The company announced on Thursday that it will cut its standard commission on in-app purchases and paid transactions to 25%, down from 30%. The change takes effect on Sunday.

Developers in Apple’s small business and mini-apps partner programmes will also pay less, with commission dropping to 12% from 15%.

Mini apps are smaller programs that run inside larger platforms such as WeChat, operated by Tencent.

For Chinese developers, the decision removes part of what many have called the “Apple tax”. Companies that run so-called super apps, including Tencent and ByteDance, host large numbers of these smaller applications built by outside developers.

State-owned newspaper Economic Daily says the fee cut could save Chinese developers more than 6 billion yuan, or about $873 million, each year.

“This adjustment will … improve consumption choices and information transparency,” the newspaper said.

“The premium for digital goods and services on the iOS side will be gradually eliminated, and the prices of membership subscriptions, game recharges, live broadcast tips, mini programs and other scenarios are expected to decrease, which is expected to save consumers up to nearly 1 billion yuan per year.”

Apple did not directly link the decision to regulatory pressure. Still, the change follows discussions with Chinese authorities about App Store fees and policies.

The new commission rates start on March 15, which is World Consumer Rights Day. Chinese state media usually use the day to highlight complaints against companies accused of harming consumer interests.

The App Store commission has been called out around the world, with regulators in the European Union forcing Apple to lower developer commissions to between 10% and 17% in 2024 under new digital market rules.

Pressure has also increased in the United States, where Apple now allows alternative in-app payment methods after legal challenges.

China has taken a close look as well, and authorities have considered whether Apple App Store practices violate antitrust rules, and Chinese consumers filed a complaint over the fee structure last year.

Rich Bishop, founder of AppInChina, which helps foreign developers publish apps in China, said regulators have been involved in discussions with Apple.

“In China’s case, (Apple) have been talking with the IT ministry and other departments, and has been requested or pressured ‌to reduce ⁠their fees,” he said.

The change will apply to Chinese companies and also to international developers whose apps appear on the China App Store.

One example is Duolingo, which Bishop said generates about $50 million in annual revenue from Chinese users.

Apple already adapts its App Store policies to comply with Chinese regulations. In the past, the company removed virtual private network apps after requests from internet regulators.

More changes could come and Chinese authorities may eventually require Apple to collect App Store revenues inside the country rather than overseas. This would increase regulatory oversight of foreign apps operating in China.

Filed on 17 July 2025, the complaints target the companies for failing to meet obligations under Article 15 of the General Data Protection Regulation (GDPR), which entitles individuals to obtain a complete copy of their personal data. 

According to noyb, these Chinese-owned platforms are deliberately making it difficult for users to access their data in full, a legal requirement across the European Union.

While many technology firms provide users with structured tools to download their data, noyb said TikTok, AliExpress, and WeChat either delivered incomplete data, delayed their responses, or provided files so disorganised that users could not understand them.

“TikTok, AliExpress and WeChat love collecting as much data about you as possible – but vehemently refuse to give you full access as required by EU law,” stated Kleanthi Sardeli, data protection lawyer at noyb.

In its complaint, noyb outlined the extent of each company’s alleged non-compliance:

• TikTok reportedly provided users with raw, unstructured data that lacked explanations on processing purposes, recipients, or cross-border transfers.
• AliExpress sent a corrupted data file that could only be accessed once and failed to engage meaningfully with further requests.
• WeChat responded after six months, offering generic instructions but none of the mandatory information concerning data transfers or safeguards.

This isn’t the first time noyb, short for “None of Your Business”, has challenged Chinese tech companies over data privacy violations. In January 2025, it filed complaints against six Chinese firms, including Shein, Temu, Xiaomi, AliExpress, TikTok, and WeChat, pointing to unlawful data transfers to China. 

The advocacy group argued that China’s status as an “authoritarian surveillance state” makes it impossible for companies to guarantee that European user data won’t end up in government hands.

At the time, noyb demanded suspension of all data transfers to China and penalties of up to 4% of global revenue. If enforced, AliExpress could face a fine of €147 million, while Temu risks €1.35 billion.

EU regulators have issued more than 6,680 fines worth €4.2 billion since GDPR enforcement began in 2018. However, enforcement against non-European platforms has been inconsistent. 

Noyb’s latest filings seek to pressure regulators into closing that gap, particularly as Chinese platforms continue their aggressive expansion into European markets.

Noyb has previously gone after U.S. tech giants like Apple, Alphabet, and Meta, contributing to regulatory investigations and billion-euro penalties.

The current cases are escalations against Chinese companies accused of privacy violations and undermining European digital sovereignty.

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In recent years, the financial business ecosystem has experienced a significant transformation, particularly with regard to payment solutions.

Particularly between 2021-2022, The payments industry experienced a period of transition that fueled a greater level of industry consolidation and attracted more tech-savvy ecosystem players.

Merchants learnt to incorporate newer and easier ways to reach and engage customers through digitally-powered storefronts; people traded with various types of cryptocurrencies as an alternative way to enjoy financial freedom and hedge their funds against economic instability; simply put, payment solutions have developed into an enabling function for the seamless operation of the business and financial worlds.

However, 2022 has also seen a sharp economic downturn, including hyperinflation, and a spike in the cost of living. As the payment ecosystem continues to adapt and evolve in the face of such challenges and opportunities, here are the trends we believe will garner the most attention in 2023:

1. Crypto/ Central Bank Digital Currencies

As is already common knowledge, the payment solutions market will continue to see significant growth in 2023 thanks to the relevance of cryptocurrencies and other digital assets. Most significantly, there will be more regulation and more trust in it as a legitimate payment alternative.

This is because cryptocurrency has established a huge significance in user applications and adoptions. In light of this, it is also anticipated that more countries will adopt or test the use of Central Bank Digital Currencies.

To ensure user safety, more private exchanges will take extra precautions to protect their clients and seek to operate in a regulated environment, thereby increasing trust in Crypto as a long-term payment solution.

As cryptocurrency becomes more regulated, the likelihood of the trust factor improving is high and we envisage more traditional retail channels offering it as an alternative payment method in addition to the existing traditional payment methods.

2. DeFI

The growing popularity of fiat-to-crypto and crypto-to-fiat services such as GateFi makes it much easier for new customers to enter the DeFi world.

The plans of some countries’ central banks to issue a tokenized non-cash currency based on blockchain technology may serve as another incentive to popularize DeFi.

Stablecoins issued by regulated organizations can partially replace private decentralized stablecoins and cryptocurrencies in DeFi, which should increase trust in DeFi among new users and institutional investors alike.

3. AI as a Risk Management and Anti-Fraud Tool

Solving risk management and fraud in finance has been a significant concern for many payment solution organizations around the world, and we predict that this will become even more apparent in the coming year.

Competitive pressures and the benefits of AI optimization are driving business processes, and in some cases entire industries, to rely more heavily on AI.

Companies are devoting more resources to developing, procuring, or acquiring AI tools and strategies to meet this demand.

This is further underpinned by other external risk management factors that influence the Fintech ecosystem such as the diverse geopolitical realities across the globe, the heterogeneity of regulatory requirements across different markets, the emergence of new barriers to the flow of funds, as well as the innovation of new fraudulent measures by cybercriminals.

As a result of all of these, it is reasonable to anticipate an emerging trend of the use of artificial intelligence technologies as financial protection and risk management tools in the coming year.

3. The Superapp Boom

Africa is seeing continued growth in digital services and super apps and we anticipate that this sector will continue to expand in the upcoming year.

This trend is evidently emerging amongst financial institutions across the world.  These days, the banking applications of conventional financial institutions and other neo-banks are characterized by a plethora of supplemental features made to cater to the demands of customers, whether those needs are directly or indirectly related to the management or usage of their cash.

There are other businesses that provide these Superapp services, and Revolut, a financial application that enables you to manage investments, buy insurance, and book hotels, is just one shining example.

Additionally, customers can also order movie tickets, summon a taxi, or schedule a doctor’s appointment directly within an application called WeChat.

Numerous Nigerian banks that have been successful in incorporating a lifestyle arch into their standard mobile banking applications are also following this trend.

Simply put, financial institutions want to centralize their applications around their customers’ digital needs; the exit threshold of the aforementioned clients invariably drops when such needs are met.

4. Banking as a Service (BaaS)

This typically implies that payment institutions offer brands, businesses and companies access to their regulated products, often, through Application Programming Interface (API) models, with the said institutions embedding financial products into their end-user offerings.

The Use-Cases for this can be as small as the issuance of a virtual card solution to as big as building the next FinTech giant.

APIs offer flexibility to businesses looking to embed financial products and they reduce unnecessary friction as any digital company can offer this service without the rigmarole that regulations bring.

It’s interesting to note that during the past year, searches on Google for terms like “digital banking,” and “FinTech” have surged tenfold, along with the number of companies providing BaaS. As a result, it can be concluded that Banking as a Service is undoubtedly here to stay and will significantly influence payment solutions.

Overall, we are optimistic about the potential of the payment solutions market; we envision a time when using digital payments is quick, easy, and frictionless for everyone.

The payment industry has remained at the forefront of innovation and will continue to do so as long as user protection and transparency remain top priorities.

It was against this backdrop that I joined Opay, armed with a clear mandate: to propel our digital services into the mainstream and firmly establish the platform as a vanguard in mobile payments and financial inclusion.

Looking back, this period wasn’t just about achieving metrics; it was about laying the groundwork for how digital products could genuinely transform lives in Africa.

What truly defines my contributions to Opay, and indeed the company’s trajectory, is the audacious scale and unwavering clarity of its ambition.

The leadership drew profound inspiration from Asia’s “super app” ecosystem , specifically, the revolutionary impact of platforms like Alipay and WeChat Pay, which had seamlessly integrated digital payments into the daily fabric of millions of lives.

OPay’s vision for Nigeria mirrored this: to weave payments with essential services like transportation, food delivery, and lifestyle offerings, thereby embedding itself into the everyday routines of Nigerian users and fostering indispensable utility.

Orchestrating Growth Through Data-Led Digital Communications

My role as a Product Marketing and Digital Communications Strategist was to translate this visionary ambition into tangible, scalable user growth. Within a remarkably short span, my team and I dramatically exceeded our mobile app download targets by an astounding 172%.

This wasn’t a stroke of luck; it was the direct result of a rigorous, data-led approach to digital communications and precision-targeted outreach.

Every single campaign, from its conceptualization to its execution, was meticulously rooted in granular market insights.

We began by segmenting our potential users with forensic detail, then crafted creatives and messaging that resonated deeply with their specific aspirations, pain points, and local contexts.

We launched and meticulously managed aggressive paid campaigns across dominant platforms like Facebook and Instagram, complemented by strategic email outreach.

Our channel selection was never arbitrary; it was a data-driven decision, informed by behavioural analytics that pinpointed precisely where our target audiences spent their digital time and engaged most profoundly.

Crucially, our success wasn’t merely a function of increased ad spend. We maintained an agile, real-time analytics loop, continuously refining our targeting parameters, optimizing content variants, and tirelessly enhancing acquisition efficiency.

This ensured we weren’t just attracting numbers, but high-quality users poised for sustained activity beyond their initial download. We understood that the cost of acquisition means little if those users quickly churn.

Marketing as a Growth Enabler

Our scope extended well beyond initial user acquisition. I collaborated intimately with our product teams, recognizing that marketing’s influence couldn’t stop at awareness.

We fundamentally reimagined onboarding flows to surgically remove friction points, crafting experiences that felt intuitive and welcoming.

We designed contextual, in-app messaging to seamlessly guide user actions, ensuring feature adoption felt organic rather than forced.

Furthermore, we engineered integrated feedback loops, channeling real-time user behavior insights directly back to product development. This transformed marketing from an isolated, “top-of-funnel” function into an indispensable growth enabler, deeply embedded within the product development lifecycle itself.

One of the most professionally gratifying dimensions of my journey at OPay is the opportunity to pay it forward within the broader African startup ecosystem.

I had the privilege of facilitating strategy sessions and knowledge-sharing workshops, dissecting data-driven marketing frameworks, optimizing conversion funnels, and sharing battle-tested user retention tactics.

My core message to these emerging teams was unambiguous: marketing is not a mere support function; it is a strategic lever for achieving sustainable, exponential growth.

Witnessing these burgeoning startups internalize and implement these principles, thereby accelerating their own performance, remains one of my most profound contributions to the burgeoning FinTech community. 

Strategic Playbook for African Innovation

OPay’s meteoric growth during this pivotal period served as a powerful testament to Africa’s capacity not just to adopt, but to innovate upon successful global strategic playbooks, thereby creating its own path to market leadership.

Consider the agent network model: instrumental in driving rural penetration for payments in China, it became a cornerstone of OPay’s aggressive merchant expansion strategy across Nigeria, unlocking vast underserved markets.

Similarly, the concept of a multi-service platform, which made WeChat indispensable to Chinese users, directly informed OPay’s audacious ambition to become the single, indispensable app for Nigerians, encompassing payments, ride-hailing, food delivery, and an array of daily services.

Through this year alone, OPay reportedly grew its daily transaction volume to over $10 million, demonstrating the rapid scale achievable with the right strategy.

These experiences crystallize critical strategic lessons that African startups, particularly in the digital product space, can draw from Asia’s fintech success stories:

1. Data-Led Everything: Every decision, from granular product design to marketing spend allocation and operational processes, must be anchored in robust, granular user insights. Gut feelings are no match for data. A study by Accenture suggests that data-driven organizations are 23 times more likely to acquire customers and 6 times more likely to retain them.
2. Integrate into Daily Life: Products must transcend novelty and become habitually used. This means designing solutions that solve real, recurring pain points and integrate seamlessly into users’ daily routines.
3. Embrace an Ecosystem Mindset: The era of standalone products is waning. Think beyond a single offering and cultivate an ecosystem of interconnected services to maximize customer lifetime value and build enduring brand relevance.
4. Bold Agility and User Obsession: Empower your teams to think disruptively, iterate with speed, and maintain an unwavering, almost obsessive, focus on user needs and the ground-level realities of the market. Projects that focus on continuous iteration often see a 25% faster time to market.

My impactful experience at OPay profoundly reinforced my conviction that effective digital and product marketing transcends the mere design of campaigns.

It demands a deep, almost anthropological, understanding of user behaviour, cultivated through rigorous data analysis.

It necessitates seamless, strategic collaboration with product and operational teams, breaking down traditional organizational silos.

Most importantly, it requires a bold vision to create market solutions that not only achieve commercial success but also drive meaningful, transformative impact within the communities they serve.

As Africa’s dynamic FinTech landscape continues its breathtaking evolution, these principles will remain the bedrock for any startup aspiring to achieve scalable growth and enduring market leadership.