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Tag: credit

  • The Payments Duopoly: A Comparative Analysis of the Visa and Mastercard Business Models

    Executive Summary

    Visa Inc. and Mastercard Incorporated form one of the global economy’s most powerful duopolies. While their brands are ubiquitous, the mechanics of their business models are often misunderstood. This report provides a comparative analysis of how these payment technology giants generate revenue.

    At their core, both companies operate on an identical foundation. They use an “open-loop,” four-party model that connects consumers, merchants, issuing banks, and acquiring banks. They are not financial institutions. They do not issue credit or assume the risk of consumer default. Instead, they operate the vast technology platforms—VisaNet and the Mastercard Network—that serve as the digital rails for global commerce. They earn fees on immense transaction volumes. However, this shared foundation gives way to increasingly divergent strategic priorities.

    The analysis reveals Visa’s clear dominance in scale. In fiscal year 2024, Visa processed $15.7 trillion in total volume across 233.8 billion transactions. This generated $35.9 billion in net revenue.¹ Its business model is deeply rooted in monetizing this scale through transaction-centric revenue streams: Data Processing, Service, and International Transaction fees.

    Mastercard is smaller, with $9.8 trillion in gross dollar volume and 159.4 billion switched transactions in fiscal year 2024.²,³ It has strategically positioned itself as a more diversified technology partner. This is most evident in its financial reporting, which is structured around two distinct pillars: the core Payment Network and a rapidly expanding Value-Added Services and Solutions (VAS) segment. In 2024, the VAS segment generated $10.83 billion. This accounted for a remarkable 38.5% of Mastercard’s $28.2 billion in total net revenue and is growing much faster than its core payments business.²,⁴

    This report concludes that the competitive dynamic between the two companies is evolving. The fundamental mechanism of earning fees on payment volume remains the bedrock for both. However, Visa’s strategy now focuses on leveraging its scale to expand its “network of networks” into new payment flows, like business-to-business payments. Mastercard, conversely, is executing a clear strategy of differentiation through services. It embeds itself more deeply with clients through offerings in cybersecurity, data analytics, and loyalty programs. The future of this duopoly will be defined less by processing payments and more by their ability to innovate and monetize the ecosystem of services surrounding the transaction.

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  • U.S. Company Headwinds 2025 [Web App]

    Fundamental Headwinds Impacting U.S. Companies

    An analysis of core, non-market challenges affecting a curated list of corporations as of October 3, 2025.

    About This Analysis

    This report identifies and ranks significant, fundamental business headwinds affecting a diverse group of publicly traded, U.S.-based companies. The analysis deliberately excludes security prices, market capitalization, sector, industry, employee count, tariff uncertainty, and government shutdowns to focus purely on the underlying operational and economic challenges that are independent of these factors.

    Headwind Prevalence Across Analyzed Companies

    The chart below visualizes the estimated prevalence of each fundamental headwind. A higher prevalence score indicates a more widespread challenge impacting a larger percentage of the companies in the study group. Use the category filters below the chart to narrow your focus.

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  • Business Tax Devolutions: A Critical Dissection of Title XI, Subtitle B, Parts 1 & 2

    The recently proposed business tax measures under Title XI, Subtitle B, Parts 1 & 2, are presented as beneficial reforms. However, a closer examination reveals a series of provisions that range from questionably effective to deeply detrimental to American interests and fiscal responsibility.

    Sec. 111001: Extension of Special Depreciation Allowance (Bonus Depreciation) – A Recipe for Misallocation

    This section proposes extending 100% bonus depreciation for property acquired after January 19, 2025, and placed in service before January 1, 2030. This isn’t sound economic policy; it’s a blatant handout, likely to benefit well-connected insiders. Reports of companies already stockpiling assets suggest this will merely accelerate a pre-existing rush to capitalize on a temporary distortion. Such a policy actively encourages a misallocation of resources, incentivizing potentially unnecessary capital expenditure over more sustainable investments or debt reduction. It’s a short-sighted pump for certain sectors that will only exacerbate our national debt, not alleviate it.

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  • Reforming Individual Income Taxes: A Focused Approach (Part I of a BBB Critique)

    The current discourse around individual income taxes is cluttered with temporary fixes, unpopular mandates, and provisions that miss the mark for many Americans. Instead of a sprawling bill, a more focused approach is needed, prioritizing permanent, common-sense changes while jettisoning controversial or ineffective measures. Here’s a look at what such a refined individual income tax bill should, and shouldn’t, include.

    Core Tax Provisions: Stability and Simplicity

    At the heart of a sensible tax reform should be the permanent extension of several key provisions initially from the Tax Cuts and Jobs Act (TCJA). This includes making permanent the modified individual income tax rates, the increased standard deduction, and the termination of personal exemptions. These measures offer a baseline of stability for taxpayers.

    However, the idea of a temporary enhancement to the standard deduction, proposed for taxable years 2025-2028, should be rejected. Such short-term measures are often gimmicks, creating fiscal uncertainty and providing future leverage for increased government spending without addressing the immediate need for significant fiscal discipline now.

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