As for the USP, essentially the same as the USP for going online in the first place - which I already explained.
In order to attract the kind of FMCG corporates you mention, I suspect that there'd have to be several orders of magnitude more positive consumer awareness of the real-life practical advantages of using cryptocurrency. And it will be a remarkably brave brand manager who commits the corporation to using a precious (and enormously expensive to maintain) FMCG brand identity to endorse and lend corporate legitimacy to the notion of cryptocurrency. The profit potential would have to be gigantic.
And they'd still have to surmount the profound mismatch of a centralised organisation running a decentralised cryptocurrency. Whose interests are supposed to take priority?
I fail to see where you get the $1 billion figure from. ... Why would $1 billion in new revenue be required for setting up a new branch
It's just a wild-arsed guess, intended to emphasise the difference that comes with working with eight- and nine-figure budgets that are carefully planned to evolve over time. (The original $100m figure is genuine from 1994 and recent experience informs me that nowt's changed). Everything has to scale, including projects, just to be able to retain control. My out of date experience of the corporate environment contrasts sharply with your description, that's all.
Cheers
Graham