1. State of Washington 2014 Commercial Card Forum

2. Agenda 8:30 – 9:00 Arrival, morning refreshments provided
9:00 – 9:10 Introductions & Agenda Review (DES and USB)
9:10 – 9:30 ST of WA Program Performance Review (USB, Kevin Noren)
9:30 – 10:00 New WSCA contract update, including rebates (USB & DES)
10:00 – 10:45 VISA Industry Updates (Orson Morgan, VISA)
10:45 – 11:00 BREAK
11:00 – 11:15 Program Optimization Analysis (Kevin Noren, USB)
11:15 – 11:45 Best in Class program review (DES)
11:45 – 12:15 Access Online Q&A (USB, Sandi Hampton)
12:15 – 1:15 LUNCH (on your own)
1:15 – 1:45 EMV (Chip & PIN) rollout (USB, Kevin Noren)
1:45 – 2:15 WA ST Program Support Team (USB, Kevin Noren)
2:15 – 2:45 Best in Class program review (King Co)
2:45 – 3:00 BREAK (State Agencies may leave at this time, questionnaire)
3:00 – 3:30 Payment Plus / Epayables (Kevin Noren, USB)
3:30 – 3:45 Closing – please complete questionnaire

3. WSCA Contract and Rebate
WA ST joined the WSCA contract as of 4/1/14, Q2
First rebate (Q2) under new contract paid in September
New Rebate has 3 components
Regular Spend Volume, 130 basis points
Large Ticket Spend Volume, 75 basis points (LT report from AC to data exchange)
File Turn, 45 basis points (lose a point each day over 15 days)
DUNS
Agent groupings
Clean up effort
W9’s

4. State of Washington Improving the Value and Performance of your commercial Card Program
Thanks for inviting me to talk with you today about your [NAME OF CARD PROGRAM] program. Card programs are investments that return substantial value. Like any sophisticated system, they benefit from periodic performance evaluation and adjustment. [COMPANY NAME] had specific goals and objectives when it began this program. I’d like to explain how we can make sure it’s performing to its potential, and that you’re getting the best value from it. 4

5. Increase Card Program Value
Find more value in your card program with
U.S. Bank Program Optimization.
Simple performance evaluation process
Identifies program expansion opportunities
Provides recommendations with ROI payback
Includes implementation action plan
Serves as foundation for Working Capital DNA (complete payables strategy review)
At U.S. Bank, we use a simple process called Program Optimization to evaluate card program performance. The objective of the process is to identify areas in your program that could be providing more value to [COMPANY NAME], and then develop a plan to improve program performance.
We use a sophisticated suite of analytical tools developed by Visa to assess how your program is currently performing – in relation to its full capabilities and in relation to how other companies are using their programs. The process helps us identify growth opportunities. Then we work with you to identify the ones that best align with [COMPANY NAME’S] goals. Once we identify the best fit, we’ll make recommendations and calculate financial benefit. Then we’ll create an action plan for the recommendations that you decide to implement. 5

6. Improved Supplier Management
Tangible Benefits
Benefit
Description
Greater
Financial Gain
Improve working capital
Reduce transaction costs
Increase rebate opportunity
Lower supplier costs
Increased
Spend Visibility
Gain greater visibility to payment detail and enterprise spend
Enable more informed decision making
Leverage robust reporting
Improved Supplier Management
One of the most powerful aspects of this process is that one or two relatively small changes can trigger a wide range of benefits. This chart provides an overview of four broad benefit categories. But they’re all related.
Let’s look at Increase Spend Visibility, for example. The more spend that goes on your card program, the easier it is to see how payments are actually flowing out of your organization. That knowledge can be leveraged in a number of ways:
You can better control how and when your organization is spending money.
You can take advantage of payment term discounts that slower paper-based payment methods are causing you to miss.
You can demonstrate spend volumes to key vendors and negotiate lower pricing.
Better spend visibility translates into reduced costs and improved working capital.
The Program Optimization process identifies opportunities like these within your program, and helps us quantify and demonstrate the real, measurable value to your organization.
Negotiate deeper price discounts
Act on payment term discounts
Consolidate suppliers
Enhanced Control
Improve oversight and management
Block unwanted spend
Prevent and detect fraud more easily 6

7. Card Program Trends and Best Practices
Best practice organizations capture significantly more spend on cards than the average:
93% of travel average is 72%
71% of transactions < $2, average is 52%
53% of transactions $2,500 - $10, average is 31%
76% of organizations expect to increase purchasing card spend…expected overall increase is 32%
Checks represent 70.4% of overall organizational payments
RPMG 2011 Travel Card Industry Benchmark Survey / RPMG 2012 Purchasing Card Benchmark Survey 7

8. Understand Objectives/ Challenges Benchmark/ Capturing Opportunity
Optimization Process
Understand Objectives/ Challenges
Collect Data
Benchmark/ Capturing Opportunity
Commitment/ Action
Present Program
Develop Initial Plan
Interview Key Personnel
Collect and Analyze AP Data
Discuss Preliminary Findings
Provide Benchmark Comparison
Identify Opportunity
Build Business Case
Obtain Executive Approval
Build/Execute Action Plan
Measure Results
Conduct Additional Analysis
So what’s involved? How do we do this? We take it one step at a time, starting with the program changes that are the easiest and quickest to implement, and that have solid payback.
Every organization has unique reasons for the way their program is structured, and for their policies and rules. We invest time upfront to understand your payables environment, your objectives and challenges.
Then we collect program data and run the analysis. This helps establish a benchmark and provides a comparison of your program to best-in-class peer organizations in your industry. This gives us insight into the real potential of each opportunity.
We assess the data, and identify the opportunities that we think are the best fit for your organization. The recommendations we make will include detailed ROI projections so you understand the payback value and timing.
Then we work with you to finalize goals and create an action plan for implementing them.
We’ll help you measure progress toward each goal. Once you’re satisfied with performance toward goal, we’ll re-evaluate your program to identify new opportunities.

9. Opportunity Identification
Analysis Process
Existing
Program
Spend Gap/
Business Case
Best Practice
Benchmark
Identifying opportunity really amounts to applying the appropriate RPMG benchmark for your card program type and industry. This benchmark includes benchmarking of qualitative aspects of your program through our Best Practices Diagnostics tool. The benchmark also provides a quantitative comparison of your program’s transactions and spend against your industry peers in key policy tier areas including transactions under $2,500, $2,500 to $10,000, and $10,000 to $100,000.
With the benchmark complete and the gap between your program and industry best practices, our process then provides a business case showing financial benefits in increased rebate, cash float, and transaction cost savings as well as simple recommendations for opportunities you can take advantage of to close this gap.
Opportunity Identification

10. Benchmark Sample
This slide provides a sample benchmark for a company in the Manufacturing industry. The first two columns provide information on the company’s overall spend in key Purchasing Card policy tier areas. The Benchmark column provides the RPMG benchmark transaction and spend capture percentage for these policy tiers. The last 2 columns show the spend you would have on your program if you were to achieve the benchmark both in spend volume as well as numbers of transactions.
The gap between your existing program and the benchmarks for these policy tiers represents the opportunity you have for expansion, which brings significant rebate opportunity, cash float savings, transactional cost savings, among so much more. 10

11. Financial Benefit Sample
With benchmark opportunity available, the program optimization process then translates the opportunity identified into tangible cost savings based on your current rebate, transaction costs, and short-term interest rate. If you’re not able to provide information on these costs and rates, we will use numbers from industry accepted financial studies. 11

12. Closing the Gap - Initial Focus
Start with easy opportunities that require minimal change. Common examples include:
Slippage – suppliers that already accept card payment from your organization but that are being paid via other methods
Suppliers within common card categories
Capturing spend that’s currently being made outside of existing policies.
Based on our experience, a program assessment uncovers several opportunities that are relatively easy to act on, and that have quick payback. That’s where we initially focus with our clients. Here are three common examples:
The first is what’s referred to as “slippage”. Many organizations don’t realize that they’re paying card-accepting vendors both with cards and with checks. Our assessment process will identify these vendors so that you may bring these vendors fully into the Purchasing Card program and generate significant transactional savings and rebate.
Our analysis also provides a listing of the top merchant category codes for your industry, along with your check spend opportunity with Visa-accepting merchants in these categories. Increasing volume within these common categories is a best practice that can be implemented with little change in policy and also little risk of supplier resistance.
The program optimization process will also identify payments that, based on your policies, should be going on your card program but aren’t. For example, if your policy dictates that office supply purchases under $1,000 should all be on your Purchasing Card, you’ll see which ones aren’t. Then we’ll work with you to develop action steps to improve compliance with policy. 12

13. Program Slippage Report
The Visa program optimization reporting package provides up to 50 reports that will assist you in identifying suppliers, commodities, etc. for your focus on identifying and capturing additional card opportunity.
The report on this slide provides an example of missed opportunity caused by slippage. It shows a sizable amount of check spend from five vendors already accepting cards from your organization that could be going on the card program. Moving these purchases from check to card is a short-term tactic with quick payback. 13

14. Closing the Gap - Advance to Next Level
Apply advanced U.S. Bank payment technologies:
Improved controls/analytics
Post invoice payment with Access Online Payment Plus
Consolidated payment file delivery
Ghost cards / AP cards
Virtual Pay
Spend Analytics
Expense management integration
Global travel card issuance
Managed spend / meeting cards
Once initial program adjustments are paying off, U.S. Bank has a full range of payment tools and technologies to move your payment program to the next level of performance. 14

15. Working Capital DNA ACH Card Checks
For organizations that seek to fully redefine payment strategies, the program optimization process can serve as a foundation for a complete analysis of your payments program. This process, known as Working Capital DNA, employs strategic payables consultants to quickly map current processes and organizational objectives and develop a strategy for usage of the most cost efficient payment method (e.g., ACH, check, wire transfer, commercial card, EIPP, etc.) for all of your payments.
For each payment strategy recommendation, the Working Capital DNA process provides information on the payments that would be included as well as associated ROI.

16. Rigorous Evaluation Tools
Program assessment / financial benefit
Detailed reporting for opportunity identification
Peer industry benchmark
Best practice diagnostic
Dashboard Modeling
I’ve been talking about how easy this process can be, but I don’t want to downplay the engine that drives it. Visa pioneered the Program Optimization process, and their analytical tools are extremely sophisticated. While the assessment process is complex, that doesn’t mean that you would need to make a large time investment or assign lots of staff to the project. It’s important that you understand that the analysis is state-of-the-art, and that the reporting is extremely rich in detail. 16

17. Dashboard Modeling Capability
The program optimization process also provides numerous dashboards that allow you and your U.S. Bank relationship manager to customize opportunity results in real time to focus on key spend categories, supplier types, policy tiers and many others. These dashboards give you the opportunity to model your program and view financial benefits for the program improvements and enhancements that best fit your company’s strategic goals and unique challenges.

18. Next Steps More value and improved performance
Schedule follow-up meeting to discuss current card program performance and preliminary objectives
At U.S. Bank, we look at Program Optimization as part of our commitment to helping [COMPANY NAME] be successful. Our goal is to help you find more value in your card program and improve its performance.
If you’re interested in learning more, let’s schedule a follow-up meeting to discuss your short-term goals for 2013, and longer term plans for your payment program.

19. EMV FAQ’s 19

20. Frequently Asked Questions
What is EMV chip card technology?
1. What is EMV?
Named after its original developers (Europay, MasterCard® and Visa®), EMV chip cards feature embedded microprocessor chips that store and protect cardholder data.
2. What are the benefits of a chip card?
While chip cards can help reduce various types of fraud, they do not eliminate it entirely. The primary benefit of a chip card is the prevention of counterfeit fraud in card present transactions. The chip embedded in the card is nearly impossible to duplicate. The chip also increases security through the use of stronger authentication methods at the point-of-sale (POS). The combination of stronger authentication methods and unique transaction elements makes chip card account data less attractive to steal and counterfeit fraud exceedingly difficult.
For cardholders, the chip card provides:
• Enhanced security for card present transactions
• The broadest card acceptance/interoperability around the world 20

21. EMV FAQ’s Cont 4. Does a chip card still have a magnetic stripe on it?
Yes. Your chip card also has a magnetic stripe on it for use when a POS terminal or ATM does not support a chip-enabled card.
5. Is there a law that mandates chip cards?
No. There is no law or mandate that requires a chip in consumer or commercial cards. Rather, in October 2015 the card organizations (Visa, MasterCard, American Express® and Discover®) will shift the financial liability of counterfeit card-present fraud to the party (issuer or merchant) not supporting chip cards.
6. How does the chip in a card work?
The embedded chip stores information required to authenticate, authorize and process transactions. This is the same type of information that is stored today on the magnetic stripe.
Chip cards and chip terminals work together to ensure a highly secure transaction by validating the card and cardholder and the account information, e.g., cash access, transaction limits, etc.

22. EMV FAQ’s Cont What is U.S. Bank doing?
7. What is U.S. Bank’s plan to support chip cards?
U.S. Bank has been issuing chip cards in Canada since 2009, in Europe since 2011, and to U.S.-based cardholders who travel internationally since 2012.
Starting in October 2014, U.S. Bank will begin migrating its U.S.-based commercial card portfolio to chip cards. The corporate travel card portfolio is expected to be 100% chip card by October 2015, and the one card and purchasing card portfolios will be 100% chip card by the end of 2017.
See “When is this happening?” for more information.
8. Why is U.S. Bank issuing its cards with a chip?
U.S. Bank is issuing chip cards to provide clients the latest in secure payment technology and to support the shift in financial liability that will take place in October 2015, when the card organizations shift the responsibility for any fraud resulting from a payment transaction to the party (issuer or merchant) using the least secure technology.
9. What is U.S. Bank doing to support Program Administrators during the migration?
U.S. Bank will provide informational resources such as these FAQs and communication templates to help educate your cardholders. Your U.S. Bank Representative will work with you and keep you informed throughout the process by providing additional tools and resources.

23. EMV FAQ’s Cont What is the impact to my program?
When is this happening?
10. When will our cardholders begin seeing the new chip cards?
Beginning in October 2014, clients using a U.S. Bank standard card design (see image) with a corporate travel, purchasing and/or one card program will be among the first customers whose cardholders will receive a chip card. Specifically, we will begin re-issuing chip cards to cardholders whose cards expire in November Once your card program begins migration to chip, all new and replacement cards will be issued as EMV.
Starting in 2015, we will accelerate the re-issuance process to ensure all corporate travel cards are chip enabled by October We will provide more details on our accelerated re-issuance initiative later this year.
What is the impact to my program?
11. Our company logo is on our card, will the chip cover it?
Your U.S. Bank Representative will contact you directly if we need to change the size of your logo to accommodate the chip. If you do not hear from us, the chip will not impact the size of your logo.
Please be aware that in some cases your logo may be positioned differently, for example, it might move to a different side of the card to avoid interference with the chip.
12. Will our organization need to pay for the new chip cards?
U.S. Bank is covering all costs associated with the migration to chip cards. However, like today if you are interested in customizing your card, please work with your U.S. Bank Representative to determine costs.

24. EMV FAQ’s Cont
13. What information will my cardholders receive related to the chip card?
Cardholders will receive information on the card carrier, which will include instructions on how to use the new card.
14. Will my card program have both non-chip and chip-based cards?
Until the migration is complete, you may have some cardholders with chip cards and some without.
15. What if my program already has chip cards?
There will be no change for those cardholders.

25. EMV FAQ’s Cont 16. How should cardholders use their new chip card?
Cardholders should experience only minor differences when using their chip card. Instead of swiping the card at a merchant’s terminal, the cardholder inserts (“dips”) their card into the slot underneath the keypad until it “clicks,” leaving it until they see prompts to remove it.
At merchants without chip-enabled terminals, the cardholder swipes the card as normal.
Over time, more and more merchants will have chip-enabled terminals, so this experience will become more commonplace. In fact, several well-known national retailers already have chip-enabled terminals.

26. EMV FAQ’s Cont 17. How should cardholders activate their card?
Cardholders will need to call the number on their card and follow the prompts to activate it. Their existing card will work until the new card is activated or it reaches its expiration date, whichever comes first.
18. When will cardholders be prompted to enter a PIN?
In the U.S., a cardholder will most likely not be prompted to enter a PIN at a merchant POS terminal. For U.S. Bank commercial cards, the primary method of authentication at the POS is signature. However, outside the U.S. a cardholder may experience a situation when a PIN is required, such as at unattended gas dispensers, parking garages, and train and bus stations.
Note: A cardholder will always be required to enter a PIN when using an ATM.
19. How does a cardholder get a PIN?
Cardholders will receive a PIN in the mail for their new chip card. The PIN is sent separately from their new chip card. As a reminder, cardholders may be prompted to enter their PIN when travelling internationally.
20. What happens if a cardholder forgets their PIN?
If a cardholder forgets their PIN, they should contact Customer Service and request their PIN be mailed to them. Customer Service does not have the ability to provide a PIN over the phone. Cardholders should expect to receive their PIN, via USPS, 7-10 business days after it is requested.

27. Payables Efficiency Through…
Access Online PAYMENT PLUS
US Bank has a solution that will overcome these barriers to change, increase cost savings and efficiency, and increase agency rebate.
The remainder of this presentation will demonstrate our proposed solution - using US Bank Payment Plus and Visa Perform Source Tools. 27 27 27

28. Access Online Payment Plus
Only the payment method changes
Your current processes remain
Access Online PAYMENT PLUS
INVOICE RECEIPT
FINANCIAL SYSTEM
CODING
APPROVAL
PAYMENT
Presenter:
Let’s look at the basic process to better understand what Access Online Payment Plus is and where it fits.
You are most likely following the five steps noted below in some fashion. They may not be in this exact order but you most likely: - Receive invoices - Process the invoices through your ERP or financial systems - Ensure that the invoices have the appropriate general ledger coding
- Confirm that the invoices are approved systemically or with physical signatures
Complete payment of the invoices
Continue doing what you do today
Access Online Payment Plus was created to automate the payment portion of the Procure-to-Pay process, which in this case is highlighted by the payment step inside the red circle. Instead of issuing checks, automated payments with cardless purchasing accounts would be used
Payment Plus fits into your existing payment process and requires no payment re-engineering to implement. Maybe you already issue a payment instruction file that initiates a check run. With Payment Plus, you would initiate a payment instruction file that would result in secure cardless payments to your suppliers that ultimately result in integrated reconciliation and reporting.
Access Online Payment Plus helps organizations to:
automate their payments and increase visibility to more payment activities
enhance cash position
reduce paper, including paper checks
increase control and mitigate risk
improve days payable outstanding
Before I go into detail demonstrating this new payment method, lets look at some features and benefits

29. Payment Plus Features and Benefits
Secure payment delivery through U.S. Bank Access Online
Dynamic credit adjustment or single-use accounts
Multiple invoices may be included on one payment
Secure supplier notification including remittance advice
Automated reconciliation between transactions and payment instructions
Reporting and financial extracts for integration with client systems
BENEFITS
Increase control and security
Improve business processes through payment automation
Reduce costs and fraud associated with check payments
Enhance cash management
Increase rebate opportunities
Presenter:
Let’s take a closer look at some of the major features and benefits of Payment Plus.
Payment Plus is delivered through a fully known, proven and tested system, Access Online. There is no extra software to install. There’s not a huge learning curve.
There are two types of accounts that can be used for the approved payments and your organization can choose to go with one or a combination of both.
Just as you would include payment for multiple invoices on a single check, multiple invoice payments can be handled with one payment instruction and all payments include full remittance advice details.
Security is inherent to the overall process. The entire process from Access Online, to the supplier and back to you is about additional control. Security. Peace-of-mind.
Automation is evident throughout in the payment instructions, in supplier notification, in the reconciliation. Automation is simplifying the process.
Reporting is easy using Access Online Reporting and financial extracts that can be fully integrated with your systems.
By using Access Online Payment Plus, all of these benefits are actually real outcomes.
You can immediately expect increased payment control and security.
Your business processes will be improved because you’re automating payments.
As a result, you’re reducing costs and the fraud that can be associated with check payments.
You will also improve your cash position through your ability to predict payments, hold on to your cash longer, and make repayment to U.S. Bank on your cycle date - - all while your suppliers are being paid on time.
45 days to pay US Bank – CALCard Feature
Lastly, because you’re growing your commercial payment program, your opportunities to earn rebates are increased.
Regardless on how quickly you turn around payment to US Bank, you will never disqualify yourself for the volume rebate.

30. Payment Plus Process Flow
Client
U.S. Bank
Supplier
Creates or Uploads Payment Instruction
Process Transaction
Confirm Supplier Notification (Optional)
Generate Reconciliation Report/File Extract
Reconcile Transactions Using Access Online Report/File Extract
Adjust Account
Credit Limits
Load Payment Instructions to U.S. Bank
Access Online
Send
Payment Notification to Supplier/Buyer
Post Transaction in Access Online and Match to Payment Instruction
On this slide I included the payment plus process flow for your review.
As you can see, the payment is first initiated through a payment instruction by your organization, credit accounts are selected and adjusted, notification is sent, vendor processes and posts payment, and reporting is available for final reconciliation. 30

31. Step 1: Submit Options for submitting payment instructions:
1. File (automated)
Standard input file
File specifications available
1. Form (on-demand)
Individual payments
Only eight fields required
May include:
Pre-authorized limits
Single use accounts
Presenter:
Looking at step one or SUBMIT in more detail, these are the options for submitting files.
You can do one or both as needed to meet your payment needs.
The file is an automated process that uses a standard input file.
The second option is a form process which is on-demand when you need it. The form process requires the completion of only eight fields and the payment is on its way!
May do any combination of the above
Payment Instruction File layout available today

32. Payment Instruction Form
Only eight fields required: 1. Merchant 2. Expiration Date Payment Account Control Number Amount 6. Merchant Name 7. Invoice Number 8. Line Item Total
Submit payments directly from Access Online
Select pre-authorized limits or single-use accounts
Presenter:
Here’s a closer look at the Payment Instruction Form which is an alternative to the payment instruction file.
As I mentioned earlier, there are only eight required fields.
The screen shot shows how easy it is to complete and again, you have the choice of using pre-authorized limits or single-use accounts.
This is great for seasonal or one time payments to boost volume and rebate.

33. Step 2: Pay 1. Submit 2. Pay 3. Monitor
Submit payment instructions (file or form)
Load to Access Online
Transaction posts in Access Online and auto-matches to payment instruction
Open accounts and adjust credit limits
Presenter:
We’re in the last step of the PAY portion of the process.
The system chooses the appropriate account, adjusts the limit to accommodate the payment instruction.
Everything is ready and the system will advise the supplier through a payment notification .
Review transactions using reporting or file extract
Send payment notification and remittance advice to supplier via

34. Supplier Notification
Example: Pre-authorized limits
Sent: Tuesday, October 13, :03 PM
To:
Cc:
Subject: Purchase authorization for Payment #
ABC Company is now authorized for the next 20 days, to charge the credit card account ending in 2712 for the following customer:
Customer Name: U.S. Bank
For a total Amount of: $
This Payment covers the following Invoices:
Invoice Number: Invoice Amount:
Also, for the best and most efficient results, please process this charge amount in a single transaction within 72 hours of receiving this notification.
Thank you.
* If you have any further questions, comments, or concerns regarding this matter, please direct them to Bob Smith at DO NOT REPLY TO THIS MESSAGE. *
*** THIS ADDRESS IS USED BY AN AUTOMATED SYSTEM AND RESPONSES ARE NOT MONITORED. ***
Presenter:
This is a sample notification for a supplier being notified of a pre-authorized (Dynamic) limits payment.
As you can see, it contains only four digits of the account number. The supplier has the remaining digits.
It also contains the payment number, the total amount of the payment and all of the invoice numbers and amounts the payment covers.

35. Step 3: Monitor
Use Access Online Reporting or financial extracts to monitor Payment Plus activity
Access Online Reporting Includes:
1. Billed Transaction Analysis with Payment Detail 2. Payment Instruction Analysis Payment Instruction Detail
Presenter:
There are options for monitoring your Payment Plus activity.
You can use reports found in Access Online and/or financial extracts that post to your systems.
If you use Access Online Reporting, there are three options listed here and they’re found under Financial Management Reports.
Most payment instructions match automatically with the posted transactions within Access Online meaning that no manual reconciliation is needed. This functionality is unique to Access Online.
There is reporting that reflects both the matched and unmatched transactions and U.S. Bank can provide a file for your financial systems to support your reconciliation and reporting needs.
You can use Access Online to manage your Payment Plus transactions and U.S. Bank also offers options for financial extracts. This information can be mapped to your financial systems to support your organization’s business processes.

36. Billed Transaction Analysis with Payment Instruction Detail
Step 3: Monitor
Billed Transaction Analysis with Payment Instruction Detail
Presenter:
While I wont discuss all these reports in detail, I have included screen shots so you can get a feel for the date elements these reports contain. This is the Billed Transaction Analysis with Payment Instruction Detail shows summary and detailed information for payment instructions that have been processed.

37. Your U.S. Bank Resources U.S. Bank Representatives
Relationship Manager
Implementation Project Manager
Technical Integration Manager
Enablement Managers
Account Coordinator
Supplier Enablement Services
Dedicated Supplier Enablement Managers
Flexible to your needs
Take on as much or as little of supplier enablement as desired
Leverage expertise of U.S. Bank Payment Solutions to enable suppliers to accept payments, enhance data capture and review merchant fee structure
usbpayment.com
Presenter:
As with any U.S. Bank solution, there are a number of resources available to you with Payment Plus.
I am always available to answer any questions and help provide additional information.
We also provide at no cost to you the following services:
The accounts payable analysis will help you to better understand your payments. We will analyze your current payment methods and identify which suppliers and payments would be best suited for Payment Plus. The analysis helps you to prioritize your efforts as well because we can identify the “low hanging fruit” or payments that can be easily switched right away.
We also provide implementation resources to facilitate your transition to Payment Plus.
We are proud to provide supplier enablement services that are dedicated to meeting your needs. We can either help you enable suppliers for Payment Plus or take on the duties fully so your resources don’t have to oversee the details.
The expertise of U.S. Bank Payment Solutions is available to help your suppliers accept payments, enhance the level of data they currently can provide or revisit their merchant fee structure.
Rounding out our full range of services is the wealth of information available on usbcpssolutions.com. There are white papers, case studies and a whole page dedicated to just Payment Plus. I encourage you to visit it often for additional information.

38. Next Steps
Prioritize suppliers and communicate expectations through Visa Perform Source tools
Try it with a few payments
Transact with Payment Plus Submit 2. Pay 3. Monitor
Presenter:
So, where do we go from today?
If you want to try Payment Plus with a few payments, we can do that very easily.
We can simply prioritize a few suppliers, communicate the expectations with them and try some payments using the payment instruction form.
This will let you experience how easy Payment Plus truly is.
If you would like to think about it a bit more and discuss it further internally, that’s great too. Please let me know if you have any questions and I’d be happy to follow up with you and your team.