Operations
30 November 2022
Disjointed checkout can cost retailers sales
BlueSnap CEO Ralph Dangelmaier talks about the importance of strong payment infrastructure.

BlueSnap CEO Ralph Dangelmaier talks about the importance of strong payment infrastructure.

Ecommerce touts instantaneous buying and convenience among its many benefits, but the truth is that consumers can be fickle on the way to completing checkout.
Once their cart is full, they want to be able to choose from a multitude of payment options. They also want checkout to happen quickly. If those aren’t provided, there’s always the danger looming that a second thought or distraction will creep in, leading a cart to be left waiting.
“In today’s crowded retail landscape, there is little room for error when it comes to ensuring that purchases are not only initiated effectively but followed through until the very last step,” said Ralph Dangelmaier, CEO of BlueSnap, a payment orchestration platform. “How shoppers experience your brand is now more important than ever, because even the slightest inconvenience at checkout can result in both customer and cart abandonment.”
To avoid losing customers – and sales – before the final payment is completed, Dangelmaier said several gaps in the ecommerce experience need to be considered.
For one, the end matters. It’s worth remembering that when it comes to a sale, closing the deal is just as important as an attractive entrance. For brands and retailers, driving traffic to a site is often a primary focus. After all, more traffic means more chances for sales.
“But these efforts are effectively useless if customers are met with a confusing, faulty checkout experience,” Dangelmaier said. “If customers are making it to checkout, it’s up to the retailer to ensure the process is seamless enough that people don’t abandon their cart at the last second.”
As retailers see a few customers trickle out here and there, it may seem insignificant. But taken together, the lost sales can add up to big deficits, Dangelmaier said.
For global retailers, it’s also necessary to localize payment options to a specific area. If a customer goes to checkout and doesn’t see a payment method they regularly use, they may be more likely to abandon cart.
“By offering preferred payment methods, a range of languages and local currencies, these sales are more likely to be completed, while also resulting in higher levels of customer satisfaction,” Dangelmaier said.
It’s also important for retailers to keep up with changes in payment methods. To keep up with the pace of innovation, they should also add alternative payments, such as eWallets, buy now pay later (BNPL) and crypto.
Increasingly, the ability to access a multitude of options is part of a shopper’s expectations. According to a PYMNTS survey, 45% of shoppers said they want the ability to use their preferred payment method while shopping online.
There’s lots of talk about frictionless experiences in commerce, and making payments easy is part of that. After all, consumers want to complete their purchase in as few steps as possible. But it’s made possible by having a payment infrastructure in place, Dangelmaier said.
“A strong payment infrastructure must be able to capture, authorize, and protect each sale while providing the greatest amount of ease possible to the shopper,” Dangelmaier said. “From a brand perspective, having a durable payment infrastructure in place also aids in achieving higher authorization rates, and avoiding cross-border fees.”
Within this infrastructure, there are complex and interwoven systems working under the surface to make things simple for the customer. Having the right payment options in place is just one piece of what’s required. Brands and retailers are also growing the number of channels on which they are selling, from web and mobile to marketplaces and social media. So it’s important that all payment options are offered across each channel in order to keep them consistent, said Dangelmaier.
“In establishing this payment infrastructure, retailers must hold a strong understanding of payment orchestration, which simplifies payment processes by integrating service providers, acquirers, gateways and banks within one consolidated layer of technology,” Dangelmaier said. “In streamlining payment flow through the integration of multiple payment methods, payment orchestration provides a higher likelihood of customer satisfaction in the checkout process that directly translates to a higher degree of brand loyalty and retention.”
Payment orchestration offers access to a wide range of payment services providers, and support for cross-border sales. It also reduces the risk of declined payments and other failures by directing all transactions to the highest-performing payment processing provider.
By bringing all of the different sides of the payments equation together, retailers can present a unified experience for consumers. While there may be a lot happening behind the scenes, for the customer, this ensures checkout is quick and easy to complete. It’s a way to stand out at the end of the sale, just like retailers want as they seek to bring a customer to their site.
“Payment orchestration is key to making sure shoppers are experiencing a continuous, technologically ‘with it’ brand,” Dangelmaier said.
Campbell Soup Company CEO Mark Clouse offered thoughts on messaging amid inflationary shifts in consumer behavior.
After months of elevated inflation and interest rate hikes that have the potential to cool demand, consumers are showing more signs of shifting behavior.
It’s showing up in retail sales data, but there’s also evidence in the observations of the brands responsible for grocery store staples.
The latest example came this week from Campbell Soup Company. CEO Mark Clouse told analysts that the consumer continues to be “resilient” despite continued price increases on food, but found that “consumers are beginning to feel that pressure” as time goes on.
This shows up in the categories they are buying. Overall, Clouse said Campbell sees a shift toward shelf-stable items, and away from more expensive prepared foods.
There is also change in when they make purchases. People are buying more at the beginning of the month. That’s because they are stretching paychecks as long as possible.
These shifts change how the company is communicating with consumers.
Clouse said the changes in behavior are an opportunity to “focus on value within our messaging without necessarily having to chase pricing all the way down.”
“No question that it's important that we protect affordability and that we make that relevant in the categories that we're in," Clouse said. "But I also think there's a lot of ways to frame value in different ways, right?”
A meal cooked with condensed soup may be cheaper than picking up a frozen item or ordering out. Consumers just need a reminder. Even within Campbell’s own portfolio, the company can elevate brands that have more value now, even if they may not always get the limelight.
The open question is whether the shift in behavior will begin to show up in the results of the companies that have raised prices. Campbell’s overall net sales grew 5% for the quarter ended April 30, while gross profit margins held steady around 30%. But the category-level results were more uneven. U.S. soup sales declined 11%, though the company said that was owed to comparisons with the quarter when supply chains reopened a year ago and expressed confidence that the category is seeing a longer-term resurgence as more people cook at home following the pandemic. Snacks, which includes Goldfish and Pepperidge Farm, were up 12% And while net sales increased overall, the amount of products people are buying is declining. Volumes were down 7%.
These are trends happening across the grocery store. Campbell is continuing to compete. It is leading with iconic brands, and a host of different ways to consume them. It is following that up with innovation that makes the products stand out. Then, it is driving home messaging that shows consumers how to fit the products into their lives, and even their tightening spending plans.
Campbell Soup is more than 150 years old, and has seen plenty of difficult economic environments. It is also a different business today, and will continue to evolve. At the end of the day, continued execution is what’s required.
“If it's good food, people are going to buy it, especially if it's a great value,” Clouse said.