One of Innovative Marketing's biggest problems was the high proportion of victims who complained to their credit card companies and obtained refunds on their purchases. That hurt the relationships with its merchant banks that processed those transactions, forcing it to switch from banks in Canada to Bahrain. It created subsidiaries designed to hide its identity.
In 2005, Bank of Bahrain & Kuwait severed its ties with an Innovative Marketing subsidiary that had the highest volume of credit card processing of any entity in Bahrain because of its high chargeback rates, according to D'Souza.
Innovative Marketing then went five months without a credit card processor before finding a bank in Singapore -- DBS Bank -- willing to handle its account. The Singapore bank processed tens of millions of dollars in backlogged credit card payments for the company, D'Souza said.
To keep the chargeback rate from climbing even higher, Innovative Marketing invested heavily in call centers. It opened facilities in Ukraine, India and the United States. The rogueware was designed to tell the users that their PCs were working properly once the victim had paid for the software, so when people called up to complain it wasn't working, agents would walk them through whatever steps it took to make those messages come up.
the people who get caught by this are the people who could disproportionately benefit from the internet, and instead are scared off and can't use it - the poor, the old, the stupid, the handicapped
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