As cross-border spending gains traction in post-pandemic Europe, the Japanese payment brand JCB is quietly reinforcing its foothold across the continent. With roots in Asia and an increasing appetite for international growth, the company is redefining how it engages with European merchants and consumers alike.

In a recent conversation with Ray Shinzawa, Managing Director of JCB Europe, and Thomas Heigl, Senior Vice President of Sales and Marketing at JCB Europe, I explored how the organisation is navigating a complex landscape of digital transformation, customer expectations, and intensifying competition.

Omnichannel as the New Normal

One of the first topics we explored was the evolving balance between point-of-sale and e-commerce transactions. For JCB, there is no competition between the two: both channels are equally vital. The return of Asian travellers to Europe has certainly driven in-store sales, but the real acceleration comes from merchants that deliver seamless, omnichannel experiences.

Ray: “What truly drives growth today isn’t choosing between POS and e-commerce - it’s being available everywhere, 24/7, in the channels where your customers already are.”

According to Ray, the winning merchants are integrating payments directly into customer engagement platforms: apps, marketplaces, even hospitality services. “It’s about 24/7 availability,” he noted, “not just post-pandemic recovery, but new business on top of that.”

The rise of digital wallets only reinforces this need for agility. In Asia, 58% of e-commerce transactions are now completed using digital wallets, well above the global average.

“With 58% of global e-commerce sales now processed through digital wallets, mostly from Asia, any merchant looking to grow internationally needs to embrace them”, explained Thomas.

For a brand like JCB, rooted in that market, this trend is not a niche, it’s the new baseline.

Strategic Acceptance: Beyond Scale

While some might assume JCB works only with top-tier acquirers, the company’s acceptance strategy is far more nuanced. Ray made it clear that JCB collaborates with both large and niche acquirers across Europe. “Top acquirers give us great coverage,” he said, “but niche players often excel in specific verticals and that’s just as important.”

Thomas brought these ideas to life with two contrasting success stories. The first was a luxury department store in the UK that, after accepting JCB and expanding its global e-commerce footprint, grew JCB’s share of its sales from 0.2% to 15% in just four years. Key to their success was transparency, multi-currency and multi-language support, and reliable international shipping.

The second example came from Germany, where a small SME selling high-end bike components saw a 42% increase in JCB e-commerce volume after opening up its platform. With average transaction values around €400, this showed how even small merchants can tap into international demand when they remove friction at checkout.

Emerging Threats and Strategic Differentiation

Our conversation inevitably turned to the future. What developments will shape payments between now and 2030? Both Ray and Thomas pointed to three macro trends: the adoption of digital currencies, the rise of account-to-account (A2A) payments, and the growing use of QR code-based transactions.

While these developments carry potential risks for traditional card schemes, Ray was quick to highlight JCB’s differentiators. “Digital currency will compete with cash,” he acknowledged, “but we offer services that digital currency cannot: like lounge access, concierge support, and emergency assistance. That makes us more than just a payment option.”

The same logic applies to A2A and QR code payments. If the latter are funded by credit cards, they still align with JCB’s value chain. And while instant payments are fast and cheap, they don’t carry the brand, loyalty, or lifestyle perks that premium cardholders expect.

Add to this the growing role of AI, and the stakes become even higher. JCB is already using AI to enhance customer service and combat fraud, but so are fraudsters. “The fraudsters are clever,” Ray warned. “What works today may be obsolete tomorrow. This is a battle the entire industry must prepare for.”

Conclusion: Competing by Standing Apart

What stood out to me in this conversation is how JCB is not just navigating Europe’s payment landscape; it’s actively repositioning its place within it. While much of the industry chases scale and low-cost processing, JCB bets on differentiation through service, relevance, and cultural alignment with the growing pool of Asian consumers visiting or shopping in Europe.

They make the European market feel like home for their cardmembers.

This mindset offers a compelling alternative for an industry that too often prioritises volume over value. And perhaps, as digital currencies and AI reshape the market, it’s a strategy more players will come to admire, and even emulate.

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