Despite sky-high demand for contactless payment options, some U.S. consumers have shied away from adopting QR code-based payments due to unfamiliarity and security concerns. In the inaugural issue of the QR Code Tracker®, Tony Leon, CTO of sporting goods retailer Decathlon, explains how using dynamically generated codes and keeping the payment experience simple can bolster security and make payments convenient even for first-time users.
Contactless payments have surged in popularity over the past year, fueled by both an increased reliance on digital banking as well as the effort to contain COVID-19’s spread by preventing consumers and workers from having to touch point of sale (POS) system surfaces or handle cash. Mastercard revealed that 79 percent of its cardholders around the world now prefer contactless transactions, and there was a 40 percent increase in such transactions during Q1 2020. Eighty-two percent of Mastercard customers also said that contactless payments were more hygienic than the alternatives, which has understandably become much more of a concern than it had been in the past.
The U.S. lags behind the rest of the world when it comes to the adoption of contactless payments, but it has been catching up. A survey that was conducted near the beginning of the pandemic found that 27 percent of small businesses reported an increase in contactless payment usage — a share that has likely increased since then. Many businesses, including French sporting goods retailer Decathlon, which has 1,647 stores worldwide and two in the U.S., are deploying QR codes as a way of enabling these payments.
“QR codes are key because they are a bridge between our system and the customers’ phones,” Tony Leon, Decathlon’s chief technology and eCommerce officer, said in a recent interview with PYMNTS. “The technology is quite simple and there are no specific technical challenges with the code itself.”
That does not mean that QR code rollouts are completely frictionless, however. Decathlon faced its share of security and customer acceptance challenges when rolling out its QR code system as an alternative to cash payments.
Why And How Retailers Implement QR Code-Enabled Payments
Decathlon, like retailers the world over, saw customers eschewing cash in favor of contactless transactions due to the lowered risk of infection. This change was well in the works before the pandemic hit, according to Leon.
“Before the pandemic, we only had 15 percent of payments [made] by cash,” he explained. “People were not really pushing for contactless payments, but when the pandemic hit, people became much more aware of the risk. Now we’re close to zero payments by cash and we grew from 5 percent to 20 percent of payments made directly from customers’ phones.”
QR codes were instrumental in ensuring seamless contactless transactions, with customers scanning them and completing transactions with their stored payment cards, Apple Pay or Google Pay. These codes are not paper slips taped to the checkout counter, either: The POS system dynamically generates them for each transaction.
“It’s a unique, random link generated by our system and the customer can scan it with their [phone’s] camera, acting as a bridge between our system and the customer’s phone,” he said.
This rollout was not without obstacles, however, especially for customers unused to making payments through their phones. The key to gaining customer trust came down to simplicity and security, according to Leon.
Challenges In Deploying QR Codes
QR code-enabled contactless payments are nearly ubiquitous overseas, but they are still the exception rather than the norm in the U.S. despite the pandemic. Global vendors like Decathlon have applied the lessons they learned in their foreign locations to encourage use at their American stores, with the key being making such systems as intuitive and frictionless as possible, according to Leon.
“In the U.S., people are not used to scanning QR codes so much compared to other countries,” he said. “The trick is to [make it] simple enough that they can follow the steps on their phone and not have anything else to do. We made it so people can have access to it without any application — it’s just a webpage.”
Ensuring the security of these QR codes is also critical to widespread acceptance, said Leon. QR codes are often at risk of being covered up by fraudsters, who replace them with their own codes to redirect clicks or trick victims into paying them instead. Decathlon’s all-digital display system keeps this from occurring, though, because it dynamically generates new codes for each customer.
“We kept generation of the QR code internal,” Leon said. “It’s not publicly available, so nobody can access or modify them from the outside.”
Customers that do adopt these QR code-enabled payments plan use them long into the future. This demonstrates how radically the pandemic is changing consumers’ payment behaviors and shaping the U.S. retail environment for years to come.
After a year spent “fixing the fundamentals,” Gap Inc. is transitioning its focus in 2025 to “continuous improvement through innovation,” Gap President and CEO Richard Dickson said Thursday (March 6).
Speaking during the company’s quarterly earnings call, Dickson said Gap is pursuing innovation in artificial intelligence (AI) and other areas.
The company is doing so after a year in which Gap — the parent company of Old Navy, Gap, Banana Republic and Athleta — saw all four of its brands achieve comparable sales that were flat or positive for the year and saw all four brands gain market share, according to a Thursday earnings release.
Speaking of the company’s “brand reinvigoration” efforts detailed in earlier earnings calls, Dickson said the brands continue to execute on that playbook, are each at different points in the process and have each made improvements.
“We continued to perform while we transform, delivering another quarter that exceeded financial expectations and underscored the meaningful progress we’re driving across our strategic priorities,” Dickson said during the call.
In 2025, Gap Chief Technology Officer Sven Gerjets will continue pursuing plans to leverage technology that he began when he joined the company last summer, Dickson said.
The company formed an Office of AI that is focused on AI innovation across its operations.
“In 2025, we will be developing AI monetization opportunities relative to the consumer experience, product to market, as well as organizational productivity,” Dickson said. “Now, having organized the various ways we can use AI to enable value creation, we’re prepared to mobilize against this framework with intention.”
Gap Chief Financial Officer Katrina O’Connell said during the call that the company is leveraging AI to, among other things, “create more elevated experiences for our customers with things like personalization.”
Looking ahead, Gap expects its net sales to be flat to up slightly year over year in the first quarter and up 1% to 2% year over year for full year 2025, according to a presentation released Thursday.
Addressing tariffs during the call, O’Connell said the company sources less than 10% of its product from China and less than 1% from Canada and Mexico combined.
“We’ve been operating in a highly dynamic backdrop for the last few years, and we’re expecting the same for fiscal 2025,” O’Connell said. “As a result, we’ve taken a balanced view with our guidance and remain focused on controlling the controllable.”