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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.

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

the MFSA published a Consultation Document proposing to (i) launch a FinTech Regulatory Sandbox, (ii) set up a framework for the regulatory certification of RegTech solutions, while also encouraging persons developing SupTech solutions to approach the Authority through a dedicated online form, and (iii) provide a status update on the other strategic objectives presented under Pillar 1 of the FinTech Strategy

MFSA FinTech Strategy Overview The MFSA aims to establish the foundations to enable FinTech start-ups and  scale-ups, technology firms and established financial services providers to develop viable FinTech solutions which drive innovation and enhance access to financial products, increase competition whilst promoting market integrity, deliver better customer experiences, and ultimately, contribute to the long- term success of the Maltese financial services sector.

The MFSA FinTech Strategy proposes to set out six pillars for the MFSA to create a holistic long-term approach to catalyse innovation, growth and competition in the financial services sector, whilst ensuring robust investor protection, market integrity and financial soundness.

Fintech marketing is the sum of marketing techniques specifically tailored for financial technology (‘fintech’) companies. These companies are using new technologies to improve, and ultimately, automate, the delivery and use of financial services to consumers.

Financial services are rather dull, matter of fact aspects of our day to day life. In other words, dealing with personal finances is something we all have to do. But let’s be clear - no one will come to you with a big smile on their face and scream: “Oh my God, I had such an amazing experience opening a new savings account today.” That said, while financial technologies are boring, it doesn’t mean your marketing style should be boring as well.

Many CFOs are quick to think that technology will solve all of their CFO technology problems and, in some cases, they are told that it will. But if the fundamentals aren’t in place and the path to an end is not defined, a well-intentioned finance modernization initiative can fall short of expectations. This can potentially lead to a significantly lower return on investment, add to the frustration of business users, and cause organizational leaders to become skeptical about future finance modernization projects.None of us knows for certain what the future will hold, but we all have a responsibility to anticipate and prepare for change. In finance, that means working now to get the right people and technology in place to take advantage of the inevitable disruptions ahead. But that’s not likely to happen without a clear vision and strategy for finance in a digital world. Now is the time to step back and make sure your finance transformation roadmap to that future is clear.Having a technology-enabled finance strategy, including identifying and prioritizing where and when to invest in finance modernization assets, is critical to creating organizational value and driving business performance.Back to top

PROMOTE Find the most effective channel for your niche In consideration of some financial constraints, fintech companies must distribute their content in the channel where they’ll reach their target audience – and this may not necessarily be the most popular channel. For example, Facebook may have 2.3 billion active users but most of your customers might be a certain type of professional who mostly hang out on LinkedIn, then that may be the best channel for you. Some fintech companies find traction in Reddit, while others are big on Telegram. Find an online space where most of your customers go to seek solutions and tailor your content to reach them.

A study shows that 80% of decision makers prefer to gather information about a company via articles than make their purchase decisions based on advertisement and marketing materials. It’s clear. The most effective marketing strategy used by fintech companies is content marketing. By allocating significant efforts in creating, publishing and distributing digital content tailored to a specific market or audience, customers, as well as bottom line, are served well.

Most fintech companies get the biggest bunch of their sales from the internet. This is because the first thing people do when they need to find out more information about a finance product or service is to search for solution providers online. For this reason, every fintech company needs to have a robust online presence. When buyers start researching, their first aim is to gather information. They don’t necessarily focus on your marketing materials because there are lots of adverts on the internet, which aren’t always reliable

As Financial Services organizations think through their FinTech and Cloud Strategy, while there’s clear momentum across industries, and in Financial Services itself, there are still security and efficiency challenges that need to be addressed.

Cloud wastage remains a pain point that can be addressed by going serverless and a solid approach to security needs to be central to the strategy. According to McAfee, 1,004 distinct cloud services being used by the average financial services firm, a 32.1% YOY growth – based on a survey of 3.7M finance employees over 14,000 cloud services. What’s more, according to MarketsandMarkets, the predicted size of the Finance Cloud Market is expected to reach $29.47B by 2021, which represents a 24.4% CAGR.

Neobanks emerged — young banks licensed (often from a traditional institution) and a modern core banking system that allowed them to operate and scale faster while spending much less on customer service. Neobanks started to grow like startups — building only relevant products, nailing marketing. The rebundling phase was under way.

The next wave currently underway is niche fintech. Due to a dramatic reduction in the cost of launching technology startups (500 times in 20 years), focusing on product group for very specific user personas (teens, retirees, SMEs) became possible. Thanks to their precise relevance, these fintechs enjoy higher customer loyalty and satisfaction.

The purpose of this study is to analyze the pricing strategies of French FinTech Firms (FFFs) using quantitative descriptive and correlational research methods. Based on a representative sample of 246 FFF, the study provided consistent support for the hypotheses, which argues that FFFs with high price-setting power may implement a combination of the price-setting strategy (PSS) “skimming” and the price-setting practice (PSP) “value-informed”. FFFs applying “market-based” PSSs tend to use “competition-informed” PSP preferring “pay-per-use” price-setting model (PSM). Whilst FFFs who apply “penetration” PSS tend to use “cost-informed” PSP and “pay-per-use” PSM. The findings support founders and senior management in their pricing decisions. This paper contributes to the existing literature on pricing strategies of early-stage high-tech companies. There is a need for further research about the change of pricing strategies during the lifecycle of a firm using for example a longitudinal quantitative study.

BelCash is a company known to have introduced an advanced use of technology to provide customized solutions in convenient payments to vital government services in 2010. It has since refurbished what was once a bureaucratic paper system which inconvenienced millions of people who depend on it.

With Ethiopia moving to a strategy which helps embrace the wisdom of solar energy within the country and play catch-up to successes achieved in neighboring nations such as Kenya and Rwanda; HelloSolar in partnership with BelCash – the mobile banking platform system – is set to introduce a pay-as-you-go system for the nation’s off-grid population with affordable solar home system.

This is a jump-the-queue strategy for the company in offering such a system and becoming a pioneer in a country whose majority of population still lack basic energy. In addition, the company has launched an International Remittance payment system, to allow members of the Diaspora to pay from anywhere in the world with a credit card and convenience local clients.

Fintech, at the heart of the banking sector revolutionObviously, Fintechs and traditional banks adopt very different strategies. Indeed, while traditional institutions have a long-term vision (analysis of the financial market, risk amortization), neobanks prefer immediate action.Thus, we can consider that there are two categories of Fintech on the market. On the one hand, regulated companies that ensure compliance with regulatory constraints, and on the other, those that adopt a completely different strategy based on customer satisfaction.The first category positions itself as a direct competitor of banking establishments, while the second opts for cooperation and encourages the buyout or majority stake.Fintechs base their strategy on customer dissatisfaction, especially with their bank . These new shoots seek to improve every aspect of the banking relationship, as a priority, by neglecting issues related to organization, compliance and profitability.However, professionals remain skeptical. Do these FinTechs really hope to succeed in a few months, where several players have been striving for years? By this we mean the fact of wanting to change the regulations of the sector or even the constitution of a team of experts within a short time.So far, experts in the banking industry doubt a real revolution in banking regulation.Traditional banks remain priority players in the marketDespite the emergence of remote banking and the new measure on banking mobility , traditional banks remain the majority players in the market. Indeed, new brands are still struggling to reach the same level as a "real" bank.In addition, for the time being, income from investment funds and venture capitalists has not been of much use to the banking sector. Remember, however, that it is thanks to them that certain brands such as Uber, Amazon or Tesla have succeeded.Today, players in e-commerce are using capital increases to compensate for losses, a technique that has not yet been adopted in the banking sector. As a starting point, SoftBank has already started by building up a $ 100 billion fund for banking technology.

As mentioned in the last article, it is not possible to define exactly what a robo-advisor is, as the individual providers offer a range of services of varying breadth. In fact, robo-advisors have long since ceased to offer mere recommendations or advice, and most providers are steadily expanding their services into a fully integrated solution. Accordingly, people now associate a robo-advisor with a platform that can also be used to make an investment directly (see [Bloch/Vins 2017, 114]). However, this service, for example, is linked to certain regulatory requirements, which are presented below. It should be noted here that this is the regulatory framework in Germany. In terms of regulation, four business models can be distinguished in the area of robo advisory services:

Vigor Crypto Labs set up to formalize the testing of the trading strategies in preparation for B2B commercialization WASHINGTON, DC, Feb. 11, 2021 (GLOBE NEWSWIRE) -- via NewMediaWire -- Xalles Holdings Inc. (OTC: XALL), a fintech holding company providing technology and financial services solutions, announces strategic initiatives to capitalize on the growing digital asset and cryptocurrency market. 

application was utilized for the cultivation of livelihood strategies. Such strategies helped residents to cope with (temporarily adjust) and recover from (longer-term shifts in livelihood strategies) stresses and shocks. It will also explain the outcomes resulting from these strategies. I

Our process model contributes an in-depth view of how P2P lending platforms should be established and nurtured to complement the existing studies in this rapidly growing research area. In addition, our study also hints at the strategies that can facilitate the various stages. Our model can potentially serve as the foundation for formulating guidelines for the managers of P2P lending platforms, so that they are able to optimize the development of their platforms and extend the benefits of P2P lending to a broader base of customers.

The most obvious benefit of crowdfunding for entrepreneurs is the funding. With so many startups on the market, it is hard to gather the money needed to bring ideas to life. Through crowdfunding, ventures that do not have a company builder like FinLeap behind them, can gain support at the very beginning. Crowdfunding provides a way for innovate ideas to be presented attractively, so it can be launched. Moreover, a crowdfunding platform can help successful entrepreneurs to validate their product which can then help with gathering the Series A funding. It makes validation faster and more scalable. Additionally, a crowdfunding platform allows entrepreneurs to get insights from their future customers and experts in the startup field while building awareness for the idea. [3]

M-Pesa development, and the strategies employed to engage with different actors in the financial services sector. Purposive theoretical sampling strategy (Strauss 1987Strauss, Anselm L. 1987. Qualitative Analysis for Social Scientists. Cambridge: Cambridge University Press.10.1017/CBO9780511557842 [Crossref], [Google Scholar]) was used to identify relevant sources of data both for the secondary data collection process and identification of informants for the interviews.

Sopra Banking Software launches its Marketplace and consolidates its open FinTech ecosystem strategy