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  • user 7:53 am on February 5, 2020 Permalink | Reply
    Tags: , Business’, Custom, Flexibility, , , , ,   

    Kabbage Custom Loans Provide More Flexibility To Business Borrowers 

    has launched a new product to short-term to its Kabbage Payments users.
    Financial Technology

  • user 12:18 am on July 22, 2018 Permalink | Reply
    Tags: , , , Business’, , , Marriott’s   

    How American Express Beat JPMorgan Chase for Marriott’s Business 

    Posting $ 10 billion in revenue for Q2&;18, up 9% from the same quarter last year, Express&;s post-market earnings call reveals a battle for a strategic partnership, which Amex won against . A question was fielded from Donald Fandetti, managing director, Wells Fargo on competitive intensity: Could you talk a little bit about the [&;]
    Bank Innovation

  • user 12:18 pm on June 29, 2018 Permalink | Reply
    Tags: , Business’, , Goals, ,   

    Bento for Business Sets Big Goals with $9 Million in Funding 

    for Business wants to provide its customers with money management tools combined with banking solutions, similar to the personal financial management app for millennials, MoneyLion, according to company CEO Farhan Ahmad. For the task, San Francisco-based Bento raised $ 9 in a new round of today. The investment was led by Edison Partners, and includes MissionOG [&;]
    Bank Innovation

  • user 3:35 pm on June 5, 2018 Permalink | Reply
    Tags: , , Business’, , , hydrate, properties, , , , ,   

    Bankers, these five tech trends hold properties to hydrate traditional business 

    The United Nations’ set of principles to help change the way the world uses and manages water, opens with a profound statement: “Water is precious, fragile, and dangerous…Water and its sources must be respected, because, if neglected, it has the power to harm, divide or even destroy societies.”

    Read the report

    can be a lot like water. It’s prized for its ability to business and society, and we’ve seen its beneficial impact on the world’s unbanked. Between 2011 to 2014, the World Bank reports the number of unbanked individuals dropped by 20 percent—thanks to mobile offerings from and mobile money service providers. In China, technology has moved a cash-driven society to one that had $ 15Trn in mobile payments last year, accounting for two-thirds of the global total. Yet, technology can also be incredibly disruptive and fundamentally change industry structures, creating winners and losers in the process. Think Netflix and Blockbuster; Uber and the highly regulated taxi industry; Expedia and travel agencies.

    In banking, both old and new industry players need to understand and respect the impact of fast-proliferating technology—if they are to both tap it for its transformative power and avoid being set adrift in an ocean of competitive sharks.

    In our recently released Banking Technology Vision 2018 report, we highlight emerging technology that could each spark the next wave of industry disruption. Even in markets that currently look stable and profitable, must be prepared to deal with the threats and opportunities arising from trends to ensure that they are truly future-ready.

    Inaccurate, unverified data will make banks vulnerable to false business insights that drive poor decisions.

    One of the trends is the emergence of artificial intelligence as a member of the bank workforce, working next to humans in a symbiotic relationship as co-worker, collaborator and trusted advisor. Nearly 80 percent of bankers in our survey believe that this will happen within the next two years. This is fresh water cascading on what is often a technologically dry element of a bank’s operation, where employees lack the innovative capabilities at work that they use and enjoy in their personal lives. AI as a more visible, trained and accountable co-worker can help bank workers perform their work more efficiently, deliver service that builds customer trust, and drive business growth.

    Just as water must be clean to be useable, so must data. Eighty-one percent of bankers said they are basing their most critical systems and strategies on data. Yet, 28 percent said that they do not validate or examine the data they receive from ecosystem or strategic partners most of the time, and five percent said they do not validate at all or rarely do. Inaccurate, unverified data will make banks vulnerable to false business insights that drive poor decisions. Banks can address this vulnerability by verifying the history of data from its origin onward—understanding its context and how it is being used—and by securing and maintaining the data.

    I invite you to read our full report, Banking Technology Vision 2018: Building the future-ready bank.

    The post Bankers, these five tech trends hold properties to hydrate traditional business appeared first on Accenture Banking Blog.

    Accenture Banking Blog

  • user 12:18 am on June 3, 2018 Permalink | Reply
    Tags: Business’, , , , , Lendio, , , ,   

    OnDeck, Kabbage, Lendio Continue to Drive Up Their Share of Small Business Lending 

    For online lenders, business continues to grow into big business. Online lenders to grow originations of small business loans, according to a new study released today by Washington D.C.-based economic research firm NDP. The Online lenders — including , , as well as smaller ones like BlueVine or Mirador — have [&;]
    Bank Innovation

  • user 12:18 am on May 23, 2018 Permalink | Reply
    Tags: , Business’, , , ,   

    Small Business Banking Catching Up in Innovation Race 

    There are quite a few lending solutions these days for businesses — Funding Circle, OnDeck, Kabbage, and Square Capital, to name a just a few — but and digitization are lagging in other areas, such as digital account opening. Enter Gro Solutions, a sales and marketing platform for financial institutions. Atlanta-based Gro has [&;]
    Bank Innovation

  • user 12:18 am on May 18, 2018 Permalink | Reply
    Tags: , Business’, , Suitable, ,   

    Blockchain Technology Not Suitable for Visa’s Core Business 

    Visa doesn’t see much use for in its business, which is transactions at scale, according to CEO Alfred Kelly. At the JPMorgan , Media and Communications conference in Boston yesterday, Kelly said: Remember blockchain actually is not very good about facilitating low-value high-volume scale transactions, which is the core of what we do. [&;]
    Bank Innovation

  • user 5:53 am on March 30, 2018 Permalink | Reply
    Tags: , , Business’, , ,   

    Analytical Tools Are Embedding In Business Applications 

    Rather than shuffle data from analytics to line of business apps, the analytics are getting integrated into the apps.
    Financial Technology

  • user 12:18 pm on November 13, 2017 Permalink | Reply
    Tags: Business’, , , , ,   

    Investors Need to Watch Square’s Service Business 

    EXCLUSIVE &; With payment volumes and revenue on the up, payments company Square had another positive quarter yesterday as it reported its third-quarter earnings. However, company and enthusiasts should keep a closer eye on Square’s business in future quarters, if yesterday was any indication. This section of Square’s business reported $ 65 million in [&;]
    Bank Innovation

  • user 3:35 pm on November 7, 2017 Permalink | Reply
    Tags: , Business’, , , ,   

    Really want to change your bank’s culture? Change with the business. 

    transformation programmes are ten-a-penny in businesses across all industries. That’s no surprise. The pace of —technological, economic and competitive—means all large organisations must now think very differently about how they operate and the way their people work.

    For , some extra pressures are pushing them in this direction. Tougher post-crisis regulation has introduced multiple layers of complexity and bureaucracy into their businesses. These can get in the way of agility and responsiveness. Personal accountability for decision-making can stifle spontaneity. And traditional hierarchical structures encourage rigidity (and discourage innovation).

    All this at a time when disruptive competition from non-traditional sources poses a hugely potent threat. Bank leaders know they must adapt or lose relevance. They have to encourage their people to collaborate better, have greater trust in leadership, make decisions rapidly and, crucially, be more agile and innovative at every level of the enterprise.

    Culture change is an agenda we hear all the time in our work with financial services businesses. And in this blog—the first in a short series—we’re introducing what we’ve learned from experience. The bottom line? Culture change is the outcome. Transforming how business is done is essential to make it happen.

    Whatever the organisation, the primary objective for culture change is the same: getting back to your ‘prime’. Or put it another way: As businesses mature with age, looking ahead entails looking back. Improved agility and responsiveness hinge on rejuvenation and re-energisation.

    We identify five core ‘beliefs’ that are key to making this happen. In this blog, we’ll introduce them. Next time, we’ll examine them—and what they look like in practice—in greater detail.

    Firstly, culture change must be insight-driven. As a baseline, businesses need a laser-sharp focus on where they are today, how they’re behaving as an organisation, and how well they’re doing against key measures. That means a data-powered approach is essential. It’s not enough to base culture change programmes on a few engagement surveys or sentiment reviews on Glassdoor. Precision is critical. And that includes understanding how employee behaviours are being reinforced in their day-to-day jobs—and how to change them.

    Secondly, successful culture change programmes put people (customers and employees) at the centre. Linked to this is the third key belief: They’re also co-created. That means leaders, colleagues and employees at every level need to be involved in shaping and enabling change. It’s the only way to build and sustain trust in the organisation.

    The fourth belief: Recognise how tiny changes can make a massive difference to performance. It’s all about understanding the cumulative effect these changes will have. That means experimentation. Hypothesise, prototype, proof of concept, scale. Repeat.

    Lastly, embed change everywhere. That means leaders must be demonstrably committed, living out the change and embodying it in everything they do. It’s through their example that others will be encouraged to shift their behaviour.

    Next time, we’ll take a closer look at these beliefs. Meanwhile, thanks for reading.


    The post Really want to change your bank’s culture? Change with the business. appeared first on Accenture Banking Blog.

    Accenture Banking Blog

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