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市場調査レポート

オンラインおよびPOSによる少額決済のソリューション

Solving the Micropayment Problem: Online and at the POS

発行 Mercator Advisory Group, Inc.
出版日 2007年04月 商品コード 51963
ページ情報 英文 23 pages 7 exhibits, 5 tables
価格
US$ 2,950 換算 ¥ 237,386 (税抜) PDF by E-mail (Single User License)


原文目次

Abstract

Mercator Advisory Group is pleased to announce that its review of its latest report, Solving the Micropayment Problem, Online and at the Point of Sale. The report reviews both the history and challenges of electronic micropayments and examines how the existing rails have evolved to address under $5 electronic payments at both the point of sale and for online transactions.

In particular, the report examines the evolution of multiple micropayment models and how they have shifted the economics of micropayments, especially online. The ad-supported revenue model, powered by Google AdWords and other sponsored advertising sources, has significantly altered the need for a ubiquitous online "coin purse" for digital products below $0.75 in value. At the point of sale, micropayments have been successfully addressed by lower interchange rates for selected merchant categories and, in some markets, by contactless payments.

The Solving the Micropayment Problem report includes a review of market participants including PayPal, BSG Solutions Group, ClickandBuy, PaymentOne, and Peppercoin/Chockstone.

Highlights of the report include:

  • Online micropayments has been an unkind market segment for payment processors aggregating multiple small transactions as a pureplay processing service.
  • The early Internet dream of nearly frictionless purchases of sub $0.75 content has been made irrelevant by free content and the ad-supported revenue growth that powers the best free content sites as well as the growth of search giant Google.
  • Online, it is per transaction charges, not interchange, that eats up excessive margin for sub $1.50 digital content.
  • Given lower interchange rates for low-risk, high volume merchant categories such as QSRs, transit, parking and others where micropayments are common, barriers have dropped for the electronification of under $5 payments.
  • The markets for micropayments at the POS overlap with those for contactless payments.
"Under $5 micropayments online have been a persistent source of pain for content creators and distributors," comments George Peabody, Director of Mercator Advisory Group' s Emerging Technologies Advisory Service. "Evolution of payment models such as ad-supported content creation and distribution have largely erased that pain. Coupled with subscriptions and payment aggregation, the online picture is clearer but still requires better solutions. Ironically, electronic micropayments work better at the POS than they do online."

Table of Contents

  • Micropayments Defined
  • Why Micropayments Matter
  • Capitalizing on the Shift
  • Managing the Margin
    • Changing the Rails for Micropayments
  • Micropayments in the Digital World
  • Micropayments at the POS
  • In the Market
    • R.I.P. BitPass
    • Peppercoin Acquired by Chockstone
    • Chockstone
    • BSG Clearing Solutions
    • ClickandBuy
    • PaymentOne
    • PayPal
  • Conclusion
    • The Irony is Micropayments Work at the POS Better than Online
    • Micropayments from the Majors
    • It' s Not Micropayments, It' s Alternate Payment Services
    • Are Micropayments Solved?

Table of Figures

  • Figure 1: The Shift from Paper to Plastic and Electronic Will Not Stop
  • Figure 2: Interchange and Transaction Charges Consume Unacceptable Margin
  • Figure 3: Ad support has taken over most low value micropayments
  • Figure 4: POS Micropayment Segments are a $175 B Market
  • Figure 5: POS Micropayment Markets Have Been Addressed by New Association Interchange Rates
  • Figure 6: PayPal continues the growth of its payment revenue and volume
  • Figure 7: Micropayment Payment Vehicles are Becoming Alternate Payment Services

List of Tables

  • Table 1: Card Association and PayPal Rate Chart for Qualifying Low Value Transactions
  • Table 2: Micropayment Business Models
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