you don’t have to know how to build it or maintain it. And so I think one side of it is a lot of brands look at what Starbucks has done and say, how could this possibly work for me? How could I afford to do this on the one side? And then I think the other is it’s not set and forget. And so it’s a continual investment. This isn’t launch, pay with your balance at the checkout. It’s also, how do you drive customer adoption? And so what we learned early on is the payment infrastructure is necessary but not sufficient to have that flywheel of spend and business value that Starbucks has seen. And so we sometimes talk about the role at Ansa. We help get the payments and the marketing teams into the same room because that’s really where the magic happens.
PR: Right, right, gotcha. So then, what tech is needed to exist for Ansa to kind of get going? I mean, this probably wouldn’t have been possible a decade ago, I’m guessing, but what did you need to have happen for you to be able to build this?
SG: Yeah, so there’s a few things. So a decade ago is about when Starbucks happened, but there were some market conditions that made it the right time for our customers, but also that made it possible for us to build and start this company as just a few people a few years ago. So on the kind of the market condition side, COVID drove a lot of brands to go digital, which meant their transactions went from being in-store rates to e-commerce rates, which means they’re paying even more for that $4 coffee. And so that becomes more painful. Inflation, wages, cost of goods, everything going up, pricing going up, customers looking for better deals, and this huge investment in digitization for brands. And so that’s everything from mobile apps and order ahead to loyalty programs, customer data platforms, data science around segmentation, customization, everything there. And so there’s a ton of more brands that have pretty stellar digital experiences now, which are building blocks to be able to launch then a wallet. So that’s one piece. And then the other side is, a few years ago as a young startup, there was an ability for us to get transaction monitoring fairly off the shelf from a vendor. And so the core pieces we had to build to move money were smaller than they would have been a decade ago. Banks were open to partnering with startups. So we have a great partner bank now who had partnered with other early-stage startups and had a bit of a playbook for how we do this together and APIs for us to use. And none of that existed in the same way a decade ago. And so I think the industry was ready for our type of product, but also we were able to build a company without building every single component part of the tech in-house.
PR: Right. So when you look across all businesses, I mean, there are a lot of different verticals that could use a stored value wallet, right? I mean, basically, anyone that deals with regular transactions of less than five or $10, you know, that you just walk through a shopping mall, you can see a bunch of different companies that would benefit from that. How do you decide what verticals you wanted to focus on?
SG: Yeah, focus is definitely the name of the game and the hardest thing early stage. We call that grouping of merchants HULT Merchants, H-U-L-T, habitual use, low transaction value. Another way to think about it is like you’re walking through like, you know, the shopping mall analogy. We also talk about what would you have used cash for in daily life 20, 25 years ago? And those are the purchases that are really at play for us, where we really started to have clear market pull, which initially was in coffee and quick serve. And so some coffee brands that they understood the Starbucks experience. So there was a public case study out there. So we were educating on something a little different, but we weren’t starting from zero. And then we’ve looked at many different industries, but it’s really where we’ve seen pull and where we’ve gotten really good design partners. And so the other side is marketplaces, where we started getting really interesting inbound leads from marketplaces looking to launch a wallet to drive that kind of on-platform economy and flywheel of spend.
PR: Okay. So I want you to take us through the experience. Like there’s the merchant side of the, and the consumer side, maybe start with the merchant side. Maybe you could talk about what’s involved in onboarding Ansa into their tech stack and what it’s like when it’s actually live.
SG: We’ve invested pretty heavily in making this painless to get live as much as possible. And so either they can integrate our APIs if they want to own the full front-end experience, but we also have mobile SDKs, which can be fully out-of-the-box UI that they brand. And so we like to say in an afternoon, your engineers can get live with a proof of concept in your mobile app. If you want to just try and see what this looks like in test. We also have invested pretty heavily in partnerships. So making sure that our tech stack works with what they already have today is really important to us. And so we don’t want to have a technical ability, be the bar for why a brand can’t launch this, because a lot of our customers might have one or two people that focus on technology, but they don’t have a stable of engineers the way my company does or a true tech company would. So, we focused pretty heavily on lowering that bar to launch a wallet on Ansa. The other side is when a customer comes in, It’s a fully branded experience. It’s not an Ansa app. It’s not something separate they have to download. Let’s say you’re in the Chipotle app, for example, which is a dream customer of ours. You would log in the way you would usually. They’re able to create the wallet for Peter on our back-end system. And then you go through and add funds. You can use the credit or debit card. You can pay by bank. You can add a Chipotle gift card as well. So, we’re really agnostic on how customers add funds to their accounts. And then we also have tools for Chipotle to give you bonus funds. So, it can be a reload bonus for adding a larger amount. It can be a cashback to incentivize usage, but we call that our incentive engine. So an end consumer interacts with lots of different promotions, basically, to make the wallet make sense for them and to drive that adoption and usage and make it a no-brainer. And then when you go to checkout, it’s just the preferred payment method. And so it’s a really easy one-click opportunity for any e-commerce transaction. Yeah, I’ll pause there, but I can also talk about the in-store experience we’ve built, which we’re pretty proud of as well.
PR: Yeah, I want to get there in a little bit, but I just want to dig into the incentive system, rewards, and loyalty. Because this is something that I’ve thought about for many years, that loyalty is just such an underused tool in small business. Chipotle has their app, and you can get rewards, and that’s all nice. It’s like these smaller type places that really need something, and they don’t have it. And maybe you could just tease it out a little bit. Like what do your merchants do to drive loyalty exactly?
SG: Yeah, so a lot of our merchants already have existing loyalty programs that we pair with, so we’re not a rip-and-replace. And that’s why we call ourselves loyalty with a little l sometimes, is we have a lot of tooling that we call our incentive engine to help drive that usage. And so there are really two sides to it. One is the data and user segmentation. And so that’s being able to pass the wallet usage data back into their existing data warehouses if they want to have their own BI and marketing tools. Or they can also segment users in our platform. So, say, customers who have spent over $50 through their balance, but haven’t come in 30 days to place an order. That’s a great potential soft churn customer that you want to bring back. They’ve used the wallet, they’ve visited, and maybe they haven’t come to any of your locations in a month. You should check in on them. Maybe you can do what we call a wallet drop. So drop five bucks, and send them a notification. Hey, we miss you. Come back and spend this. Our promotional dollars can all expire based on how the merchant wants to set up a campaign, which means you really increase marketing ROI, experimentation, and everything there. And so I think the core of most of the tools we build is asking kind of two questions. What is the business outcome you’re trying to drive? Is it new user signups? Is it higher reload amounts? So really float that you’re trying to drive, or that what we call nth reload. So, getting people to build that habit that the wallet is what they always use. And then the other side is what customer behavior? Is it a bigger reload? Is it coming every day, then maybe you want to do cash-back type experiences. And so we’ve really built the tool around the flexibility because what we’ve learned is across industries, but even across brands in the same industry, loyalty is a very personal-to-a-brand type of initiative. And so no two brands actually want the exact same experience or product necessarily.
PR: Interesting. Interesting. Okay. So, I want to talk about Ansa Anywhere, which is something that you launched fairly recently. Maybe just explain what it is and how it works.
SG: We started with Ansa as a digital-only payment method. And so, you could use it in-app, online to pay with your wallet at checkout. A lot of our use cases have brick-and-mortar. So, especially our core use case right now, core merchants are coffee, quick-serve, fast food brands. So sometimes, maybe as a consumer, you want to order ahead, most of the time, or a lot of the time, you’re going to walk in and place your order, and you should be able to use your balance. And so that’s where we started from, OK, how do we solve this in a way that customers will want to use because we’re trying to change behavior? And one of our core beliefs on the product side is if you’re trying to change a core customer behavior, which is driving wallet adoption, let’s change as few other pieces of their experience as possible, which is why we thought a lot about Tap to Pay. Huge adoption in Tap to Pay in the US through COVID in the last few years. So let’s meet customers where they are. QR codes have not taken off here. And so we felt very strongly that this needed to be an NFC-enabled payment method. And then the other side is, you know, at the end of the day, our customers are the technology buyers. And so, how can we make something that’s easy for them? And, I and some other folks on the team have had experiences integrating point-of-sale systems in our past lives. And it’s really, really painful. Sometimes, we and other folks joke that POS stands for not just point-of-sale, but sometimes another acronym as well. And so we also knew that we had to build this in a way that could work really seamlessly across lots of different stacks because in any industry for point of sale, but especially in coffee and quick serve, it’s really fractured across what is the technology stack at the till. And so we spent a year and a half building kind of the pipework to make sure that we could work with any point of sale across the United States and have a really seamless user experience where you add your balance into Apple Pay and Google Pay. It’s fully branded, so you can see the card art for the brand. Here, I’ll show you. And what it looks like is this.
PR: It looks like a gift card sort of thing, really.
SG: It looks like a card, exactly. And so that was really important to us that it was easy enough to adopt and really easy for front-of-house staff to accept as well.
PR: Like they just select it in their wallet as the payment method, and it’s no different than just a debit card or credit card.
SG: Yeah, it functions from a consumer perspective exactly the same.
PR: Right, right. Interesting, interesting. You mentioned your bank partner, and I was doing some research on you guys before this, and I read that you had issues with your initial bank partner, and now, a lot of companies, a lot of fintechs have had issues with their bank partners, you’re not alone there. But I’m curious about what you learned from that experience and what the impact was on your business.
SG: Great question. We learned a lot about the fact that there are a lot of forces at play that are outside of our control as being a fintech and a payments infrastructure company. That’s the role of regulators. That’s the role of partners and bank partners. And in some ways, we’re kind of at the discretion of a lot of those partners. And so, we now take very seriously who we onboard as partners that become those core dependencies, right? Bank partner is life or death. Either we can process transactions and move money, or we can’t. And so any of the binaries in Ansa being able to serve our customers, we approach with very frank discussions of what their audits have been like, how they onboard, not just us, but others. Because I think a lot of what we’ve seen the last few years in the industry is, maybe the bank partner is going a little too fast and maybe lowering the bar a little too much in who gets onboarded or what monitoring happens of what programs are live. I learned a lot that it’s one, it’s figure out who we’re actually, at the end of the day, extremely reliant on, which a bank partner is obviously one of them, but also understand our ecosystem. And so that’s, you know, who else is using that bank partner? Going on their websites, doing reference calls, everything like that. So I’d say from that experience, a lot more caution, though, I think we were always high compliance and cautious by nature, is really the core there.
PR: Right, right. Gotcha. Okay. So, what is your revenue model exactly? I mean, is it a SaaS business? Are you taking a transaction fee or a combination? What is it?
SG: We’re a combination. So we’re combination of SaaS. You build on our platform. You use our incentive tooling, reconciliation tooling, and things like that. And then, really, the majority of it is on kind of like volume through the platform. And so we really want to tie to a win-win there. If a brand isn’t seeing uplift or revenue or adoption, then we don’t want to be charging them heavily on that. But if they’re able to drive huge outcomes from their wallet, we like to kind of build on that win-win.
PR: Right. And so then I’m just wondering, you know, I think about all the different quick serve restaurants, coffee shops, chains, cause you’re not really going after individual stores, or I mean, that would be a, I mean, not many of them have apps, I imagine.
SG: Right. It’s mid-market. It’s enterprise. Yeah.
PR: Right, right. So do you just have like an external salesforce going out and knocking on people’s doors? Are you partnering with associations, or how are you getting the word out?
SG: Until a few months ago, about five months ago, we onboarded our first sellers alongside me. So, it was a lot of going, I mean, not actually, literally door-to-door because we learned pretty quickly that the owners of brands that have 20-plus locations aren’t actually there. They’re at corporate locations when they become a fit for us. A lot of cold outbound, a lot of hunting, warm introductions, and things like that. Really, in the last almost year, we have focused a lot on going deep within the industries we serve and understanding them better. And so that means specific trade shows. We mainly go to restaurant tech trade shows. It’s focusing on PR and press and, you know, thought leadership in those industries and just getting to know people. And so making our face known, showing up at multiple different conferences so they know we’re not just kind of like moonlighting in the industry, and thought leadership. And so that’s everything from our blog to industry panels to, you know, I usually lead, especially for larger deals, I lead with just offering some free payments consulting and like, let’s get to know each other. What matters to you? Maybe it’s what we can solve with our product at Ansa, but maybe you’ll just get half an hour, an hour of free advice.
SG: Okay, that’s fair enough. One thing I’ve been thinking about is that, let’s assume, you’re wildly successful. You have all the major or middle market chains using your stored value wallets. I load up my iPhone, and I look at my Apple Wallet and I’ve got 50 different stored value cards in there. I mean, have you thought about that as far as how will a consumer manage, you know, all the different potential loyalty cards they may have?
SG: Yeah, I mean, what a fabulous problem to have. Fifty times 300 million wallets on the Ansa platform. I think Visa will be a bigger problem at that point. I consider actually our success as much earlier than that. So, we talk about ubiquity, as every customer has three to five balances on our platform. Because our product isn’t for every brand you go to. It’s for the brands you frequent as a customer. And also, this product isn’t for every customer of a brand; it’s for their 20% most frequent, who are often 80% of their revenue. And so I think there will be very few customers that have the exact same three to five, but across transportation, fast food, gaming, coffee, you’ll have three or four that are part of your weekly life. And that’ll be different than mine. And as we kind of have that cross section of Americans, I think it gets pretty interesting there as well. And so I doubt we get to the place where everyone has 50 because, you’re right, people will have wallet fatigue. At that point, you have like the most fractured, you know, banking experience of your life.
PR: Right, right. What do you hear from the end consumers? I mean, do they even know that Ansa is involved here? I imagine they just think this is just their coffee shop’s wallet.
SG: Yeah, they don’t really know about us. Yeah.
PR: You have spoken to some of your end consumers, right? I mean, what’s their perspective on how things work? What are you hearing?
SG: Yeah, so we’re hearing pretty positive feedback overall. There’s been a lot of experimentation the last few months on both Ansa Anywhere, our Tap to Pay product, and the incentive engine. So we’ve been doing a lot of both our customers directly outreach and surveying, but some of them let us directly kind of reach out and ask a few questions or send them along. And so on Tap to Pay, we get pretty rave reviews on how easy it is, which was the dream, but then the delight component, which is the card art, can change pretty quickly, and so different brands will change the card art for different customer segments or for the changing seasons. And so I was with the CFO of a very large name brand talking to her about Ansa Anywhere, and the winter card popped up for one of our customers, and I was excited. And she got to see that I was actually excited, and I have friends all over the country that get their friends to download it. So we kind of get whisper networks as well. And then, on the other side, we see really great evidence in the numbers of the retention and stickiness of the wallet, of how those customers perform better. So, they typically spend 30% more than customers without a wallet. And we’re seeing huge numbers of folks turn on auto-reload, which means go below a certain amount, auto top up a certain amount. And so we’re able to see in the numbers that it’s sticky, that people are liking using it and continue to use it as their preferred tender type.
PR: Okay. Okay. So last question then, like what is your vision here? Are you staying in your lane? What is your ultimate goal here for Ansa?
SG: Our ultimate goal is really the right payment method for the right transaction type. At the end of the day, we’re really focused on that. For the foreseeable future, it’ll be closed-loop payments how do we make sure all of these different use cases that aren’t best served by a one-off card payment have something a little better? That’s what led us a little bit more tangentially into the world of retention and loyalty products. But for us, there’s a lot of work to be done across a lot of verticals staying with closed-loop.
PR: Okay, well, we’ll have to leave it there. Sophia, it was great to chat with you. What an interesting company you have built, quite unique in the fintech space. So best of luck to you and thanks for coming on the show.
SG: Yeah, thanks for having me, Peter.
PR; So, while we didn’t talk about this directly in our interview, there is a case study on the Ansa website about Compass Coffee, and I wanted to highlight it here. This is a coffee chain that implemented the Ansa stored value wallet and saw a 30% increase in the number of visits, resulting in 26% more revenue, along with, and here is the kicker: a 28 % reduction in payment processing fees.
Small-dollar transactions on credit cards are uniquely expensive for merchants, so that alone should be enough of a selling point. But then you’re enabling your very best customers to engage with you more and rewarding them for it. This seems like a no-brainer to me for any, what did Sophia call them? HULT merchants, those with habitual use and low transaction value.
Anyway, that’s it for today’s show.
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