Tagged: robo Toggle Comment Threads | Keyboard Shortcuts

  • @fintechna 4:21 pm on April 26, 2017 Permalink | Reply
    Tags: , , , branches—and, contact—are, , , robo, ,   

    Why bank branches—and human contact—are not going away any time soon 

    For years, we’ve heard people proclaiming the demise of the bricks-and-mortar branch, supposedly swept by customers’ mass-migration to online and—increasingly—mobile alternatives. But as our latest UK banking consumer survey—Beyond Banking—confirms, there’s still plenty of life in the bank branch. Put simply, customers still want to be able to visit branches and experience the face-to-face contact they enable.

    In fact, a major theme of our findings is how highly customers still value interaction, and how much they want to have a conversation with a real live person about their major financial decisions. What’s more, this desire isn’t limited to older people. Quite the reverse: As our research demonstrates, the younger you are, the more likely you are to be a regular user of a branch.

    Given that this trend is coinciding in with an ongoing shift by younger consumers towards more innovative channels—the likes of wearables, social media and instant messaging—it’s possible that the continued strong usage of branches is a transitory effect. But our study gives no indication of that. And the findings will certainly give pause for thought as they plan out future strategies for their physical branch networks.

    So, what does the research tell us? As Figure 1 shows, while use of mobile banking services is surging, branch usage by all customers remains remarkably consistent year on year—and indeed in 2016 edged up to its highest level since this research began in 2010.

    Figure 1: How often do you use the following? (% Regular use)[1]

    Why bank branches—and human contact—are not going away any time soon fintech

    A breakdown of the 2016 findings by age (see Figure 2) reveals what many might regard as a surprising outcome—with millennials being by far the heaviest users of branches, tapering down to OAPs as the lightest. While this age profile is probably affected by factors such as millennials’ higher numbers of financial transactions and the fact that it’s easier for them to physically get to branches, the correlation between youth and higher branch usage is clear and undeniable.

    Figure 2: How often do you use the following? (% Regular use)[2]

    Why bank branches—and human contact—are not going away any time soon fintech

    And what are customers using branches for? The answer—as Figure 3 shows—is activities like seeking advice, accessing services and fixing issues. Indeed, branches far outstrip all other channels for advice and service access.

    Figure 3: How often do you use the following for each type of service? (% Regular use)[3]

    Why bank branches—and human contact—are not going away any time soon fintech

    What’s more, the use of branches for research and advice is becoming more frequent, with a significant step-up since last year in monthly interactions for these activities (Figure 4). And a comparison with historic data from previous years shows that self-service initiatives in branches are gaining traction, underlining their evolving role as service hubs.

    Figure 4: How often do you use the following for each type of service? (% Regular use)[4]

    Why bank branches—and human contact—are not going away any time soon fintech

    All of this leads us to the million-dollar question: What kind of banking model do customers actually want? The answer, as Figure 5 shows, is a blend of physical and digital channels—a proposition they find much more attractive than a pure digital bank with no branches.

    Figure 5: Would you be interested in using the following banking models?[5]

    Why bank branches—and human contact—are not going away any time soon fintech

    The message is clear: Banks should create strategies that accept and optimise branches’ ongoing future role, while also looking to harness ongoing digital innovation to deliver better service experiences at lower cost. But the shift towards computer-generated services for customers cannot be at the expense of access to human services at their local branch.

    In my next blog on our UK banking consumer survey, I’m to look at the findings on a key focus area for digital innovation in banking: so-called ‘-advice’. Stay tuned.

    [1-5] Source: UK findings of Accenture 2017 Global Banking Distribution & Marketing Consumer Study—Beyond Digital

    The post Why bank branches—and human contact—are not going away any time soon appeared first on Accenture Banking Blog.

    Accenture Banking Blog

     
  • @fintechna 12:18 am on April 21, 2017 Permalink | Reply
    Tags: , , , , , robo, , , Wealthfront’s,   

    Credit Comes to the Roboadvisory World with Wealthfront’s Loan Service 

    Getting a line of from a bank is so passe &; try a wealth management with a -advisor. Wealth management company Wealthfront has just released its new Portfolio Line of Credit, an offering that will allow clients to borrow funds based off of their investment accounts. The mobile-based service &8212; which marks the [&;]
    Bank Innovation

     
  • @fintechna 12:18 pm on April 1, 2017 Permalink | Reply
    Tags: ‘Journey’, , robo,   

    RBC is On a Robo ‘Journey’ 

    Automation of investment advice has gained enough momentum for even the “non-disruptors” to get involved. So what’s the best strategy for deploying this new ? Royal Bank of Canada makes a case for build vs buy with its new digital advisory tool. The bank piloted MyAdvisor this week with 500 of its customers in Canada. [&;]
    Bank Innovation

     
  • @fintechna 12:18 pm on March 16, 2017 Permalink | Reply
    Tags: , , , , , robo, , Uncluttering, ,   

    Uncluttering the Robo Space: What’s the Winning Model for Automated Advisors? 

    We are only about three months into the year, but robos have already made waves in the wealth management , and the ongoing debate of human vs vs hybrid models continues. If you haven’t been following: Yesterday, Charles Schwab &; one of the more “traditional” players in the wealth management space &8212; launched its [&;]
    Bank Innovation

     
  • @fintechna 9:51 pm on March 13, 2017 Permalink | Reply
    Tags: , business model, challenger banks, , robo,   

    Finding a Business Model for Challenger Banks 

    Finding a Business Model for Challenger Banks fintech

    are a fascinating bunch. As varied as they are — MonzoAtomTandemStarling and other UK market newcomers — they have one thing in common: obsession with amazing customer experience, customer-centric propositions and fee transparency.

    I love these amazing propositions as much as anyone — however, I had a chance to work on a project with one of the UK challenger recently which included deep diving on a for one of the considered products in the bank’s pipeline.

    The project (along with Stephen Lemon’s quote — even though I don’t think he was addressing the challenger banks at all) got me thinking about what comes next after the amazing customer experience and value propositions? Will the challengers be able to sustain these experiences under financing and profitability pressures?

    Finding a Business Model for Challenger Banks fintech

    Consider the following example — Monzo is trying to make itself useful for traveling card holders as it informs on its blog:

    “At Mondo [sic], we love to travel and hate to play games with our banks while we are away. You’ll be pleased to hear we don’t charge any fees for using your card abroad, neither at points of sale nor at ATMs. 🎉…We pass the MasterCard exchange rate directly onto you”1

    Or another one — Atom Bank has recently (February 2017) announced the best fixed term saving accounts proposition in the market which “annihilates” the rest of the competition as reported by This Is Money:

    Put-upon British savers have been thrown a lifeline with the surprise launch of a one-year account paying 2 per cent today…Beating the current top-paying one-year bond by 0.4 percentage points, Atom Bank has sent ripples through the savings market and provided an account which currently beats inflation.2

    We see similar amazing customer value deals emerge across challengers. What’s next for the challengers then from a business model perspective?

    Case In Point: A Failed ‘Challenger’ Bank in CEE

    A graphic example of business model failure: Zuno is (or rather was) an all-digital bank that was launched in Central Europe (Slovakia and Czech Republic) back in 2010 as a project of Raiffeisen Bank International.

    On one hand, I admit that the comparison to current UK challengers is a bit stretched ( or preposterous?).

    After all, these are different markets and admittedly Zuno was not up to par in level of innovation and customer centric approach as its UK peers are (in the end, Zuno was an outpost of an incumbent bank).

    Some of Zuno’s assets: mobile application, premium credit and debit cards (source: http://www.zuno.sk)

    Finding a Business Model for Challenger Banks fintech

    Before disregarding my comparison, consider the many similarities between Zuno and its UK counterparts:

    • “Less bank, more life” was to be Zuno’s main tagline; reflecting its desired appeal to a young, dynamic and active population
    • Main propositions at launch were “customer transparency, online finance management, free current accounts and favourable saving rates”
    • Purely digital distribution (web & mobile) with no bank branches
    • 266,000 KYC-ed clients in Czech Republic and Slovakia200 employees as of March 2016
    • Approximately 800 million euros in deposits and 80 million in loans

    Ultimately, Zuno did not achieve profitability and in total lost approximately 130 million euros over its lifetime. Eventually, Zuno was shut down:, its banking license voluntarily revoked and its customer assets transferred to other banks within the Raiffeisen Group.

    What is the main takeaway from Zuno’s failure? It is not rooted in a market maturity issue or misalignment of the value proposition (in fact, the 266,000 accounts in Zuno’s markets would translate to somewhere around 1.1 million accounts in the United Kingdom).

    The failure was purely on the business model side and inability to monetize its customer base on the credit side. As Zuno’s CEO at the time pointed out, the only mistake [they made] was that the bank had not started building its credit product portfolio from the get-go, which, in turn, led to their inability to generate revenues in a low interest rate environment.6

    Simply put, the business model grounding of the bank’s market operation was amiss.

    Challenger Banks Are In Customer/Fund Acquisition Phase

    I would wager all challengers are in a net loss-generating phase of their existence. They make big positioning and product bets to scale their customer and deposit bases which will be monetized in the mid- to long-term timeframe.

    On one hand, this is nothing unfamiliar in the startup universum. Snap, for example, has recently reported in its IPO filing losses of $514.6 million in 2016 and “may never achieve or maintain profitability”.

    For various reasons I don’t think the challenger banks will be able to afford such liberty with their bottom-line results. The question then remains — how will challengers banks generate enough money to satisfy venture capital expectations, cover their operating costs and create meaningful profit?

    Early Monetization Is Materializing

    In the short term, the evidence of this can be seen with one of the earliest market entrants to the neo-bank space, Berlin-based N26. The now fully licensed bank has moved on from its previous modus operandi with Wirecard and free of charge service offering.

    N26 is now starting to monetise on new users on card issuing, ATM withdrawals and introduction of first paid products such as premium current account with an insurance bundled in.

    As we also know N26 has introduced its partnership strategy which will presumably generate incremental revenues for the bank as well. N26 now distributes the likes of Transferwise and vaamo, a German -advisor — “N26 is using vaamo’s API to offer clients N26 Invest, a co-branded solution that lets users select from three investment strategies depending on their risk tolerance.”4

    Current N26 pricing (source: N26.com):

    Finding a Business Model for Challenger Banks fintech

    However, I would argue that monetization efforts as seen with N26 are only the very first step in a long way to profitability for the neo-banks.

    Let’s take a step back and see what lessons are there to be learned on profitability and revenue streams from traditional players in the banking market.

    Taking a Step Back: 6 Lessons on Profitability from Incumbents

    Note: Profitability of retail banks is a complex and complicated area of study — full academic studies and white papers by consulting firms are devoted solely to discussing its intricacies. For purposes of this article, I will try to keep it simple and put forward a couple of highlights I personally find important in context of implications for the challenger banks.

    1. How Do Retail Banks Actually Make Money? (a.k.a the boring part)

    Retail banks have two primary sources of income: interest income; and fees and commissions income.

    Interest income is primarily earned by a bank lending money to customers and charging interest on the amount lent. A bank earns interest income by lending money to customers at higher rates of interest than it costs the bank to borrow funds from depositors and/or wholesale markets.

    Fees and commissions income: banks earn fees and commissions income by charging customers fees for services and receiving commissions from, and participating in profit-sharing agreements with, other product providers. Examples of fees and commissions include fees for use of an overdraft, fees for packaged accounts, and income from the ATM (cash machine) network.7

    2. Product Point of View (and Importance of Mortgages in the UK market)

    An interesting insight on a UK retail bank product profitability comes from Credit Suisse research. Unsurprisingly, the most profitable products can be found exclusively on the credit side of retail products:

    “Among the banks we have studied, we find that mortgages are the most profitable lending product (average ‘clean’ RoE of 28%), followed by credit cards (26%); with SME lending (12%) and consumer credit (7%).”5

    In fact, Credit Suisse attributes such a weight to a successful mortgage offering that it is singled out as one of the three key profitability drivers for UK-based retail bank.

    From the challenger’s perspective, it is interesting to note that the most profitable retail product is at the same time one the most complicated to distribute digitally (Oliver Wyman):

    Finding a Business Model for Challenger Banks fintech

    3. Importance of Interest Income

    It turns out that interest income — i.e. charging interest on outstanding liabilities — is an extremely important revenue stream for the incumbents.

    What’s more, share of interest income has increased significantly — from 65% in 2008 to around 75% in 2013 according to Credit Suisse research. Beyond cyclical trends, ‘there has been a more structural shift in the industry’s ability to generate peripheral revenues beyond pure interest-related income.’5

    Finding a Business Model for Challenger Banks fintech

    AT Kearney reports that ‘Different regulations, such as free current accounts, lending fee limitations, and caps on interchange fees, have impacted (and will continue to impact) banks’ ability to generate fee-based revenues.’ According to CMA, AT Kearney also reported that the share of net interest income in UK retail banks’ total income was the highest in Europe at 82%.

    Another point of view besides the regulatory limitations is that traditional banks are simply not good enough at generating ‘innovative’ revenue streams from context and customer relevant 3rd party service offerings, new types of partnerships and beyond banking offerings — which might where the challengers could shine.

    4. Importance of SME Businesses

    Perhaps unsurprisingly, it turns out SME business is extremely important for the large UK incumbents.

    In fact, revenues from personal current accounts for the eight largest banks totalled £7.44 billion in 2014, while SME revenues for the seven largest banks totalled £7.1 billion in 2014.

    Unsurprisingly still, banking SMEs is much more lucrative on a per customer basis compared to a retail current account customer.

    Finding a Business Model for Challenger Banks fintech

    5 Importance of Costs

    Naturally costs are a big part of the profitability equation.

    Consider the following — according to Oliver Wyman, 30% of all costs of a typical retail bank in the UK is consumed by its branch network. An additional 20% is eaten up by IT; a huge chunk of it certainly going towards maintaining legacy systems.

    Oliwer Wyman:

    Finding a Business Model for Challenger Banks fintech

    In addition, it is estimated that on average, 5–6% of their revenue base is given up by the big retails banks as an effect of impairments.

    I believe challengers have a great opportunity to alleviate the short to mid-term pressure on their bottom-line and competitive positioning if they are smart about their cost base, deployment of resources and investing into the right and processes.

    6 Importance of Scale and Funding Structure

    The following two points are courtesy of Credit Suisse research:

    Scale alone is not enough, but is a necessary attribute — Although not enough on its own to determine profitability, our analysis suggests that without scale it is very challenging for a stand-alone business to be in the top quartile of sector profitability.

    Funding structure…is one of the most important differentiators. We see a clear positive bias [in regards to UK retail banking profitability]  towards a higher proportion of current accounts/low interest bearing deposits.5

    (My) Observations for Challengers

    1. Have a clear strategy that enables customer (and customer deposits) onboarding and retention in the short to mid term timeframe, particularly on low interest bearing products. Keep in mind that scale itself is not enough at all times.
    2. At the same, have a clear mid- to long-term strategy on the credit side of your products. This pertains especially to those offerings which are at the time being difficult to deliver via digital and particularly mobile channels such as mortgages; as these products are at the very core of profitability of retail banking.
    3. Start thinking about how to tap into the lucrative SME market with SME propositions or profit-generating partnerships; especially…

    Finish reading at Medium. Got a perspective? Please join the debate!

    Sources

    Monzo Blog, https://monzo.com/blog/2016/07/06/how-to-travel-with-mondo/

    A one-year savings account at 2%: Atom Bank blows away rivals with new inflation-beating rates, http://www.thisismoney.co.uk/money/saving/article-4252282/Atom-launches-new-one-year-fixed-rate-savings-paying-2.html

    ‘Very questionable models’: The cofounder of a startup addresses the elephant in the room, http://uk.businessinsider.com/currency-clouds-stephen-lemon-questions-fintech-business-models-2016-6

    vaamo Partners with N26 (Formerly Number26) http://finovate.com/vaamo-partners-n26/

    5 Credit Suisse UK banking Seminar — 2015 Update, https://doc.research-and-analytics.csfb.com/docView?language=ENG&source=ulg&format=PDF&document_id=1050375611&serialid=D3fAivrz0KjVObVAhNsc5e1OnBva50uGToQzZoM6ekA%3D

    6 Celý príbeh Zuna: Klienti ho chceli, investori nie https://www.etrend.sk/trend-archiv/rok-2016/cislo-41/zuno-banka-konci-klienti-ju-chceli-investori-nie.html

    7 Competition & Markets Authority, Retail banking market investigation — Retail banking financial performance, August 2015, https://www.gov.uk/cma-cases/review-of-banking-for-small-and-medium-sized-businesses-smes-in-the-uk

    8 Oliwer Wyman, Perspectives on the UK Retail Market, November 2012, http://www.oliverwyman.com/our-expertise/insights/2012/nov/perspectives-on-the-uk-retail-banking-market.html#.VbIMPPlViko


    is Co Founder at The Booster Labs

     
  • @fintechna 12:18 pm on January 16, 2017 Permalink | Reply
    Tags: , Computers, , robo, , , , ,   

    Computers Are(n’t) Smarter Than You: Should You Trust Robos With Your Money? 

    Consumers are increasingly comfortable with automated investing, but that may not be such a good thing. According to a global study conducted by Accenture, seven out of ten consumers surveyed would “welcome” automation—or -advisors—into their financial lives, including a high level of comfort, almost 80% (78%), with in traditionalRead More
    Bank Innovation

     
  • @fintechna 12:18 am on December 24, 2016 Permalink | Reply
    Tags: , , robo,   

    Top 5 Robo Headlines of 2016 

    Partnerships, funding rounds, startups, acquisitions – robos have had a busy year. More and more companies jumped on the -advising bandwagon this year, while independent companies grew exponentially and snatched big-name partners. While the current allows for a fully automated portfolio management system, we saw a lot of theRead More
    Bank Innovation

     
  • @fintechna 3:35 am on December 23, 2016 Permalink | Reply
    Tags: , , , , , , , , robo, , ,   

    The Role Of The New Advisor In The Digital Financial World 

    -advisors, wealth management algorithms typically offered at low costs and with little human interaction, are gaining stream. Globally, wealth managers were responsible for US$ 74 trillion in assets under management (AUM) in 2014. BI Intelligence predicts that robo-advisors will manage around 10% of total global AUM by 2020. This equates to around US$ 8 trillion in robo-advisors AUM.

    The Role Of The New Advisor In The Digital Financial World fintech

    Opportunities

    Robo-advisors are a class of adviser that provides financial advice or portfolio management online with minimal human interaction. Much of the focus has been on portfolio management and most of these platform use algorithms such as Modern portfolio theory.

    Today, popular platforms include US-based Wealthfront and Betterment, UK-based Nutmeg, Australian Stockspot, German Vaamo, among others. In Switzerland we have Truewealth, Glarner KB, Swissquote and some new platforms which are going live soon.

    A research conducted by BI Intelligence found that consumers across all classes are receptive to robo-advisors, including the wealthy. 49% of this group would consider investing some of their assets using a robo-.

    With robo-advisory on the rise, the wealth management industry is undergoing significant disruption.

    According to Deloitte, robo-advisors hold some distinct advantages and are disrupting the industry in the following ways:

    &; The lower fees have broadened the market for advice to include the majority chunk of untapped wealth. More mass-market consumers can now afford advice.

    &8211; Robo-advisory is more appealing to the new generation of wealth, which seeks more control, who is digitally savvy, and demands greater availability.

    &8211; With large wealth management firms investing heavily in big data and advanced analytics, robo-advisory can become even more personalized and specific over time.

    &8211; Many wealth management firms have already begun incorporating robo-advice capabilities within their existing advisory offerings to create hybrid models.

    &8211; has lowered barriers to entry for new firms to break into wealth management. This has brought new levels of competition and innovation to the industry.

     

    Hybrid human-robo advisors

    After the strong growth of the robo-advisory approach in recent years, promoted by numerous startups worldwide as well as a sizeable number of early adopting wealth managers, a new &;sub-species&; has emerged: the hybrid human-robo advisor.

    According to MyPrivateBanking&;s report &8220;Hybrid Robos: how combining human and automated wealth advice delivers superior results and gains market share,&8221; these platforms combine computerized recommendations with on-demand advice from a human being.

    They use technology to standardize and cut costs on the information-gathering side of the job.

    The report found that pure robo-advisors (completely automated without personal service added on) have seen their growth slowing down as the market matures. Notably, Betterment&8217;s growth rate for AUM has remained at the same place it was a year ago.

    This is due to clients “starting to realize that what they’re getting from many providers is little more than a passive portfolio that they can easily build on their own without the robo middleman,” the report says.

    MyPrivateBanking estimates that hybrid robo-advisors will grow to a size of US$ 3,700 billion assets worldwide by 2020. By 2025, the total market size will further increase to US$ 16,300 billion. This number constitutes just over 10% of the total investable wealth in 2025. By comparison, pure robo-advisors will have a market share of 1.6% of the total global wealth at that stage.

    &8220;Hybrid robo solutions are a dynamic and also unstable new phase in the wealth management industry&8217;s transformation,&8221; the report says. &8220;We expect 2016 to be a year of significant developments.&8221;

    So far, notable hybrid robo-advisors include Vanguard, Personal Capital, Rebalance IRA and AssetBuilder.

     

    Featured image: Robot and human touching forefingers by Pixelbliss, via Shutterstock.com.

    The post The Role Of The New Advisor In The Digital Financial World appeared first on Fintech Schweiz Digital Finance News – FintechNewsCH.

    Fintech Schweiz Digital Finance News – FintechNewsCH

     
  • @fintechna 12:18 pm on December 22, 2016 Permalink | Reply
    Tags: , , Largely, robo, Schwab’s,   

    Schwab’s Robo Success Depends Largely on Humans 

    In the transition from in-person advice from financial planners, to a fully experience available at your fingertips, there is (at least) one step in between: the cyborg model. In the world of financial advice, a hybrid advisory system, which combines fully automated algorithm-driven advice and certified (human) professionals, seemsRead More
    Bank Innovation

     
  • @fintechna 3:35 pm on December 21, 2016 Permalink | Reply
    Tags: , , , , , , , , robo,   

    First Digital Bank Launched in Dubai 

    The Commercial of (CBD), announced late in November that it is launching “CBD Now”, Dubai’s -only bank. They aim to target millennials and digitally connected customers early in 2017.

    Peter Baltussen, CEO of Commercial Bank of Dubai said, “The launch of CBD Now during 2016 UAE’s innovation week is a timely example of how CBD supports the vision of the UAE government to develop innovation and drive client happiness.”

    First Digital Bank Launched in Dubai fintech

    Digital-only Banking allows customers to totally change how they manage their finances. They can now use smart to fulfil all their banking needs. CBD will offer customers a technologically smart, and seamless mobile bank, personalised to enable them to perform all their usual financial services from anywhere via their smartphone. So whether it’s managing your current accounts, savings accounts or credit cards that you need, this new development will serve you well.

    This news comes hot on the heels of Emirates NBD’s announcement in June that they would be investing Dh500million (US$ 136million) in digital banking systems. Mindful of the fact that the bank is losing its appeal with Millennials, this move is aimed squarely at younger customers.The bank’s Chief Executive, Mr Shayne Nelson said, “We are making a commitment to the future with our digital transformation plan.”

    First Digital Bank Launched in Dubai fintech

    The move into digital banking, globally, has seen huge benefits for and customers. For customers there is a huge improvement in convenience and speed of service, whereas these systems also make cost savings for the banks. There are approximately 800 million customers now using mobile banking systems worldwide. This number is expected to increase to over 1.9billion by the year 2019, according to a report by the auditing company KPMG.

    First Digital Bank Launched in Dubai fintech

    The UAE has a young and affluent population, which is driving the move to digitisation. According to a recent Google study, its 9.2 million population has the highest penetration of smartphone use in the world, at about 70 per cent. Traditionally here, cash has always been king, with credit cards often shunned by young affluent people. However, the ease of use of digital banking is starting to capture the imagination.

    EY GCC Digital Banking Report 2015 found that half the banks they surveyed have budgeted between US$ 5 million and US$ 20 million for digital initiatives. These included automation, channels, customer journeys and new technologies etc. Furthermore they found that many of the larger banks were demonstrably willing to spend even more. Possible even more exciting was the fact that banks saw this as a rebirth, rather than an incremental approach to modernisation. Digital-first, a Sharia-compliant retail bank in Saudi Arabia, more than demonstrated this.

    The island kingdom of Bahrain is also moving swiftly to keep up. A number of state bodies including the Central Bank of Bahrain (CBB) are involved in looking at ways in which to develop its sector. Areas of interest are: Islamic finance, in which in which Bahrain has strong global standing; crowdfunding; payment services; online wealth management service (-advisors); and .

    First Digital Bank Launched in Dubai fintech

    Moving forward, CBD Now Co-founders programme being in the near future involves enabling pioneering customers to provide input into building the bank of their dreams. Murray Sims, General Manager Personal Banking Group at Commercial Bank of Dubai, said, “We believe our customers have a lot of know-how when it comes to banking services. Customers can assist during the piloting phase to influence product development and refinements before rolling out the brand to the public.”

    Things are really hotting up in the digital banking sector within the Emirates.

    The post First Digital Bank Launched in Dubai appeared first on Fintech Schweiz Digital Finance News – FintechNewsCH.

    Fintech Schweiz Digital Finance News – FintechNewsCH

     
c
compose new post
j
next post/next comment
k
previous post/previous comment
r
reply
e
edit
o
show/hide comments
t
go to top
l
go to login
h
show/hide help
shift + esc
cancel