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  • user 11:35 am on May 29, 2016 Permalink | Reply
    Tags: , banks, , , unbanked   

    The Unbanked Population: Missing Links in the Fintech Ecosystem | FinTech 

    As the specter of a financial slowdown in China looms, economic effects are beginning to cascade through­­ the entire Southeast Asian archipelago, heightening the unease of investors and businesses. are braced for dwindling dividends and financial conventions are under threat from the growth of . According to ’s 2015 Global Annual Review, in 2014 VC investments in Fintechs leapt to $12.2 Billion compared to 2013 and in 2015, with more than 12,000 Fintech companies moving into every banking activity and market.

    For the penurious villager in Cambodia, however, the peaks and troughs of economic cycles bear miniscule impact. Driven to the periphery by the financial ecosystem, this burgeoning class represents the least financially-educated of the social hierarchy. Due to a lack of financial structure, this band of individuals – comprised of micro businesses and the financially challenged – encapsulate Asia’s economic paradox.

    Despite the growing realization that long-term economic growth needs to be built on the foundation of financial inclusion, the World Bank’s recent report revealed that only 27% of citizens in Southeast Asia have access to a bank account. Cut off from conventional resource channels, a significant number of the region’s population have no avenue to raise capital or apply for credit. The promise of social mobility remains elusive for the “”, perpetuating the vicious cycle of poverty for generations.

    The emergence of Fintech has disrupted a host of industries, fronting new opportunities and striving to fix old problems. FinTech has shown a potential in driving economy and gradually upgrade the welfare of more than 600 million people in the region. Harnessing the potential of data analytics, Fintech has chartered new paths; amalgamating business know-how and social networks to fill barren gaps left by commercial banks.

    However, most platforms, which includes P2P lending and crowdfunding, target small and mid-sized businesses with high-growth potential. While these additions supplement commercial banks and enhance the capital financing ecosystem, the clientele hasn’t shifted dramatically.

     

     

     
  • user 9:40 pm on May 28, 2016 Permalink | Reply
    Tags: banks, , ,   

    Blockchain? For me, the coin has dropped 

    AAEAAQAAAAAAAAf6AAAAJDYxM2U4ZmFiLTAwZWEtNGY0Yi05YTYwLWQ2NjM3ODgyYTQzYQ

    We know by now that tech-land moves at lightning speed. Radio commercials for Digital Transformation consultancy? Check. I’ve heard them.

    But over the past few months, there’s been some technological advancements – in the relative margins of the internet – which could potentially cause quite a fundamental stir. I’m talking about .

    First a big caveat: I’m not a techie. I can pretend I know the difference between NodeJS and PHP, but I don’t really gét it. I look at for what it means. And recently, I’ve come to realise that this whole Blockchain story is a lot more than Bitcoins, ‘virtual’ currencies and unintelligible tech-geek-babble.

    Blockchain, WTF?

    The techies will kill me, but let me have an attempt at trying to explain what Blockchain is, to me, the non-techie. Blockchain is a kind of database-technology, the engine behind for example. It is effectively a decentralised verification system, where a global network of computers verifies and creates transactions, following a complex cryptographic code. Once verified, the transaction cannot be changed. Ever.

    Sounds like Chinese? Just remember one thing: ‘decentralised’. It means that transactions no longer need a centralised authority.

    There are a few Blockchain versions. And a crucial one is Ethereum. The thing that makes Ethereum different from Bitcoin is that it is effectively a platform, onto which applications can be built. Those applications can utilise such a decentralised computer network ánd the cryptography that comes with it. Ethereum also has a currency, Ether, which serves as the fuel for the system, this engine.

    The thing that made me pay attention is that the platform, this network of computers, can create transactions that go beyond digital currencies. The Bitcoin-blockchain does one thing: transfer Bitcoin. But with Ethereum anything’s possible; we’re talking ‘transactions’, any transaction. A crucial aspect of Ethereum is Smart Contracts, programs to well… program and automate transactions. At least, that’s what I think it is.

    AAEAAQAAAAAAAAd4AAAAJDU1N2FkNmE5LTc2YWQtNGU2ZS05MzVmLWRjMjZhZmI5ZDI0OA

    Example? In Brooklyn, smart citizens have built an energy network with Ethereum’s Smart Contracts. Energy, created by solar panels on one side of the street, is being sold to neighbours on the other side of the street. Again: without the involvement of a central authority.

    “That all sounds grand, dear Gerrie. So let them be, those tech geeks”, I hear you think. Well, no. Over the past few weeks I’ve started to get the feeling that as an entrepreneur, government or all round smart person, it is becoming important to stop watching from the sidelines and get more actively involved in this blockchain story. And I see a few reasons.

    Speedy, speedier, speediest

    The tempo at which new things happen in the blockchain world is very, very, very high. Ethereum as software isn’t even a year old. Friends of mine, who’ve been reading on and working in the subject matter for a while now, were perplexed a few weekends ago. That was the moment when the DAO-hub launched. A kind of platform, built on Ethereum to fund and support other blockchain projects. Kind of like a decentralised version of a Venture Capital fund. At least, that’s what I think it is. Today. Maybe I’ll understand it better tomorrow.

    But fact is: after 2 weeks it had become the biggest crowdfunding project ever, raising more than 11m million Ether. Current value of 1 Ether: about 12 euros. These are no longer the margins of the internet, methinks.

    Profit!

    Ethereum’s website says: “like the internet was supposed to work”. Their mission is to develop an internet that is more free, more trustworthy. It is definitely connected to a certain vision of the world. But at the same time, it’s also about profit, making money and business opportunities. That’s what makes it so unique. I think.

    For every old school CEO who still doesn’t really believe in the internet or e-commerce, there are smart entrepreneurs who will soon (read: now) start looking at how the transactions involved in for instance ‘shopping in a supermarket’ can be reconfigured when you look at them through a Blockchain lens.

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    Plus, these transactions aren’t limited to the internet. Connect the Blockchain concept to the internet of things and you’ve just added another billion use cases. At Slock.it – a bunch of leading thinkers and makers in the community – people are working on a smart lock, which only acts when all the conditions of a Smart Contract have been fulfilled.

    Take the use case AirBnb. I rent a spare room to you. So when the smart lock know it’s you and it knows you’ve paid, it opens up. At the same time it triggers the financial transaction and – why not – books and pays the cleaning service when you leave.

    Another fundamental aspect is that there’s an incentive system built into the core of Blockchain. It is technology after all and that requires hardware. Computer geeks who run the transaction software on their servers get a fee. That’s what keeps the decentralised network rolling. However, the fee is a fraction of the 10-ish% that AirBnB charges or the +20% that Uber deducts from its drivers’ earnings.

    A real sharing economy

    We need to pay attention because Blockchain is a technology that goes to the core, to the root. The word “revolution” gets mentioned occasionally. So does “Web 3.0”.

    And without getting all too excited, I’m starting to see why. The internet was about disintermediation and the democratisation of information etc. But what happened? It became the bedrock for centralised platforms, who facilitated transactions at scale: AirBnB for holiday accommodation, Facebook for communications, Uber for transport,… At a price obviously.

    These are amazing applications and I use use all of them. But the decentralised aspect of the blockchain technology makes it possible to redraw and reconfigure the relationships between user and supplier, in other words: the transaction as well as its value.  The cost of a transaction decreases. The validation and the trust grows. An “internet of transactions”, “internet of trust”, “internet of value”,… these are all phrases that are being used in the numerous chat boxes and communities.

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    Example! Consensys is one of those companies who are building applications on the Ethereum framework. Ujo is one of them, “rebuilding the music industry”. Not only does it make the transaction between artist and fan more direct; it can also reconfigure the relationship between artist and session musician, between artist and film-producer-who-wants-to-use-that-song, between artist and whoever or whatever,… It’s not something Spotify is doing.

    Arcade City does in a blockchain kind of way what Uber does: match demand for transport solutions to supply. The difference: the value is being distributed in another way.

    Certainly, these are all experiments and prototypes. But it is significant that AirBnB has already bought up a Blockchain start-up. Their business model of ‘being the intermediary’ could potentially come under pressure.

    The disruptors being disrupted? What’s next? Well, everything that’s a transaction can be looked at through a blockchain lens. Could a brand like Nike pay fees directly to people who watch their ads? And what with a concept like ‘issuing a driving license’, a typical example of centralised validation ánd transaction.

    Learn, Unlearn, Relearn

    Technology. Ethics. Profit. That’s what it says on the website of DAO Hub. And it’s this mix that makes the matter so complex.

    So, show of hands: who has ever tried to buy BitCoin or Ether and moved them to a different wallet? I have a sneaky feeling it won’t be too many of you. And that’s a shame: because ‘that world’ involves different concepts of wallets, transactions, security,… So we have to practice, we have to get used to this new ‘language’, we have to make mistakes, get ripped off, be confused.

    Because to be honest: buying Bitcoins is peanuts, compared to understanding Ethereum. And then we haven’t even started on DAO, the concept of a Decentralised Autonomous Organisation.

    So, us, non-technies, need to practice, because this story is getting momentum.

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    Smart developers are currently learning Solidity to build blockchain-applications and create Smart Contracts.

    Smart investors have known for a while who Vitalik Buterin is (inventor of Ethereum, 22 years old, no shit). They’ve been looking at daohub.org for the past few weeks and have been able to decide for themselves whether it’s a good idea to invest in DAO-tokens.

    And what do entrepreneurs do? From small start-ups to the Microsofts and IBMs of this world: they’re all trying to get to grips with the blockchain-thinking. The question is: do they recalibrate their value proposition and their added value in a fundamental way? Or are they copying Blockchain technology to implement behind closed doors, like seem to be doing?

    And what about governments? Because when it comes to transactions, validation ánd identity, there’s a lot of thinking to be done. In Honduras they’re re-building the concept of land ownership on the blockchain. The innovation unit of Unicef is looking at blockchain to tackle the problem of identity with refugees.

    But also closer to home, the penny has dropped. In my hometown of Antwerp, the council’s innovation unit A-Labs is building a blockchain application to facilitate communities. They call it Locals.world and are working on a currency of their own, the LocalCoin.

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    In the blockchain chat communities, where I spend a bit of time these days, I read things like:

    “I’m kind of dreaming of buying Tesla powerwall towers and put smart contracts on them!”

    Or

    “We could invest in anything and collectively we’d be more informed than an individual to make good investment decisions.”

    These guys are on a different level. And if we, laymen, want to get our hands on the wheel, we need to get flight time. We need to read, produce, buy, do. It’s up to us to understand blockchain and to translate it, take it away from the tech-talk. That way the discussion and the learning process will speed up and the possible implementations will become clear much faster.

    Anyway, I’m starting to get it. Starting. And I’m going to dig deeper. If you’re interested, here‘s my growing list of blockchain-related bookmarks.


    [linkedinbadge URL=”https://www.linkedin.com/in/gerriesmits” connections=”off” mode=”icon” liname=”Gerrie Smits”] is Digital Strategy Consultant (www.gerriesmits.com) and this post first appeared in Dutch on datanews.be)

     
  • user 7:36 am on May 28, 2016 Permalink | Reply
    Tags: banks, , ,   

    Five Myths About the Blockchain Revolution 

    AAEAAQAAAAAAAAexAAAAJGI0MjQ0YTBkLWIwMmQtNGIxZi1iODFhLTM3NDMzZjBjNjliOQBy Don Tapscott and Alex Tapscott, co-authors, Revolution.

    Blockchain is the most important invention in computing in a generation because, for the first time in human history, we have at our disposal a truly native digital medium for peer-to-peer value exchange. Blockchain, a vast global platform based on a distributed ledger, establishes the rules — in the form of computations and heavy duty encryption — that enable two or more parties to transact or do business without needing a third party to establish trust.

    Rather than relying on a bank, government or other intermediary to create trust, the blockchain ensures it through mass collaboration and clever code. Trust is built into the system, which is why we call blockchain the Trust Protocol.

    Taken one step further, the blockchain also acts as a ledger of accounts, a database, a notary, a sentry, and clearing house, all by consensus. We believe it is the second generation of the Internet and holds the potential to rewire the economic power grid and shake up the old order of things for the better.

    Here are the five main myths about blockchains:

    (Read an excerpt of our book, Blockchain Revolution, here.)

    1. Blockchain good, bad

    Many people, especially those in the financial services industry, are excited about the potential of blockchain technology but believe that digital currencies like bitcoin are unfeasible, undesirable or even dangerous.

    Whereas the bitcoin blockchain is entirely permissionless — that is, anyone can access it via an Internet-enabled device and interact with it like they would the open Internet — permissioned blockchains require users to have certain credentials, like a license to operate on that particular blockchain, granted by the members or some governing body. Permissioned blockchains use distributed ledger technology without having a digital currency attached.

    At first blush, these private and permissioned blockchains appear to have a few clear advantages. For one, members can easily change the rules if they so desire, as they only need to get their small group to agree to a change, rather than convincing a huge network of people. Costs can be kept down, as transactions only need validation from the members themselves, not a network of millions of participants. This streamlining could reduce electricity usage too, which is good for the environment. Regulators might also prefer them over public blockchains, like the bitcoin blockchain, because they need not be anonymous or pseudonymous.

    But not so fast. The easier it is to change the rules, the easier it is to flaunt them. Intentionally limiting certain freedoms or access can inhibit neutrality. With no open value innovation, the technology is more likely to stagnate and become vulnerable. Further blockchains tied to a digital currency like bitcoin have a built-in system to incentivize people to do the work necessary to validate transactions.

    2. The main opportunity for blockchains is in the financial services industry.

    The financial services industry can transform itself around blockchain technology, if it can find the leadership to do it. The technology holds great promise to revolutionize the industry — from to credit card networks and everything in between. When everyone shares the same public, distributed ledger, settlements occur instantly for all to see. Banks could speed up the metabolism of the system, and cut out massive costs. The smartest incumbents will use blockchain technology strategically, including permissionless systems to penetrate new markets like the unbanked and bring new services to market.

    Yet financial services are the tip of the iceberg.

    Blockchains can disrupt the disrupters like Uber. They will be at the heart of the Internet of Things — animating the physical world by, for example, allowing smart devices to contract, transact and securely share data peer-to-peer through blockchains.

    They can reinvent democracy by making politicians accountable to citizens through smart contract. Imagine if a politician only received her salary or an appropriation for a project after fulfilling pre-set objectives laid bare in that smart contract. She would be beholden to the people, not powerful interests or donors.

    3. Blockchains are really a B2B thing. They won’t affect me personally.

    We’re convinced that this technology will change our economy, our institutions and day-to-day life in more dramatic ways than the first era of the Internet.

    These are but a few ways blockchain will help you.

    The list goes on.

    4. Blockchains have too many problems for them to be feasible.

    Some say the technology is not ready for prime time; that it’s still hard to use, and that the killer applications are still nascent. Other critics point to the massive amount of energy needed to reach consensus in the network: What happens when thousands or perhaps millions of interconnected blockchains are each processing billions of transactions a day? Are the incentives great enough for people to participate and behave safely over time, and not try to overpower the network? Is blockchain technology the worst job killer ever?

    Our research suggests such concerns should not go into a category called “Reasons why this is a bad idea” but rather into a category called “Implementation challenges.”

    5. Craig Wright is Satoshi Nakamoto

    Early this month, Australian entrepreneur Craig Wright claimed to be the pseudonymous creator of bitcoin, Satoshi Nakamoto.

    We know for a fact that he is not the sole creator. The reason? We — Don Tapscott and Alex Tapscott — are among those who created bitcoin.

    Let us explain. Whomever wrote the original bitcoin paper and protocol got things off the ground. Then he (or she) disappeared, leaving it to an ever-growing community to carry on. This community is now responsible for the vast majority of code and other content related to bitcoin. In that sense, we are all Satoshi.

    Which is why it doesn’t really matter who wrote the original paper. In other open source communities, such as Linux, there is an ultimate arbitrator. Bitcoin, and for that matter all permissionless blockchains, will never have such a benevolent dictator. As such the entire ecosystem needs to take the next steps in achieving bottom-up, self-organizing governance to steward these extraordinary resources forward.


    [linkedinbadge URL=”https://www.linkedin.com/in/dontapscott” connections=”off” mode=”icon” liname=”Alex Tapscott “] is the founder and CEO of Northwest Passage Ventures. Don Tapscott is CEO of The Tapscott Group and an Inaugural Fellow at the Martin Prosperity Institute at the University of Toronto.

    This post is adapted from Don & Alex Tapscott’s new book, BLOCKCHAIN REVOLUTION: How the Technology Behind Bitcoin is Changing Money, Business, and the World and originally appeared in Thomson Reuters.

    Connect with the Authors on Twitter at @dtapscott and @alextapscott

     
  • user 7:35 pm on May 27, 2016 Permalink | Reply
    Tags: banks, , , ,   

    Technology behind Bitcoin is coming to high finance faster than predicted 

    Bitcoins underlying is a potential disruptor to the way core businesses have been working. This is the reason why it has been catching everyone’s attention, especially those involved in the financial services industry. The blockchain technology is in fact driving most innovation by companies in the present time. Start-ups to well-established companies are involved or interested in putting the blockchain technology to use and benefiting from it in some way or the other.

    The idea of applying blockchain technology outside of the realm of has gained a lot of interest from forward-thinking companies in the past year or so. Blockchain applications are also called “distributed ledger technology” because they remove the need for a centralized database and, like Bitcoin, give every transaction in a particular system a cryptographic hash that can be checked by any member of the group.

    In a report published in December, “Beyond the Hype: Blockchain in Capital Markets”, McKinsey said there is great promise in distributed ledger technology but expects that development will require cooperation among market participants, regulators and technologists.

    IBM, Intel, Cisco, J.P. Morgan and several other big are among those making a big bet on blockchain. The companies have joined forces to create the Open Ledger Project with the Linux Foundation, with the goal of re-imagining supply chains, contracts and other ways information about ownership and value are exchanged in a digital economy. The Open Ledger Project is described as a development library that will allow businesses to build custom distributed ledger solutions, without needing to rely on open, public blockchain such as those offered by bitcoin and Ethereum. To show its commitment towards the development IBM has open sourced a significant chunk of the blockchain code it has been working on, putting its weight behind the Linux Foundation and its hyper ledger project.

    R3 (R3CEV LLC)  leading a consortium of 42 financial companies in research and development of blockchain usage in the financial system. The full list of banks signed up are: Banco Santander, Bank of America, Barclays, BBVA, BMO Financial Group, BNP Paribas, BNY Mellon, CIBC, Commonwealth Bank of Australia, Citi, Commerzbank, Credit Suisse, Danske Bank, Deutsche Bank, J.P. Morgan, Goldman Sachs, HSBC, ING Bank, Intesa Sanpaolo, Macquarie Bank, Mitsubishi UFJ Financial Group, Mizuho Financial Group, Morgan Stanley, National Australia Bank, Natixis, Nomura, Nordea, Northern Trust, OP Financial Group, Scotiabank, State Street, Sumitomo Mitsui Banking Corporation, Royal Bank of Canada, Royal Bank of Scotland, SEB, Societe Generale, Toronto-Dominion Bank, UBS, UniCredit, U.S. Bancorp, Wells Fargo and Westpac Banking Corporation.

    Last week a consortium of 11 giant banks including UBS and Credit Suisse announced that they had completed their first trial run of the idea of using software inspired by the digital currency Bitcoin to move assets around more efficiently was successful.

    While all this development was going on Bank of America is trying to steal a march on the latest developments in the technology behind digital currency bitcoin by loading up on blockchain-related patents. BOA has already filed for 15 blockchain-related patents and is currently in the process of drafting another 20 to be submitted to the U.S. Patents and Trademark Office (USPTO) later this month.

    Applying the blockchain concept to the world of Finance and IOT offers fascinating possibilities. Right from the time a product completes final assembly till the delivery , payment and service.Blockchain have a part for each process involved in business to make it more efficient, faster and reliable.

    Auxesis a startup from IIT Bombay is a blockchain application development company going to release Btc2Bid for its European partners. We welcome entrepreneurs, managers having ideas related with the Blockchain for a cup of coffee to realize your ideas into products.

    Thanks for reading you can also find me at facebook.


    [linkedinbadge URL=”https://www.linkedin.com/in/kumargauravitc” connections=”off” mode=”icon” liname=”Kumar”]

     
  • user 10:01 am on May 27, 2016 Permalink | Reply
    Tags: banks,   

    Rising up to the challengers: an insider review of challenger banks. 

    AAEAAQAAAAAAAAWeAAAAJDc3MDY5OTMwLWZiMDEtNDU2Mi1hNDg2LTczMWYxODQ3OTMxMQChallenger have been a black cloud looming over the “big four” for the past few years. The traditional high street banks have been braced for these challengers to shake things up and create an entirely new environment, just as budget airlines did to the aviation industry in the nineties. And with the FCA keen to see consumers benefit from “effective competition” for regulated financial services, the time seems right. However, while those working in the industry are tracking every move of the challengers and what they offer, this awareness has yet to filter down to customers. With the big four still holding over 90 per cent of the UK market, and consumer awareness of challenger brands failing to gain momentum, is the impending shake-up going to happen, and if so, when?

    The big four are portrayed as clunky behemoths held back from innovating by complicated legacy infrastructure that is creaking at the seams. In just the first few months of 2016, customers of some of the major banks have experienced cashpoint outages, data breaches and system failures. What is interesting, and at odds with consumer behaviour in other industries, is that customers are not reacting by switching brands in their droves to new suppliers – despite the seven-day switch service introduced by the Government in 2013, which makes switching current accounts easier than ever. So why the complacency?

    The path of least resistance?

    New challengers are offering faster, cheaper transactions with greater flexibility than ever – yet customers are still hesitant to switch. Banking is seen by customers as a chore, and many customers lack confidence in financial planning matters. Consequently, spending time researching and understanding different banking products, switching to a new bank or account, and then getting used to a different way of doing things, is something that many customers avoid. This is why UK customers are collectively losing out on £3 billion through money sat in low-interest savings accounts. And it’s why the challengers may well continue to struggle to gain traction against the tried-and-tested big banks.

    Step forward the challengers

    The challengers to traditional retail banking take several forms. First off, supermarket retailers such as Tesco, M&S and Sainsbury’s were quick to head into the banking space with uncomplicated current and savings accounts. It made sense; these are heavily data-rich organisations, putting them in prime position to offer customer-centric services. They have the on-street presence through stores across the UK, and can interact directly with their customers without huge start-up costs.

    The next wave of challengers concentrated on putting the customer at the centre of their communications. Virgin crashed into the market in 1995 with Virgin Money, branding their high street outlets as stores, rather than branches, with a new focus on customers’ individual needs. Metro Bank arrived in 2010, introducing a softer side to the retail banking market with their mission to create “fans not customers”. Growth for these new players has not proven easy, however – Virgin Money only has 75 stores nationally, compared to Lloyds’ network of nearly 1,300 branches – and there has also been a string of banking start-ups that have failed during the same period, the most well-known of which is Prudential Banking’s internet bank, Egg, established in 1998. The costs of creating a high street presence to rival that of the big four make the direct high street challenge almost impossible, and without a high street presence to back them up, online banks have historically struggled to gain traction and retain customers for the long term.

    Don’t talk, tap

    A new breed of mobile-only and mobile-first banks is hoping to reverse those trends and succeed where others have struggled. And in an age where laptops are being replaced by mobile devices, where people trust new brands like never before (think Uber, Netflix and Airbnb), and where we are moving to mobile for more and more of our daily tasks and activities, these new banks may just have their timing right.

    Atom bank intends to build relationships with customers by never being more than one atom away from them, using mobile to enable seamless integration into everyday life. Atom, along with Starling, Fidor and Open bank, all recognise that the new age of customers demand to use services on the go. These customers live on their mobile phones and expect to be able to complete all of their transactions that way. These new players hope that customers will value the fast and convenient features and services, from biometric authentication to digital wallets, above a traditional high street presence.

    This low cost-base proposition allows the mobile banks to lead with low-interest loans and high-interest savings. And the new breed is also tapping into cultural trends, such as social networking and online communities, to appeal further to today’s customers and to help them self-serve. Fidor even links its number of social followers to its interest rates, and is using a community-centric model to help enable it to serve its 300,000 customers with just 32 employees.

    Unify to achieve scale

    Whether the challengers succeed or not, customers will benefit from this period of market disruption, as it is forcing traditional banks to reassess their services and ensure they remain competitive. My view on the future of retail banking is ultimately one of unity. I expect there will be further challenges to the incumbent banks, but there will be two long term survival strategies: stick to a niche market, serve that market well and own the space; or work together with the traditional banks to gain scale. The incumbents will need to innovate faster and faster, but tied down by legacy systems and processes, they cannot do it alone. The challengers offer technological innovation and slick customer experience in spades, but may struggle to gain traction against customer inertia and to navigate the regulatory banking landscape. Joining forces would be mutually beneficial to both the incumbent and the start-up – and ultimately the customer.


     [linkedinbadge URL=”https://www.linkedin.com/in/darylwilkinson” connections=”off” mode=”icon” liname=”Daryl Wilkinson”] is Strategic Advisor and Managing Director of DWC.

     
  • user 6:00 am on May 27, 2016 Permalink | Reply
    Tags: banks, ,   

    Competitive Collaboration in the Fintech Age 

    AAEAAQAAAAAAAAcjAAAAJDFmYjZhYWRkLWY3ZGQtNGIzZC1iMzhhLTA2ZTQ0MzAxNTNkOA

    “How did you go bankrupt?” Bill asked.

    “Two ways,” Mike said. “Gradually and then suddenly.”

    The Sun Also Rises, Ernest Hemingway, 1926.

    Inflection Point

    After three-and-a-half years of helping build and scale AMP Credit Technologies – first as head of product management; then as head of strategy & corporate development – today marks my penultimate day with the company. Next month I’ll take on a new challenge: as Asia-Pacific Leader for Ernst & Young (EY).

    From the outset, our thesis at AMP was that enabling incumbent (or at least those with the capability and willingness to work with startups) was preferable to competing with them – that combining our respective strengths would allow for greater scale and performance than competition and disintermediation. To be sure, we first had to build and demonstrate the efficacy of our alternative lending platform by putting our own money in the market (four separate markets, to be precise) as the ultimate “proof of concept”. Once that was done, and the results made clear, we knew that we’d be in a position to enable the more forward-looking banks to profitably provide unsecured credit to traditionally under-served small businesses. A similar thesis had informed our approach at Realex Payments – the European ecommerce payment gateway (since acquired by Global Payments, Inc.) which combined direct-to-market customer acquisition with white-labelled full-service delivery for partner institutions.

    Competitive Collaboration

    At its simplest, the thesis is that existing financial service providers have key competitive advantages relative to most challengers – not least those pertaining to cost of capital, data, distribution, and often (though not always) regulatory certainty. Conversely, the better fintechs are typically those that capitalise on their advantages relative to speed (both of decision-making and of action), organisational agility, and a demand-led focus on transparency and customer experience.

    With experience on both sides of the table, it is my sincere belief that the greatest opportunity lies not in all-out competition but in a form of “competitive cooperation” between incumbents and fintechs. Indeed, despite the often confrontational rhetoric, many fintechs are already heavily dependent on the existing banking and payments infrastructure. In addition, I’m confident that we’ll see increased collaboration between fintechs (both early- and growth-stage) as they seek horizontal and vertical reach via international partnerships and product bundling, respectively. Finally, I expect ever-more collaboration between incumbents as they seek to acquire or maintain product and geographic coverage without having to build it themselves (with all the capital and regulatory considerations that would entail) – or simply as a means to pool technical knowledge.

    Building solutions for banks and non-bank financial institutions has taught me that most incumbents are not prepared – technically, organisationally, culturally – for working with startups. Conversely, as an active member of the startups community (both as mentor and investor), I’m also fully aware how unprepared many startups are for working with incumbents. Both sides require support in addressing the challenges and opportunities of service un-bundling and re-bundling, of customer dis-aggregation and re-aggregation.

    The Fintech Age

    The application of to financial services has historically been the preserve of established incumbents or their largest technology vendors. More recently, the ever-increasing availability of and access to inexpensive distributed computing power (and data analytics) has allowed new entrants to develop services and scale at unprecedented speed – thereby heralding a new ‘Fintech Age’. When considered in light of the regulatory changes of recent years and evolving customer expectations, it’s not hard to see why traditional financial services are being decoupled and in some cases displaced.

    While there are certainly common characteristics to the rise of fintech as a global phenomenon, there are also environmental factors unique to Asia-Pacific. The global financial crisis – which simultaneously contributed to greater regulation and the retrenchment of global players – had rather different impacts in Asia than in the US or Europe. Correspondingly, the response of both governments and markets has been different. Added to this, we have the sheer size of the markets in Asia (whether of the traditionally unbanked or growing middle classes), their diversity, the absence of common platforms, the ascendancy of the mobile internet, and the associated opportunities (or necessity) for technological “leapfrogging”; these are the features that make Asia-Pacific the most exciting region in the world when it comes to new-form financial services. Mainland China, for example, is undoubtedly the world-leader when it comes to advances in alternative credit scoring, frictionless payments, and social commerce. Clearly there is much that each region can learn from the others.

    Pastures New

    And so it is that I move into a new role – one focused on driving collaboration and competition across verticals (banking, insurance, telecommunications, etc.) and throughout the region. As Asia-Pacific Fintech Leader it will be my responsibility to help EY clients (both current and future) navigate these new-form challenges and opportunities, while creating an environment of cooperation and collaboration across the spectrum. I’m determined to move past the current trend of marketing-led “collaboration 1.0” initiatives to more nuanced partnership offerings and real open innovation – with the incentives of all parties aligned from the outset. I expect to focus less on brand-building and more on advising clients on strategic partnerships and targeted acquisitions. The overriding objective will be to separate reality from hype, signal from noise.

    I look forward to working with like-minded individuals – in industry and venture capital, in government and regulators, in startups and growth-stage innovators – to foster an environment of mutual advancement. I even hope to work with other service providers in this new era of “competitive cooperation”, wherein a rising tide will surely lift all boats.

    Just as we’ve seen a new generation of fintech entrepreneurs (typically with a background in financial services) so too will we see a new generation of trusted advisors – those with the requisite knowledge, experience, passion, and excitement to address the challenges and opportunities of the Fintech Age.

    Financial services is about to change in two ways: gradually and then suddenly.


    [linkedinbadge URL=”https://www.linkedin.com/in/jamesphiliplloyd” connections=”off” mode=”icon” liname=”James Lloyd”]  is Asia-Pacific FinTech Leader @ EY and this article was originally posted on linkedin

     
  • user 10:40 pm on May 25, 2016 Permalink | Reply
    Tags: banks,   

    Bank to basics | The Economist 

    TWO years ago Swedbank, Sweden’s biggest retail bank, moved from its offices in the centre of Stockholm to a drab business park outside the city. Employees fretted about leaving their prime location, a few doors from the Riksbank, the central bank, and a stone’s throw from Parliament. The move, which has saved $25m-odd a year, was symbolic not only of the bank’s thrift, but also of its desire to retreat from the exciting but risky end of banking. Instead, much like the Scandinavian furniture in its office, it is returning to something simpler and more straightforward. That strategy has made Swedbank not only one of the safest in Europe, as judged by the thickness of its cushion of capital, but also one of the most profitable.

    European banks are struggling. Economic growth is low; regulators demand ever more capital, and negative interest rates, which most banks do not dare to pass on to depositors, squeeze margins. All this, bankers tell aggrieved shareholders, has inevitably pushed returns far below their pre-crisis levels. Yet Swedbank has defied the inevitable. It is nearly twice as profitable as the average European bank, despite holding twice as much capital on a risk-weighted basis (see chart). Last month it announced profits for the first quarter of SKr4.31 billion ($510m), well above market expectations and virtually the same as last year (SKr4.32 billion), before Sweden and the euro zone adopted negative rates. This was doubly unexpected given the sudden departure of the bank’s CEO in February, amid criticism of his policing of suspected conflicts of interest among the staff.

    Underlying the bank’s success is the idea that in the post-crisis world, running a retail bank is not that different from running a utility. The business strategy is simple: sell lots of dull, low-risk products while keeping operating costs as low as possible. Of its 8m customers, 7m are households. Mortgages make up 60% of its loan book. Although there is plenty that banks cannot control, Swedbank focuses relentlessly on what it can: cost and risk.

    “Hard and sweaty work” is the only way forward, says Goran Bronner, the bank’s CFO. Swedbank has cut its staff by a third since 2009; slashed the number of branches in Sweden (it also operates in the Baltic states) from over 1,000 in 1997 to 275 today, and made all but eight of those completely cashless. Discipline on spending pervades the bank, from procurement (switching phone companies recently reduced its telecom bills by 58%) to staffing (it is moving part of the workforce to the Baltics, where wages are up to 70% lower). It is over halfway through a two-year plan to reduce group expenditure by SKr1.4 billion. The $1.6m salary of the new CEO, Birgitte Bonnesen, is modest for the industry.

    As a result of this frugality, Swedbank has a cost-to-income ratio of 43%, meaning that 57% of the money it takes in can be distributed to shareholders or reinvested. This is over 16 percentage points more than the average for the EU as a whole. The Baltic branches are even more efficient, thanks in part to even greater use of digital banking than in Sweden.

    The bank’s efforts to move customers from branches and phones to websites and apps are crucial to its success. In the future people may well only visit a branch once every five years, suggests Ms Bonnesen, who believes “extreme efficiency”, abetted by , is the nub of retail banking. Across the road from Swedbank’s headquarters, in a converted warehouse, 200 developers and business managers flit from breakout areas to meeting pods, planning this lean but customer-pleasing future. One of their most popular creations is the “shake for balance” function on Swedbank’s app, which allows users to shake their phones to find out how much money they have in their account. It is used 30m times a month.

     

     

     
  • user 8:08 am on May 25, 2016 Permalink | Reply
    Tags: banks, , , ,   

    Nets explores blockchain technology in cooperation with Coinify – PR 

    Two of Europe’s biggest players in digital and payments, Nets and Coinify respec=vely, are joining forces where Coinify will develop integrated blockchain solutions for Nets.

    Nets has entered into a partnership with company Coinify by establishing a ‘Blockchain Development Lab’ in order to iden8fy business opportunities in the field of blockchain . The partnership involves cooperating with internationally renowned experts in this field of technology with the intention to develop a number of proof of concepts as the basis for developing specific products and services.

    Coinify ApS is the largest facilitator of blockchain payments in Europe and supports more than 20 payment service providers reaching over 100,000 online businesses. Coinify payments support up to 17 blockchain currencies and offer payouts to their customers in local currencies. At the same time, Coinify also provides consumer and corporate trading of digital currencies, such as . As such, Coinify is the leading provider of blockchain payment services in Europe and Asia, and is among the top four worldwide in this field.

    “We see potential in blockchain technology, so obviously we need to gain a thorough understanding of it and the possibilities it offers. Coinify is a leader in the development of products based on this technology and we believe they are the right partner to help us inves8gate the possibilities of developing customer-oriented products and services based on it,”says Jan C. Plenge, Senior Vice President with responsibility for Digital innovation at Nets.

    Blockchain is a decentralised technology which can be used, among other things, as documentation of direct bilateral digital transfers, or to document ownership of contracts, deeds, etc. By joining forces, Nets and Coinify seek to clarify how this technology could be applied commercially and within existing regulatory frameworks, particularly within the same high-level security requirements that Nets already applies to other value transactions.

    “It is important for Nets to closely monitor new digital technologies to be aware of the possibilities, even if that means blockchain technology could poten8ally challenge parts of our exis8ng business. For many years, we have been the ones delivering the latest payment solutions to , and we intend to keep it that way, going forward,” Jan C. Plenge continues.

    Regarding the partnership, CEO and Co-founder of Coinify Mark Højgaard comments: “Nets is the leader when it comes to digital payments in the Nordic region and we are delighted with this new partnership, and believe that, together with Nets, we will be able to develop a number of first-class products and services that will ultimately benefit both merchants and consumers.”

    About Coinify

    Coinify ApS operates as a blockchain payment service provider with focus on extending blockchain currency payment processing and trading services to merchants and consumers respectively. Coinify serves global Payment Service Providers, online businesses, physical shops, and individuals. The company incorporated in 2014 and is backed by a multimillion dollar capital injection from SEED Capital (funded by the Danish government) and Accelerace. Headquartered in Copenhagen, Denmark, Coinify is a leading blockchain payment service provider (bPSP) with strong presence on the European and Asian markets.

    Visit http://www.coinify.com for more information.

    About Nets

    Nets’ ambi8on is to connect banks, companies and consumers through innova8ve digital payment solu8ons. We are behind the Dankort, Betalingsservice and NemID, for example. We cover the Nordic and Baltic regions, delivering a whole raft of services in the field of card payments, account transfers and payment solutions for merchants. Nets employs 2,500 staff and turnover in 2015 was DKK 6.8 billion.

    Read more at http://www.nets.eu.

     

     
  • user 7:44 am on May 25, 2016 Permalink | Reply
    Tags: banks,   

    Will Banks shift some Product Oversight obligations to Fintechs after PSD2? 

    AAEAAQAAAAAAAAl9AAAAJDA4ZDk4MmNjLTNhMTYtNDQ0MS1hZTUxLWNjN2Q2NzBkODQ5Zg

    The European Banking Authority (EBA) has developed Guidelines (GL 18) that deal with the establishment   of   product   oversight   and    governance arrangements in regulated service providers.  The Guidelines apply to both “Distributors” and “Manufacturers” of financial products.   These oversight and governance arrangements must become an integral part of the internal control systems of regulated providers.

    All of the main types of mass-market financial products are captured by the Guidelines.  Mortgages, Unsecured Credit, Deposits, Payment Accounts, Payment instruments, Bankers’ Drafts and Electronic Money are all within scope.   All the significant types of mass-market providers are in scope: Credit Institutions, Payment Institutions and Electronic Money Institutions. Consumers are explicitly in scope of the Guidelines, but the EBA has invited Competent Authorities in EU Member States to consider extending the same protections to micro-enterprises and SMEs.  These Product Oversight and Governance arrangements will be in force from January 3rd, 2017.

    A Distributor is described by the Guidelines as a firm that “offers and/or sells the product to consumers; this includes business units of manufacturers that are not involved in the designing the product but are responsible for bringing   the product to the market”. 

    A Manufacturer is described by the Guidelines as a firm that “designs (i.e. creates, develops, combines or significantly changes) products to be offered to consumers or who is involved de facto in the design of the product”.   From January 2017, established will have Manufacturer status for many hundreds of products being used by their customers.

    PSD2 in Plain English (Payments Landscape
    for Non-Specialists) (Volume 1)

    What sort of “Overlay” Services might we see from ’s after PSD2 and will the Fintechs be classed as “Distributors” or “Manufacturers”?   We will probably see Consumer services (either PISP or AISP) that integrate with social media. Venmo in the US is a good example but social media giants like Facebook could also fill this role. Venmo uses the Card networks in the US but the SEPA platform could be very attractive after PSD2. 

    Services like these can be classed as “Manufacturing” i.e. Venmo or Facebook “designs (i.e. creates, develops, combines or significantly changes) products to be offered to consumers or who is involved de facto in the design of the product”.  This new type of API-enabled product manufacturing seems also likely to evolve in the SME market segment.  If a firm like Xero integrates a PISP and/or AISP service into the Cloud Accounting solution for its EU clients, it is also creating, developing, combining and significantly changing financial products to be offered to SME customers.   In API Economy, Facebook, Venmo and Zero will be Manufacturers of composable and API-enabled financial solutions, not mere Distributors of bank accounts.   The product  oversight and governance arrangements required by EBA will land squarely on these newly regulated providers.

    The Manufacturer is required to establish, implement and review effective product oversight  and governance arrangements. The arrangements should aim, when products are being designed and brought to the market, (i) to ensure that the interests, objectives and characteristics of consumers are taken into account, (ii) to avoid potential consumer detriment and (iii) to minimise conflicts of interest. 

    The Fintech as Manufacturer will be required by EBA Guidelines on Internal Governance (GL 44) to have in place a well-documented new product approval policy (“NPAP‟), approved by the management body, which addresses the development of new markets, products and services and significant changes to existing ones. The NPAP should cover every consideration to be taken into account before deciding to enter new markets, deal in new products, launch a new service or make significant changes to existing products or   services.  The Fintech’s NPAP should set out the main issues to be addressed before a decision is made. These should include regulatory compliance, pricing models, impacts on risk profile, capital adequacy and profitability, availability of adequate resources and adequate internal tools and expertise to understand and monitor the associated risks. The decision to launch a new activity should clearly state the individuals responsible for it. A new activity should not be undertaken until adequate resources to understand and manage the associated risks are available.  All actions taken by the Manufacturer in relation to the product oversight and governance arrangements should be duly documented; kept for audit purposes and made available to the Competent Authorities upon request.

    Will all of the red-tape that lands on a large and broad Bank land on a small and narrow Fintech?  The intention is that it should not.  The EBA’s GL18 requires that product oversight and governance arrangements should be proportionate to the nature, scale and complexity of the relevant business of the Manufacturer. The implementation/application of the arrangements should have regard to the level of potential risk for the consumer and complexity of the product.

    What does this mean in practical terms for the API-enabled Fintech?  EBA Guidelines 25, 26 and 28 of GL44 probably sets out this hurdle.  While a Bank will need to have a Risk Control team that is comprehensive and independent, a Fintech will certainly need a staff member with this specific responsibility.   This person should provide relevant independent information, analyses and expert judgement on risk exposures, and advice on proposals and risk decisions made as to whether they are consistent with the Fintech’s risk tolerance/appetite.  This Fintech employee is explicitly permitted by EBA Guidelines to also have a Compliance role, if the nature, scale and complexity of the Fintech business allows.   While a broad and large bank will need a permanent and effective Compliance Team, in smaller and less complex institutions this function may be combined with or assisted by the risk control or support functions (e.g. HR, legal, etc.).

    In crude conclusion, banks can avoid a lot of Product Manufacturer oversight overheads if they scale back on the size of their “own brand” applications suite. If a bank shrinks to a smaller core of own-brand products and services, it can engage with the market on less important products through API Developers.  The new players that emerge to use PSD2 APIs in composable financial services will be designated “Manufacturers” within the regulatory regime. 

    Of course, these new players are introducing potential rival brands into the consciousness and activities of banks’ existing clients. However, the threats being posed by these potential rivals are limited if these new Manufacturers do not hold a Credit Institution license.  A Payment Institution or eMoney Institution cannot offer credit nor take deposits.    In the API Economy, banks could find that they can grow their balance sheets by being loosely coupled to these new overlay services through APIs.  This growth could come without the product oversight and governance overheads that arises when a bank grows by selling directly under its own brand.


    [linkedinbadge URL=”https://www.linkedin.com/in/paulrohan” connections=”off” mode=”icon” liname=”Paul Rohan”] , the author of this post, is also author of “PSD2 in Plain English”.

    PSD2 in Plain English (Payments Landscape
    for Non-Specialists) (Volume 1)

     
  • user 3:43 am on May 25, 2016 Permalink | Reply
    Tags: banks, , , , , , , Read, , Webpages   

    10 Must Read Bitcoin and Blockchain Blogs and Webpages 

    As bitcoin/blockchain technology is gaining much traction from the financial world and beyond, a number of dedicated online publications and have emerged to share expert commentary and industry news.

    Today, we&;ve made a list of the top 10 and online publications and blogs to follow to keep up with this fast-paced industry:

    Check also out our lists: &;Top 10 Fintech News Sites and Blogs&; and  “15 Insightful Fintech Blogs You Might Not Know“  and &8220;Top 10 Fintech Books&8221;

    CoinDesk

    Coindesk logo bitcoin blockchain publication

    Founded in 2013 by serial entrepreneur Shakil Khan, CoinDesk is a news site focusing on bitcoin and digital currencies and undoubtedly one of the world&8217;s leading blockchain-centric online publications.

    CoinDesk covers news and analysis on the trends, price movements, technologies, companies and people in the bitcoin and digital currency world.

    In January 2016, CoinDesk was acquired by Digital Currency Group.

    Bitcoin Magazine

    Bitcoin Magazinebitcoin magazine logo bitcoin blockchain news publication

    is the oldest source of news, information and expert commentary on Bitcoin, the blockchain and the digital currency industry.

    Founded in 2012 by Vitalik Buterin and Mihai Alisie, Bitcoin Magazine provides analysis, research, education, and thought leadership at the intersection of finance and .

    Bitcoin Magazine was acquired by BTC Media in January 2015.

    The LTB Network

    bitcoin magazine logo bitcoin blockchain news publication

    The LTB Network is a publishing network created for content providers to present the ideas and people involved in the world.

    The publishing platform is built on token-controlled access technology developed by the team at Tokenly.com which allows contributors to be rewarded with LTBCoin, the official token of the network.

    Founded by Adam B. Levine, The LTB Network started with the Let&8217;s Talk Bitcoin podcast.

    Brave New Coin

    Brave New Coin bitcoin blockchain blog

    Based in Australia, Brave New Coin is a company that specializes in digital assets and market data.

    The company operates a news portal that covers the digital currency and blockchain industry and has published a number of featured articles by renowned contributors such Chris Skinner.

    CryptoCoinsNews

    CryptocoinsnewsCryptocoinsnews logo bitcoin blogs

    (CCN) is an independent news source focusing on bitcoin, digital currencies and blockchain technology. It is a popular source of cryptocurrency news, with writings often cited in other mainstream and economic publications.

    Founded in 2013 by Jonas Borchgrevink, CCN is part of PF Wetting, a company registered in Oslo, Norway, which also owns and operates Hacked, an online publication specializing in cryptography and IT security news.

    NewsBTC

    NewsBTC bitcoin blog

    Founded in October 2013, NewsBTC is an online publication covering cryptocurrency news, technical analysis and forecasts for bitcoin, litecoin, dash, doge and other digital currencies.

    It is one of the fastest news services in the industry and has been mentioned in publications such as TechCrunch, CNN, Forbes, Business Insiders, and others.

    AVC

    Fred Wilson VC blogger blockchain bitcoin

    AVC.com is the personal website of renowned American businessman, venture capitalist and blogger Fred Wilson.

    Wilson, the co-founder of and a partner at Union Square Ventures and Flatiron Partners, has been blogging since 2003.

    His blog covers a wide range of topics including venture capital, politics, mobile technologies, crowdfunding, wearables, robots and drones, and of course bitcoin and blockchain technology.

    Ripple Insights

    Ripple blog Insights blockchain

    Ripple is without a doubt one of the hottest startups right now. Having raised over US$ 38 millions from the likes of Andreessen Horowitz, CME Group, IDG Capital Partners and Lightspeed Venture Partners, the company has received a number of awards and distinctions for its groundbreaking distributed ledger technology that promises to allow and financial institutions clear and settle transactions in real-time via a distributed network.

    The Ripple payments network and protocol has been adopted by a number of financial services firms and is being tested by a number of banks around the world including in Australia, Asia and Europe.

    Its blog delivers company updates but also insights on the blockchain space and the impact of technology on the financial services industry.

    MoneyBeat (The Wall Street Journal)

    wsj_moneybeat_bitcoin blockchain fintech blogs

    The Wall Street Journal&8217;s MoneyBeat is a blog that provides analysis and news stories about the financial world.

    Bitcoin and blockchain-related news and stories are predominantly covered by financial reporter Paul Vigna.

    Vigna, along with former WSJ journalist Michael J. Casey, are the authors of &8220;The Age of Cryptocurrency,&8221; a publication released in early-2015 that explores the world of Bitcoin and cryptocurrencies.

    FT Alphaville (The Financial Times)

    FT Alphaville bitcoin news blog

    FT Alphaville is a free daily news and commentary service of the Financial Times. FT Alphaville has four core components: news and commentary, morning briefing notes, markets live and the Long Room, an exclusive comment and analysis arena.

    Its &8220;Bitcoinmania&8221; section, led by financial journalist Izabella Kaminska, covers the latest news as well as the history of Bitcoin.

     

    Top bitcoin blockchain blogs & Webs 2016

    The post 10 Must Read Bitcoin and Blockchain Blogs and Webpages appeared first on Fintech Schweiz Digital Finance News – FintechNewsCH.

    Fintech Schweiz Digital Finance News – FintechNewsCH

     
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