Measuring Total Cost of Payments
The Payments function accounts for 2 – 5% of any merchant’s top line revenue. Sometimes it can account for up to 30% of CoG for small ticket items. Managing payments is difficult due to complex fe...
(425) 522-4110
Our Clients
Looking through our Client list, you will find a wide range of companies, all at different stages in their lifecycles. Each one of them has viewed payments on a spectrum from “burden” to “revenue driver.”
As a firm focused on all things payments, we always look for ways to enhance the image and value of the payments function within each of our Clients whether they be bank, payments company, or retailer.
We do so because payments do not exist for their own sake. As the revenue gathering (and expense disbursing) platform, the payments function must balance three overarching business goals:
- Enhance the customer experience, increasing sales by maximizing approval rates and mitigating the effect of outages.
- Support growth by connecting to multiple endpoints that enable customers to pay using the currencies and forms of payment which they prefer.
- Lower the cost of payment processing and operations and thereby contributing to the company’s bottom line.
Effectively doing this job is not possible when a company simply views payments as a cost of doing business. And that’s where we come in.
We see payments as an integral asset that needs investment and continuous management. While there are no Bachelor’s Degrees in our field, we know the best practices in articulating the value of payments. That’s led to our rich history of developing and defining global payments infrastructure.
But what’s more important than our story, is yours.
How does your company view payments? And, how does it need to view payments in order to thrive?
Project Support for Going Global
RPGC’s Client wanted sales lift and lower processing costs by switching from a global processing agreement into South Korea to a local processing environment. It was also integral for the Client to ...