Credit Cards Online Information

JENNIFER, THE ASSISTANT Jennifer treasurer at ABC Corp. in New Orleans, opened an e-mail from a former colleague who no longer worked for the organization. The e-mail read: "Hi Jennifer, there should be a refund of $716 on my old corporate Visa card from the IP Conference. I paid for, but did not attend, the conference and did not turn in the charge to ABC for reimbursement. Can you have Visa issue a refund check to me? Thanks very much for your help."

The e-mail was from Larry, a former ABC executive who had been Jennifer's boss at one time. The message seemed innocuous enough. Larry had legitimately charged a business conference to his corporate credit card, but he had canceled his registration because he left the company. Therefore, he was due a refund.

It would have been very easy for Jennifer to trust her former boss and get him the refund. Instead, because something didn't seem quite right, she chose to check on whether ABC had already reimbursed Larry for the conference.

To make this determination, Jennifer accessed Larry's corporate credit card records online and retrieved his expense reports from the accounts payable file room. The expense reports confirmed that Larry had not expensed the conference fee, but when Jennifer looked at his credit card statement, she saw a couple of odd items.

First, the most recent statement indicated that the former ABC executive had made four payments to his credit card in one month. Second, the statement was two pages long, and Jennifer knew that Larry rarely traveled for business. She scanned the charges and noted that most of them were from local vendors. In addition, none of the items looked like business charges. The charges included dinners at local restaurants, department and grocery store charges, and airline tickets for Larry and his wife that Jennifer knew were for their recent vacation.

Out of curiosity, Jennifer queried the company's checks online to see if any of the payments made on Larry's Visa account matched the dollar amounts of checks written by ABC. Sure enough, she found that all four payments made to Larry's credit card that month equaled amounts on checks that the company had written to Visa. Jennifer increased the scope of her search and observed that every payment posted to Larry's corporate credit card over the previous 12 months was from a check written by the company. She also noticed that of the $88,000 in charges on Larry's card over that time frame, none was for business expenses.

Jennifer printed copies of all of the checks and noted that, although Visa was listed as the payee on all of them, Larry's corporate credit card account number was handwritten on each check. Jennifer approached the director of internal auditing as well as Larry's former manager and requested an investigation into the matter.

While working for ABC, Larry was in charge of making sure that the organization paid delinquent balances on the corporate credit cards of people who had left the company. ABC had an arrangement with the credit card company that it would guarantee payment for certain employees if those employees did not pay the balances on their accounts. Once a month, Larry would provide accounts payable with a list of delinquent accounts on guaranteed cards, and accounts payable would cut the check to the credit card company.

However, on the bottom of every check request in Larry's last year of employment, he had written, "Please deliver the check to me." Typically, accounts payable would mail the check directly to the credit card company, but because accounts payable knew that Larry maintained a relationship with the credit card company, they adhered to his request and delivered the checks to him. When Larry received a check, he would write his own account number on the check, and the bank would apply the payment to Larry's credit card.

Larry did not need to make sure that the delinquent credit card owners listed on his spreadsheet paid their balances, because he had fabricated the delinquency list that he provided to accounts payable. In many cases, the employees with the so-called delinquent balances had left the organization long before, and they had paid their balances in full before departing.

So, where were the control breakdowns? First, Larry had sole authority over the credit card function. He managed the corporate credit cards, reviewed the delinquent accounts, had access to the employee statements, and dealt with the bank's account managers. No one reviewed his work. As soon as accounts payable walked the checks down to his office, he had all he needed to perpetrate the fraud.

The second breakdown was that the accounts payable clerk walked the checks over to Larry. Although not necessarily right, it is understandable that accounts payable would not have the time to audit Larry's delinquency list. After all, accounts payable was processing more than 1,000 checks per week with a staff of six. However, it was unacceptable for the clerk to deliver the check directly to Larry. The check should have gone from accounts payable to the vendor. The vendor invoice--or delinquency data in this case--should have contained all of the pertinent information to allow accounts payable to appropriately route the check.

Cash and credit cards soon may give way to digital money--currency that can be sent over computer networks in the form of digital information. "Shopping on the Internet has prompted the development of a new kind of money," Vary Coates and Steven Bonorris, who made a study of digital money for the Institute of Technology Assessment in Washington, D.C., told the World Future Society, Bethesda, Md. They explained that it may take the form of electronic tokens stored on a computer's hard drive or on "smart" cards that can be loaded with various monetary values.

Millicents is a kind of electronic scrip that carries a signed message, a serial number, and an expiration date. Customers receive millicents from brokers and can then spend it using their modems.

CyberCoins exist as digital tokens that can be purchased from a bank and exchanged for online products that cost less than $10.

CyberCash is a system that utilizes software to create a gateway between the Internet and a credit card company's authorization network. A cybercash system keeps records of transactions and encrypts your payments.

"No one is yet sure what kind of electronic currency, if any, will most appeal to consumers," Coates and Bonorris indicated. Some enthusiasts want digital money to be just like paper money. They want to be able to "make change" electronically, have their new currency widely accepted, and have easy access to funds via computer, laptop, and smart cards. Others want electronic money to have customized features that paper money lacks. Some parents, for example, would like to give their children "conditional" digital allowances that couldn't be spent on cigarettes or liquor.

Some consumers already are using digital money. First Virtual Bank began offering it in 1994 and now has 150,000 accounts. Most Internet merchants, though, are waiting to see which of the competing electronic systems will win out in the marketplace

LOS ANGELES, CALIFORNIA, U.S.A., 1999 NOV 19 (NB). Shopping online could become much easier for people without credit cards under a new Internet automatic teller machine plan developed by Cash Technologies Inc. [NASDAQ:CHNG].

According to Cash Technologies Chairman and CEO Bruce Korman, credit cards inhibit much of the potential in the e-commerce market. "Today nearly half of the US population, and one-fourth of those who qualify, do not have credit cards," he said.

In order to turn these cardless customers into online spenders, Cash Technologies today announced that it has reached agreements with MP3.com, [NASDAQ:MPPP], an online digital music Website, and privately held Sensar Inc., a manufacturer of "iris recognition products," to begin a pilot project using ATM cards to purchase music products at MP3's Website.

MP3 customers participating in the pilot project will be able to use their regular bank ATM card to shop securely over the Internet at MP3's Website. The use of Sensar's iris camera attached to the customer's PC will eliminate the need to send personal ID numbers via the Internet, removing the key stumbling block that has prevented the use of ATM cards on the Internet.

Korman also pointed out another possible advantage that this system has over credit cards, saying that "credit card and password fraud has victimized millions of online shoppers."

The pilot project for MP3 customers will begin during the first quarter of 2000. Participating customers will enroll at an iris- enabled ATM supplied by Diebold Inc. Thereafter, when the customer is ready to purchase products from MP3's Website, a small hand-held camera manufactured by Sensar, which plugs into the customer's PC, will take a picture of his or her iris and return the encoded information to MP3 over the Internet.

MP3 in turn will pass the information on to Cash Technologies' EMMA system to authenticate the customer and process the transaction through the ATM networks.

An approval is returned by EMMA to MP3 within seconds, the customer then can receive the requested MP3 product in the usual way. According to Cash Technologies, as far as the customer is concerned, the process is virtually as fast and as simple as using an ATM.

MP3 is particularly pleased with the pilot project's potential, since, according to MP3.com President Robin Richards, "Credit card penetration is particularly low amongst the teenage population despite their tremendous buying power."

Sensar anticipates that eventually the inexpensive hand-held cameras, which also can double as "Web cams" or video conferencing cameras, could be distributed by banks, e-commerce providers, online securities trading firms and even built into computer monitors.

Korman told Newsbytes that initially, Cash Technologies would pay for the cost of the cameras attached to the individual PCs. In the future, he expectes that the cameras would be available at virtually no charge, the cost being born by the online merchants who want to reduce credit card fraud at their sites. Korman also said that if the cameras were not made available for free, he expects the retail cost of the camera to be below $100 when manufactured in quantity.

The event's host, Livermore Research, is one of the leading experts in the credit card industry. It uses a proven methodology to uncover and report new online developments within all the major credit and charge card issuers and it is consistently the first industry source to report new functions, updated capabilities and site redesigns.

edocs provides a complete online self-service software platform for the credit card industry and works with several leading card issuers including GE Consumer Card Services and Target. edocs' Card Manager enables issuers to offer a complete and compelling online service experience for consumer and commercial cardholders and it delivers substantial cost savings and improved customer service levels. With edocs' solution in place at an issuer's website, business and consumer cardholders can view recent activity and account status, request usage alerts, categorize transactions, turn off paper delivery and run spending analysis reports.

About edocs

edocs is the leading provider of customer self-service and e-billing software for Global 2000 businesses. edocs' solutions improve the quality of customer care, reduce support costs and deepen relationships with business and consumer customers. The software enables end customers to manage their accounts, research offerings, buy products and services, review bills and statements, initiate and track payments, and resolve issues online from a single starting point at a company's web site. edocs' products and services are used by some of the world's leading organizations in financial services, energy, government, healthcare, insurance, retail and telecommunications. Customers include BT (British Telecom), Fannie Mae, FleetBoston Financial, GE Capital, Humana, Independence Blue Cross, Target, Telstra, Toyota Financial Services and TXU Energy.

PURCHASING CARD PROGRAMS are moving to a new level of value. The first wave of change, which began about twenty years ago, put buying authority in the hands of front-line employees throughout their organizations. The benefits were clear: first, purchasing necessary goods and services became fast and convenient; taking even a part of the procurement process out of the paper-based world generated considerable savings in time and money; and, suppliers received payment almost instantly. Today, a second wave of purchasing card functionality is putting strategic information on the desks of senior managers. The difference is in the data.

At the most basic level of purchasing card use, managers receive monthly statements with "level one" data: date, supplier, dollar value and, of course, the name associated with the card, whether it is assigned to an individual employee or a work unit.

"Level four" data, on the other hand, is enhanced to the customers' specifications. Wendy Hall, Public sector Relations director at BMO ePurchasing Solutions said, "We may be the only provider that can pass level four data, custom data based on unique specifications of a client. An example would be time-sheets from a temp help agency, so we would work with the supplier and the government of Canada to deliver that custom data." she said.

Across levels one to four, there is a world of useful data, including order number, item product code, description, quantity, unit of measure and price. Managers can see where products are coming from and where they are going. If the organization is using temporary services, they can look up spending by individual contractor or the types of work performed. If materials are being sent out for analysis and testing, purchasing information could include tracking numbers. In fact, any information about a purchasing card transaction that can be described in alphanumeric terms can be delivered electronically.

Five years ago, when Ken Babich joined the purchasing services department at the University of Victoria, there were only about 70 purchasing cards in use on campus, with very restricted use, manual reconciliation and a monthly spend of only about $15,000.

Shortly after he arrived, he wrote a visionary article called "Bridging The Gap" that looked at the challenge of creating a seamless merger of purchasing card programs with enterprise resource planning (ERP) software to create an all-electronic process. At that time he wrote, "... purchasing cards should seriously be considered as the preferred method of purchase and payment." Since then, he has pursued that goal.

Today, there are 770 purchasing cardholders at the university and a total spend of nearly $4 million a year. And, best of all, "The entire process is electronic, from the actual commitment right to encumbering it in our budget."

Within the University of Victoria e-procurement website, an e-merchant site hosts the purchasing card solution. Employees use their purchasing cards to buy from approved vendors and each morning all the transactions for the prior period, including the day before, are reported.

"We take that information in spreadsheet format and we apply the tax tables to it, the PST and the GST, based on where the goods initiated from and so we have that all embedded in code through a product from a company called Millennium Computer Systems which is here in Victoria," Babich said. When data enters the financial software system, money immediately leaves the appropriate budgets.

As Babich said, "The end user can buy something today and within 24 hours, they can go to their financial statement, click on the transaction and see that it is a p-card transaction, what the value is and what it is for, all electronically. That was 'bridging the gap'."

Looking back, Babich said there is more to a solution than just technology. "One is the management of the program itself and the degree to which there is an entrepreneurial spirit attached to it. In other words, how willing is an organization to go ahead and engage technology, particularly p-card technology and some of the inherent risks that they think might come with it."

Once the gap is bridged, and data is flowing into an organization, the next step is to turn it into useful information. Brent Needham, the commercial solutions senior manager at Visa Canada said organizations really capture value with a fully automated procure-to-pay process.

"If you use an ERP system integrated with your electronic procurement system, and it automatically goes on a p-card, then it is much easier to take that enhanced data electronically and, if you're a compliancedriven organization, make sure people are in compliance," he said. "If you're an organization that really values strategic sourcing, you use that to figure out how much you're buying from suppliers and then try to negotiate better deals because you understand how much you're spending with each supplier over each twelve-month period."

Jacqueline Cubici-Gonzalez, a self-professed Interact shopping addict, visits a grocery store Web site once a week to buy meat, vegetables, canned goods and toiletries. But she doesn't have the items delivered to her home in Camberley, England. She sends them instead to her mother's home in Maracay, Venezuela, through the Web site of the Venezuelan grocery store El Plazas, ElPlazas.com.

"I used to send her money, but this way I have more control," says Cubici-Gonzalez, a Venezuelan who has lived in England for 14 years. "Knowing my mother, I had the feeling that when I sent her money, she would run out and not have everything she needed in the fridge."

Cubici-Gonzalez is part of a growing number of people outside Latin America using the Internet to send groceries to relatives in the region. It's an alternative to sending money that customers like because it lets them avoid fees charged by money-wiring services and ensures that their money is spent on food. And, at a time when many countries in the region are dealing with severe economic downturns, Latin Americans living abroad feel a great need to support family members in their home countries.

>From El Plazas in Venezuela to Peru's E. Wong, grocery stores throughout Latin America now accept Web orders paid with foreign credit cards. Argentina's Disco Virtual began offering service to foreign customers in March 2003, and Mexico's Gigante plans to begin in the first half of 2004. "I have clients from London, Spain, China, Japan," says Maria Teresa Mendez, e-commerce manager for El Plazas. The chain saw its overseas orders increase from virtually none to 6% of Web sales after Venezuela's political instability led to a recession in late 2002.

Disco Virtual, at discovirtual.com.ar, has about 1,500 foreign customers, says the Web site's director, Diego Baron. The store's marketing campaign targets Argentines living abroad by advertising in cities such as Miami, Madrid and Barcelona, where many Argentines have moved in the past three years following the country's debilitating financial crisis. The grocery store also advertises on Web sites that expatriates visit, such as Argentine newspaper sites.

Instead of just groceries, Disco Virtual also offers gift certificates for use in the grocery store. "People don't necessarily know what sort of food their relatives need, so they prefer to buy them vouchers," Baron says. "That way, they know they're not buying clothes."

Baron says he sees the overseas purchases as a niche market with significant growth potential. Web sales account for a small percentage of most grocery companies' annual revenues, and purchases by foreign customers are just a fraction of those Web sales. But companies are continuing to tap the foreign market, in part because Web sales within the region have been somewhat disappointing.

In theory, online grocery delivery businesses should fare better in Latin America than they did in the United States, where many flopped with the dot.com bust, perhaps for being overly ambitious. Many of the U.S. start-ups had no brick-and-mortar stores, counting solely on elaborate warehouses with fleets of delivery vehicles and an army of workers that proved too costly to maintain. In Latin American cities, labor is cheaper, distances are shorter than in U.S. suburbs, and the stores use existing in-store staff to fill Web orders.

Yet in Latin America there are not enough Internet users to support these businesses. And those who do use the Internet don't yet feel completely comfortable buying over the Web. "People in Mexico are afraid to give their credit card number online," says Ernesto Valdez, vice president of the Mexican Internet Association (AMIPCI). "We are working on a marketing campaign, educating people so that they understand that buying on the Internet is safe, that there is technology that protects credit card information."

Another problem for Web-based grocery stores in Latin America is demographics. The group of people using the Internet in the region is not the same segment of the population that does the grocery shopping. About 65% of Mexico's 10 million Internet users are between the ages of 18 and 34, and about 68% are men, according to a 2003 AMIPCI study.

Most grocery store shopping, meanwhile, is done by middle-aged or elderly women, says Carlos Gonzalez, e-commerce director at Gigante, whose Web grocery service has not made a profit since it started in 2001. But Gonzalez says he's willing to wait for his customers to come.

"Right now, the young Internet users are living at home with their parents," he says. "But as these new generations get married and have their own homes, Internet grocery shopping is going to Increase."