Peanut Butter Jelly Time...for fraud?

Peanut Butter Jelly Time...for fraud?

By Jason Solano

The Directade Business Rules Series is taking a look at the practices, processes, and settings that help to power Direct-To-Consumer and Subscription businesses. Each week we’ll cover new questions related to Business Rules best practices that can help companies optimize their sales funnel and increase customer lifetime value.

This week we’re focusing on three tough questions related to credit card processing. We suggest you discuss these questions with your Finance and Marketing teams, your credit card processor, and industry experts like us.

1. Should you require the CVV (Card Verification Value) in your shopping cart?

Card security codes, commonly known as CVV codes, vary differently by each credit card brand.

Requiring the security code in your shopping cart can increase authorizations, reduce chargebacks, and help block many types of fraud.

The downside is the potential decrease in your conversion rates. The fast, seamless checkout flow you desire is affected by the amount of information you require. Plus, some consumers may not want to provide their security code.

If you do require the security code, it’s ideal to display a card-specific graphic for your customers. Having this in your cart will help them locate the code. Another important tip for subscription companies - DON’T store the security code. It’s against PCI standards and you will be penalized.

2. Do you allow gift cards, both reloadable and un-reloadable?

If you’re engaging in simple one-off e-commerce, your risk is low and you should take both kinds of gift cards.

However, the answer may not be that simple. If you’re running a subscription business with your profitability dependent on recurring revenue, gift cards can pose some serious challenges. For example, a gift card can be used by some customers who really want to try your product at a low price, but absolutely don’t want to risk being charged for their first full-priced recurring shipment.

Gift cards are the peanut butter to a fraudster’s jelly. I’ve seen individuals build staggeringly large businesses on Amazon and Ebay by re-selling products purchased with stacks of gift cards.

If your brand offers low introductory prices and payment plans, you should seriously consider prohibiting (at the very least) un-reloadable gift cards for your subscription membership offers.

3. Do you force deposits for some credit card authorization declines?

Some companies utilize a practice called a forced deposit or forced settlement when an authorization can’t be obtained or the charge failed due to an authorization decline.

Many of these transactions may have failed due to a technical issue or a temporary lack of funds from the customer. However, the practice is heavily discouraged by payment processors and often carry transactional fines. The likelihood of chargeback also increases with forced deposits.

It’s very difficult to justify this practice as customer friendly despite disruption caused by a failed transaction.

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How effective is your billing descriptor?

How effective is your billing descriptor?

By Jason Solano

The Directade Business Rules Series is taking a look at the practices, processes, and settings that help to power Direct-To-Consumer and Subscription businesses. Each week we’ll cover new questions related to Business Rules best practices that can help companies optimize their sales funnel and increase customer lifetime value.

This week’s topic is on how credit card transactions appear to your customer and what impact that could have to your business.

Are you effectively using your credit card billing descriptor field?

When your company charges a customer, the billing descriptor is the text displayed next to the charge. Here’s the thing: this is an incredibly important marketing touchpoint and it should not be overlooked.

What are the repercussions or a bad descriptor?  Aside from the negative brand association from pure customer frustration, you can expect more customer service calls, earlier cancellations, and an increase in chargebacks.

So how much space do you have? It really depends on your credit card processor and the customer’s bank. You can expect to have at least 18 and up to 25 characters of text for your descriptor. Our advice is to structure your descriptions at 18 characters to avoid potential cut-offs that might confuse your customer and their partners/spouses.

Following the descriptor, it is most common for a company phone number to be listed, followed by the state where the company is headquartered. We recommend including a toll-free number for the benefit of your customer, ideally one dedicated for billing statements. Maintaining this separate number will help you understand how many calls are being driven from billing versus other customer service reasons.

Whenever possible, stay away from internal abbreviations and jargon in your billing descriptor. While it may make sense to someone in your operations or accounting team, it could confuse your customer. If you have a longer brand name, and an abbreviation is critical, go with the abbreviation and use the rest of the space for keywords that clearly describe your product. Bring in your marketing and customer experience teams to advise on what makes the most contextual sense from the perspective of your customer. Create a descriptor that makes sense, then make sure you can have it show up first in Google search results.

As an example, let’s consider the fictional company ‘Sepulveda Boulevard Pet Food & Supplies’. With the wrong descriptor, the credit card statement might look like this:

SEPULVEDA BOULEVARD 1-800-123-4567 CA $60
SBPF&S  1-800-123-4567 CA $60

Both of the above descriptors lack crucial clarity, and would certainly cause many customers to wonder about the charge. If the customer were to Google either description it’s likely they wouldn’t easily find the business, so they’d have to call customer service. With enough frustration, they might dispute the charge.

Instead, we recommend a default descriptor such as the following:

SEPULVEDA PET FOOD  1-800-123-4567 CA $60

Depending on the variety of products and services offered by your company, you can use a dynamic descriptor to better describe what is being sold to your customer. You’ll need to work with your credit card processor to clearly understand their mapping capabilities, and try to stay as close as possible to 18 characters. You’ll also want to know if your processor can generate your dynamic descriptor during authorization, settlement, or both.

In our example, the Sepulveda pet supply company might offer pet toys, grooming, and adoption services, and their dynamic descriptors could be listed as:

SEPULVEDA PET TOYS  1-800-123-4567 CA $60
SEPULVEDA PETGROOM  1-800-123-4567 CA $60
SEPULVEDA PETADOPT  1-800-123-4567 CA $60

If you offer installment billing, and you have the space, you should considering using a dynamic billing descriptor to call out each payment. Listing the charges could help you reduce confusion and additional calls/talk time at customer service. In our example, if our pet company offered many products or bundles that were charged in three monthly payments, they might consider a descriptor such as this:

Month 1: SEPULVEDA PET 1of3  1-800-123-4567 CA $20
Month 2: SEPULVEDA PET 2of3  1-800-123-4567 CA $20
Month 3: SEPULVEDA PET 3of3  1-800-123-4567 CA $20

Some companies go further by including billing-specific URLs in their descriptors. The custom landing page then goes on to explain the charge, the product, and what the customer can do if they have a question or issue. The CEO of Basecamp wrote about his company’s success with this strategy that reportedly reduced chargebacks by 30%.

Billing descriptors are an often overlooked marketing touchpoint that can occur as much as, if not more than, actual product fulfillment. You can improve your customer experience and minimize many costs by following our advice on establishing an effective billing descriptor for your brand.

Next time: 3 Tough Credit Card Processing Questions




By Jason Solano

Directade’s Business Rules Series is taking a look at the practices, processes, and settings that help power Direct-To-Consumer and subscription businesses. Each week we’ll cover new questions related to Business Rule best practices that can can help companies optimize their sales funnel and increase customer lifetime value.

We start off this week with some questions about credit card authorization.

Do you authorize credit cards before accepting a new order?

A very common answer to this is “of course I obtain a pre-auth before I take an order.” However, the practice of obtaining a pre-authorization has been discouraged by Visa since 2009 (via additional fees and declines) because the typical $1.00 pre-auth is an early sign of fraudulent card-testing. Getting an authorization is still a necessity in order to verify funds prior to accepting an order, since a settlement still takes several days to process. In order to avoid potential declines, it’s important to make sure you’re obtaining the authorization for the full amount.

What do you do with new orders that do not pass credit card authorization?

Declining orders due to a failed credit card authorization may seem like the only prudent choice, but you should consider a few other options. Authorizations fail due to two primary reasons: the cardholder has insufficient funds in their bank account or they have exceeded the limit on their credit card account. What do you do next? Both of these instances are likely to be temporary. Presuming you’ve provided a feedback loop that includes asking for a different card, you might consider still taking the order. Work with your credit card processor and fulfillment center to hold the order and recycle the authorization. Re-contacting the potential customer via e-mail or an outbound call might be worth the cost and effort. Shipping the order with an open invoice is another much riskier option, so only consider that if you have excellent fraud detection rules and a tolerance for potential write-offs. Remember that your media is a sunk cost, so any recovery will quickly impact your bottom line.

Next time: How does your billing really look to your customers?


A small leak today....

A small leak today....

By Jason Solano

“Beware of little expenses. A small leak will sink a great ship.” - Benjamin Franklin

We joke that Direct-To-Consumer and Subscription Business Rules aren’t particularly sexy. They’re complex and often technical. Rules that work well sometimes can’t be easily tracked on a dashboard. Like most things in Direct Response marketing, rules need to be tested and measured over time with accurate data. Rules can’t be maintained by a single marketing or finance department - and they definitely require IT support.

Business Rules might be seen as barriers to orders. Or tiny cents compared to thousands of dollars in sales. This assumption would be dead wrong. Every order in your company is touched by dozens of business rules.

At first glance, Business Rules are a bit like plumbing in your house. It’s there, you don’t think about it, but you count on it everyday to work seamlessly. Small leaks are annoying yet seemingly inconsequential to your budget. A big leak can cause some damage and be fixed in an afternoon. And yet the plumbing in your business is completely different than the plumbing in your house. This plumbing needs to be reviewed and monitored regularly. By the time you spring a big leak, it might be way too late.

Think of how much effort goes into acquiring an order. You’ve spent money on design, on product, on your staff and your website. Not to mention the media expense. Taking an order doesn’t mean it will ship. Just because you’ve acquired a member with an expected Lifetime Value of $250 doesn’t necessarily mean you’ll ever net a dollar. Many, many Business Rules will apply to orders that you’ve paid and captured; your media cost is sunk! So good news: any improvement can flow right to your bottom line.

Optimizing your Business Rules requires a lot of questions. So that’s what we’re going to present - questions and perspectives than can help you become fluent in DTC and Subscription-related rules.

Many of these rules contain questions you’ve asked before. Some of the rules have questions you may not have considered. Many rules should come with that irritatingly famous slogan "You think you know ... but you have no idea.”. Some rules might be better for your bottom line at the expense of your customer. We urge you to be careful and be fair. Some of these questions may not apply to your business. Some of these questions might be connected to federal or state laws - so it may also be a good idea to confer with your legal counsel.

Check back next week for our first of many business rules blog posts. We’re kicking off at the top of your funnel with some thoughts on credit card authorization.