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The overall benefits for businesses and customers include: Safety and security: Customers can pay via their mobile phone and retailers can rest assured knowing that extensive security measures are in place. Speed: It’s fast, as customers simply need to scan the display code at a till point. Convenience: There is no need to carry cash around and paying via SnapScan offers a frictionless experience. Cashless: As customers won’t be using cash, it is easier for businesses to authenticate and formalise transactions. SnapScan is a mobile payments solution with a variety of payment options available for retailers.

The overall benefits for businesses and customers include: Safety and security: Customers can pay via their mobile phone and retailers can rest assured knowing that extensive security measures are in place. Speed: It’s fast, as customers simply need to scan the display code at a till point. Convenience: There is no need to carry cash around and paying via SnapScan offers a frictionless experience. Cashless: As customers won’t be using cash, it is easier for businesses to authenticate and formalise transactions. SnapScan is a mobile payments solution with a variety of payment options available for retailers.

SnapScan offers quick, easy, and secure mobile payment solutions to retailers so their customers can enjoy the convenience of paying on the fly. Mobile payments can also mean that staff spend less time processing payments, as SnapScan can be integrated with a variety of leading point-of-sale systems. Businesses that offer delivery services can give their drivers a lanyard with a SnapCode (unique QR code) so customers can pay for goods or services during delivery. Retailers that have an online store can use SnapScan to offer a streamlined and consistent experience to their customers across multiple platforms.

Fintech is one of the buzziest trends in financial services right now, and no financial institution wants to be left behind. But with seemingly boundless opportunities, how do you know which fintech partnerships make sense for your FI? Here are seven tips for making sure your fintech activities align with your business strategy: Start with a clearly defined business strategy. Strategy, not technology, should drive your fintech decisions. Before considering any fintech partnerships, make sure you have a clearly defined and communicated business strategy that aligns with your FI’s objectives. Don’t get on board with a promising technology and then build a strategy around it. Don’t blindly jump into opportunities that fall in your lap—seek out partnerships that will support your goals. Don’t just sign on for a fintech partnership because it sounds cool. Only experiment with fintech if you have a goal and purpose in mind. Think about what you’re trying to accomplish. Don’t spread your focus too thinly. Not every new initiative needs to have ties to a fintech partnership. Only experiment in areas that are important to your business. Use your limited resources to explore fintech that can make a significant contribution to your FI. Experimenting with fintech partnerships that do nothing to drive bottom-line results may not be a good use of time and effort.

A lot of times an FI will direct IT staff to develop fintech partnerships. While IT has a lot of insight to offer, they don’t have all the information to drive the decision. Business and IT need to work together to find and deploy fintech partnerships that make sense. It shouldn’t be a strictly business or tech initiative.

Fintech is one of the buzziest trends in financial services right now, and no financial institution wants to be left behind. But with seemingly boundless opportunities, how do you know which fintech partnerships make sense for your FI? Here are seven tips for making sure your fintech activities align with your business strategy: Start with a clearly defined business strategy. Strategy, not technology, should drive your fintech decisions. Before considering any fintech partnerships, make sure you have a clearly defined and communicated business strategy that aligns with your FI’s objectives. Don’t get on board with a promising technology and then build a strategy around it. Don’t blindly jump into opportunities that fall in your lap—seek out partnerships that will support your goals. Don’t just sign on for a fintech partnership because it sounds cool. Only experiment with fintech if you have a goal and purpose in mind. Think about what you’re trying to accomplish. Don’t spread your focus too thinly. Not every new initiative needs to have ties to a fintech partnership. Only experiment in areas that are important to your business. Use your limited resources to explore fintech that can make a significant contribution to your FI. Experimenting with fintech partnerships that do nothing to drive bottom-line results may not be a good use of time and effort.

Bismart Insurance enables the uninsured African population to access Insurance through co-creating relevant products with existing affinity groups like saccos, schools, welfare groups, Micro-finance institutions etc and connecting them to insurance companies through technology.  At Bismart platform customers are able to reveiw and rate their insurance providers based on their experience, this forces insurance players to compete in giving our customers the best customer experience.

At Bismart platform customers are able to reveiw and rate their insurance providers based on their experience, this forces insurance players to compete in giving our customers the best customer experience.We enable customers to compare insurance policies from muiltiple providers not just based on price but based on benefits, exclusions and other customers reviews.

Financial-technology companies are changing the face of finance. Over the past ten years, what started mostly as disruption in the payments space has expanded to every corner of finance. Even areas once assumed to be safe are seeing new entrants and competitive threats. Wealth and asset management, wholesale banking, capital markets, regulation and risk (“regtech”), and trade finance are just the most recent areas to see innovation driven by small technology-first players.

Whether fintechs ultimately win or lose significant market share may be beside the point; they are redefining customer expectations and continue to create new business models. As fintechs are frequently building their entire technology stacks from the ground up, they are highlighting incumbent financial institutions’ weaknesses not only in digital user experiences but also in operational efficiency. Whether a new digital brokerage wins or loses may not matter when customer expectations around brokerage fees change. A retail foreign-exchange fintech having 5 or 50 percent of the market may matter less than retail FX margins disappearing for everyone. Whether the next crops of “neobanks” disrupt retail banking may be less important than their highlighting for users and customers the possibilities of a modern, digital-first experience.

f your downside potential from disruptive threats. Incumbents can choose to invest in companies they partner with or to focus on areas they know well or interesting adjacencies. We frequently advise clients to find ways of keeping corporate venture-capital groups slightly at arm’s length to attract skilled managers, and we recently have seen increased interest in investing in established outside managers who focus on financial technology. Transform yourself to be more like a fintech. Digital transformation is a difficult but necessary process for most incumbent financial institutions. Redesigning core infrastructure to be more modular and dynamic, driving a new agile operating model, and upgrading technology and workforce skills are all necessary to compete with outside threats, fintech and otherwise. Build your own (internal) fintech. The road for transformations is normally measured in years, but the competitive threat from fintechs is today. Increasingly, we are seeing financial institutions try to beat fintechs at their own game or self-disrupt areas of their business before others can. The key to success in new digital business building is to combine the agility, speed, and talent of a start-up with the “unfair advantage” of an incumbent by leveraging existing assets (e.g. customers, distribution, or infrastructure). Serve the fintechs. A few financial institutions can find their competitive advantage in creating scaled, efficient technology and operations to enable others to embed financial services in their customer experiences. This “banking as a service” business model depends on finding a profitable path to white labeling but draws on the inspiration of large tech platforms. Enabling the customer experiences of others has quickly moved beyond just enabling fintechs to also working with big technology companies, retailers, telecommunications companies, and beyond. Ignore fintechs. Although ignoring the competition is rarely the right choice, some businesses are built on moats—frequently regulatory—that are difficult to disrupt or they play within narrow markets. Companies should prioritize where they need to focus and in doing so know when they need to pay attention and when they need to avoid the distraction of disrupters.

These inconsistent experiences frustrate consumers, who see each brand as a single entity. They don’t know or care that there are different teams putting together the advertising, working in the call centre, and looking after the mobile app. They want a consistent experience from each of these touchpoints. Increasingly, they demand a seamless and connected experience that uses the mobile phone as the hub of communication. Financial firms, especially, face competitive threats from digital disruptors such as Google, PayPal, Apple, and South Africa’s Snapscan.

Unlike a multi-channel approach, mobile should not be viewed as a silo by a brand that is committed to omni-channel experiences. With a sound mobile strategy integrated into an omni-channel approach, brands can use push messages effectively within their apps to send personalised messages to customers if they have their permission.

FinTechs and the Value Chains in the Financial IndustryIt is beneficial to remember how things worked before and after FinTechs and TechFins or big techs in the financial industry.Banking models are shifting significantly from a pipeline, vertical, paradigm, to modular solutions that pave the way to new banking paradigms that entail higher levels of openness toward third parties and a growing number of modular services bundled together.Value is created in platforms through economies of scope in production and innovation (Gawer, 2014). In order for platforms to work, adoption and network effects are essential. Models can go to mere compliance with the prescriptions of openness of PSD2, to the inclusion of new services, the opening of the banking core and data, and the aggregation of those within a platform experience. In particular, we assist both to the evolution of a Bank-as-a-Platform model and a tech-platform-driven model supporting banking and financial intermediation, which both constitute a new interesting field of analysis.Since the wave of digital transformation started entering the financial industr

, banking-as-a-business has started moving from a product/service perspective to more contextual solutions where providers are customer needs-driven. This is because customer-driven companies outperform the shareholder-driven ones, and this requires an outside-in approach.Having said that, it is beneficial to remember that digital transformation implies four main categories of innovation (product, process, organizational and business model) (Omarini, 2019, p. 340); all of them require rediscovering that a new strategy paradigm exists. This regards the concept of co-creation, and because of this no single firm can unilaterally carry out a process of continuous experimentation, risk reduction, time compression, and minimizing investment while maximizing market impact. Co-creation requires access to resources from extended networks (suppliers, partners, and consumer communities).Under these new market conditions, FinTechs have become an important piece of a bigger puzzle, each one in its own area of business (payment, lending, etc.), while at the beg

inning most of them started as mono-business companies. Only a few of them may become leaders in the market. On the one hand, there are those that make their strategy become international, and on the other, there are FinTechs which enlarge their services-scopes. However, the majority of them will become part of ecosystems where the direction could swing from banks to tech companies or to FinTechs as well, able to manage the network by developing kinds of conglomerate-as-a-service.Another interesting point to outline regards this recent period where all of us have experienced lockdowns around the world, and some effects have also impacted FinTechs as well. The valuations of most unicorns have crashed overnight, while on the FinTechs side there are different situations. Some of them have experienced a dramatic reduction in their

Jason has over 20 years of executive product and general management experience helping early-stage and growth-stage companies build and deliver innovative products and experiences. Prior to Kiva, Jason spent 7 years at Minted. There, he led the Product Management and Design teams after running Growth, Digital Products, and Customer Operations. He began his career at Yodlee where he eventually led global engineering and custom products, then moved on to establish and lead the product teams at Lift Media and Extole.

Neville Crawley, Chief Executive Officer, Kiva Neville joined Kiva as CEO in the fall of 2017. He brings nearly 2 decades of experience leading global business and technology ventures, most recently as the CEO of Quid, a platform that analyzes the world's collective intelligence to help answer strategic questions. During Neville’s career he has worked in China, Nigeria, Brazil, Malaysia and across the Middle East, including 4 years working for McKinsey & Company and as the publisher of China Economic Review. Board member since 2017

Bosire and Kimani launched FarmDrive in May 2015. The digital recordkeeping platform serves as a basis for bankers to establish credit ratings and determine which farmers are best suited for small loans. FarmDrive’s pilot program consisted of 50 farmers. Today hundreds of thousands are in FarmDrive’s database; about 830 have received financing. In turn the banks pay FarmDrive for essentially functioning as their credit bureau for Kenya’s vast farming community. The two entrepreneurs have no intention of stopping there. “There are more than five million small farmers in Kenya,” Bosire says. “Throughout Africa it’s about 50 million. But when we started FarmDrive, we always had global ambitions. We’re building solutions for farmers in Asia too.”

SnapScan users can not pay using the app at FNB Speedpoints, said SnapScan CEO Chris Zietsman."The SnapScan app can scan and pay some non-SnapScan generated QR codes. Before these are enabled, we carefully assess the security, user experience and tech stability of these solutions based on specific criteria to ensure the seamless experience our customers have come to appreciate. "Although SnapScan app users cannot currently scan FNB Speedpoint devices, they can already pay at a wide range of Masterpass enabled businesses such as Engen convenience stores, Payfast ecommerce merchants, and Takealot."SnapScan will be adding to that list in coming months, Zietsman said.

Financial Services firms may be unaware that their disruption responses are often hindered by internal bias or superficial analysis. That is, Fintechs may not be completely redefining an industry, product, or experience, but rather innovating in certain areas of high-perceived customer value: CX innovation – ease of use and/or reducing friction or increasing speed of the purchase process Product innovation – editing product features or modifications or reducing cost Market innovation – creating entirely new experiences or approaches for solving customer issues

We seek to ensure that people save time and have the best payment experience possible. We strive to remove unnecessary barriers, complex fee structures, and time-consuming admin to provide an innovative and streamlined solution for businesses and app users.

In 2013, SnapScan launched one of the first mobile payment apps in South Africa. By combining our ingenuity with Standard Bank's impressive financial infrastructure and expertise, SnapScan has been changing the way South Africans pay and get paid - one snap at a time.

Balancing software development of system functionalities for both native iOS and Android, simultaneously, is quite challenging.

Beginning with our Product Discovery Workshop, we collaborated with Paga's product and marketing teams to help identify new core features and areas for improvement.

SnapScan is a mobile payments app, providing South Africans with the most convenient way to pay with their phones. The app was named MTN App of the Year in 2013, and now boasts a network of over 50 000 merchants nationwide, with one million app downloads to date. SnapScan is an easy, affordable and convenient way for merchants to accept payments; as well as a safe, secure and seamless payment option for users. SnapScan combines the agility and speed of a small local startup with the industry knowledge and experience of Standard Bank, Africas biggest bank. As a team, we love solving difficult problems, especially when it comes to making fast, easy mobile payments possible!SnapScan is a product of FireID Payments, part of the FireID group, a set of local startups building elegant solutions to a wide range of difficult and interesting problems.

SnapScan combines the agility and speed of a small local startup with the industry knowledge and experience of Standard Bank, Africas biggest bank. As a team, we love solving difficult problems, especially when it comes to making fast, easy mobile payments possible!SnapScan is a product of FireID Payments, part of the FireID group, a set of local startups building elegant solutions to a wide range of difficult and interesting problems.

SnapScan is a mobile payments app, providing South Africans with the most convenient way to pay with their phones.

The convergence of mobile telephony, banking services, and information systems creates significant economic opportunities on a global scale. While the adoption of mobile banking and mobile money emerged on the global scene as a tool to promote financial inclusion, new developments in the industry have created additional possibilities for this type of technology to revolutionize the practices and experiences of business owners in the Third World. This paper calls attention to the different ways in which mobile banking services and mobile payment systems are able to create value for their consumers. An empirical case study is developed using the Accra Metropolitan Assembly (City of Accra) that details the experiences of MTN Mobile Money users.

GreenTec, headquartered in Frankfurt, Germany, will invest an undisclosed amount of money in Bismart to enable the company upscale its digital and online platforms to connect customers to insurance and investments solutions available in the African market.The agreement, announced in Frankfurt, will see Bismart benefit from GreenTec’s expertise and experience in funding start-ups in Africa through capacity building, and process optimization.GreenTec will also avail to the Kenyan company a team of international experts to help implement adapted latest technology to the model in order to extend its local value chain and have more impact.

GreenTec, headquartered in Frankfurt, Germany, will invest an undisclosed amount of money in Bismart to enable the company upscale its digital and online platforms to connect customers to insurance and investments solutions available in the African market. The agreement, announced in Frankfurt, will see Bismart benefit from GreenTec’s expertise and experience in funding start-ups in Africa through capacity building, and process optimization.

we are definitely improving the financial livelihood of smallholder farmers through fair trade. Many smallholder farmers are paid less than $1 a day and our objective is to increase it to $4 a day by 2020.

Mukuru enables our customers to move money around the world. We use the latest mobile and web-based technologies to deliver the safest and most efficient experience possible. But that’s just half the story. To really understand us, you need to know the why behind all we do. We exist as a remittances business to empower migrants typically excluded from mainstream financial services, to move money in a convenient, safe and affordable way. We know that every customer has a story; just as we do. So whether sending money home for school fees, the purchasing of seeds and farming equipment, hospital bills, rent or groceries, we are passionate about making each story end well.

Mukuru enables our customers to move money around the world. We use the latest mobile and web-based technologies to deliver the safest and most efficient experience possible. But that’s just half the story. To really understand us, you need to know the why behind all we do. We exist as a remittances business to empower migrants typically excluded from mainstream financial services, to move money in a convenient, safe and affordable way. We know that every customer has a story; just as we do. So whether sending money home for school fees, the purchasing of seeds and farming equipment, hospital bills, rent or groceries, we are passionate about making each story end well.

Founded in May 2019, located in Cairo, Egypt, Capiter provides payment methods that offer on demand cash flow solutions for small to medium sized businesses. Capiter aims at offering their customers a full fintech experience. You can apply for our services at our website: www.capiter.net