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    Porsche reveals first-ever 911 hybrid sports car, starting at $164,900

    Porsche on Tuesday revealed a new hybrid version of its iconic 911 sports car for the first time, with a starting price of $164,900.
    The new 911 Carrera GTS can accelerate from 0 to 60 mph in 2.9 seconds – 0.3 seconds quicker than the prior non-hybrid GTS model – and reach a top track speed of 194 mph.
    A convertible, or cabriolet, version of the hybrid sports car will start at $178,200.

    2025 Porsche 911 Targa 4 GTS hybrid sports car

    Porsche on Tuesday revealed the first-ever production hybrid version of its iconic 911 sports car, with a starting price of $164,900.
    The 2025 911 Carrera GTS hybrid marks a significant change to the iconic German sports car amid the automotive industry’s focus on increasing electrified vehicles and tightening fuel economy standards.

    Executives with the Volkswagen-controlled company have said the 911 would be the last car in its portfolio to offer an all-electric variant, if it ever does, to maintain the vehicle’s famed driving dynamics, which they say the hybrid achieves.
    “We developed and tested various ideas and approaches to decide on a hybrid system that optimally suits the 911,” Frank Moser, Porsche vice president of the 911 and 718 model lines, said in a release. “The result is a unique powertrain that is well-integrated into the overall concept and enhances the performance significantly.”
    The new 911 Carrera GTS can accelerate from 0 to 60 mph in 2.9 seconds – 0.3 seconds quicker than the prior non-hybrid GTS model – and reach a top track speed of 194 mph. It is powered by a newly developed 3.6-liter boxer hybrid engine that produces 532 horsepower and 449 foot-pounds of torque.

    911 Carrera GTS

    The 911 Carrera GTS hybrid will be available as a coupe starting at $164,900. A convertible, or cabriolet, version will start at $178,200. Both are available in rear-wheel-drive and all-wheel-drive configurations.
    Ordering for the hybrid models is now open, with deliveries expected to U.S. dealers toward the end of 2024.

    Porsche is the latest automaker to increase or add hybrid vehicles to its lineup amid a slower-than-expected adoption of all-electric vehicles. Its current electrified lineup includes six plug-in hybrid Cayenne models, three Panamera plug-in hybrid models and 10 all-electric Taycan models. It also has used hybrid engines in racing, including with the 911.
    Porsche said that based on customer demand, it expects that at least 80% of its vehicles sold globally will be partially or fully electric by 2030.

    2025 Porsche 911 Carrera GTS hybrid sports car

    The hybrid model was revealed Tuesday alongside an updated lineup of Porsche 911 sports cars for the 2025 model year, which will begin arriving in U.S. Porsche showrooms in the fall. The non-hybrid vehicles, depending on the model, range from about $120,000 to more than $241,000 for a 911 GT3 RS.
    Updates to the 2025 911 include its exterior and interior designs, including a fully digital driver instrument cluster for the first time; enhanced engine performance; and enhanced standard equipment such as rear-axle steering for increased stability.
    Porsche’s first-quarter global sales were 77,640 vehicles, down roughly 4% from a year earlier. Sales of 911 vehicles were 2,510 units in the U.S., up 30% from the first quarter of 2023.

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    McDonald’s might never expand CosMc’s. But the spinoff could still pay dividends

    McDonald’s has opened four CosMc’s locations since announcing the restaurant spinoff.
    The company also announced a mobile app and loyalty program for CosMc’s, which will speed up service times and allow it to learn more about customers.
    McDonald’s created the spinoff brand to compete with the likes of Starbucks and Dutch Bros to win over younger consumers.

    The purple coloring of CosMc’s Tropical Spiceade comes from the mix of lemonade, pineapple flavoring and dragonfruit.

    Nearly six months since McDonald’s opened its first CosMc’s location, the hours-long drive-thru lines have died down, but the chain is just getting started.
    The burger giant created the spinoff using one of its lesser-known McDonaldland mascots, CosMc, an alien who loves McDonald’s cheeseburgers. While unveiling CosMc’s at an investor event in December, McDonald’s CEO Chris Kempczinski said the company set out to create a brand that could sell customizable drinks and coffee popular in the afternoon segment to attract younger consumers.

    The new brand rollout comes as beverages are increasingly “looked at now as part of that snack area — more affordable, indulgent and perhaps even a healthier treat,” said Katie Belflower, an editor at restaurant research firm Technomic. “It’s a good profit margin for restaurants. With beverages, you can get really creative, without necessarily having the product lines that you would have to invest in with food.”
    Since opening the initial location in the Chicago suburb of Bolingbrook, McDonald’s has opened three more CosMc’s restaurants, all in Texas. For now, the chain is planning to open 10 locations by the end of this year for a test run, with all but one located in the Lone Star State.
    In another sign of the new brand’s expansion, it will launch its own mobile app and loyalty program, called CosMc’s Club, on Tuesday. Customers can use the app to place orders that they pick up either inside the restaurant or in the drive-thru lane. And loyalty program members earn 10 points for every dollar they spend; once they rack up 400 points, they can redeem them for $2 rewards.
    While the long-term fate of CosMc’s is still too soon to tell, the gamble could pay off for McDonald’s even if the spinoff never makes it past the 10-location test phase. The app and loyalty program will give the chain even more consumer insight.
    “The cost of doing this, to McDonald’s, is a rounding error. Even if they shut them all down six months from now, they still learn some things. Sometimes the learnings can be more valuable than you might imagine they would be,” Mark Kalinowski, restaurant industry analyst and chief executive of Kalinowski Equity Research, told CNBC.

    CosMc’s buzz dies down

    At McDonald’s December investor presentation, Kempczinski downplayed the short-term effect of CosMc’s.
    “Let me emphasize again, we’re talking about 10 stores,” he said at the event. “The big story isn’t about CosMc’s, per se. The big story is what it says about McDonald’s and our potential.”
    But for many consumers, CosMc’s was the headline. When the first location opened days later in Illinois, eager customers waited for hours in drive-thru lines that dragged around the shopping center for the chance to buy McPops and Churro Frappes.
    Weeks later, the buzz had started dying. According to Intouch Insight, the average wait time from entering the CosMc’s drive-thru line to reaching the speaker to order was 11 minutes and 13 seconds, based on visits from mystery shoppers in January and February. But the average service time, after ordering, was just four minutes and one second, trailing the industry benchmark by just six seconds.
    On a Monday afternoon in May, there was no line for this CNBC reporter to reach one of the four drive-thru intercoms to place an order.
    Investors’ interest has also cooled as other parts of McDonald’s business draw more attention.
    “Six months ago, there was a lot of curiosity, but now that you’ve seen McDonald’s same-store sales decelerate, that’s where my clients’ focus is,” Kalinowski said.
    In the first quarter, McDonald’s reported U.S. same-store sales growth of 2.5%, a slowdown as price increases fade and diners pull back their restaurant spending.

    The CosMc’s experience

    The digital menu board tells customers to hang tight while their orders are prepared.
    Amelia Lucas / CNBC

    From the outside, the CosMc’s location in Bolingbrook isn’t much to look at. Four drive-thru lines await customers to place their orders. The building’s indigo exterior features the brand’s name – but no sign of its namesake mascot.
    In fact, while CosMc plays an outsize role in the brand’s fictional origin story on the CosMc’s website, he’s basically invisible from its branding or restaurant.
    “He is not as well-known of a character,” Belflower said. “I think that’s almost to their benefit, because people can understand how CosMc’s is different from McDonald’s itself — but it still has a retro font and coloring and things like that, so I think all of that helps tie it into the nostalgia.”
    CosMc’s absence could also be due to the fact that the chain’s target customer likely wasn’t born yet when McDonald’s advertisements featuring CosMc aired in the ’80’s and ’90’s.  
    “Just in looking at the menu, it looks like it’s designed for half my age and under,” said Kalinowski, whose industry experience spans more than two decades.
    CosMc’s customers can choose from a vast array of drinks and a smaller snack menu. Sour Cherry Energy Burst, Island Pick-Me-Up Punch and Popping Pear Slush are among the beverages that McDonald’s created specifically for the chain.
    Drinks, like a Tropical Spiceade, can be customized with “boosts,” like a vitamin C shot or an energy shot, tapioca pearls known as boba or a choice of eight different syrups. The chain also offers coffee drinks – like its Churro Cold Brew Frappe, whose largest size contains nearly five times the amount of caffeine found in an average cup of brewed coffee.
    CosMc’s is also the latest example of a beverage-focused restaurant that doesn’t just sell coffee. There’s Utahan soda chain Swig, now majority-owned by Larry Miller’s family office. Dutch Bros gets about a quarter of its sales from its Blue Rebel energy drink. And Starbucks’ Refreshers, first introduced a dozen years ago, are the chain’s fastest-growing beverage category in the U.S., with new spicy flavors available this spring.
    Non-coffee drinks tend to appeal more to consumers looking for a pick-me-up in the afternoon. While they still might want caffeine, a flavored beverage like a Blueberry Ginger Boost from CosMc’s might be more appealing than another coffee.
    CosMc’s level of customization would be difficult at a traditional McDonald’s because it would slow down its drive-thru lanes too much. For example, Starbucks has credited the shift to cold drinks and pricy customizations, like cold foam, for its sales growth in recent years, but both customers and baristas have griped about complicated orders slowing service too much.
    One way to speed up CosMc’s service could be using its digital menu boards differently. The CosMc’s menu board plays ads until a car pulls up next to the nearby intercom, leaving customers little time to ponder the menu of more than 70 drinks and food items. The launch of mobile and online ordering will likely also help speed up wait times.
    Once customers finish ordering, they can pay at the speaker or wait to pay with a cashier at the pick-up window. CosMc’s also has customers wait by the intercom where they ordered until their order is ready to pick up. The menu board relays what pick-up window to drive up to grab the order.
    Envisioned as a small-format location, CosMc’s doesn’t offer any in-restaurant seating, leaving it up to customers to sit in the 10-spot parking lot or keep driving. The Bolingbrook CosMc’s, a former Boston Market location, is much larger than McDonald’s intends for the rest of the brand’s locations. But with empty real estate, a 45-minute drive from the company’s Chicago headquarters and a traditional McDonald’s right next door, it makes sense why the company chose that location as the first spot for the spinoff.
    But the location’s history is also a warning for McDonald’s. The company bought Boston Market out of bankruptcy in 2000, intending to use its real estate. But it instead kept running the brand.
    Seven years later, McDonald’s sold it off, following a broader divestment in other secondary brands like Chipotle Mexican Grill. At the time, McDonald’s sales were struggling, and executives blamed some of its woes on a lack of focus. More

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    OPEC heavyweights are cheating on their targets

    The Organisation of the Petroleum Exporting Countries (OPEC) and its allies, a group that produces 40% of the world’s crude, wants to keep oil prices high and stable. Lately they have certainly been stable, even if not that high. Despite the recent death of Iran’s president and the escalating war in Gaza, prices of Brent crude, the global benchmark, have stayed within $2 of $82 a barrel since the start of May.Part of the reason why OPEC is failing to keep prices high is because its members are failing to keep to their output targets. In March the group’s leaders and Russia extended production cuts, vowing a reduction of 2.2m barrels a day (b/d), or 2% of global supply, until the end of June, on top of 3.7m b/d of previously agreed cuts for 2024. Yet the cartel is now overproducing so much that its daily output in 2024 is little changed from the last quarter of 2023. This will create tensions when members get together to decide their strategy at OPEC’s ministerial meeting on June 2nd. More

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    This new weight loss drug ETF bets big on two of the industry’s leading players

    A top exchange-traded fund provider is betting on the long-term popularity of GLP-1 weight loss drugs.
    Roundhill Investments’ GLP-1 & Weight Loss ETF (OZEM), which began trading last week, pairs leaders Eli Lilly and Novo Nordisk with players developing new treatments for weight loss and diabetes. CEO Dave Mazza said his firm is capitalizing on explosive growth potential in the industry.

    “The ability to have active management to overweight companies that are actually in market producing the drugs and then go down the line to identify those that are in particular phases is powerful,” Mazza told CNBC’s “ETF Edge” last Monday.
    Eli Lilly and Novo Nordisk each hold a roughly 20% weighting in the ETF, per Roundhill’s website as of Friday. The three next largest positions are Zealand Pharma, Amgen and Chugai Pharmaceutical, each of which have a weighting under 5%.
    In the past year, Eli Lilly is up 90%, while Novo Nordisk has gained 68%, as of Friday’s market close. Mazza waived concerns that investors have missed out on the rally, noting the weight loss drug industry is still in its “early days.”
    “The marketplace has plenty of room for growth with other companies coming in, whether they’re with more powerful drugs or with things that actually you don’t need to have an injectable.”
    He also sees GLP-1 drugmakers following a similar trajectory to AI-linked stocks.

    “It’s a little bit like thinking about Nvidia with AI. They just have a head start,” Mazza said. “[Eli Lilly and Novo Nordisk] pivoted to focus on diabetes and weight loss drugs a few years ago, were able to get in market and produce results that are remarkable.”
    After last Tuesday’s launch, shares of Roundhill’s GLP-1 & Weight Loss ETF ended the week down by almost 2%.

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    Shaking seats and piped-in fog: How 4DX is carving out a niche moviegoing market

    Moviegoers returning to cinemas after the pandemic are seeking premium experiences — higher-quality picture and sound — and are willing to pay more for those tickets.
    4DX utilizes motion seats, practical effects and sensory elements to immerse viewers in a movie like Warner Bros.’ “Furiosa: A Mad Max Saga,” which opened in theaters Friday.
    The 4DX experience costs an average of $8 more than traditional ticket prices, but that doesn’t seem to deter audiences.

    Chris Hemsworth stars as the villainous Dementus in Warner Bros.’ “Furiosa: A Mad Max Saga.”
    Warner Bros. Discovery

    In George Miller’s new Mad Max film “Furiosa,” a red paint flare explodes and casts the theater screen in a saturated crimson cloud.
    Feet away, among the rows of gyroscopic 4DX chairs, plumes of fog roll in, catching the red hue from the screen as if the flare somehow transcended the fourth wall and infiltrated the cinema. The fog parts, Chris Hemsworth as Dementus comes into focus and grins at the audience.

    This is the 4DX viewing experience. It’s one of many multi-sensory moments programmed for “Furiosa: A Mad Max Saga,” which opened in theaters Friday, in order to immerse audiences in Miller’s latest visit to the vast Wasteland. And it amounts to a key value proposition at a time when cinemas are desperate to lure back moviegoers, particularly those in the younger demographics.
    “We make movies different,” said Duncan Macdonald, head of worldwide marketing and theatre development for CJ 4DPlex Americas. “We are so different out there, with our motion capabilities and our environmental effects.”
    In the wake of the pandemic, audiences grew used to shorter theatrical windows and having access to more content at home. At the same time, pandemic-related shutdowns and production stalls from two Hollywood strikes greatly limited the amount of content hitting theaters. As a result, consumers fell out of the habit of going to cinemas.
    Moviegoers who have returned are seeking premium experiences — higher-quality picture and sound — and are willing to pay more for those tickets. 4DX is one option in the premium large format market alongside the likes of IMAX and Dolby Cinema. CJ 4DPlex also owns the ScreenX format.
    “Premium movie theatre experiences are key to the health of the industry and with fewer films in the marketplace on average than in past years, the importance and essential nature of a company like 4DX comes into sharp focus,” said Paul Dergarabedian, senior media analyst at Comscore.

    4DX utilizes motion seats, practical effects and sensory elements to immerse viewers in a movie. For Warner Bros.’ “Wonka,” the company piped in the smell of chocolate during screenings.
    CJ 4DPlex Americas CEO Don Savant says the experience is “complementary” to routine moviegoing experiences, noting that 4DX cinemas attract younger consumers, predominantly in the 10-to-30 age range, who are seeking more experiential viewing.

    4DX is a 4D film presentation system developed by CJ 4DPlex, a subsidiary of South Korean cinema chain CJ CGV. It allows films to be augmented with various practical effects, including motion-seats, wind, strobe lights, simulated-snow, and scents.

    For consumers, the 4DX experience costs an average of $8 more than traditional ticket prices, meaning a ticket can range from $20 to $30 each. But the extra cost doesn’t seem to be detering audiences.
    Last year, 4DX’s domestic locations tallied $53.4 million in ticket sales.
    “Notably, the higher price for premium movie tickets is not a barrier to their success but rather seen as representing a solid value proposition for fans in pursuit of the best possible big screen experience,” Dergarabedian said. “This is good news for theater owners who, facing fewer wide release films in the marketplace, can boost revenues on a per-ticket basis while giving their patrons a great experience that will have them returning to the multiplex more often.” 
    And, for major blockbuster titles, 4DX is proving to be even more popular. Ticket sales for Disney’s “Avatar: The Way of Water” topped $83.6 million from 4DX screens, or about 3.6% of the film’s total box office haul. It is currently the highest-grossing film for the screen format, Savant said.
    “We want to give customers an easy excuse to leave their homes and visit a local Regal theater,” said CEO Eduardo Acuna of Regal Cinemas. “Premium formats like 4DX offer a movie-watching experience that cannot be replicated by any home theater setup. Each premium format serves a different purpose for storytelling, and each increases the enjoyment of watching a movie in a different and immersive way.”
    Acuna noted that 4DX auditoriums are “a strong box office performer” for Regal.
    Regal is the largest operator of 4DX screens domestically, with 50 of the 62 locations found in the U.S. and Canada. Globally, there are nearly 750 4DX screens with numerous theatrical partners. The highest volume is in Asia and Europe.
    Savant said 4DX is adding around 25 to 30 screens per year worldwide, but is looking to push that figure up to 50 to 60 screens a year. The company is seeking to have around 1,200 4DX locations in the next five years. On average, each theater has around 140 seats.
    Moviegoers who venture away from their couches and into a 4DX theater to see Warner Bros.’ “Furiosa” will feel from their seat the rev of motorcycles racing through the desert, smell gunpowder in the air during epic gun battles and even get hit with a soft spray of water as it’s flicked in the face of a character on the screen.
    Last year, 4DX programmed more than 100 films for the souped-up viewing experience. Around 40 to 45 of those were major Hollywood titles, Savant said. Others included concert content, musical singalongs, anniversary titles and local language films.
    Typically, the 4DX programmers, who are based in Seoul, have two to three weeks to craft the motion and special effects, although Savant said they can turn around a film in a week if the need arises. 4DX can program three titles at a time.
    Both Macdonald and Savant referred to 4DX’s programmers as “artists,” describing the process — from the subwoofers in the seats to the fog machines — as different brushstrokes in a work of art.
    “Every film is different,” said Macdonald. “So we look at the nuances of the different films that we have and how those are programmed.”
    In some cases filmmakers will get involved, offering suggestions for when certain effects should be used and how subtle or bombastic they should feel or look.
    “It’s the most dynamic way to see [a film],” Savant said.

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    Alibaba’s global arm signs David Beckham as international e-commerce brand ambassador

    Soccer star David Beckham has signed his latest advertising deal with Alibaba’s international e-commerce platform AliExpress, the business unit said Monday.
    The deal comes against the backdrop of China-based rivals PDD Holdings’ Temu and online fashion startup Shein’s rapid global expansion.
    AliExpress has joined several Chinese companies in sponsoring the UEFA European soccer championship that kicks off in mid-June.
    “AliExpress is helping fans get even closer to UEFA EURO 2024™ this summer, by offering them great prizes as the action takes place on the pitch,” Beckham said in his only statement in the press release.

    Alibaba’s international e-commerce platform AliExpress is a UEFA Euro 2024 sponsor and has signed David Beckham as its global brand ambassador.
    AliExpress

    BEIJING — Soccer star David Beckham will promote Alibaba’s international e-commerce platform, AliExpress, in its biggest global brand ambassador partnership to date, the business unit announced Monday.
    The deal comes against the backdrop of China-based rivals PDD Holdings’ Temu and online fashion startup Shein’s rapid global expansion, with the former also advertising at the Super Bowl to gain traction with U.S. customers.

    AliExpress, which did not disclose how much it was paying Beckham to be its global brand ambassador, has joined several Chinese companies in sponsoring the UEFA European soccer championship that kicks off in mid-June.
    “AliExpress is investing millions of Euros in discounts, deals and engagement during the games,” the company said in a statement, adding that planned promotions include a chance for AliExpress app users to win tickets to games.
    “AliExpress is helping fans get even closer to UEFA EURO 2024™ this summer, by offering them great prizes as the action takes place on the pitch,” Beckham said in his only statement in the press release.
    Beckham’s company, DRJB Holdings, said in its latest available filing it made 72.6 million pounds ($92.5 million) in revenue in 2022.

    Alibaba’s international e-commerce business, which includes AliExpress, is called Alibaba International Digital Commerce Group.

    The international unit’s sales surged by 45% year on year in the first three months of 2024 to 27.45 billion yuan ($3.79 billion). That contrasts with 4% growth in revenue during that time from China-focused Taobao and Tmall Group to 93.22 billion yuan, according to Alibaba.
    However, the international business unit reported an increase in losses to 4.1 billion yuan, compared with 2.2 billion yuan a year earlier.
    The company “made aggressive investments” in the Middle East and other emerging markets in the first three months of the year, Jiang Fan, co-chairman and CEO of the international unit, said in an earnings call earlier this month.
    AliExpress said in 2022 it had spent about $7 million in South Korea to attract local consumers with lower product prices. Last year, AliExpress signed actor Don Lee as its first brand ambassador in South Korea.
    Other China-based companies have also increased their efforts to expand overseas amid slowing growth at home.
    Chinese sponsors of UEFA Euro 2024 include Alibaba-affiliate Alipay, electric car company BYD, home appliance brand Hisense and smartphone company Vivo.
    Hisense became the first Chinese sponsor for the European championship in 2016. Three other Chinese businesses subsequently signed partnerships for the games in 2020. More

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    Baby-boomers are loaded. Why are they so stingy?

    Baby-boomers were born between 1946 and 1964—and are the luckiest generation in history. Most of the cohort, which numbers 270m across the rich world, have not fought wars. Some got to see the Beatles live. They grew up during strong economic growth. Not all are rich, but in aggregate they have amassed great wealth, owing to a combination of falling interest rates, declining housebuilding and strong earnings. American baby-boomers, who make up 20% of the country’s population, own 52% of its net wealth, worth $76trn (see chart 1).Now the generation is moving into retirement, what are they going to do with their money? The question matters for more than just suppliers of cruises and golf clubs. Since they have deep pockets, boomers’ spending choices will exert a huge influence on global economic growth, inflation and interest rates. And it turns out boomers are remarkably stingy—not just in America but across the rich world. They are not spending their wealth, but trying to preserve or even increase it. The issue for the economy in the 2020s and 2030s will not be why boomers are spending so much, as many had anticipated. It will be why they are spending so little. More

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    Cash discounts, while still rare, are up over 60% from 2015. Here’s how much you can save

    More businesses are offering financial incentives to consumers who pay with cash rather than credit card.
    Consumers may save 2% to 4% on their purchase by using cash. They’ll also often save with a debit card, experts said.
    Businesses charge more for credit card purchases due to fees they incur per transaction.

    Ryanjlane | E+ | Getty Images

    Sometimes, it pays to pay with cash.  
    More merchants are offering a lower price to customers who use cash rather than credit card for a purchase. That means opting for paper over plastic may save you money in some cases.

    Just how much?
    Typically, cash discounts run about 2% to 4% on purchases, though savings can be higher, experts said.
    The share of cash payments with a discount is still low — in fact, only about 3% of all cash payments in 2022, according to data from the Federal Reserve Bank of Atlanta.
    However, that share is up more than 60% from 2015, when 1.8% of all cash transactions had a discount, Atlanta Fed data shows. While not yet the norm, cash incentives are likely to become more widespread, experts said.

    Meanwhile, other businesses add a surcharge when customers use credit cards for purchases. In such cases, paying with cash would also yield savings.

    Nearly 7 in 10 cardholders said a business has charged them extra for paying with a credit card, according to a recent LendingTree survey.
    The trend comes as consumers have steadily shifted away from using cash for purchases: Consumers made 18% of payments with cash in 2022, down from 31% in 2016, according to the Federal Reserve. Meanwhile, credit cards’ share grew to 31% from 18% during that period.
    More from Personal Finance:How many credit cards should you have?People hate budgeting. Here’s how to reframe itThe myth about credit cards and credit scores that’s costing you
    “Sometimes, it can make sense to just go ahead and pay cash,” said Matt Schulz, chief credit analyst at LendingTree.
    That may be the case even after accounting for credit card rewards, Schulz said. The largest general cash-back return on most credit cards is 2%, for example — a percentage often exceeded by cash discounts, he said.
    “If the merchant establishes a discount that’s high enough, even if you have the best rewards card in the world you may still end up paying less if you use cash,” said Adam Rust, director of financial services at the Consumer Federation of America, a consumer advocacy group.

    Why businesses give cash incentives

    Businesses that offer a break on cash purchases generally do so to reduce costs they incur for credit card transactions.
    Credit card-processing companies like Visa and Mastercard generally charge merchants 2% to 4% for each transaction, according to the National Retail Federation. These swipe fees are the second-highest cost for most businesses, behind labor costs, the trade group said.
    “The merchant is looking at your dollar and getting 98 cents in the end because you’ve chosen to use a card,” Rust said.

    Businesses can take two routes to save money: offering a discount for cash purchases (thereby sidestepping those card fees), or putting a surcharge on credit card transactions to offset those fees.
    Either way, such practices may yield lower prices for cash users.
    Surcharges aren’t legal in all states, though.
    As of May 2023, Connecticut and Massachusetts had outlawed surcharging, while Colorado and Oklahoma limited the maximum surcharge to 2%, according to the North Carolina Restaurant and Lodging Association.
    Visa also capped surcharges at 3% in April 2023, down from 4%, the trade group said.
    “It’s really important to understand what the cost of that surcharge is going to be, if there is one, before you go ahead and buy,” Schulz said.

    When to pay with cash

    Consumers are often swayed by cash incentives, even “significantly likely” to switch to cash payments “specifically because of cash discounts offered,” according to research by Joanna Stavins, a senior economist and policy advisor at the Federal Reserve Bank of Boston.
    When a cash discount is offered, the odds increase by 19.2% that a consumer who prefers noncash payments will instead opt to pay with cash, Stavins wrote in a 2018 paper. This research controls for transaction value and merchant type.
    In addition, small, independent businesses are more likely to offer cash discounts than big national chains, Consumer Federation of America’s Rust said.

    Sometimes, it can make sense to just go ahead and pay cash.

    Matt Schulz
    chief credit analyst at LendingTree

    Gas stations have long offered cash incentives to customers. But a rising number are now doing so, and “some major retailers are starting to implement the ability to do this in the future,” said Patrick De Haan, head of petroleum analysis at GasBuddy.
    The average cash discount has been about 5 cents to 10 cents per gallon, De Haan said.
    Meanwhile, more stations are also offering their own payment platform — like branded debit and credit cards — that yield even more savings than cash, he added.
    Discounts are also “very prevalent” when paying for health care, said Carolyn McClanahan, a certified financial planner and physician based in Jacksonville, Florida.
    McClanahan is also a member of the CNBC Financial Advisor Council.
    Some big-ticket spending — like tax bills and college tuition — is also generally best accomplished with cash, said Schulz. The IRS and many universities pass on payment-processing costs to the consumer. (In these cases, that might mean writing a check.)
    “There are certainly some bigger times when you should probably not use credit cards because of the fees involved,” he said.

    Credit cards sometimes have advantages

    There are times when credit cards have distinct advantages to cash, Rust said.
    For example, unlike cash, credit cards carry certain protections related to fraud and product returns, Schulz said.
    That’s why using a card may make more sense — even if there are fees involved — if consumers are first-time shoppers at a particular store, are buying something they may want to return in the future or if purchasing something fragile they’re having delivered, he added.
    Additionally, a credit card may be better for those who want to more closely track their spending, or just generally prefer the ease and convenience of using a card, Schulz said.
    However, consumers who have trouble paying off their credit card bills in full and on time each month may be better served via another payment method to avoid racking up interest charges, especially as those rates are near record highs.
    There’s also a workaround to both cash and credit cards: debit cards. Merchants generally can’t add a surcharge to debit card transactions.
    “By and large, debit cards can be a better and cheaper choice in instances where there’s a credit card surcharge,” Schulz said.

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