Former divisional leader at Stripe Inc
- Stripe’s operating environment and key considerations for ongoing performance, including adoption trends across customer tiers
- Competitive assessment of Stripe’s B2B product offerings, noting enterprises’ decision-making criteria and competitive threat posed by Checkout.com and Adyen (AMS: ADYEN)
- Expansion opportunities in international markets and upmarket enterprise segments, assessing regional nuances and most promising verticals
- Performance outlook – product roadmap, consolidation trends and broader macroeconomic environment scenario analysis
What 2-3 key trends or drivers should we be monitoring in Stripe’s operating environment?
How should we frame Stripe’s strategy facing a challenging macro environment now the pandemic tailwinds for the broader fintech and payments landscape have diminished?
How would you frame customers’ adoption of a digitised, embellished payments platform across the spectrum of enterprise down to SMB and middle-market and even micro-merchant?
How would you quantify adoption and how might that trend? What potential catalysts to expansion or limiting factors should we consider?
How is Stripe approaching the B2B payments-type sector?What lessons canthe company draw from its initial entrance through the e-commerce space, and how does it impact the overall strategy to expand upmarket to the enterprise clients but also internationally?
Could you elaborate on decision-making criteria from the enterprise segment specific to the B2B offerings from Stripe?Where does the company win or lose against these criteria?
Which end market verticals have the most potential upside for Stripe? As we go up the enterprise spectrum, payments processing systems get very verticalised in the exact industry or industry group they’re dealing with. How is Stripe prioritising different industry groups?
How are you evaluating the competitive landscape for B2B payments? Who would you perceive as the most meaningful competitive threat, especially given the specific strategy you outlined for Stripe?
What is your outlook for Checkout.com and Adyen’s international strategiesover the next few years, and how would you grade their ability to execute? How might Stripe’s long-term vision compare?
What are your thoughts on potential regional nuances to Stripe’s international expansion strategy? Is the company likely to focus on the eurozone first and let that be its land-and-expand starting point?
How do you see partnerships and competition evolving among the major card networks, the issuing banks and the ERP [enterprise resource planning] software providers for B2B payments? It seems these businesses have been awoken to the monetisation opportunity that exists in B2B payment flows and are making strides in creating their own platform.
You referenced execution on additional value-added services as essential. You also suggested Stripe’s bill and invoicing product may be slightly unrefined.What else is missing from the product portfolio that you could see the company expanding into, and how does that impact the underlying economics?
How should we frame the benefits to Stripe’s economic profile as it continues to explore and theoretically execute on expansion strategies? What is a tangible revenue opportunity?
What are your thoughts on potential M&A from Stripe or industry consolidation more broadly?
Are there any final topics or potential contrarian views relating to Stripe you’d like to highlight?
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