Paysafe Share Discussion Threads

[silverfern] 04/7/2017 09:35

well you can read the news just out - this should ignite Paysafe now if Worldpay are seen as too cheap to ignore. WPG up 17%

[lomax99] 04/7/2017 08:54

WPG now up 11%, speculation that MasterCard and Visa may be looking at Nets A/S, a Danish company which is seen as a rival to WPG:

"We believe interest from pure acquiring companies is less likely. The U.S. payment schemes (Visa & Mastercard) are clearly large enough to be able to acquire a company the size of Nets," Morgan Stanley analysts write in a research note.

Nordea Equity Research analyst Oliver Schüler Pisani said Visa and Mastercard could be potential bidders for Nets, the issuer of the most used debit card in Denmark, Dankort.

Analysts said Nets's valuation was attractive. It trades at a discount to both the sector and its closest rival, Worldplay , leaving room for a good takeover premium, Pisani said.

Nets trades at a 12-month price-to-earnings ratio of 14.6 compared with 21.3 for Worldpay Group and 24.6 for Worldline . Shares in Worldpay rose 1.4 percent on Monday while Worldline was 1.8 percent higher.


source:

[lomax99] 04/7/2017 08:36

They have certainly stepped up the external PR recently, presumably gearing up for something......

[pshevlin] 04/7/2017 08:29

Volume very low here this a.m. whereas WPG has over 3 mill trades already. Not qute sure why we are lagging behind the sector at present. XLM doing well also after a good trading update. We need the next trading statement to squash that last 10% growth nonsense.

[lomax99] 04/7/2017 08:22

PA is the in the last chance saloon for any activity in 2017, assuming they can separate out VGT's. A decision later this week?

hxxps://www.legaluspokersites.com/news/pennsylvania-online-gambling-included-budget-talks/9069 :

Gambling Expansion Gets Complicated

Last year, as Pennsylvania legislators tried to cover a budget deficit, Wolf allowed them to allot $100 million from gambling expansions, but the Senate refused to authorize that money. The primary point of contention was the inclusion of video gaming terminals in the expansion bill. While most lawmakers were in support of the online gambling and lottery provisions of the legislation, VGTs remained contentious and kept the bill from being a budget solution in 2016.

Again, in 2017, the same issues are in play. The gambling expansion bill was passed by the House and Senate, with only a few differences in the wording. As for online gambling, there is a difference in the licensing fees and tax rates to be garnered from the new industry, but the two houses should be able to find common ground. But the VGTs seem to be the main sticking point, something that the House supports but the Senate does not. Even Wolf has indicated a hesitation to support VGTs.

The current budget shortfall will be on the table when legislators return to the Capitol for discussions. And gambling expansion is a potential solution if the VGT issue can be removed from the bill or agreed upon in some form or fashion.

Per John Pappas, Executive Director of the Poker Players Alliance, there is an easy way out of the current conundrum, and that is to remove VGTs for now. “Let’s slow down and just go with i-gaming,” Pappas told Legal US Poker Sites. “We have consensus on i-gaming in the House and Senate on a bipartisan basis.”

[silverfern] 04/7/2017 08:09

WPG flying today- up 5%

[lomax99] 03/7/2017 20:13

Opinion 03 July, 2017 TransformOpinion: How can a brand inspire staff after acquisition?paysafe.jpgHow does a business inspire and support its staff to champion a 'one company' ethos following a series of significant acquisitions? Nick Walker discusses the approach taken by global payments company PaysafeIn August 2015, Optimal Payments acquired Skrill, a competitor payments company. I led HR at Skrill three years prior to this and became group HR lead for the enlarged business. It was a transformational transaction at every level. With an enterprise value of $1.3bn, it effectively doubled the size of Optimal Payments and propelled the AIM-listed company to the Main Market on the London Stock Exchange and a subsequent listing on the FTSE 250 Index in early 2016.The combination of the companies, which themselves had been buying businesses in preceding years, resulted in new dynamics in newly-formed group functions. Integrating teams with different geographical and cultural backgrounds and building a 'one company' ethos presented significant challenges that needed to be resolved quickly. In addition, headcount had risen from 600 employees in six locations to 1,300 employees in 12 locations.When two well-established organisations combine, resistance to change is common, and to ease the process, we focused on establishing one new common brand – Paysafe. This took place in November 2015. Our new identity then posed another issue: the need to build credibility internally and externally and identify what Paysafe represents, wants to be known for and what the company actually means to employees.From the outset, it was clear that the rollout of the new brand had to come from within. The creation of our ambassador programme began. It complemented what we did at an operational level, namely to come together as one company, while preserving the internal and external strengths of the businesses we had acquired. Promoting an entrepreneurial culture has always been vitally important to our ethos and DNA, and the approach taken helped to make sure our business lines and their teams could flourish rather than flounder. HR led the a selection process which involved working with the business to identify 'champions' – employees who were respected by peers, understood the broader landscape and reflected Paysafe. Around 40 employees in different departments, from various levels, representing each office location, were brought together.This initiative was key to define the culture, ethos and values that reflected Paysafe. The champions promoted our 'one company' identity globally, by preparing 60 compelling rolling workshops over a six-week period designed to identify and explore our new values and generate new ideas on how to embed them throughout the organisation. Based on input from more than 650 colleagues, the champions shortlisted four values, which became our internally-created core values: open, focused, pioneering and courageous. While phase one of the programme involved the planning of the workshops, phase two was key in implementing and embedding the newly created values through ambassador champions-led workshops for employees, which allowed them to explore each value through an engaging and creative spectrum of exercises.The final phase of the programme involved identifying other creative ways to embed the values. Some ideas generated included the deployment of a 'We are Paysafe' mantra; a strong internal poster campaign supporting four cultural themes that reflected our journey together. Other ideas implemented during phase three were a new reward system and 'Paysafe University,' where introductory and tutorial videos of each business unit are available for new joiners. The employer brand values were also embedded into our annual employee survey, our appraisal process and our recruitment activity.The results were notable in several aspects. In April 2016, just six months after the Paysafe name was launched, we carried out our first employee survey, based on the internationally recognised Gallup Q12 survey. In a year of considerable transition and integration, we scored 68%.Additionally, 73% of our employees said they believe their manager lives the values, while 83% of employees said to have an open and trustworthy relationship with their manager. Further, 68% of employees agree with the statement 'We are Paysafe,' which has been used in social media and internal communication tools. Engagement and eNPS scores are much higher than industry norms.We recruited around 850 staff in 2016, with 85% brought into the business through our direct channels and of these individuals more than 100 had been referrals by colleagues.Voluntary employee attrition during 2016, a year which saw us buy two further businesses in North America was only 11%, a figure that reflects particularly well in terms of the change the business was going through and the internal-led culture and values alignment we delivered.Today, Paysafe has more than 2,250 employees and the group's full-year results issued in March showed annual revenue had surpassed the $1bn milestone. Central to our success has been our approach to making sure we have a strong and dynamic employer brand. Investing the time and energy into our brand through employee engagement is vitally important to our future success, given this so critically influences the quality of staff we have, how long they stay with us and our ability to attract new talent in a competitive market.Nick Walker is the chief human resources officer at Paysafe Group plc

[lomax99] 03/7/2017 20:10

SportsbookCloud partners with Paysafe's Income Access3 July 2017(PRESS RELEASE) -- SportsbookCloud, the German-headquartered sports-betting expert and platform provider, has entered into a client referral partnership with Income Access, Paysafe's affiliate software provider. The agreement will see SportsbookCloud formally recommend Income Access' affiliate platform to its online gambling partners.Focusing on emerging markets in Africa, Latin America and Europe, SportsbookCloud offers bookmakers a massively scalable platform with omni-channel capabilities. Bookmakers integrating with the sports-betting solution can swiftly migrate from their legacy platform or startup as they enjoy quick, hassle-free entry into relevant gambling markets with the support of a cutting-edge product offering.The Income Access affiliate platform, which features flexible commission payouts, end-to-end tracking and reporting, and a comprehensive digital campaign management tool, joins a notable list of industry leaders already partnered with SportsbookCloud. Included among these partners are Microgaming, Innovative Technology, Evolution Gaming and IBM.As a Betradar Gold Certified partner, SportsbookCloud boasts an intelligent cloud infrastructure and a unified environment for sports-betting, casino, bingo, lottery, live casino and virtual sports. This omni-channel solution is further supported by dedicated teams of experts for rapid operations.Daniel Gruederich, CEO, SportsbookCloud, said: "Partnering with Income Access, the global expert in affiliate management and reporting technology, is a winning combination for SportsbookCloud and a major benefit for our existing and future clients. Our partners have been keen for this to happen and we're really excited that our sports-betting platform can now offer even more value."Lorenzo Pellegrino, CEO, Digital Wallets, Income Access, (Paysafe Group company), said: "It's very exciting to partner with an organisation that is focused both on advancing the industry's technological benchmarks as well as pursuing success in emerging markets. SportsbookCloud's status as a leading omni-channel solution has been well-earned and we're looking forward to being part of its continued success for a long time to come."

[high park] 03/7/2017 17:18

How does it work then? Three times as many buys as sells, and we're down 6p.

[wolfhound1] 03/7/2017 16:12

Have a look at PYPL also down today- seem over last 6 months they have become highly correlated

[pshevlin] 03/7/2017 16:04

Paysafe down against the trend (WPG up today)Any reasons?

[lomax99] 03/7/2017 13:24

How Payments Makes Online Travel Sites Worth The Trip
By PYMNTS


 Summer might mean vacation for you, but for travel agents, it’s crunch time, adding volume to what can already be a very delicate equation. Even in the quiet seasons, the online travel market is susceptible to the trade winds, and they don’t always blow in agents’ favor. It can be buffeted dramatically by shifts in the global economy, emerging technologies and even factors as arbitrary as the weather.

But what hurts a business (especially a small one) more than an October snowstorm is when online fraudsters use CNP transactions to steal their services. Or when they lose international deals because they’re not accepting the latest and greatest form of digital payment.

Both of these fall within the top five challenges facing modern travel agents, according to a list compiled by online global payments company Paysafe. The company has been front and center through the industry transformation since 1996 and has a few tips to keep agents from washing out with that turquoise Caribbean tide.

The End of Excessive Card Surcharges

Travel companies have historically been some of the worst offenders for drip pricing, a technique used by online retailers whereby a headline price is advertised at the beginning of the purchase process, and additional fees — such as card surcharges — that are added later in the process to inflate the final cost.

Good news for consumers: as of January 2018, that’s not going to be a thing anymore. A new law is going into effect that will prohibit agents from charging customers fees for using their credit or debit card. But that’s not such good news for the agents, and some may opt to introduce booking fees or other incentives to discourage customers from using cards.

Until a few years ago, card surcharges were big business in the travel industry, with the “add-ons”; often worth more than the product being sold. This was particularly true for lower-cost bookings, such as car rentals, short stays and flights.

So-called “cheap flight” operators were once notorious for drip pricing, with the Office of Fair Trading (OFT) estimating that the airline industry alone was charging consumers £300 million a year (that’s $379,672,500 USD) in card surcharges at its peak.

In 2013, new limits were set on the amount merchants were legally allowed to charge customers for paying by credit or debit card, and come 2018, that amount will be slashed to zero.

The Rise of CNP Fraud

According to Europol, the European Union’s law enforcement agency, the airline industry loses nearly a billion pounds ($1.3 billion USD) every year as a result of card-not-present (CNP) online fraudulent ticket purchases. In October 2016, nearly 200 individuals were arrested as part of a major international sting. Forty-three countries, 75 airlines and eight online travel agencies were involved in the fraud.

Fraud is always bad news, but the stakes can be even higher for smaller operators who may have fewer contingency funds. There’s really no way around it: Online travel agents need to enlist a payments-processing partner that offers state-of-the-art fraud mitigation tools, understands the unique set of risks affecting the travel industry and takes a proactive approach in identifying suspicious transactions — all so risks can be extinguished before they become threats.

Consumer Demand and the Globalization of Travel

More and more travelers are looking for their next big adventure, and thanks to the global travel culture, trips are getting easier than ever to find (and afford). This presents travel agents with ample new opportunities, but it also introduces significant new challenges.

Travel agents looking to expand into new territories must have the flexibility to handle a number of different payment methods, many of them entirely new. Cards are still king in most of the world, but eWallets are gaining traction, particularly in Asia and the Pacific. If agents can’t take payments in a region’s most popular form, they risk losing that market altogether.

Globalization also means that agents must navigate uncharted legal and regulatory landscapes. This is another area in which choosing the right payments processor makes a huge difference. The experts can provide everything an agent needs to accept and process payments globally, and in a secure and compliant environment.

Complex Cross-Border B2B Payments

It’s impossible to do the work of a travel agent without the ability to exchange money, what with global suppliers dispersed across various countries and currencies. But doing that with minimal risk, cost and regulatory headaches is no small feat, and factors like fluctuating FX rates, geopolitical shake-ups, lengthy settlement times, hefty transaction fees and ever-evolving fraud risks make it even more complex. This is another area in which teaming up with a reputable payment service provider is key.

Consumer Protection

When consumers pay for a vacation, their funds are held in a trust account until the travel agent delivers on its end of the contract — that is, the trip as described. This is done in accordance with The Package Travel, Package Holidays and Package Tours Regulations 1992.

The trust account protects consumers financially in case the travel agent goes out of business or something else goes wrong. But for the agent, it introduces a wide gap between taking a booking and getting paid.

Summary

Agents can no longer get away with not offering a wide range of payment methods, around-the-clock support and best-in-class fraud and risk management.

Payments are a critical part of the consumer experience yet are often seen as less of a priority than other consumer-facing business assets, like websites, mobile apps or a social media presence. For forward-thinking travel agents looking to stay ahead in an extremely competitive market, a payment system that not only works, but is flexible and primed for growth, is essential.

By working with an acquirer that understands the complexities of the travel supply chain and offers all the essential elements to support growth within the sector, travel agents can turn would-be challenges into profitable opportunities.


[zcaprd7] 02/7/2017 10:24

Three years? I've been in since the last time it was £6. Then averaged down all the way to 40p, waiting to complete the journey...

[callmebanana] 30/6/2017 20:08

3 pound next week, don't say I didn't warn you

[seans66] 30/6/2017 19:36

Some investors have no patience.I have been in paysafe for 3 years & up nearly 100%. The next 3 years should equally rewarding.

[ralphmalph] 30/6/2017 17:50

I thought your aunts name was commando?

[malcolmmm] 30/6/2017 17:00

Up on the day though

[callmebanana] 30/6/2017 16:21

This is going down quicker than my auntie's knickers!

[lomax99] 30/6/2017 14:02

The announcement on buybacks was on December 20th, it was intended to last for a calendar year. It was for 'up to' 10% of the share capital, there is no obligation to buy the rest.

[jarega85] 30/6/2017 13:22

The buybacks - What's the actual score with the original £100M that was committed? I seem to recall it was c.20% that was bought back, but do they have to buy the remaining 80%, I seem to recall the end of the year was a noted date?

[kuss1] 30/6/2017 12:48

Yes, but Pays also targeting another 100 million in EBITDA. So looking likely we'll see around near 500 million in EBITDA soon enough...

[nurdin] 30/6/2017 12:45

That revenue growth of 10.2% will however result in 64% growth in net profits.That rate however reduces somewhat in 2018