In January, about a hundred days into his job as PayPal CEO, Alex Chriss told CNBC’s David Faber that the payments company hadn’t had much to celebrate in recent years. But Chriss confidently said he was prepared to “shock the world.”
“I love being an underdog,” Chriss said in an interview on “Squawk on the Street,” from the floor of the New York Stock Exchange. He was responding to a question about a recent spate of analyst downgrades.
Dan Dolev of Mizuho Securities was among the skeptics. He cut his rating to the equivalent of a hold on Jan. 16, the day before Chriss’ CNBC appearance, headlining his report, “PayPal faces competitive pressure from ‘A’ to ‘Z.'” The A was for Apple Pay, and the Z represented payments app Zelle, a money transfer service jointly owned by seven of the top U.S. banks.
A few weeks later, PayPal issued weak guidance in its fourth-quarter earnings report, knocking the stock down 11% and justifying Dolev’s concerns.
PayPal appeared to be in deep trouble. Its market cap was down more than 80% since peaking in mid-2021. The company had just cut 9% of it workforce, about 2,500 jobs, and was mired in single-digit growth. Analysts across Wall Street saw rising competition and a declining take rate, or the percentage of revenue PayPal keeps from each transaction.
Fast forward to today, and the picture is dramatically brighter for the 26-year-old Silicon Valley company and its 47-year-old CEO.
Chriss hit his one-year anniversary at the helm on Friday. In the third quarter, which ended on Monday, PayPal shares jumped 34%, their biggest quarterly rally since mid-2020, when the early days of the Covid pandemic fueled a surge in online shopping. It was the first time in eight quarters that PayPal outperformed the Nasdaq, which gained just 2.6% in the past three months.
Dolev bolstered his rating back to a buy in May. In July, the company lifted its full-year profit forecast for a second time and increased share repurchases. Chriss said in the earnings release that the company was now “operating from a position of strength.” The stock rose almost 9%, its best day since late 2022.
“I think he’s been nothing but a phenomenal success story so far,” Dolev said. “The news flow has been out of this world amazing, in terms of the way they manage expectations.”
Susquehanna’s James Friedman lifted his rating on PayPal to a buy in early July. He said Chriss was “setting the bar high” with his comments on CNBC, but said he’s been delivering on his bold promise to shareholders.
“You know how he shocked the world?” Friedman said. “He actually beat his numbers.”
Much of Chriss’ early success has been tied to improved transaction margins and better monetization of key acquisitions like Braintree, which is used by Meta for credit card processing, and payments app Venmo, which is becoming more popular with businesses.
Having cut a lot of the fat in the organization and with a renewed focus on profitability, Chriss has finally sparked some excitement on Wall Street after replacing Dan Schulman, who retired following almost a decade as CEO.
“It was time for some new blood at PayPal,” said Dana Stalder, a startup investor at venture firm Matrix Partners who served as PayPal’s commercial chief from 2004 to 2008. “He’s made a lot of changes very quickly, and I think he has substantially increased the focus on the consumer, which is the right thing.”
‘Wholesale changes’ in leadership
Now comes the harder part — reigniting growth.
Analysts are projecting roughly 6% revenue growth when PayPal reports third-quarter results in about a month, according to LSEG. For the fourth quarter, they expect growth of 5.5%. Sales are only expected to get marginally stronger in 2024, with analysts expecting growth of under 8% for the full year.
PayPal didn’t make Chriss available for an interview for this story.
In the July earnings call, Chriss said of the firm’s next steps that “while change takes time and we still have much work ahead of us, we are well positioned today, have the right leadership in place and are moving full steam ahead.”
Chriss, who spent 19 years at tax software provider Intuit prior to joining PayPal, took little time before he started overhauling the management team. In November, he brought in Isabel Cruz from Walmart as chief people officer, Michelle Gill from Intuit to run a new small business and financial services group, Diego Scotti from Verizon to oversee the consumer group as well as marketing and communications, and Jamie Miller from EY as CFO.
“He has turned over, from what I can tell, the vast majority of the leadership team,” Stalder said. “It’s been wholesale changes.”
Early in his tenure, Chriss publicly identified some of the reasons, in his view, that PayPal had been struggling to find its footing. He highlighted an overly aggressive strategy of expansion through deal making.
“We have done too many acquisitions over the last few years, and we’ve been defocused,” Chriss said in the January interview with Faber. “It was one of the things I noticed when I came in 100 days ago.”
Chriss added that the company had narrowed down its priorities to five key things, “all focused on profitable growth.”
The most important metric to fix, he said, was transaction margin dollars, which is how the company gauges the profitability of its core business. Among Chriss’ strategies to address the deteriorating margin was to offer merchants increased value-added services, such as connecting a couple of data points at checkout to drive down the rate of cart abandonment.
He said in January that 35 million merchants use PayPal and “when we improve their conversion rate, it improves their business, it improves our bottom line.”
PayPal noted to shareholders in its latest earnings report that its branded checkout, along with Braintree and Venmo, helped the company achieve its highest growth rate in transaction margin dollars since 2021. Overall transaction margin dollars increased 8% to $3.6 billion.
Susquehanna’s Friedman says a career at Intuit is the perfect training ground for learning how to mastermind a stock recovery. Speaking to executives there is like “talking to a dashboard,” he said.
“The source code to engineer a higher stock is profitability,” Friedman said. Chriss “really boils down his management style to the things that count” and “reducing what’s irrelevant,” he added.
With Venmo, the goal is to turn one of the most popular choices for money transfer from a strictly consumer app, which has no transaction fees, to a product for merchants. DoorDash, Starbucks and Ticketmaster are among businesses now accepting Venmo as one way that consumers can pay.
Singing at the gas pump
Getting competitive at the point-of-sale is another big priority. That’s led PayPal to Will Ferrell.
The company launched a national campaign last month for PayPal Everywhere, offering 5% cash back for using a PayPal debit card within the mobile app. Ferrell, the pitchman, can be seen in a commercial using the PayPal app to buy lemonade and gas, while singing a parody of Fleetwood Mac’s “Everywhere.”
Stalder says PayPal is way behind Apple and Google, which own the dominant smartphone operating systems with their own embedded digital wallets.
“PayPal has been stuck because it’s less convenient than the mobile wallets, number one,” Stalder said. “And number two, it hasn’t worked offline.”
But Stalder sees a real opportunity for PayPal, in part because Apple has just opened the Secure Element on iOS so that other developers can more easily use the phone for contactless payments, putting them on a more equal plane with Apple Pay.
That development allows PayPal to “ride the mobile wallet rails for the first time and make some real headway in offline payments,” Stalder said.
PayPal’s other point-of-sale effort is called Fastlane, a one-click payment option for online sales that can go head-to-head with Apple Pay and Shop Pay by Shopify. In August, fintech platform Adyen made Fastlane available to businesses in the U.S., and said it plans to expand the offering globally in the future.
Chriss told investors on the earnings call that the company is urgently pushing to meet the holiday rush.
“We need to get it on as many platforms as we can so that small businesses in particular can just one-click a button and turn it on for the holidays,” Chriss said. “We’re working with many of our large enterprises who want access to this before the holidays as well.”
‘No drama’
Chriss’ long history at Intuit gave him an intimate understanding of the expansive world of small- and medium-sized businesses. That experience could be crucial as PayPal targets SMBs with its various payment and checkout options.
Sanjay Sakhrani, an analyst at KBW, said going further down market allows PayPal to command better economics because there’s so much more competition when going after enterprises.
“To the extent that they can broaden their reach there, I think that could be quite lucrative,” said Sakhrani, who has a buy rating on the stock.
Chriss calls SMBs an “untapped opportunity for us,” adding on the earnings call that those companies don’t want to “piece together 17 different solutions.”
“Small businesses are – they’re fighting for every customer,” Chriss said in July. “They need to be able to find customers. They need to be able to engage with customers, convert them, and then reengage with them.”
Venture capitalist Oren Zeev has seen Chriss work with small businesses in another capacity. They served together on the board of home design startup Houzz, whose customers include a lot of architects and contractors.
“He obviously brought a lot to the table with his vast experience with small businesses,” Zeev said. As a communicator, Zeev described Chriss as “no drama” and “respected by everyone.”
While he’s quickly captured the respect of investors, who have lifted PayPal’s market cap by over $20 billion in the year since Chriss started, there’s a lot more to do.
The stock remains about 75% below its record high. Sakhrani says shareholders are “anxiously awaiting his multiple-year outlook” as opposed to just “trying to fix some of the stuff that was broken.”
“There’s going to be some pressure at some point in time, in the near future, for more definition around that,” Sakhrani said.
Chriss, for his part, isn’t declaring victory.
“Our teams are moving with urgency, excited about our innovation and focused on execution,” he said on the second-quarter earnings call. “We are still early in our transformation and while pleased with our progress in many areas, we know there is much more we can do and with greater speed.”
ALSET Auto doesn’t protect cars; it protects EVs. This year, the Tesla customization company expanded its services to include all EV owners and offers services such as tint, ceramic coatings, paint protection film (PPF), and colored wraps. As ALSET Auto’s business grows, the company is offering new franchise opportunities to help expand its services to EV owners in the US and Canada.
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Founded by EV owners for EV owners
ALSET Auto was founded in Portland, Oregon in 2018 by Phil Bunting and Marcus Brown after they each purchased Teslas and were dissatisfied with their experience in their search for viable exterior protection options.
I called a half dozen shops in my area and got the same runaround. They loved to disparage Tesla’s soft paint, but no one wanted to give me a firm price for paint protection over the phone,
recalls ALSET CEO, Phil Bunting:
They all wanted me to bring my Tesla into their shop first, refused to provide a firm estimate over the phone, and declined to list their all-in prices on their website. I remember thinking, if I can build, price, and purchase a $100,000 Model X on my iPhone in five minutes, why should getting my Tesla protected be any different?
Thus, the idea for ALSET (Tesla spelled backward) was born. The company envisioned offering customers an experience similar to buying a Tesla, where the price is transparent, and there is no upselling, bait-and-switch tactics, or pricing gimmicks. Instead of selling Tesla owners on the fear of what could happen to their EV’s unprotected paint, ALSET set out to build a lasting connection with customers based on a shared passion for the cars they love.
Over the past five years, ALSET Auto has quickly become a leading provider of paint protection and personalization services. Operating in 15 markets across North America, ALSET has protected and personalized more than 7,000 EVs.
Aside from Cybertruck wraps, ALSET Auto’s three core services appeal to the broader market of owners who are looking to protect, preserve and enhance the look of their EVs. The company forged a partnership with XPEL Inc. to offer its customers a suite of best-in-class protective film and coating options, which include:
ALSET Auto offers a suite of options to protect, preserve and personalize your EV
Tesla Cybertruck wraps have quickly become a significant portion of ALSET Auto’s expanding business. The company offers the largest selection of colored PPF in the industry with more than 250 options in gloss, matte, metallic, and color shifting. The company is currently wrapping about 100 Cybertrucks per month, with several locations wrapping as many as five per week. Bunting elaborated:
The demand for colored paint protection film in recent years has surged because most EVs are offered in limited colors. Unlike flimsy vinyl wraps, colored PPF offer durable protection, self- healing properties and longer warranty coverage. It is the best of both worlds for protection and aesthetics. For Cybertrucks, we are finding that it’s a matter of when their owners will purchase wraps, not if.
The company has received nearly 1,000 five-star reviews for offering highly specialized customer service along with an industry-leading, lifetime warranty. In addition, ALSET services are CARFAX certified so that all upgrades appear on CARFAX reports to increase resale value and assist in insurance claims.
Paint Protection Film (PPF) – This durable self-healing film is offered in a clear or matte finish and is most commonly applied to the entire car or the front impact zones which include the full hood, fenders, bumper and mirror caps. PPF protects the vehicle’s paint from unsightly rock chips, scratches and abrasions. In many instances, scratches in the film can be removed with heat from the sun or blowdryer, or by using hot water.
Nano Ceramic Coatings – When fully cured, ceramic coatings are up to three times harder than factory clear coat. ALSET Auto’s full interior and exterior ceramic package uses four different ceramic formulas which are applied to the paint and trim, wheels, windshield, as well as the interior. While these coatings are not intended to prevent rock chips, they help protect from light scratches and swirls, environmental contaminants, and etching from bug guts and bird droppings. They also make your EV extremely shiny and hydrophobic, which makes washing and maintenance a breeze.
Ceramic Window Film – Available in a variety of shades, ceramic window tint offers unrivaled heat rejection as well as protection from harmful UVA and UVB rays. It also provides a sleeker look and enhanced security and privacy. EVs with ceramic window tint can expect to get more range from their battery due to lower cabin temps and less use of their EV’s air conditioning.
ALSET Auto also participates in XPEL’s OEM referral programs, which include Tesla and Rivian.
ALSET Auto plans to award 12 new franchises in 2025
After successfully opening corporate locations in Portland and Seattle, ALSET Auto launched the company’s first franchise in 2021 in Dallas, Texas. In doing so, ALSET Auto completed a rigorous franchise registration process with iFranchise Group, Inc., an industry-leading consultancy group that has worked with Massage Envy, Denny’s, Vitamin Shoppe, Shelf Genie and other name brands.
Since then, ALSET Auto has expanded to 15 locations with several more franchises currently in the pipeline.
Locations:
Atlanta, GA
Austin, TX
Dallas, TX
Jacksonville, FL
Las Vegas, NV
Orange County, CA
Portland, OR
Raleigh, NC
Richmond, VA
San Diego, CA
Sacramento, CA (ALSET Affiliate)
Seattle, WA
Tampa, FL
Vancouver, BC, Canada
The average annual revenue for ALSET Auto locations open at least 12 months was $1 million in 2023, according to the company’s 2024 Franchise Disclosure Document (FDD).
ALSET Auto provides franchisees a wide range of ongoing support including training, site selection assistance, coaching, access to proprietary software systems, in-house marketing and advertising, vendor partnerships, and dealer programs. These services are critical to setting up news franchise operators for success.
Current ALSET franchisees joined the company without any prior experience in the industry. They come from various backgrounds, including the restaurant and entertainment industries, sales, technology, sports, and finance.
Ideal franchise candidates are EV owners and enthusiasts who are passionate about the booming EV market and seeking financial freedom and independence from a typical 9-to-5 job. Candidates should be well-capitalized, business-minded, passionate about the EV industry, and committed to actively working in their business.
To learn more about franchising with ALSET Auto and receive the company’s franchising e-brochure, visit their website here.
If you’re interested in learning more about their services, visit their retail site at www.alsetauto.com.
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“Great to see Tesla’s Robotaxi unveiled … including the Robovan. But why wait?” Those are the words of Oxa’s VP of Director Strategic Partnerships & Universal Vehicle Autonomy, Paul Reynolds, on LinkedIn – and it’s hard to argue against the idea that if a self-driving van is a good idea five years from now, it’s a good idea today.
And Oxa says it has a self driving van today that’s ready to deliver on that idea’s promise.
Oxa’s autonomous-capable hardware is designed to fit snugly on the outside of the popular Ford E-Transit commercial van without encroaching on the van’s interior. That means fleets will be able to integrate the self-driving vans into existing fleets without the need to redesign their existing upfit solutions – a critical piece of the overall puzzle for fleet managers.
That also means that the self-driving version of the Oxa-powered Ford E-Transit can be configured to do everything the conventional ICE Transits can do, and serve logistics (delivery van), trades (work van), and passenger/shuttle services (up to 10 seats in passenger E-Transit trim – which we don’t yet get here in the US).
“Making the Ford E-Transit available for autonomous operations is the next step on our journey to deliver safe, scalable, and sustainable autonomous solutions,” explains Gavin Jackson, CEO of Oxa. “This vehicle represents an important milestone in our mission to reshape the future of passenger transportation and logistics.”
The Oxa E-Tranist self driving van is equipped with a full suite of sensing equipment to “take in the road,” including high-definition cameras, lidar, and radar sensors. The Oxa hardware sends a full 360-degrees’ worth of perception and long-range detection to the system’s processors, enabling autonomous operation at electronically-limited speeds of up to 35 mph in mixed traffic. The Transit’s manual controls are fully preserved, too, enabling a seamless transition to human operation in adverse/edge case conditions.
Yamaha has announced to its dealers that it will be pulling its e-bikes out of the North American market at the end of this year. In the meantime, the brand says that it will offer sales of up to 60% off for its remaining inventory and continue to support its e-bikes already sold in the US for at least five more years.
Yamaha’s electric bikes have been well-received in global markets and have also received rave reviews in the US. However, the company’s higher prices make it harder to compete in the North American market, which is dominated by value-oriented models with significantly lower price points.
Yamaha’s various electric bikes designed for commuting, fitness, and mountain biking all feature higher-end components, which has resulted in the company competing more directly with premium bicycle shops. The company’s elaborate frames and in-house motors have added value to their models, yet have also contributed to a more premium price range.
Meanwhile, Yamaha hasn’t been immune to the same sales slowdown and overstocking issues that have plagued the e-bike industry over the last few years, as the company explained to its dealers in the letter seen below.
“Dear Yamaha eBike Dealer,
We want to thank you for your partnership and for your business in purchasing and retailing Yamaha eBikes, and for proudly representing the Yamaha brand. However, as you know, the combination of a post-COVID oversupply within the entire bicycle industry, coupled with a significant softening of the market, has resulted in a particularly challenging business environment where it is extremely difficult to achieve a sustainable business model. Given these market conditions, we regret to inform you that Yamaha has made the difficult decision to withdraw from the U.S. eBike business and cease wholesaling units effective the end of this year.
Yamaha Motor Corporation, U.S.A. (YMUS) entered the U.S. eBike market in 2018, and we have enjoyed the opportunity to partner with you these past six years to sell exciting, high-quality, all-road, mountain, and fitness/lifestyle eBikes.
We will continue to support your dealership in the sell down of your inventory by extending the current “Fan Promotion” program where customers may receive up to 60% off their purchase of a new Yamaha eBike. This “Fan Promotion” program will be offered on all units retailed and warranty registered through June 30, 2025. YMUS will continue to provide parts, service, and customer support in the United States both now and in support of our limited 5-year warranty.
Finally, we wish to express our sincere appreciation and gratitude to you and your staff for your dedication and support of the Yamaha eBike business.
Thank you for your understanding and support.”
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