Regarding the "capacity around payment processing" that you want to keep in mind to reduce opportunity loss. payment Explain the risks and countermeasures when concentrating.

I worked in sales at financial institution before moving to GMO-PG. Since joining the company, I have been mainly in charge of the entertainment area (music, sports, leisure, etc.), and in recent years, I have also been in charge of large-scale retail customers. We have always seen areas where users are enthusiastic and easy to access concentrate.

That's right. In addition, joining a fan club of a popular artist is also due to the fan mentality of "wanting to get a membership number (membership order) as much as possible", so the load immediately after opening is enormous. It's a unique behavior that comes from the heat of Oshikatsu.

Direct actual harm may include the suspension of payment functions due to high loads and loss of sales. payment lag can cause the entire front site to fall. Also, what is scary in this day and age is the spread on social media. Complaints such as "I can't buy it" and "The site has fallen" spread instantly, leading to damage to the brand image and flames.

In addition, if there is a "payment inconsistency" such as an application and purchase completion screen appearing but the payment fails behind the scenes, the cost of responding to inquiries from end users tends to increase.

It's a pattern like "the moment you put it in your cart and try to enter your card information, you will be returned first with an error". I think the psychological shock of "I could have bought it in one more step" is great.

In addition, a sense of unfairness caused by events such as "Credit card payment means become unusable and can only be payment with CVS Payment or 〇〇Pay payment method" can easily become a spark.

In terms of entertainment, the timing of "advance reception starts" and "lottery applications" for concerts and live performances is the most crowded. In the case of first-come, first-served basis, the peak is immediately after the start, and the mountain descends from there. It's the timing of a new fan club opening.

In the case of e-commerce and other product sales systems, it is the timing of sales, new products, and limited quantity product releases. However, recently, there are times when buzz on social media (influencer introductions, etc.) suddenly peaks at unexpected times.

That's right. Even things with "deadlines" such as hometown tax payments and utility charge payment tend to be burdensome. Hometown tax payment occurs when conditions such as point awarding change or when the end of the year is approaching.

Another surprising thing is "subscription". If you run monthly billing at night with batch processing, you may need to consider payment capacity if you try to process tens of thousands or hundreds of thousands of bills at once. Not necessarily, the surge in end-users is not the only cause of the load.

As a proactive measure on the part of e-commerce businesses, the first step is to cooperate with payment processing company companies. When you can anticipate the timing of the load, it is very important to predict the volume of payment in advance and communicate it to the payment processing company company before discussing it.

Discuss whether the current capacity settings are okay for the expected amount of payment, including the certainty of the forecast. On top of that, if there is a problem, the company will proceed with additional settings on the payment processing company side and the introduction of tools such as a virtual waiting room (a system that guides users to the online waiting room and directs them to the site sequentially).

An additional setting that is commonly used in GMO-PG is to increase the predetermined limit of the number of concurrent connections (sessions) in payment processing.​

If the risk of capacity shortage is still unavoidable, some businesses decide to diversify the campaign timing or review the service design itself. In some cases, due to time constraints, there are cases where people try to get through the actual performance without taking any special measures, and payment processing company I feel that it is important to build a relationship that allows the company to understand the busy schedule in advance and provide support.

No, not necessarily. I hear that there are some companies that have a Dilution concept of capacity in payment in the first place. After a problem occurs, it seems that there are cases where it is "unavoidable" or "our payment system is perfect" and does not respond to individual adjustments for each merchant.

In some cases, the site may be temporarily suspended and reopened on a new date, and in the case of front-end causes, it may be resumed after waiting for the server enhancement to be reflected. Unfortunately, when faced with a lack of capacity, I think the reality is that there is not much to do to solve it immediately. In such cases, opportunities will inevitably be lost, so it is very important to prepare in advance.

(1) Thorough preliminary hearings, (2) Forecasting and reviewing payment processing volume, and (3) Creating an internal system.

(1) Regarding pre-hearings, in our case, we ask in detail the expected amount of payment processing in advance contract, and if it is an existing member store, we collect event information through daily meetings and conversations.

One point that is often overlooked when estimating the processing volume is that the processing time (load) per case is different for each payment method. For example, credit cards take longer than other methods because they have many communication steps. Therefore, based on end-user attributes, you need to predict which payment method will be used and how much, and estimate the capacity required.

(2) payment Forecasts and retrospectives of throughput are calculated based on the vast historical Actual we have compared with similar events and data from other Actual companies. After the event ends, we analyze the payment processing data in seconds and provide feedback to merchants for the purpose of improving the accuracy of predictions in the next and subsequent events.

That's right, so (3) it is very important to create an internal system. At our company, sales and system staff work together, and for important events of large-scale e-commerce, we share schedules within the company for several months in advance, and on the day of the event, we set up a monitoring system with the system staff in preparation for peak times and monitor them in real time.
On the day of the event, I also check whether I can enter the customer's site with my smartphone, always check social media, and immediately share it with the company if there is a voice saying "I can't buy it", so that I can quickly reflect emergency response (such as increasing the number of simultaneous connections). Private life is eroded, but it is also a happy moment if the transaction flows safely.

If a merchant loses sales, it will directly affect our sales as a payment processing company company. That's why all of our members regard the stable operation of payment as their own business. Another major factor is that we have formed a sales team for each industry and business type, so we have already accumulated know-how to plan while looking at the examples of other companies in the same industry.

Yes. This is a project that is expected to have a large transaction, so we have discussed with the merchant and increased the capacity to the maximum. The payment process itself was fine, but the part where the merchant's system was notified of the processing results and the response was a bottleneck, and as a result, the entire payment process was delayed.
The lesson from this experience is that it is essential to design a payment that includes not only the entry but also the exit, i.e., the capacity for outcome notification and response processing. I realized that no matter how much we strengthen our payment system, if we do not have a vision of future operation, we will be stuck in unexpected places.

There was a deal that attracted a lot of public attention, and was expected to have a transaction of an unprecedented scale in the past. After predicting the usage rate for each payment method in detail, we forced the internal system department to significantly increase the capacity, and also coordinated with credit card companies and other payment service providers in advance to meet the day with a perfect system.
As a result, there were no capacity issues with payment processing, and the service was successfully released.