When starting a payment business, we usually focus on licenses, technologies, and payment methods. But there is one thing that imperceptibly determines whether the business will be stable and scalable. This is the internal operational part: processes, team, support, contracts.

If you are launching a payment service in Central Asia, it is especially important to consider the organizational side. Because errors in the OS are not a matter of “someday later." This is what slows down growth and prevents us from serving customers properly 3 months after launch.

This article describes the experience that we constantly encounter at eComCharge , helping new players enter the market.

KYC is not a checkmark. This is protection. From fraudsters, from blocking by banks, from losses. Make sure you have clear procedures in place.:

· how do you check clients before connecting,

· how do you control their activity afterwards,

· how do you determine whether a client's profile meets the requirements of acquirers, especially when it comes to high-risk categories.

Well—established KYC procedures are not only about security, but also about respect for your business. Because your payment company is responsible for the behavior of its customers in front of the acquirer.

If the buyer can't pay, hasn't received a refund, or doesn't understand where his money is, it's important for him to have a clear entry point. Even if the seller does not respond.

Create a support service where both the seller and the buyer can contact. This reduces the risks of chargebacks and shows that you are in real control of the business.

Typical requests:

· payment failed,

· The refund is taking a long time,

· the amount of the charge is unclear,

· the seller does not get in touch.

Even a small support service (or at least an e-mail with SLA) is already a step towards the maturity of the service.

Many startups write a contract "on their knees" at the start. But a contract is not just a formality. You need it when something goes wrong. Or when your bank/partner requests a clear legal basis.

Write it down:

·       area of responsibility,

· the procedure for dealing with refunds,

· calculation conditions,

· Protection of both sides.

Also, do not forget about contracts with banks, payment methods, and anti-fraud services. They are the mainstay.

4.      Internal processes and team

From practice, one of the common reasons why startups start to "choke" after six months: there is no structure. Everyone is doing everything, applications are being lost, connections are being slowed down.

We need a clear scheme.:

·       Sales managers sell the service, process incoming requests from leads, sign contracts, and provide advice.

·       Account managers — guide the client after signing the contract (transaction): they prepare documents, submit them to the bank, and help us connect.

· CRM — helps to automate the routine. For different banks — templates, statuses, letters.

Each bank has its own connection scheme. But if you put it into CRM once, you will save a lot of time and avoid chaos.

Conclusion

You can perfectly understand fintech, choose the right platform and business model, and at the same time lose customers on the OS.

The payment service is not just about technology. It's also about processes, people, rules, and responsibility.

The original article is posted on the blog ecomcharge.kz

The material is based on the experience of the eComCharge team, which helps launch payment services on the beGateway platform in 30+ countries around the world, including Central Asia, the Caucasus and  Europe.

Other articles from the series:

Part 1. How to launch your own online payment acceptance service in Central Asia

Part 2. How to choose a business model for launching a payment service?

Part 3. How do I choose an online payment platform if you are launching a payment service?