The PYMNTS Intelligence report, “Pay by Bank Deep Dive: Digital Bank Users Are Ready to Switch,” found that consumers using digital-first financial institutions already exhibit many of the behaviors associated with Pay by Bank adoption, including reliance on tokenized payments, mobile commerce and login-based authentication flows.

The report, conducted with Trustly and based on a survey of 2,071 U.S. consumers, showed that digital bank users are not necessarily abandoning traditional payment methods entirely. But they are significantly more likely than other consumers to embrace alternatives to physical cards when incentives and protections are in place.

Among the findings:

• 44.6% of digital bank customers prefer using digital wallets, roughly double the rate seen across the broader banking population.
• 52.2% of digital bank users earn less than $50,000 annually, compared to 30.8% of the broader sample.
• 72% of consumers said Pay by Bank could replace debit cards if rewards and buyer protections were offered.

That behavior extends across spending categories. More than half of digital bank users said they prefer wallets for rideshare purchases, while 60.3% use them for gambling-related transactions. Wallets also lead for subscriptions and retail purchases among this group.

The findings suggest consumers who bank digitally are already acclimated to payment experiences that prioritize speed, embedded authentication and app-based financial management rather than physical credentials.

Younger Consumers Push Digital Banking Into the Mainstream

The demographic makeup of digital banking customers also stands apart from the broader banking population.

According to the report, 56% of consumers using digital banks as their primary financial institution are millennials or Gen Z, compared to 45% across all banking customers. Millennials alone account for 38% of digital bank users.

Income trends also diverge sharply. More than half of digital bank customers earn less than $50,000 annually, while just 6.7% report household incomes above $150,000.

Across all banking types, immediate cash benefits ranked as the top reason consumers would consider using Pay by Bank. Buyer protections ranked second. Among digital bank users specifically, 43.1% cited immediate cash benefits as the biggest driver.

At the same time, roughly one-quarter of consumers said nothing would increase their interest in Pay by Bank, underscoring the limits of incentives alone.

Pay by Bank’s Opportunity Centers on Debit Replacement

The report frames Pay by Bank less as a direct challenger to credit cards and more as a potential substitute for debit transactions.

That positioning reflects how consumers already think about direct-from-account payments. According to the findings, only 12.2% of consumers currently view Pay by Bank as a substitute for debit cards today. However, another 60%-plus said they would reconsider if rewards, buyer protection or both were attached to the experience.

Consumers overall said they would shift 25.3% of account-to-account transactions to Pay by Bank if discounts and protections were offered. Among digital bank users, that figure climbs to 35.4%. Bill payments also showed elevated switching potential, reaching 32% among digital bank customers.

For digital banking customers already accustomed to app-driven financial management, the behavioral leap may be smaller than many payment providers previously assumed.

A PYMNTS Intelligence report, “Apple Pay @11: Usage Is Up, but Competitors are Gaining Ground,” shows that Apple Pay is still the best-known and most-used mobile wallet, but the market around it is moving fast. Based on a survey of 3,339 U.S. consumers, the study finds that Apple Pay in-store usage has doubled over the past year, while mobile wallet use overall has more than doubled.

The result is a more mature wallet market, one that gives Apple more volume but also gives Google Pay, PayPal, Cash App, Venmo and others a better shot at the checkout relationship.

Apple’s advantage is still substantial. It owns the iPhone experience, sits inside a device used by nearly 60% of consumers and is accepted by 85% of merchants, according to the report. That should give Apple a powerful path to growth.

Yet the data also shows how hard consumer behavior can be to change. Apple Pay accounts for only 10% of eligible in-person purchases and under 5% of transactions overall. Its estimated in-store sales volume rose to $450 billion from $268 billion this year, but physical cards still dominate how consumers pay.

The competitive opening is simple. Consumers are warming up to mobile wallets, but they are not all choosing the same one.

• 16% of consumers said they used Apple Pay in stores in the last week, twice the share that did so in 2024. Apple Pay is clearly gaining more regular users as mobile checkout becomes more familiar.
• 31% of consumers used a mobile wallet in a store in the last seven days, up from 14% in August 2024. That surge helps Apple, but it also broadens the market for rivals that can win specific use cases, rewards moments or platform loyalties.
• Google Pay’s in-store use rose to 8.9% from 3.5% last year, while PayPal reached 12.8% from 7.3% and Cash App reached 10% from 5.9%. Apple Pay remains ahead at 15.9%, but its lead is no longer the only story.

For Apple, the optimistic read is that the wallet category is finally becoming a mainstream habit. Consumers are not just experimenting because a terminal accepts tap-to-pay.

They are returning because wallets feel fast, easy and secure. That gives Apple room to grow beyond early adopters, especially as millennials make mobile wallets part of everyday shopping and even baby boomers increase usage from a smaller base.

The challenge is that Apple helped build a market that competitors can now enter with sharper hooks. PayPal has a deep online payments brand. Cash App brings stored balances and peer-to-peer payment habits. Google Pay has Android distribution. Retailers and commerce platforms have their own incentives to keep shoppers inside their ecosystems.

The report also shows that wallets are changing the surface of checkout more than the underlying economics of payment. Debit and credit cards still fund many wallet transactions, and their overall shares have held roughly steady. Cash is the clearest loser, with mobile wallets nearly catching it for consumers’ most recent in-store purchase.

That means the next phase of competition may not be about replacing cards. It may be about who controls the moment before the card is used. Apple has a head start, but the checkout screen is getting crowded.

It is becoming a recurring operating condition, and that shift is changing how finance teams forecast demand, price goods, manage supply chains and absorb costs.

The PYMNTS Intelligence report, “Forecasting Under Pressure: New Data Shows Uncertainty Is Still Running High,” part of The 2026 Certainty Project, finds that 27% of heads of payments said their firms faced a high level of uncertainty in March 2026. Among goods companies, that share rose to 47%.

Even so, the report also offers a more positive signal: 72% of payment leaders expect uncertainty to decline over the next 12 months, suggesting many firms see today’s pressure as difficult but temporary.

The new angle in the data is less about one disruptive event and more about how companies are learning to plan through repeated disruptions. Last year, tariffs created pressure around pricing, supply chains and demand.

This year, geopolitical conflict and broader global stress have introduced a different kind of shock. The source changed, but the effect looked familiar. Forecasts became harder to trust, goods firms felt the impact first and companies facing the most pressure paid more to operate.

Three data points show how uneven that pressure remains:

• 27% of heads of payments said their firms faced a high level of uncertainty in March 2026. That figure is close to levels seen during earlier tariff-related disruptions, showing that volatility has not fully faded from business planning.
• 47% of goods firms reported high uncertainty. That was far above the overall sample and higher than the level reported by services firms, reinforcing how quickly supply chains, inventory exposure and input costs can complicate forecasts for companies that make, move or sell physical products.
• 72% of payment leaders said uncertainty will get better over the next 12 months. That optimism suggests many executives view current volatility as something to manage through rather than a permanent break in operating conditions.

The report also highlights the financial cost of uncertainty. Across all firms, the total financing cost tied to uncertainty stood at 2.9% of revenue over the past year. That is lower than some prior tariff-era estimates, but the average masks a sharp divide.

Firms facing high uncertainty reported costs equal to 6.2% of revenue, more than double the overall sample. Goods firms also remained more exposed than services firms, which points to the practical burden of planning when demand, supply and pricing can all move at once.

For banks, payment providers and other financial partners, the findings point to a clear opportunity. Firms do not only need capital when uncertainty rises. They need better visibility, faster information and payment tools that help them adjust before pressure becomes expensive.

Faster settlement, improved cash forecasting and more flexible financing can help companies manage volatility without freezing investment or overcorrecting on costs.

Business uncertainty remains high, but many firms are not treating it as a reason to stop planning. They are learning to plan differently. The companies that build stronger  forecasting habits, tighter working capital controls and faster payment processes may be better positioned for the next shock, whatever form it takes.

At PYMNTS Intelligence, we work with businesses to uncover insights that fuel intelligent, data-driven discussions on changing customer expectations, a more connected economy and the strategic shifts necessary to achieve outcomes. With rigorous research methodologies and unwavering commitment to objective quality, we offer trusted data to grow your business. As our partner, you’ll have access to our diverse team of PhDs, researchers, data analysts, number crunchers, subject matter veterans and editorial experts.

In fact, the experience ends when the money arrives, and for many policyholders, faster access to funds now matters as much as the settlement itself.

That shift is pushing insurers to rethink an old playbook built around paper checks and limited payout options, and to move toward a model centered on speed, choice and control.

That is a core message of the November 2025 Money Mobility Tracker® Series report, “The Demand for Instant Insurance: Why Speed Is the New Trust.” Produced by PYMNTS Intelligence in collaboration with Ingo Payments, the report argues that payout speed has become a defining part of customer experience in insurance.

But the most notable takeaway may be what comes next: insurers are no longer just being pressed to pay faster. They are being pressed to give consumers more say in how they get paid. In that shift, claims payments start to look less like an administrative step and more like a customer relationship tool.

• 23% of consumers receiving insurance disbursements between $500 and $1,000 say they are willing to pay a fee for instant access to their funds.
• 85% of claimants offered a choice of payment method report a positive experience, showing that flexibility matters almost as much as speed.
• Among recipients of instant insurance disbursements, the most-used rails are push-to-credit card at 60%, digital wallet at 56%, real-time bank deposit at 50% and push-to-debit card at 48%.

The report’s most useful insight is that checks are still common, but they are steadily losing their grip. Consumers may still receive many insurance payouts through paper processes, yet their expectations are moving in another direction.

When people can choose how they receive funds, satisfaction rises sharply. That points to a broader change in how insurers need to think about claims. This is not only about replacing one payment rail with another. It is about giving policyholders options that fit the moment, whether they want money sent to a card, a wallet or a bank account. That kind of control can make an insurer feel more responsive at a time when customers are often dealing with damage, disruption and financial stress. It matters.

The report also suggests there is business upside in meeting those expectations. Consumers who want instant access are signaling that speed has real value, especially for smaller and mid-sized disbursements that may cover urgent repairs, temporary lodging or immediate household needs.

Insurers that build digital choice into the payout process can do more than improve convenience. They can turn the payment itself into proof that the company understands what customers need in a stressful moment.

The report offers up a practical roadmap: expand payment choice, add instant rails directly into claims workflows, automate compliance and present faster payouts as part of the insurer’s value proposition. For carriers looking for a constructive way to stand out, that is a workable path forward.

That is the central opportunity outlined in the March 2026 Credit Union Tracker Series, “Pay Later’s Next Chapter: Why Credit Unions Are Rethinking Installment Payments,” a PYMNTS Intelligence report with Velera.

The report finds that installment payments are moving beyond big-ticket retail purchases and into everyday spending, from travel and home services to utilities and medical bills.

As BNPL use grows, so does the complexity of managing it. Members may be spreading repayment plans across merchants, apps and providers, which can make it harder to know what is due, when it is due and how much remains. For credit unions, that creates a practical opening: help members bring those payments into one trusted financial view.

The report points to a shift that is less about novelty and more about coping. Consumers are not simply looking for another button at checkout.

Many are trying to manage timing, income gaps and monthly expenses with tools that feel easier than traditional credit. That makes BNPL a service credit unions can treat as part of financial wellness, rather than only a lending product.

Key Findings:

• 22%: Total value of installment payments among top BNPL providers grew by 22% in 2025, while the number of transactions increased by 12%. That growth shows how quickly installment payments are becoming part of everyday commerce.
• 38%: Share of credit union members who say they would likely use BNPL if offered by their financial institutions rose to 38%, up from 32% in 2024. The interest is especially strong among younger consumers.
• 49%: Nearly half of credit union members have used BNPL offerings from companies outside their financial institutions. PayPal, Affirm and Klarna are among the providers members use most often.

The coping challenge starts with the structure of BNPL itself. A credit card bill usually arrives on one schedule. BNPL works differently. Each purchase can carry its own repayment date, term and provider. A member using installments for a medical bill, a home repair and a retail purchase may be managing three separate repayment calendars across three different apps.

That fragmentation can turn a budgeting tool into another task. PYMNTS Intelligence found that one-quarter of BNPL users say they are usually or always unsure about their next payment date or how many payments remain. Roughly half struggle with those details at least occasionally. Those figures suggest that the next phase of BNPL adoption may depend less on access and more on organization.

Credit unions can respond in several ways. The first is to keep installment activity inside their own digital channels. A CU-based BNPL program can give members one place to view repayment dates, balances and account activity. That simple change could reduce confusion and help members avoid surprises.

The second strategy is education. Many members may not know their credit union can offer installment options, especially when third-party providers appear directly at merchant checkout. Clear app messaging, statement inserts and staff guidance can close that awareness gap without making the experience feel like a sales pitch.

The third strategy is design. Credit unions can build pay-later programs around transparent terms, reminders and repayment planning. That approach plays to their traditional strength: a member relationship built on guidance and trust.

The upside is not limited to members. When BNPL activity moves through outside providers, credit unions lose visibility into spending and repayment behavior. Bringing those flows in-house can help institutions better understand member needs, tailor support and preserve engagement.

At PYMNTS Intelligence, we work with businesses to uncover insights that fuel intelligent, data-driven discussions on changing customer expectations, a more connected economy and the strategic shifts necessary to achieve outcomes. With rigorous research methodologies and unwavering commitment to objective quality, we offer trusted data to grow your business. As our partner, you’ll have access to our diverse team of PhDs, researchers, data analysts, number crunchers, subject matter veterans and editorial experts.

“Beyond Speed: The Strategic Value of Real-Time Payments,” a March 2026 study, finds that companies are increasingly deploying instant payments not simply to move money faster, but to gain tighter control over cash flow, sharpen the customer experience and eliminate the ambiguity that once shadowed high-stakes transactions.

Timing, visibility and confirmation, the report argues, are becoming as commercially viable as the speed itself.

• 53% of bankers say increased payment certainty is a key benefit of real-time payments for corporate clients, making it the most frequently cited advantage in the report.

That finding points to a broader change in how businesses value modern payment rails. Immediate confirmation and predictable settlement can remove much of the friction around whether a payment has landed and whether it can be used right away.

• 48% of financial institutions cite improved customer experience for corporate clients as a leading benefit. The report points to insurance as a vivid example. In moments of stress, such as disaster recovery, receiving funds in seconds instead of waiting days can shape how customers judge the service they received. That makes real-time payments not just a back-office upgrade but a front-line experience tool.
• 47% of bankers identify working capital optimization as a top benefit for corporate customers. For businesses in sectors such as trucking, shipping and construction, faster settlement can mean quicker access to operating cash, better forecasting and less dependence on short-term borrowing. That creates room for firms to plan with more confidence and keep operations moving.

The report also shows why this shift may have staying power. More than 1,000 banks and credit unions now participate in The Clearing House RTP network, which recently handled more than 1.8 million transactions totaling $5.2 billion in a single day.

At the same time, 78% of financial institutions surveyed by Volanté say real-time confirmation and notification capabilities are now nonnegotiable.

Overall, the data suggest the market is moving toward a future in which speed is only the starting point. The stronger long-term value may come from giving businesses clearer visibility, steadier cash control and more confidence in every payment they send or receive. That is a practical upside, and for many firms it could prove to be the real advance.

At PYMNTS Intelligence, we work with businesses to uncover insights that fuel intelligent, data-driven discussions on changing customer expectations, a more connected economy and the strategic shifts necessary to achieve outcomes. With rigorous research methodologies and unwavering commitment to objective quality, we offer trusted data to grow your business. As our partner, you’ll have access to our diverse team of PhDs, researchers, data analysts, number crunchers, subject matter veterans and editorial experts.

That is the hopeful read from “Ready for Change: Why Nearly Half of SMBs Want to Ditch Cash and Checks,” a PYMNTS Intelligence report produced in collaboration with Mastercard.

The report finds that many small and medium-sized businesses still rely heavily on cash and checks, but not because they reject digital payments.

In many cases, cash and checks remain embedded in daily operations because they feel immediate, familiar and easy to reconcile.

The opportunity now is to make business credit cards and digital tools work more like the payment methods SMBs already trust, while adding better control, protection and visibility.

The report is based on a survey of 412 owners, founders, vice presidents and executive directors of U.S. SMBs. It examines how businesses pay vendors and suppliers, how much they rely on legacy payment methods and what would make business credit cards more useful.

Three findings point to a market that is ready to move, but still needs practical reasons to change:

• 45% of SMBs say they are very or extremely interested in reducing their reliance on cash. That includes firms that already feel the operational burden of cash handling, tracking and deposits.
• 68% of Gen Z business owners and operators want to reduce their dependence on cash, even though Gen Z-run firms make 52% of their business payments in cash.
• 46% of SMBs would be willing to pay for a business credit card feature that lets them adjust payment windows based on when money is available.

The encouraging part is that SMBs appear to know what they need. They are not asking for complexity. They are asking for tools that help them stretch cash flow, make supplier payments easier and create a clearer record of where money went.

That makes flexibility the center of the story. Across different types of SMBs, payment timing stands out. Businesses want the ability to adjust payment windows, make purchases in installments and get longer payment terms.

Cards also have a practical advantage when something goes wrong. The report finds that 63% of SMBs say business credit cards are the most suitable method for disputing a payment and getting money back. That is a simple message for issuers: Protection is not an abstract selling point. It is a daily business need.

Still, adoption will not come from digital-only models. SMBs want technology, but many also want a person nearby when the process gets complicated. The top preferred channel for applying for and managing a business card is a self-serve digital application, cited by 23% of SMBs.

Live chat and human phone support follow closely, both at about 18%. Cash-heavy firms are even more likely to prefer phone or branch support.

That blend may be the real path forward. SMBs do not need to abandon the way they operate overnight. They need digital products that respect how their businesses work today.

There is real demand among SMBs for better payment tools. The task is to lower the friction, explain the value clearly and build products that feel less like a replacement for cash and more like an upgrade to the business itself.

At PYMNTS Intelligence, we work with businesses to uncover insights that fuel intelligent, data-driven discussions on changing customer expectations, a more connected economy and the strategic shifts necessary to achieve outcomes. With rigorous research methodologies and unwavering commitment to objective quality, we offer trusted data to grow your business. As our partner, you’ll have access to our diverse team of PhDs, researchers, data analysts, number crunchers, subject matter veterans and editorial experts.

That is a central finding from “The 2025-2026 Growth Corporates Working Capital Index,” a Visa and PYMNTS Intelligence report based on a survey of 1,457 CFOs and treasurers across 23 countries, five regions and 10 industry groups. The report shows that growth corporates, often described as middle market companies, are using external working capital tools to manage volatility, support expansion and build resilience heading into 2026. These companies generate enough scale to power local, regional and global economies, but many remain underserved by traditional financial providers.

The CFO angle is clear. Finance leaders are not only trying to cover shortfalls. They are trying to make cash flow more predictable. That means using working capital to fund capital investments, buy inventory, expand into new markets, upgrade systems and pay strategic suppliers faster.

The findings point to a more active model of treasury management, where liquidity is used with more precision.

• 65% of European growth corporates use new forms of AI for working capital efficiency. The report defines those uses as including financial planning, forecasting, scenario modeling, invoice processing, reporting and customer or supplier onboarding. LAC follows at 62%, APAC at 61%, CEMEA at 59% and North America at 42%.
• 61% of North American growth corporates use card acceptance as a strategy to reduce days sales outstanding. Europe follows at 54%, LAC at 53%, APAC at 50% and CEMEA at 45%. For CFOs, that points to a practical way to convert receivables into usable cash sooner.
• Growth corporates in LAC lose an average 5.0% of revenue chasing late payments from business customers. The comparable figures are 4.0% in Europe, 3.6% in CEMEA, 3.5% in APAC and 3.0% in North America. That shows why payment speed and visibility remain high on the CFO agenda.

The positive read is that finance teams have more tools than they did a few years ago. AI can help forecast cash needs. Card acceptance can help shorten collections. External working capital can help CFOs act before cash pressure turns into a constraint.

The report also finds measurable benefits from using external working capital solutions. Average bottom-line benefits range from 3.1% of revenue in North America to 5.0% in LAC. In dollar terms, those benefits range from $13.4 million in North America to $24.1 million in Europe, based on the underlying revenue estimates in the report.

That does not mean every sector or region faces the same trade-offs. Agriculture, healthcare, manufacturing, construction, retail, travel and technology each show different working capital patterns. Some sectors face heavier late-payment costs. Others show stronger AI adoption. Still, the broader story is consistent.

CFOs are being asked to do more than preserve liquidity. They are being asked to turn liquidity into an operating advantage. The data suggests many are already moving in that direction.

That is the central takeaway from “Generations Under Pressure: How Younger Consumers Are Coping With Higher Living Costs,” the latest PYMNTS Intelligence Generational Pulse Report. Based on a survey of 2,747 U.S. adult consumers, the report finds higher living costs are a growing burden: 51% of consumers say daily expenses are difficult to manage.

But the more telling split is generational. Younger consumers are using more tools to manage cash flow, while older consumers tend to rely on fewer levers. The result: households adapting in real time, even as confidence in those strategies weakens.

The coping story starts with a shared baseline. Between 60% and 75% of consumers in every age group have cut daily spending. That’s expected, given that grocery stress is nearly universal and housing, healthcare and savings pressures remain elevated.

The divergence is determined by age. Older consumers lean on restraint, cutting expenses, delaying big purchases and absorbing the pressure where they can. Baby boomers and seniors are also the most likely to report taking no action at all: 25% say they have no coping strategy.

Younger consumers are building something broader. Bridge millennials, millennials and Gen Z consumers are more likely to combine spending cuts with gig work, borrowing from family or friends, bill negotiation, buy now, pay later options and shifts in savings behavior — a layered financial patchwork that signals resourcefulness, but also a thinner margin for error.

Key Findings:

• 50% of consumers use two or three coping strategies to manage rising living costs, while 16% use four or more.
• 23% of bridge millennials, 22% of millennials and 21% of Gen Z consumers use four or more strategies, compared with 8% of baby boomers and seniors.
• The share of consumers who say their coping strategies are extremely or very effective fell to 25% in January from 34% in October.

That last point is the warning sign. Consumers are not standing still. Many are taking action, and younger adults in particular are showing flexibility.

They are cutting spending, seeking extra income and using payment tools to match expenses with available cash. But effort is no longer translating into control at the same rate.

For banks, payment providers and FinTechs, the opportunity is practical. Consumers may not need another reminder to budget harder.

They may need clearer visibility into bills, better timing around recurring expenses, safer short-term liquidity options and payment plans that are easy to understand. Healthcare, groceries and housing are not occasional expenses. They are monthly cash-flow tests.

The positive reading is that households are engaged. They are watching expenses, changing behavior and looking for ways to adapt.

The challenge for financial services firms is to meet that effort with tools that reduce complexity, not add to it. As higher costs linger, the next stage of consumer finance may be less about encouraging people to do more and more about helping them make the moves they are already making work better.

That’s among the sharpest findings in “Financing the Decision: How BNPL and Installments Reshape Merchant Choice,” the latest PYMNTS Intelligence Pay Later Ecosystem Report. Drawing on a survey of 2,763 U.S. consumers, the report finds BNPL carries the most weight when shoppers are comparing similar merchants and have room to deliberate. The effect is most pronounced among millennials and Gen Z, who are significantly more likely than older consumers to say financing availability shapes their decision on where to buy.

• 62% of millennials say BNPL influences their choice of merchant for travel, compared with 37% of consumers overall and 5% of baby boomers. Gen Z is not far behind at 49%.
• In food delivery, 43% of Gen Z and 44% of millennials say BNPL influences where they shop, versus 10% of baby boomers and seniors.
• In healthcare, 55% of Gen Z say merchant-offered installment plans influence where they seek medical or dental care. According to the report, no other generation comes close.

The deeper point is that younger consumers are treating financing as part of the shopping experience, not as an afterthought.

The responses show that BNPL has the most sway in categories where people can compare providers, such as travel, events, home services and food delivery. In those situations, financing can help one merchant stand out from another offering a similar product or service.

That gives retailers and service providers a practical opening. Clear payment options at checkout can help them win business from younger buyers who are already inclined to use these tools.

The report also suggests that younger consumers are broadening where they use financing. For Gen Z, the influence of installment plans extends beyond discretionary spending and into medical and dental care, where 55% say financing availability affects provider choice.

The findings depict this as a distinct generational pattern, with younger adults approaching healthcare costs much as they do other major purchases by looking at both the service and the payment options attached to it. That points to a larger shift in consumer expectations. For a growing share of younger adults, flexible payment tools are becoming part of the standard package.

Other data points reinforce that BNPL’s influence is concentrated in groups already using pay-later products. Fourteen percent of consumers used BNPL in the last three months, and among those users the effect on merchant choice is far stronger than it is for non-users.

The report says non-users are largely unmoved, while existing users often let financing shape choices in the same categories where they already rely on it. That dynamic may be good news for merchants targeting younger consumers. It suggests that once shoppers become comfortable using these products, financing can help build repeat business and stronger loyalty over time.

At PYMNTS Intelligence, we work with businesses to uncover insights that fuel intelligent, data-driven discussions on changing customer expectations, a more connected economy and the strategic shifts necessary to achieve outcomes. With rigorous research methodologies and unwavering commitment to objective quality, we offer trusted data to grow your business. As our partner, you’ll have access to our diverse team of PhDs, researchers, data analysts, number crunchers, subject matter veterans and editorial experts.