ALINE PAY by ADP^SM OFFERS NEWELECTRONIC PAYROLL SOLUTIONDESIGNED TO OFFER COMPLIANCEIN 50 STATES

Single-source, electronic-based solution is a comprehensive, cost-efficient and convenient option for businesses to offer employees multiple ways to receive their pay

ROSELAND, N.J. — July 19, 2011 /PRNewswire/ — ADP^®, a leading provider of human resource outsourcing, payroll,tax, business outsourcing and benefits administrationservices, and integrated computing solutions for vehicle dealers, today announced the launch of ALINE Pay byADP^SM, a comprehensive electronic payroll disbursement solution that helps employers reduce administration time and minimize their risk of financial and compliance exposure. TheALINE Pay electronic pay solution is designed to be compliant in all 50 states through a new innovative wage funding and distribution solution and gives both employers and employees flexibility in choosing the method of payment that best meets their needs: ADP Full Service Direct Deposit, the new ALINE Card by ADP^SM or ALINE Check by ADP^SM.

ALINE Pay by ADP offers companies potentially significant cost savings by switching to a turn-key electronic pay solution. In a 2009 Payroll Performance Study conducted by The Hackett Group for the American Payroll Association, top performing companies that utilize electronic pay spend 50 percent less for payroll processing than comparable businesses – $41 per employee compared to the $84 per employee paid by the peer group.

“ADP is a leader in electronic wage payment solutions, and businesses can be confident in selecting ALINE Pay by ADPas their single solution for achieving a 100 percent electronic payment strategy,” said Gary Lott, ADP General Manager and Division Vice President, ADP Unemployment, Payments and Garnishment Services. “We listened to the needs of our clients and their concerns about having a compliant solution for their employees. ALINE Pay is ADP’s response, and we’re proud to offer this innovative payroll disbursement solution for employers and their employees nationwide.”

A key component of the new ALINE Pay solution is the ALINECard by ADP^SM, which can aid employers in reducing administrative costs and losses due to fraud. Enhanced user features – such as surcharge-free access to more than 60,000 ATMs, online bill pay and text-message/email alerts on account balances – offer greater control to cardholders to manage their personal finances. Employees enjoy the security and convenience of a pay card that helps them avoid costly check-cashing fees while saving time by eliminating a trip to cash a check.

With the ALINE Card by ADP, cardholders can also:

• Load additional funds onto the card at thousands of retail locations nationwide
• Receive electronic payments, such as government benefits or tax refunds
• Transfer funds from the card to a U.S. bank account and
• Continue to use the card when they change jobs

With the ALINE Pay by ADP solution, employees have the option to use the new ALINE Check by ADP^SM, a self-issued check, to receive their payroll funds or for those payments where cards are not accepted. As an added option, employees can instantly access their wage statements electronically through the intranet, Internet, interactive voice response (IVR) or at the workplace through an available innovative print-on-demand device for employers.

Adopting ALINE Pay by ADP allows payroll departments to focus on strategic tasks rather than hands-on management of payroll disbursement. Companies may benefit from usingADP’s streamlined payment process, which reduces the burden of managing multiple independent vendors and processes. ALINE Pay may also provide employers with online access to payroll exceptions and employee self-service features, as well as the ability to make payments instantly for terminations and other needs. By offering electronic pay and W-2 statements, ALINE Pay by ADP can help employers eliminate the printing and distribution expenses of paper statements and reduce the environmental impact of payroll disbursement.

ALINE Pay by ADP is available to ADP payroll processing clients and also integrates with in-house payroll systems. For more information, please visit www.ADP.com.

About ADP

Automatic Data Processing, Inc. (Nasdaq: ADP), with nearly $9 billion in revenues and about 550,000 clients, is one of the world’s largest providers of business outsourcing solutions. Leveraging over 60 years of experience, ADP offers a wide range of HR, payroll, tax and benefits administration solutions from a single source. ADP’s easy-to-use solutions for employers provide superior value to companies of all types and sizes. ADP is also a leading provider of integrated computing solutions to auto, truck, motorcycle, marine and recreational vehicle dealers throughout the world. For more information about ADP or to contact a local ADP sales office, reach us at 1.800.225.5237 or visit the company’s website at www.ADP.com.

The Future of Online and Mobile Payments

NEW YORK, July 19, 2011 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

The Future of Online and Mobile Payments

Introduction

This report provides an overview of the global online and mobile payments industry, examining the industry in terms of market size, its segments, evolution of the industry, geographic segmentation, value chain, key drivers, trends, major players, and challenges. It also examines the future of the digital payments industry in terms of convergence of devices, technologies and value chains.

Features and benefits

* Use detailed analysis of the online and mobile payments industry to identify key business opportunities.

* Access comprehensive coverage of the different segments within the online and mobile payments industry.

* Profile the leading players in the online and mobile payments arena and understand the impact of their recent initiatives.

* Identify changes to value chains and business models, and their impact on the future development of the market.

Highlights

Business Insights anticipates that the alternate payments industry comprising online, mobile and contactless segments will post a CAGR of 17.6% over the period 2010–15, with revenues increasing from $740bn in 2010 to $2,700bn in 2015. The largest revenue generating segment of the advanced payments industry is the online payment segment.

The various industry drivers include increasing internet penetration rates, increasing fixed and mobile broadband subscriptions, ecommerce volumes, smartphone shipments, and smartphone penetration rates.

The over-riding consumer meta-theme for the industry is going to be convergence – whether of devices, technologies, or value chains. Due to this, NFC will emerge as the de facto industry standard for conducting mobile payment transactions within the next couple of years.

Your key questions answered

* What are the key drivers and resistors that will impact the growth of the online and mobile payments industry?

* What is the market size and growth potential of each sub-segment of the industry? Which segment has the highest growth potential?

* Who are the key players in the online and mobile payments industry? What initiatives are they launching, what are their strategies for future success?

* How will consumer and technological trends shape the future of the digital payments industry?

Executive Summary

The online payments industry landscape

Major players in the online payments industry

Challenges and issues in the online payments industry

The mobile payments industry landscape

Global mobile payments initiatives

The future of online and mobile payments

Sushma Kaza

Disclaimer

Introduction

What is this report about?

Who is this report for?

Methodology

The online payments industry landscape

Summary

Introduction

Global alternate payments industry market size by value

Segments of the online payments industry

Credit and debit cards

Internet / online banking

Geographic segmentation of the global payments industry

Evolution of the online payments industry

Two-party system

Three-party system

The online payment industry value-chain with the four-party system

The online payment transaction process

Online payment industry drivers

Increasing internet usage and penetration rates boosting industry growth

Accelerating fixed broadband subscriptions driving industry growth

Growing e-commerce business fuelling online payments

Declining channel transaction costs favor alternate payments

Convenience, improved service quality and online shopping experience boost growth

Trends in the online payment industry

Shifting consumer preferences favor debit card usage

Micropayments are the new frontier

Convergence of social networking, apps and online games present growth avenues

Technological innovations transforming the industry landscape

Rising popularity of online banking transactions

Old players are assuming new roles

Major players in the online payments industry

Summary

Introduction

Visa

Recent financial performance

Key strategies

MasterCard

Recent financial performance

Key strategies

PayPal

How does PayPal work?

How does PayPal earn revenues?

Recent financial performance

Key Strategies

Top ten US bank acquirers

Top ten global bank issuers

Challenges and issues in the online payments industry

Summary

Introduction

Fraud

Online revenue loss due to fraud

Phishing

Measures to combat fraud

Payment Card Industry Security Standards Council

Regulation

Interchange fees

Regulation of interchange fees

Recent regulations and interchange fees in the US

Regulations in some important markets

Australia

The mobile payments industry landscape

Summary

Introduction

Segmentation of the mobile payments industry

Mobile payments channels

Global mobile payments market size by segment

Geographic segmentation of the mobile payments industry by users

Mobile payments industry drivers

Increasing smartphone shipments create substantial growth opportunities

Exponential growth in mobile subscriptions is another key driver

Accelerating mobile internet penetration rates facilitate technology platforms

Mobile payment apps are emerging as the "killer apps" for the industry

Stabilizing mobile service revenues and declining ARPU's compelling MNOs to search for alternate revenue avenues

Low traditional branch banking penetration rates boost demand for alternate payments

Trends in the mobile payments industry

Evolving value-chain is encompassing all stakeholders

Innovations are renewing interest in the industry

Rise of the social networking sites

Inhibitors

Fraud and security concerns

Adoption costs offer substantial barriers to entry

Lack of stakeholder co-ordination and absence of NFC-enabled phones

How does a mobile payment transaction take place?

The mobile payments value-chain

Handset manufacturers

Chip manufacturers

Mobile network operator (MNO)

Technology enablers

Business Models

Operator-centric model

Financial institution-centric (FI) model

Collaboration model

Payment technologies

SMS

USSD

RFID

NFC

2D bar code

Global mobile payments initiatives

Summary

Introduction

Initiatives by geographical region

Asia Pacific

EU

US

Latin America

Africa

Initiatives by major stakeholders

Payment networks

FIs

MNOs

Apps and OS-based

Others

The future of online and mobile payments

Summary

Introduction

Convergence of devices – form factor and connectivity

Convergence of technologies – interoperable and integrated

Customer

Merchant

Financial institutions

Convergence of systems – interchangeable and seamless

OpinionLab Advisory: Five Tips for Leveraging Mobile Technology to Drive Positive Brick-and-Mortar Shopping Experiences

HIGHLAND PARK, Ill., July 19, 2011 /PRNewswire/ -- With more than half of smartphone owners using mobile devices to enhance their shopping experience (source: iModerate Research Technologies), savvy retailers are leveraging smartphone capabilities to drive sales and increase shopper loyalty. OpinionLab, the pioneer and leader in voice-of-customer (VOC) listening technologies and mobile feedback solutions, today unveiled five tips to help retailers engage with brick-and-mortar shoppers via smartphones.

"Smartphones are rapidly transforming the retail landscape and blurring the lines between online and in-store customer experience," said Rand Nickerson, CEO of OpinionLab. "With many retailers generating greater revenues in the store compared to online, using mobile initiatives to incentivize in-store purchases will lead to improved sales. And, with millions of shoppers now engaging with retailers via mobile devices, brands have greater opportunities to listen, understand, and react to customer feedback through the mobile channel."

OpinionLab's patented methodology and recognized [+] symbol have helped many of the world's leading brands collect, understand, and manage actionable VOC feedback across all customer touch points, including brick-and-mortar locations, mobile channels and apps, websites, and social-media properties. Based on insights generated from the feedback of mobile consumers, OpinionLab offers five essential tips to help brick-and-mortar retailers provide a more complete multichannel shopping experience.

Extend the aisle to keep customers engaged.  Shoppers in the information age like to research before they buy, and 46 percent of consumers have used their phone to get product information while in a store (source: Briabe Media). Put in-depth product detail at your customers' fingertips, and you can mitigate their need to perform additional research and boost the likelihood of a purchase. Add quick response (QR) codes to in-store displays to draw customers directly to branded mobile sites that provide one-stop access to far more information than traditional brick-and-mortar aisles can provide: comprehensive product information, comparisons, and more.

Win the price war through exclusive incentives. Consumers today are shrewdly cost conscious, and 25 percent have used smartphones to compare prices while in a store (source: SmartRevenue). Take a proactive approach by pushing incentives through near-field communication (NFC) technology. For example, as a customer browses the outdoor furniture section, send an instant discount on patio umbrellas to his or her mobile device. Exclusive promotions appeal to savvy mobile consumers, and highly targeted offers encourage customers to take action on special deals related to their shopping needs.

Embrace product reviews and demos. According to a Nielsen survey, 90 percent of consumers trust recommendations from people they know, while 70 percent trust consumer opinions posted online. Embrace this trend by making peer reviews and demos easy to access in the brick-and-mortar space. Keep shoppers in your brand backyard by linking them directly to reviews through QR codes on store displays and including store-made videos showing products in use.

Use games to engage and reward loyal customers. For the first time in history, the number of loyalty memberships in the US exceeds two billion, netting out to more than 18 memberships per household. That's up 16 percent from the almost 1.8 billion memberships counted in 2008 (source: Colloquy's Loyalty Census). Enhance loyalty programs by adding a social twist: invite shoppers to compare points with others or introduce customers via Twitter, Sonar, etc. based on buying patterns. Weave NFC or mobile geolocation technology in with such promotions to push special offers to shoppers who take certain actions, such as visiting a dressing room, filling a basket with $100 worth of merchandise, or spending a certain amount of time in the store.

Always be listening. Give consumers 24/7 access to customer service through their mobile devices and leverage social media to respond to questions and service inquiries via Twitter, Facebook, and the like. Most of all, make sure your customers can send open-ended feedback directly to you at anytime, from anywhere using simple, opt-in mobile comment cards.

About OpinionLab

Based in Highland Park, IL, OpinionLab is the pioneer and leader in real-time voice-of-customer (VOC) listening technologies. The patented, proven methodology behind this page-specific, opt-in customer-feedback system helps many of the world's top brands collect, manage, and leverage input from engaged consumers. By inviting customers to share insight in their own words, at anytime, from anywhere, OpinionLab harnesses the collective intelligence of consumer voices, interprets that information, distributes it, and provides essential tools to make VOC data actionable. Consumers in 50 countries click on the familiar [+] symbol millions of times each month.

OpinionLab is also the parent company of DialogCentral, a breakthrough mobile technology that provides a single platform for real-time feedback about brick-and-mortar businesses. DialogCentral is free for consumers and businesses. For more information, visit www.opinionlab.com or www.dialogcentral.com.

SOURCE OpinionLab

Bank of America Reports Q2 2011 Results - Lost $8.8 Billion

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July 19, 2011 07:00 AM Eastern Daylight Time 

Consumer Real Estate Services Reports $14.5 Billion Loss; Other Businesses Earn $5.7 Billion²

Credit Costs Continue to Decrease With Net Charge-Offs Declining Across Most Portfolios

Average Deposit Balances Grew for the Third Consecutive Quarter

Global Banking and Markets Reports Record Investment Banking Fees of $1.6 Billion; Highest Since Merrill Lynch Acquisition, Excluding Self-Led Deals

Global Wealth and Investment Management Achieves Record Asset Management Fees and Strong Growth in Advisors

Capital Ratios Above Prior Guidance; Liquidity Levels Remain Strong

CHARLOTTE--(BUSINESS WIRE)--Bank of America Corporation today reported a net loss of $8.8 billion, or $0.90 per diluted share, for the second quarter of 2011, compared with net income of $3.1 billion, or $0.27 per diluted share, in the year-ago period. Excluding certain mortgage-related items and other selected items, net income was $3.7 billion¹, or $0.33 per diluted share, in the second quarter of 2011.

“Obviously, the solid performance in our underlying businesses continues to be clouded by the costs we are absorbing from our legacy mortgage issues”

Compared to the second quarter of 2010, results were driven by charges related to the recently announced agreement to resolve nearly all of the legacy Countrywide-issued first-lien non-GSE residential mortgage-backed securitization (RMBS) repurchase exposures, as well as the impact of other mortgage-related costs. These charges were partially offset by lower credit costs, gains from the sale of non-core assets and debt securities, improved sales and trading revenues and higher asset management fees and investment banking fees.

“Obviously, the solid performance in our underlying businesses continues to be clouded by the costs we are absorbing from our legacy mortgage issues," said Bank of America Chief Executive Officer Brian Moynihan. “But it is clear that – from deposits to wealth management to investment banking – our customers and clients are choosing to do more with us every day. We intend to continue our efforts to put the mortgage uncertainty behind us, build capital through the strength of the franchise, and deliver the returns for shareholders that we owe them.”

Making Progress on Operating Principles

During the second quarter of 2011, the company continued to make significant progress on its operating principles, including the following developments:

Customer-driven businesses

• Bank of America extended approximately $147 billion in credit in the second quarter of 2011, according to preliminary data. This included $84 billion in commercial non-real estate loans, $40 billion in residential first mortgages, $11 billion in commercial real estate loans, $4 billion in U.S. consumer and small business card, $1 billion in home equity products and $7 billion in other consumer credit.
• The $40 billion in residential first mortgages funded in the second quarter helped nearly 194,000 homeowners either purchase a home or refinance an existing mortgage. This included approximately 15,000 first-time homebuyer credit-qualified mortgages originated by retail channels, and more than 70,000 mortgages to low- and moderate-income borrowers. Approximately 52 percent of funded first mortgages were for home purchases and 48 percent were refinances.
• Total average deposit balances were up $44 billion, or 4 percent, from the year-ago period and $13 billion, or 1 percent, from the first quarter of 2011 to $1.04 trillion.
• The number of net new consumer and small business checking accounts was positive for the second consecutive quarter as the company continued to focus on quality sales and retention of customer relationships.
• Bank of America continued to expand its service for small business owners in the second quarter of 2011 by hiring 92 locally-based small business bankers to provide convenient access to financial advice and solutions. This brings the number of small business bankers hired this year to 285. The company previously said it plans to hire more than 1,000 small business bankers by early 2012.
• Referral volumes remained strong during the second quarter with referrals from Global Wealth and Investment Management to Global Commercial Banking up 75 percent from the prior quarter, and referrals from Global Commercial Banking to Global Wealth and Investment Management up 23 percent from the prior quarter. Referrals from Global Wealth and Investment Management to Global Banking and Markets were up 19 percent from the first quarter of 2011.
• The number of Global Wealth and Investment Management client-facing associates increased for the eighth consecutive quarter, with the company adding 546 Financial Advisors in the quarter and 942 since the second quarter of 2010.
• Global Banking and Markets reported record investment banking fees in the second quarter of 2011 of $1.6 billion, excluding self-led deals. This marks the highest investment banking fees since the acquisition of Merrill Lynch.

Creating a fortress balance sheet

• The company continued to strengthen the balance sheet with risk-weighted assets declining $41 billion, and global excess liquidity increasing $16 billion from the end of the first quarter of 2011 to $402 billion at June 30, 2011.
• Regulatory capital ratios finished above the company’s prior guidance with the Tier 1 common equity ratio at 8.23 percent at June 30, 2011 and the tangible common equity ratio³at 5.87 percent at June 30, 2011. On June 29, the company estimated that the Tier 1 common ratio at the end of the second quarter of 2011 would be above 8 percent.

Pursuing operational excellence in efficiency and risk management

• The provision for credit losses declined 60 percent from the year-ago quarter and net charge-offs fell for the fifth consecutive quarter, reflecting improved credit quality across most consumer and commercial portfolios and underwriting changes implemented over the last several years.
• The allowance for loan and lease losses to annualized net charge-off coverage ratio increased in the second quarter of 2011 to 1.64 times, compared to 1.18 times in the second quarter of 2010 (1.28 times compared to 1.05 times excluding purchased credit-impaired loans).

Delivering on the shareholder return model

• The company continued to focus on streamlining the balance sheet by selling non-core assets, addressing legacy issues, reducing debt and implementing its customer-focused strategy to position the company for long-term growth.
• Tangible book value per share³ of $12.65 in the second quarter of 2011 was down from $13.21 in the first quarter of 2011 and up from $12.14 in the second quarter of 2010. Book value per share of $20.29 in the second quarter of 2011 was down from $21.15 in the first quarter of 2011 and $21.45 in the second quarter of 2010.

Continuing to clean up legacy issues

• The company continued to make progress on its legacy mortgage issues during the second quarter, including an agreement to resolve nearly all of the legacy Countrywide-issued first-lien non-GSE RMBS repurchase exposures, representing 530 trusts with an original principal balance of $424 billion.
• With the agreement and other mortgage-related actions taken in the second quarter of 2011, the company believes it has recorded reserves in its financial statements for a substantial portion of its representations and warranties exposure as measured by original principal balance.
• The company also has updated the range of possible loss for the remainder of its exposure with respect to non-GSE investor representations and warranties provision and currently estimates that such range of possible loss could be up to $5 billion over accruals at the end of the second quarter of 2011.
• Since the start of 2008, Bank of America and legacy Countrywide have completed more than 900,000 loan modifications with customers. During the second quarter, more than 69,000 loan modifications were completed, an 8 percent increase from the modifications completed in the first quarter of 2011.

¹ Excluding certain mortgage-related items and other selected items represents a non-GAAP measure. For reconciliation to GAAP net income and EPS, refer to page 15 of this press release.

² Other businesses include the results from All Other.

³ Tangible common equity ratio and tangible book value per share of common stock are non-GAAP measures. Other companies may define or calculate these measures differently. For reconciliation to GAAP measures, refer to pages 25-26 of this press release.