In response to the need for continuous innovation and improvement of user experiences, and in response to the demands of the current market, the introduction of a BNPL (Buy Now, Pay Later) solution tailored to the needs of the travel sector was proposed.

This initiative arose from the Strategic Plan conducted in the financial company involved in commerce where the solution was launched, proposing the creation of a platform to offer a customizable BNPL service so that interests can be paid by both the merchant and the customer. The initiative benefits the financial entity by incorporating a new line of business and benefits the merchant by boosting sales and improving the customer experience

1. Market Analysis: A detailed study of current trends in the airline sector and innovations in payment methods and financing, identifying opportunities in BNPL such as multi-lender solutions.
2. Solution Design: Conceptualization of a unique solution in the market as a financial intermediary, while validating that the selected business model is profitable for all parties involved. Selection process and negotiation with key partners for the operation of this solution, both for the technological platform and the lenders.
3. Development and Implementation: Full support throughout all project phases, from orchestrating suppliers and departments involved to monitoring and post-launch optimization. A project with a global focus, with special attention to the Spanish market and subsequent expansion to other markets where the commerce operated.

The results of the project were very positive, with a notable improvement in the purchasing experience of the airline’s customers, maximizing the approval ratios of the operations to be financed (above the market average) and offering each customer the best price for your financing, thanks to the multi-lender solution.

Of note is the creation of a new line of business for the financial institution and the positive impact on sales for the commerce, with a notable increase in sales, a penetration as a payment method higher than the rest of alternative payment methods and expansion to new ones. market segments, highlighting the young public (20 to 35 years old) accustomed to breaking up their purchases and services.

Finally, the trade achieved a key competitive differentiation compared to other players in the sector, through the new payment and financing solution.

In response to the rapid evolution and growing importance of digital payment methods, the need arose to make an ambitious commitment to creating a profitable in-house acquiring business and optimising the original issuing processing services. This would enable the bank to improve merchant loyalty and take ownership of the development of its future business strategy.

1. Opportunity assessment: Detailed analysis of the project’s viability in its multiple components (economic, operational, political, etc.) and assessment of the risks and implications it would entail.
2. Design of the different businesses: Once feasibility has been approved, design of the new acquiring business, including technological platform, value proposition, go-to-market strategy, organisation, operating model, etc.; of the migration process for issuing processing and all measures to reduce and eliminate identified risks
3. Development and implementation: Support in the organisation and execution of the project, including the management and implementation of alliances with strategic partners, team building, supervision and definition of progress indicators and stakeholder management.

The client obtained approval of the feasibility analysis at the highest level within the bank, compliance with the main implementation milestones, the partnership of key strategic suppliers for business development, a differentiated value proposition recognised in the market, and the containment of identified implementation risks.

Regulatory pressure and the need to increase transparency with the customer is forcing banks to make changes to statement and contractual documents. At the same time, rising interest rates have reduced the profit margin of credit card players, forcing them to raise rates to achieve profitability.

1. Weekly follow-up meetings with the areas involved and PMO coordination meetings.
2. Follow-up and preparation of a periodically updated follow-up file with the status of the actions to be taken by the areas.
3. Periodic meetings with the Testing team near the implementation date for the validation of the cases.
4. Testing of a small part of the portfolio prior to project implementation, performing weekly analysis to measure the impact on different product metrics.
5. Competitive benchmarks of deposits and savings accounts for weekly monitoring of the savings product Taskforce.

Development and implementation of new contractual documents and new statement successfully complying with Bank of Spain demands and resolving customer experience pain points.

Successfully raised interest rates to new customers and existing portfolio, increasing the profitability of the business.