旅行社拒付挑戰(zhàn)及應(yīng)對(duì)措施：2024年全球洞察報(bào)告（英文版）-睿思飛（Riskified）

Chargebackchallenges

andwhatyoucandoaboutthem

Globalinsights2024

Contents

Executivesummary

3

01

Keyelementstounderstandingchargebackchallenges

Methodologyandglossaryofkeyterms5

02

Howmanagingchargebacksbecamechaoticformerchants9

03

Whychargebackmanagementissocomplex13

04

Chargebackmanagementtransformed—fromcostbucket

torevenuerecoverymachine20

05

Fourwaysmerchantscanimprovechargebackmanagement23

Chargebackchallengesandwhatyoucandoaboutthem2

Executivesummary

Intheboomingecommercelandscape,salessoar

annually,o?eringlucrativeopportunitiesforbothestablishedgiantsandnewcomerstogrow.Butthisin?uxofsalesalsoleadstorisingchargebackrates.

Consumersincreasinglyturntochargebacksasameanstorecoupfunds,witharound

75%ofAmericanandBritish

customers?lingachargebackin2023

*.Often,consumers?lethesechargebacksbecausetheygenuinelyhaven't

receivedanitemortheircardhasbeencharged

fraudulently.However,increasingly,consumers?lechargebackstoreceivecompensationunderfalsepretenses.

So,asecommercesaleshavegrown,sotoohave

chargebacksand,inturn,chargebackfraud.Addtothatthetremendouscomplexitiesandine?cienciesinmanaging

chargebacks,andmostwouldagree:ecommercehasenteredaneraofchargebackchaos.

Merchantsknowfraudulentclaimsconstituteasigni?cant

portionoftheirtotalchargebacks,knownas?rst-partyfraud.Butcurrentmanagementprocessesmakeitmorecostly

todisputefraudulentclaimsthantosimplyaccepttheminthelongrunorevenproactivelyrefund.

Chargebackchallengesandwhatyoucandoaboutthem

Executivesummary

*Consumerattitudestowardschargebacksin2023:ComparingtheU.KwiththeU.S.(TelAviv:JUSTT,2023)

https://justt.ai/consumer-attitudes-towards-chargebacks/

3

Merchantsfacenochoicebuttoletrevenuesslipaway

duetoine?cienciesinchargebackmanagement.As

chargeback?guresrise,itserosiononpro?tsisreachinganepidemicpoint.

Riski?edpartneredwithindustryadvisorsPaladinFraudto

interviewmorethan300chargebackmanagersfromleadingmerchantsworldwidetodiscover:

●Thesizeofthechargebackchallenge

●Howmerchantsmanagechargebackstoday

●Thebiggestpainpointsinchargebackmanagement

●Howmerchantscanrealizeabrighterfutureforchargebackmanagement

Atahighlevel,theresearchfound:

Chargebackscontinuerisingwith76%ofchargebackmanagersseeingasmanyormorechargebacksYoY.

Merchantsstruggletorecoupcosts,withthreeinfourmerchantsrecoveringlessthanhalfofallchargebacks.

Moreworryingly,merchantsknowinglyletrevenueslip

away,withmorethan73%sayingthat20%ormoreoftheirchargebacksare?rst-partyfraud(fraudulentchargebacksbycustomers).

Thetruecostofchargebacksquicklycreepsupbeyondlostmerchandiserevenue,drivenbycomplex,time-consuming,andine?cientchargebackmanagementprocesses.

Whenitcomestomanagingchargebackdisputes,merchantswantmoreautomation,platformconsolidation,betterdatamanagementandreportingabilities,andmoretoolstoaidprevention.

Chargebackchallengesandwhatyoucandoaboutthem

Executivesummary

4

Keyelements

tounderstandingchargeback

challenges

01

Chargebacksexisttoprotectcardholders,butincreasingly,they

enableconsumerstobehavebadly,recoupingfundsunderfalse

pretenses.First-partyfraud,referringtochargebacks?ledforfalsereasons,informsasigni?cantportionofchargebacks—and

merchantsknowit.Buttheine?cienciesandtechnicalcomplexitiesofcurrentmanagementprocessesmakeitmorecostlytodisputefraudulentclaimsthantosimplyaccepttheminthelongrun.

Ine?cienciesinchargeback

managementforcemerchants

toallowrevenuetoslipaway.

Thispro?terosionhasreachedanepidemicpointaschargeback?gurescontinuetorise.

5

Methodology

Riski?edpartneredwithindustryadvisorsPaladinFraudtointerviewmorethan300merchantsworldwide,speci?callythepersonneldealingwithchargebackmanagementeveryday,todiscover:

●Thesizeofthechargebackchallenge

●Howmerchantsmanagechargebackstoday

●Thebiggestpainpointsinchargebackmanagement

●Howmerchantscanrealizeabrighterfutureforchargebackmanagement

Thecompaniesrepresentedincludeawiderangeofverticalsacrossphysicalanddigitalgoods,includingfashion,travel,

food(groceryanddelivery),electronics,andmarketplaces,amongothers.

ThemajorityofrespondentsoperatewithinNorthAmerica,withsigni?cantrepresentationfromEMEA(Europe,MiddleEast,Africa),LatinAmerica,andtheAsiaPaci?cregions.

Merchantsbyregion

NorthAmerica:41%

EMEA(Europe,MiddleEast,Africa):23%

LatinAmerica:19%

AsiaPaci?c:16%

Other:1%

Chargebackchallengesandwhatyoucandoaboutthem

Methodology

6

Annualrevenueofmerchants

Percentageofmerchants

Asubstantialportionofmerchantsinthestudyreported

annualsalesvolumesbetween$500millionand$3billion,followedbythoseinthe$75millionto$500millionrange.

Chargebackchallengesandwhatyoucandoaboutthem

Methodology

Participantsbycompanydepartment

Risk/lossprevention

Other

Accountingor?nance

Customersuccess

Independent/

cross-

dept.team

Percentageofmerchants

Chargebackmanagementteamsoperatethroughdi?erentoperationalstructures.Justover50%ofthoseinthestudyreportthroughadedicatedrisk/losspreventionteamwithjustunder18%throughcustomersuccess.

7

Glossaryoffourkeyterms

01

Chargebackrate

Thepercentageofchargebacksamerchantreceivesoutofallsales.

02

Chargebackwinrate

Thepercentageofchargebackdisputes

thatamerchantsuccessfullywinsoutofallchargebacksdisputed.

03

Chargebackrecoveryrate

Thepercentageofchargebackdisputes

thatamerchantsuccessfullywinsoutofallchargebacksreceived(whetherdisputed,accepted,orotherwise).

04

First-partyfraud

Alsoknownas“chargebackfraud,”

“chargebackabuse,”and“l(fā)iarbuyer,”?rst-partyfraudreferstochargebacksthathavebeen

?ledfraudulentlybycustomers.

Chargebackchallengesandwhatyoucandoaboutthem

Glossary

8

02

Howmanagingchargebacks

becamechaoticformerchants

Inrecentyears,ecommercesalessurgedandchargebacks

skyrocketed.Infact,inthelastyearalone,morethanthreeoutoffour

customers

intheUnitedStatesandUnitedKingdom?leda

chargeback*—anall-timehigh.Chargebacksnowrepresentanormalpartofconsumeronlineshoppingbehaviorandasigni?cantpartof

ecommercebusinessmanagement.

Threeoutoffour

customersintheUnitedStatesandUnitedKingdom?leda

chargebackinthelastyearalone—anall-timehigh.*

*Consumerattitudestowardschargebacksin2023:ComparingtheU.KwiththeU.S.9

(TelAviv:JUSTT,2023)

https://justt.ai/consumer-attitudes-towards-chargebacks/

Theupwardtrendinchargebacks,inpart,stemsbacktotheCOVIDpandemic.Ofcourse,onlinereturnsandchargebacksexistedbefore2020,buttwokeybehavioralshiftslefta

lastingimpact:

●First,customerswereafraidtoleavethehousetoshop,spurringtheonlineshoppingboom.

●Second,chargebackstooko?aspeoplewere

alsolessinclinedtogothroughthereturnsprocess,whichofteninvolvedanin-storevisitoratripto

theposto?ce.

76%ofchargeback

managerssaychargebacks

haveincreasedorremained

steadyinthelastyear,with

morethanathirdofthose

describing“signi?cant”growth.

Chargebackchallengesandwhatyoucandoaboutthem

Howmanagingchargebacksbecamechaoticformerchants

AreyouseeingachangeYoYinthevolumeofchargebacks?

Percentageofmerchants

Chargebacksbecamepopularduringthepandemicfortheirconvenienceandsafety.Muchlikeonlineshopping,this

chargebackstrenddidn’trecedewhenlifereturnedto

normal.It’sreasonabletoassumecustomerpsychology

changedtoo—ifsuccessfullyreimbursedviaachargeback,customersfeelemboldenedtoclaimagain.Abusiveand

fraudulentclaimsbecamefarmorenormalizedwithoutthetraditionalfeelingsof“shame”associatedwithcommittingfraudin-store.

10

Merchants’pro?tscontinuetoerodeyearoveryeardueto

chargebacks.Withsomuche?ortandcostinvolvedin

disputingchargebacks,it’sunsurprisingmanymerchants

weighwhetherit’sworththee?ortorcheaper,inthelongrun,tosimplyacceptfraudulentchargebacksasacostofdoing

business.

Threeinfourmerchantsrecoverlessthanhalfofallchargebacks

Nearly60%leave40%ormoreofchargebacksundisputed

Atwhatratedoyoudisputechargebacks?

Chargebackchallengesandwhatyoucandoaboutthem

Howmanagingchargebacksbecamechaoticformerchants

Percentageofmerchants

11

Merchantsfaceimpossibledecisionsconsideringwhich

chargebackstheycansourceenoughevidencefororarelikelytowin.AfterperiodsofhighspendingsuchasBlackFriday/CyberMonday,soonaftercomesanin?uxof

chargebacksthatteamssimplydon’thavetheresourcestohandle.

Morethan73%ofmerchants

believe20%ormoreoftheir

chargebacksare?rst-partyfraud.

Fraudchargebacksthatare?rst-partyfraud

Percentageofmerchants

Chargebackchallengesandwhatyoucandoaboutthem

Howmanagingchargebacksbecamechaoticformerchants

12

03

Whychargebackmanagementissocomplex

Thetruecostofchargebackmanagementcreepsupfromdisparatesources,fromvaryingbankprocessingfeestothecostofgoodsandserviceslost—plustheoperationalexpensestorampupsta?to

supportchargebackoperationsduringseasonalspikes.Withmostmerchantsoperatingacrossseveralpaymentgateways,truly

comprehendingthecostandcomplexityofchargebackmanagementcanbeastruggle.

Theobviouscost—reversalofsale

●Valueoflostmerchandise

●Shippingcosts

●Chargebackprocessingfee

●Operationalcosts

○Full-timeemployeesworkingonchargebackteams—onaverageonetothree

○Employeetimeoneachdispute

○Rootcauseanalysisandprevention

●Marketingcoststopromotetheitem

●Riskoflosinganacquiringaccountandpotential?nes(inextremecases)

The?ndingsinthisresearchrevealthreekeychallengesdrivingchargebackmanagementcostsandpro?terosion:operational,technical,andbureaucratic.

13

Keychargebackmanagementchallenges

55%

managemultiple

chargebacksacrossmultiplesystems

55%

?ndprocesstootime-consuming

36%

lackvisibilityanddi?cultyin

monitoringandreporting

35%

can’taccessoruseallrelevantdataasevidence

Chargebackchallengesandwhatyoucandoaboutthem

Whychargebackmanagementissocomplex

14

Currentchargebackmanagementchallenges

Processistootime-consuming

Lackofvisibility,di?cultymonitoring,andreporting

Inabilitytoaccessoruseallrelevantdataasevidence

Performanceistoolow

Notenoughheadcount

Di?cultywithscalabilityresultingfromincreasedvolume

Other

Percentageofmerchants

Chargebackchallengesandwhatyoucandoaboutthem

Whychargebackmanagementissocomplex

15

Operationalchallenges

tochargebackmanagement

Today,sizableteamsfocusonmanagingchargebacks.

Eventhe“simple”?rststepsofidentifyingandcategorizingchargebackstakestime.However,justover60%of

chargebackteamsoperatewithonlyonetothreefull-timeemployees,androughlythesamepercentagemanage

chargebacksfullymanually.

Thehoursquicklyaddupwhennearlytwoin?vemerchantsspendatleast10minutesperdispute,and18%spendmorethan20minutesadispute.Teamsalsoinvestsigni?cant

timeinrootcauseanalysisandpreventione?orts,ahighlyresource-intensiveactivityifdonemanually.Unsurprisinglythen,that55%thinktheprocessistootime-consuming.

61%ofchargebackteams

operatewithonetothreefull-timeemployees.

Numberoffull-timechargebackmanagementemployees

Percentageofmerchants

Chargebackchallengesandwhatyoucandoaboutthem

Whychargebackmanagementissocomplex

16

Operationalchallenges

tochargebackmanagement

Towinachargebackdispute,merchantsneedtocompile

evidencefromvariousgateways,teams,anddatastreams.

Thismeansdisputesandevidencecaneasilyfallthrough

thecracks,notforgettingthatteamsoutsideoffraudand

chargebackmanagementwillnaturallyconsideritlessofa

priorityto?ndandsupplyevidence,whichcanfurtherhampere?orts.

Twooutof?vemerchantsspendatleast

10minutesperdispute

18%spend20+minutesperdispute

Howmuchtimeonechargebacktakestoprocess

Percentageofmerchants

Chargebackchallengesandwhatyoucandoaboutthem

Whychargebackmanagementissocomplex

17

Technicalchallengestochargebackmanagement

Technicalchallengesalsocausemajorheadachesin

chargebackmanagement.Mostmerchantsworkwith

severalpaymentserviceproviders(PSPs)andacquirers,soamajorchallengehereisthefragmentedtechnicaloperationthatunfolds.

Firstofall,teamsaccessandcorrelateinformationfrom

variousdisconnectedsystems,makingtheprocessslow

andcomplicated.Collectingandorganizingevidencefromseparatesourcesaddstothemanualload,leadingto

increasedhumanprocessingtimeandhigherriskoferrors.Finally,thedisparate,disjointedsystemscreatefragmenteddatathatteamsstruggletocollate,interpret,andmake

e?ectiveuseof.Theendresult:alackofclarity

intodisputeperformance,anddi?cultytrackingandreportingonKPIs.

Merchantresponsessupportthis—morethanhalf(55%)

foundhavingtomanagechargebacksacrossmultiple

systemswasamajorchallenge.Theinabilitytoaccessoruseallrelevantdataasevidenceremainsakeychallengefor

35%,whileasimilarnumberfeltalackofvisibilityand

di?cultyinmonitoringandreportingweremajorhurdles.

55%

managemultiple

chargebacksacrossavarietyofsystems

35%

can’taccessoruseallrelevant

dataasevidence

Chargebackchallengesandwhatyoucandoaboutthem

Whychargebackmanagementissocomplex

18

Bureaucraticchallengestochargebackmanagement

Disputingchargebackclaimsalsocomeswithlotsof

regulationsandrules,primarilyfromcardschemesand

issuers,thatmaketheprocessmorecomplicatedandrequiremerchantstokeepaneyeonchangesandupdateprocessesquicklyinlinewithregulations.

Paymentnetworksenforceincreasinglystricterguidelines

abouthowmuchinformationtheyneedtoauthorizea

chargeback.Periodically,theseregulationsevolvetoo.Forexample,Visarolledout

CompellingEvidence(CE)3.0

*in

April2023forfraudchargebacks,while

PayPalchangedits

SellerProtectionProgram

**rulesinJanuary2024.Bothof

theserequiredmerchantstoquicklyadjustprocessesto

maintaincomplianceandsuccessfully?ledisputes.Finally,inextremecasesofexcessivechargebacks,merchantsrisk

losingacquiringaccountsorrackinguppotential?nes.

*AlonLivneh,“UpdatestoVisaCompellingEvidence:WhattoknowaboutCE3.0”Riski?ed,March9,2023.

**DanielKolko,“PayPalannouncessellerprotectionrulechangesformerchants—here’swhat’schanged”Justt.ai,January2,2024.

Chargebackchallengesandwhatyoucandoaboutthem

Whychargebackmanagementissocomplex

19

Spotlight:Travelandchargebackmanagement

Theresearchrevealedthattravelcompaniesonthewholebenchmarkhigherthananyotherindustryforannual

chargebackratesandillustratessomeofthekeychallenges:

●Lower-than-averagerecoveryrates:Nearly90%of

respondentsseerevenuerecoveryoflessthan45%,

andzeroofthetravelmerchantssurveyedsawrecoveryratesabove60%.

●Highratesof?rst-partyfraud:Halfoftravelmerchantsestimatedtheirrateofabusivechargebacksabove40%.

●Worryinglylowdisputerates:Justover50%oftravelmerchantsdisputelessthan10%oftheirchargebacks,andonly14%disputebetween80%to100%.

●Biginternalteams:Themajorityhavefourfull-time

employees,while21%havemorethan?veemployeesdedicatedtochargebacks.

Whatwouldmakethedi?erence?

Travelmerchantsoverwhelmingly(86%)wanttoautomatesomeoralloftheprocess.They’dalsoliketohaveone

centralizedplatformandtheabilitytomakebetteruseofdatatodisputechargebacks.

Travelmerchants(86%)

overwhelminglywanttoautomatesomeorallofthechargeback

managementprocess.

Specialconsideration:Onlinetravelagencies

andchargebacks

Onlinetravelagencies(OTAs)faceacute,uniquechallengeswithchargebacksbecauseoftheintermediaryroleplayed

betweencustomersandairlines.OTAshavenodirectcontrolovermuchofthedataneededtoevidenceanddisputea

chargeback,includingdataandtransactiondetailsfromtheairline,proofofservice,orcustomerinteractioninsights.

Relyingonairlinestoprovideaccurateandtimelyinformationthereforeexacerbatesexistingchargebackmanagement

challengesandsigni?cantlyhinderstheabilitytodisputechargebacks.

20

Chargebackchallengesandwhatyoucandoaboutthem

Whychargebackmanagementissocomplex

Chargeback

management

transformed—

fromcostbuckettorevenue

recoverymachine

04

Chargebackmanagementcreptupontheecommerceindustryasanissue.Risingchargebackratesexacerbatedthecomplexityandlostrevenuestoapointwhereitcannolongerbeignored.JustasfraudpreventionshiftedinthelastdecadetobecomemoresophisticatedandAI-based,chargebackmanagementisreadytohaveitsdigital

transformationmoment.

21

Howcanchargebackmanagementbemoree?ectiveande?cient?

Merchantscurrentlyuseacombinationofin-house,

third-party,orahybridapproachtomanagement,withthemajority(59%)managingallin-house.

Regardlessofwhatapproachtheytakeorplantotake,

chargebackmanagersknowtheyhavesigni?cantroomforimprovementtorecovermorerevenueandincrease

e?ciency,accuracy,andmeasurement.

Mostimportantwaystochangechargebackmanagement

●Increasedautomation:

Themostrequestedimprovementacrossmerchants(65%)wasforamoreautomatedprocess.

●Simple,centralizedaccess:

Halfofrespondentsstressedtheneedtobeabletoaccessallchargebacksinoneplace.

●Betterlabelingandevidencemanagement:

Lessthan15%ofrespondentscustomizecompellingevidencebygateway/PSP,just17%byissuer,andastaggering35%don’tevencustomizeforreason

categories.

●Improvedpreventionstrategies:

Onethirdofchargebackmanagersfeltthattheycould

getmoreinvolvedinprevention,usingrootcausechargebackdataasafeedbackloopintothe

fraud-screeningprocess.

Chargebackchallengesandwhatyoucandoaboutthem

Chargebackmanagementtransformed—fromcostbuckettorevenuerecoverymachine

22

Topwaystochangechargebackmanagement

Automatesomeoralloftheprocess

Manageallchargebacksfromonecentralizedplatform

Improvemeasurementandreporting

Usemoredataincompellingevidence

Getmoreinvolvedinupfrontchargeback(fraud)prevention

Hiremorepersonnel

65%

automate

someorall

oftheprocess

Percentageofmerchants

50%

manageall

chargebacksfromonecentralized

platform

47%

improve

measurementandreporting

46%

usemoredataincompellingevidence

32%

increase

involvementin

upfrontchargebackprevention

Chargebackchallengesandwhatyoucandoaboutthem

Chargebackmanagementtransformed—fromcostbuckettorevenuerecoverymachine

23

Fourways

merchants

canimprovechargebackmanagement

05

01Automation

Applyingautomationtosomeorallofthechargebackmanagementprocessincreasese?ciencymoree?ectivelythananyotheraction.Automationcanbeappliedinatieredstrategytoo.Forexample,

lowervalueormorestraightforwardchargebackscanbeautomated,whilemorecomplex,sensitive,andhighervaluecaseshandledwiththeexpertiseofagents.Automationalsofreesupteamstofocusonmorestrategicandchallengingdisputesandempowersthemto

tacklewhatmightpreviouslyhavegoneuncontested.

24

Fourwaysmerchantscanimprovechargebackmanagement

02Platformconsolidation

Centralizingdi?erentchargebacksourcesnotonlymakeslife