PPRO launches subscriptions for local payments
PPRO, the leading local payments platform, today announced the launch of Subscriptions for Local Payments.
0
The dedicated solution empowers Payment Service Providers (PSPs) and merchants operating in the subscription economy to accelerate growth through optimised local payment strategies.
The new solution enables customers to optimise their payments strategy and checkout journeys through dedicated access to functionality that drives incremental revenue by expanding access to local consumers, increasing loyalty, and reducing cost to create and manage an optimised payment experience.
Through Subscriptions for Local Payments, businesses can access:
• The payment methods that matter in the subscription economy - local payment methods and local cards such as Twint and Bancontact with native recurring functionality.
• PPRO-signature recurring enhancements - PPRO's advanced platform capabilities elevate schemes that don't offer native recurring, enhancing the functionality to become subscription-ready.
• Feature flows fit for the subscription economy - Dedicated features help cut down on free trial abuse, reduce payment declines, allow flexible billing, make onboarding friction-free, and more.
• Dedicated subscription expertise - focused on maximising conversion rates and minimising drop-offs, the PPRO team's deep local payments expertise serves as dedicated support to subscription customers.
Motie Bring, PPRO CEO, said 'With the subscription economy projected to be worth almost $1 trillion by 2028, the opportunities and competition are rapidly intensifying for businesses operating subscription models. Local payments are central to capturing this growth, helping merchants and PSPs reach more customers and stay competitive in a growing market."
With a growing number of consumers choosing to pay local, accessing some of the world's largest ecommerce markets means understanding and optimising recurring local payments, from local cards to local schemes.
For subscription-based businesses, offering the right payment method at checkout, and the right features in place to optimise conversion and recurring payments, are critical to success for sustained growth and retaining a competitive edge.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Auto Blog
an hour ago
- Auto Blog
Carlos Tavares Has One Regret During His Time as Dodge, Jeep, RAM CEO
Carlos Tavares, former chief executive officer of Stellantis NV, during an interview in Santarem, Portugal, on Wednesday, May 28, 2025. The former Stellantis CEO told Bloomberg that it could've had a better relationship with these critical company men. The closing of a chapter About a week ago, the multinational automotive collective Stellantis closed a chapter in its tumultuous history as it named Antonio Filosa as its new CEO following an extensive search. The search, which considered candidates within and outside Stellantis, was initiated shortly after Carlos Tavares suddenly departed the company in December 2024, despite his promise not to renew his CEO contract after it was slated to end in early 2026. In a new interview with Bloomberg at his home near Lisbon, in his native Portugal, Tavares revealed that his departure from Stellantis was a personal choice rather than a result of conflict within the company. He said the decision stemmed from a thoughtful reflection sparked by a 'very mature' conversation with chairman John Elkann, which greatly influenced his path. 'I have nothing against anybody,' Tavares told the financial publication. 'Even those who made my life more difficult when I was the CEO of Stellantis. At one point in time, there is a crossroads, and somebody decides that it's time to part ways. That's fine.' Stellantis CEO Carlos Tavares (L) and Stellantis chairperson John Elkann (R) attend a presidential visit at the Paris Motor Show at Paris Expo Porte de Versailles in Paris on October 14, 2024. Tavares: There are 'tons of things' that could have been handled differently During his time as the former helm of Stellantis, Tavares oversaw some very controversial decisions that not everyone at the company was on board with, which included swapping metal parts for plastic ones on some of its more off-road-oriented vehicles. In a December 2024 CNBC report, several former and current Stellantis executives and other U.S.-based employees described Tavares as a selfish leader who would sacrifice the business to squeeze out every last cent. In his past tenure at Renault under the notorious Carlos Ghosn, he gained a reputation as a brash businessperson who was unafraid to shake up C-suites, but one Stellantis-affiliated individual characterized Tavares as jaded and said that the pressure to cut costs felt like having a pistol 'to your head.' Autoblog Newsletter Autoblog brings you car news; expert reviews and exciting pictures and video. Research and compare vehicles, too. Sign up or sign in with Google Facebook Microsoft Apple By signing up I agree to the Terms of Use and acknowledge that I have read the Privacy Policy . You may unsubscribe from email communication at anytime. In the same report, another Stellantis figurehead said that he was chiefly behind the decision to kill off the Hemi V8, noting that others in the company 'wanted to keep [Hemi],' but were shot down due to Tavares' ambitious climate targets. Tavares admitted to Bloomberg he could have done 'tons of things' differently. However, one regret that he brought up was failing to bring US dealers on board with his agenda, which focused heavily on cost-cutting and dropping key models. Despite calling it a regret, he still sees some silver lining in retrospect. 'The dealers in the U.S. did not want to support what we were trying to do, which is my responsibility,' he said. 'Many things could have been done differently, but that doesn't matter. The company is profitable.' Carlos Tavares, former chief executive officer of Stellantis NV, during an interview in Santarem, Portugal, on Wednesday, May 28, 2025. Carlos Tavares's departure came as Stellantis dealer sentiment was at an all-time low In his interview with Bloomberg, Tavares called his replacement, Antonio Filosa, 'a logical, credible choice,' considering his experience in the Americas. However, he desperately has to repair the tattered relationship with its dealers that faltered under his tenure. In a January 2025 dealership sentiment survey from Kerrigan Advisors, 72% of dealers surveyed said that they had no trust in the Chrysler-Dodge-Jeep-Ram brands, which Stellantis owns. According to the survey, just 2% of dealers said they had high trust in Stellantis, and 26% said they had moderate trust. The level of distrust increased dramatically from the results recorded just one year prior. In 2023, just 39% of dealers said they had no trust in Stellantis, which reflects a 33% jump in distrust year over year. 2026 Ram 1500 Black Express with HEMI V-8 Symbol of Protest Badge — Source: Ram The survey was conducted around the same time the U.S. Stellantis National Dealer Council blamed then-CEO Carlos Tavares front and center for what it called the 'rapid degradation' of brands like Dodge, Ram, and Jeep, in a letter dated September 10. 'The market share of your brands has been slashed nearly in half, Stellantis' stock price is tumbling, plants are closing, layoffs are rampant, and key executives are fleeing the company,' the dealers wrote. 'Investor lawsuits, supplier lawsuits, strikes–the fallout is mounting. Your own distribution network, your dealer body, has been left in an anemic and diminished state.' Following a prior back-and-forth between the dealer council and Stellantis, Stellantis US Dealer Council chairman Kevin Farrish noted in a December statement to AutoNews that Stellantis has been rebuilding trust. He said Stellantis Chairman John Elkann held a video call with Dealer Council leaders under Elkann's leadership the day after Tavares exited the company. Antonio Filosa meeting at factory — Source: Stellantis Final thoughts This won't be the last time we hear from Carlos Tavares regarding Stellantis. To this day, Carlos Ghosn still adds his input on issues regarding Nissan. It is still difficult to tell which direction Stellantis will take regarding its products and company direction. However, we can hope that things will only improve from here. About the Author James Ochoa View Profile
Daily Mail
4 hours ago
- Daily Mail
The exact amount of money you need for a 'moderate' retirement - so will YOU have enough? Our experts crunch the numbers and reveal how you can hit the goal at any age
Working out if you're on track for the retirement you dream of is essential to avoid running out of cash in older age. But the calculations are far from straightforward. That's why we've called on experts at investment platform AJ Bell to crunch the numbers to find out how much you need to be saving at every age to stand the best possible chance of attaining your ideal retirement.
The Sun
5 hours ago
- The Sun
Fury as ‘disgusting' Cadbury cuts size of popular multipack from six bars to four but keeps price the SAME
CHOC-lovers are fuming after Cadbury reduced the size of its Dairy Milk Little Bars multipacks by a third. New packs of four are being sold for £1.40, even though packs of six cost the same last month. 1 The change has been blasted by shoppers, including many parents who bought them as kids' snacks. One fumed on the Tesco website: 'Advertised as new, only thing new is you get 4 instead of 6!! For the same price. Disgusting!' A second said: 'Stop reducing how much is in the packet and charging the same price!!!' A third added: 'Was a six pack now a four pack for the same price, a third less chocolate, unacceptable shrinkflation.' It comes after Cadbury reduced packs of Freddos from five to four and Cadbury Dairy Milk multipacks were cut from nine bars to seven. Cadbury said: 'We understand the economic pressures that consumers continue to face and any changes to our product sizes is a last resort for our business. 'However, as a food producer, we are continuing to experience significantly higher input costs across our supply chain, with ingredients such as cocoa and dairy, which are widely used in our products, costing far more than they have done previously. 'Meanwhile, other costs like energy and transport, also remain high. This means that our products continue to be much more expensive to make and while we have absorbed these costs where possible, we still face considerable challenges 'As a result of this difficult environment, we have had to make the decision to slightly reduce the weight of our Cadbury Dairy Milk Little Bars multipacks so that we can continue to provide consumers with the brands they love, without compromising on the great taste and quality they expect.' Dan Coatsworth, analyst at the investment firm AJ Bell, explained: 'The cost of producing chocolate has gone up a lot in recent years, driving up prices and prompting firms to make products smaller. We've outdone ourselves with this one' say Cadbury Ireland as they reveal new limited edition bar 'coming soon 'When production costs rocket, companies only have a limited range of options. 'They can pass on the costs to the customer through higher prices, which is difficult with a product like chocolate where people are often looking for a cheap treat. 'Another option is to reduce the size of the product in order to reduce the manufacturing cost for each bar of chocolate. Or they can try a combination of the two. 'As a last resort, companies may have to tolerate lower profit margins, especially if consumers refuse to tolerate price rises and stop buying.' The British Retail Consortium said global cocoa prices are around three times higher than in 2022, after being badly affected by poor harvests in parts of Africa.
