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sawsanenn

Frontiers | FinTech: A New Hedge for a Financial Re-intermediation. Strategy and Risk P... - 0 views

  • 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
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  • strategy development process, especially when the various units and individuals in the network must collectively execute that strategy. The key issue is this: balancing act between collaborating and competing is delicate and crucial” (Prahalad and Ramaswamy, 2004, p. 197).If co-creation is fundamental to the industry, this needs to leverage on a wider customer perspective that requires introducing the idea of developing ecosystems where the customer is truly free to move and choose the best deal in more competitive markets able to let consumers' ability to make informed decisions against any possible market concentrations among market providers.A business ecosystem (Moore, 1996) reflects the new paradigm of competition in a better way. Traditional management models aimed at gaining competitive advantage, such as vertical or horizontal integration, economies of scale and scope, are not effective anymore. The value of today's companies is determined by the size of its ecosystem (Tewari, 2014). Business ecosystems consist in crossovers of a variety of industries, of which companies cooperate and embrace open innovation to satisfy new customers' needs an
    • samiatazi
       
      Digital transformation implies four main categories of innovation: product, process, organizational and business model. FinTechs have become a significant piece of a greater riddle, every one in its own zone of business. The victors are those that have sufficient liquidity and money to purchase great innovation. This is particularly valid for installments that will be progressively contactless. Individuals costs and per-client commitment edge are key elements, and important markers. The more wellsprings of incomes an organization holds, the better it is for it to be a FinTech.
  • sons can be learnt from difficult times especially due to external factors such as the following:- People costs and per-customer contribution margin are key factors, and valuable indicators. They are valuable for incumbents too. When staff costs rise, then this becomes a burden if growth is not going to move on. Then, if we move on the per-customer contribution margin (revenue, minus variable costs including credit losses), then this makes a FinTech earn more money per bank account than the cost of running those bank accounts.- One more point has to do with the way a FinTech makes its revenues per customer, and net income is the figure to look out for here. This means that the more sources of revenues a company holds, the better it is for it. If we think of some of the best-known FinTechs, they gather their net income from interchange fees, ATM withdrawals, which can diminish during the pandemic, but gathering revenues from other sources such as lending, investing, or again from referring customers to third-party services, and earning commissions from these referrals.Under this oncoming market structure configuration, a focus on control and ownership of resources is giving way to the importance of accessing and leveraging resources through unique ways of collaboration. “The co-creation process also challenges the assumption that only the firm's aspirations matter. (…) Every participant in the experience network collaborates in value creation and competes in value extraction. This result in constant tension in the
  • evaluation, others were quite lucky and suffered less.There are many and different feelings on the way FinTechs will exit this situation, which as far as we understand has overall accelerated some strategic choices.First of all, there are many and different FinTechs in the market. What is critical is to look at the fundamentals of the business. All of them are about answering what society is going to look like in the future (attitudes, behaviors, habits, etc.), so that if we no longer need to go to retail stores anymore, why do we need some services based on this situation? This, again, underlines that banking is a people business (Omarini, 2015) and this requires a business to be resilient to become adaptive to consumer changes or moves into a different market where you can still apply the service because the society is not yet ready to shift somewhere else, which means the same business in different markets. Just think of the ongoing situation where the recent wave of people is rethinking and restructuring their finances, so that they have decided to switch rates to digital banks. In this scenario, the winners are those that have enough liquidity—or better still cash-rich—to buy good technology and invest in new directions, also taking the opportunity to use the pandemic to its advantage. This is especially true for payments that are going to be increasingly contactless. However, some more les
  • One more point has to do with the way a FinTech makes its revenues per customer, and net income is the figure to look out for here. This means that the more sources of revenues a company holds, the better it is for it. If we think of some of the best-known FinTechs, they gather their net income from interchange fees, ATM withdrawals, which can diminish during the pandemic, but gathering revenues from other sources such as lending, investing, or again from referring customers to third-party services, and earning commissions from these referrals.
    • hichamachir
       
      Pula can benefit so much from expanding its revenues streams. It lets the customers use the product or service in different ways which can't make them feel lazy to use a specific way.
  • The emergence of new technologies and players, along with a favorable regulatory framework (PSD2 Directive), is changing the banking industry. FinTechs and TechFins have allowed the introduction of new services and changed the way customers interact to satisfy their financial needs. The FinTech landscape is constantly evolving in the market. Different business value propositions are entering the financial services industry, moving from increasing the user's experience to developing a time to market framework for banks to innovate products, processes, and channels, increasing the cost efficiency and looking for a “partnering on order” to lighten the regulatory burdens for banks. The many businesses of banks are changing their value chains, and banks' business models should do the same accordingly. Strategists could no longer take their value chains as a given; choices have to be made on what needs to be protected and maintained, what abandoned and the new on coming to make banks evolve and become more resilient in doing their job. Banking is shifting significantly from a pipeline, vertical paradigm, to open banking business models where open innovation, modularity, and ecosystem-based bank's business model may become the ongoing mainstream and paradigm to follow and develop. Opportunities and threats for banks are many and new ones to re-gaining their role in the market throughout a re-intermediation process.
    • ghtazi
       
      FinTechs and TechFins have enabled new services to be launched and changed the way clients communicate to meet their financial needs. In the industry, the FinTech landscape is continuously changing.
  • They have brought to the traditional banking industry a wave of competition and broken pipeline value chains, unbundling them into different modules of products or services, which may be combined among themselves. These companies on the one hand and the BigTechs (Google, Facebook, Apple, Samsung, Alibaba, etc.) on the other have been forcing the industry to change, transform, and evolve in a set of new financial intermediation directions. Use of data and customer experience are both FinTechs' major assets and threats as well. On the one hand, they please the customers as individuals and introduce the paradigm of contextual banking. On the other, the two selling points are threatening both the incumbent players and regulators in different ways. For banks, it is even more urgent to react actively because their “no fee zone” is expanding, due to new regulations from the Consumer Financial Protection Bureaus (CFPB) and similar entities in different countries.
    • sawsanenn
       
      Since the digitalization wave entered the banking industry, financial institutions has begun to move from a product/service standpoint to more semantic alternatives where suppliers are pushed by customer needs. This is because the customer-driven firms outclass the investor ones, and this necessitates an outside strategy.
mohammed_ab

Creating a Strategy for the New FinTech Ecosystem - Belatrix Software - 0 views

  • 1. Millennials squared – a parable of a digital wallet and beer moneyEarlier this year Sam Crowder stood up at a televised baseball game, and held a sign asking his Mum to send him “beer money”. He included his Venmo account information. Thousands of people sent him money, as his sign went viral. Beyond sharing this story as advice in case you ́re ever thirsty and leave your wallet at home, what it reflects is how the use of new technologies may start with digital natives, but then rapidly spread to other generations. It reflects the inter-generational adoption of, and use of, FinTech technologies.So, when looking at the potential of new services, it is important not just to consider the young people who will adopt it. But what will happen when they introduce the technology to their friends and family. Millennials are the earthquake that shakes companies, and adopt new tech and services at lightning speed. The rest of us are the tsunami of adoption that follows and lead to exponential growth.
  • 2. Facebook, Amazon, Google or Ant Financial will become the largest retail bank in the worldIt’s 2020 and to apply for a loan, instead of going to your local bank branch, you quickly ask Facebook for approval. This is far from fanciful thinking. Even as of today, PayPal is arguably one of the largest retail banks — it has more money in deposits than all but the largest 20 US banks, and offers services from payments, to loans and credit cards (albeit currently via partners). But we believe that one of the major tech companies, whether that is Facebook, Amazon, Google, or Ant Financial (the financial arm of Alibaba) will not only transform retail banking, but rapidly become the largest retail bank in the world.“Some bankers and analyststhink that Google, Facebook, Amazon or the like will not fully enter a highly regulated, low-margin business such as banking. I disagree. What is more, I think banks that are not prepared for such new competitors face certain death”Francisco González, CEO, BBVA
  • hese major tech companies have the platform and the scale to upend retail banking. They already have a digital wallet which underlies the services that enable users to buy and sell on their platforms, such as Google Wallet and Amazon Payments. Facebook Messenger Pay is already available in the US while it recently received an e-money license from the Central Bank of Ireland. This means European users will be able to store and transfer money, and make online purchases. The transition to becoming the largest retail bank in the world will be swift and brutal for traditional banks.
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  • 3. Regulators finally make the pivot to supporting the FinTech ecosystemBitX, a bitcoin startup in Singapore, was looking to enter the UK and European markets. Instead of having an arduous journey gaining the required licenses and approvals as it would have expected in the past, BitX was accepted into the regulatory sandbox of the UK’s Financial Conduct Authority. This enabled it to test its services and build its product with the backing of the regulator. This kind of thinking reflects how in the past few years we have seen regulators move from hindering innovation and new services, to proactively supporting and strengthening the FinTech ecosystem.It is a challenging line to take, particularly in the
  • world of finance – to help create the framework and environment for innovation, while also protecting consumers and businesses. However, increasingly we see regulators getting this blend right.For example, the European Union’s Directive on Payment Services (PSD2) will create an EU-wide single market for payments. This will drive new opportunities and innovation in the payment sector, because it will force financial institutions to provide secure access for a third-party service provider to a customer’s online account. Meanwhile, we have seen regulatory sandboxes emerge not just in the UK, but in locations from Singapore to Australia. The US Treasury meanwhile recently announced it will start issuing special purpose national bank charters to FinTech companies.In the future, expect to see the emergence of “RegTech”. This will enable real-time interaction and analysis between regulators and financial institutions. Indeed, thi
  • ch as in New York, London or Singapore. So, although the UK dominates the world of fintech (generating an estimated £6.6billion in FinTech related revenue), leading organizations are looking for inspiration among the innovative services, products and ideas being created from Guadalajara, to Laos, to Kenya.In many cases we can see that the unique financial environment of these locations is resulting in novel ideas. For example, Guadalajara based start-up Kueski uses a person’s digital footprint to assess their credit worthiness – a particular challenge in Mexico where credit is not available to large swathes of the population. In Latin America Tigo Cash is a mobile financial service which already handles more cash than many financial institutions in the region. We will see markets and services emerging which are currently not on anyone’s map, and become some of the most important financial organizations in the world.
    • samiatazi
       
      this article points out 4 expectations for the fate of FinTech and Financial services. However, I think that the most interesting one is the last one which states that The effect of FinTech advancement is frequently made and experienced outside the usual Hub of Finance, for example, New York, London or Singapore. Giant Companies are searching for inspiration among innovative and creative products, items and thoughts being made from Guadalajara, to Laos, to Kenya. I really like this part too, stating that We will see markets and administrations arising which are as of now not on anybody's guide, and become the absolute most significant Fintechs on the planet.
  • software platform between itself and the banks, so it can view and analyze information in real-time.4. Look beyond the hubs to find innovative ideasAcross Kenya, mobile money has become ubiquitous – being used by at least one person in 96% of Kenyan households. But what is the real impact of mobile money in such countries? One study estimated that M-PESA, the Kenyan mobile money system which enables money to be stored on a phone and be sent via text, has helped lift 2% of Kenyan households out of poverty.What this example demonstrates is that the impact of FinTech innovation is often created and experienced outside of the usual hubs of finance su
  • In the past few years we have seen the rapid evolution of FinTech from generating novel ideas which solve customer problems, to offering core financial services. We have seen the shift from digital startups, characterized by a lack of financial wherewithal and which operated on the edge of tightly regulated markets, to the emergence of mature financial digital organizations at the heart of the traditional financial world.We can describe the development and maturing of FinTech in 3 main waves:The early emergence of digital startups helping consumers. Originally FinTech solutions were the preserve of B2C markets which solved specific customer problems such as offering home loans faster and easier. They used new technologies such as mobile and cloud computing, and were characterized by a laser focus on the customer with all the hall-marks of a digital Silicon-Valley style start-up.Transition to B2B markets. Today FinTech plays a role at the core of B2B innovation in financial markets, and industry observers widely expect B2B FinTech revenues to dwarf those in consumer markets within the next couple of years. Organizations such as Currency Cloud (cross border B2B payments), Payoneer Escrow (escrow services), and Hummingbill (B2B invoice platform) all reflect a maturing industry.The creation of an ecosystem between FinTech and traditional players. FinTech organizations are realizing that the required go-to-market investment, economies of scale, and regulatory needs, means it makes sense to partner with traditional financial institutions. On the other side, established players recognize the value, innovation and potential of FinTech in a world which is increasingly mobile-first. These financial institutions are also adopting many of the methods that FinTechs use so successfully, from a focus on the customer, to using Agile software development, to holding hackathons, and forming accelerators and innovation programs.
    • sawsanenn
       
      This excerpt is important because it shows the three waves that each fintech companies go through. Currently, most companies are still in b2b markets which an new innovative role in the financial markets; howver, not all companies are doing the same thing. Some of them still need a real bank ( Not virtual) to make transactions and don't trust softwares.
  • ch as in New York, London or Singapore. So, although the UK dominates the world of fintech (generating an estimated £6.6billion in FinTech related revenue), leading organizations are looking for inspiration among the innovative services, products and ideas being created from Guadalajara, to Laos, to Kenya.In many cases we can see that the unique financial environment of these locations is resulting in novel ideas. For example, Guadalajara based start-up Kueski uses a person’s digital footprint to assess their credit worthiness – a particular challenge in Mexico where credit is not available to large swathes of the population. In Latin America Tigo Cash is a mobile financial service which already handles more cash than many financial institutions in the region. We will see markets and services emerging which are currently not on anyone’s map, and become some of the most important financial organizations in the world.
    • ghtazi
       
      What this example shows is that beyond the usual finance hubs, such as in New York, London, or Singapore, the influence of FinTech innovation is also generated and experienced.
  • It’s 2020 and to apply for a loan, instead of going to your local bank branch, you quickly ask Facebook for approval. This is far from fanciful thinking. Even as of today, PayPal is arguably one of the largest retail banks — it has more money in deposits than all but the largest 20 US banks, and offers services from payments, to loans and credit cards (albeit currently via partners). But we believe that one of the major tech companies, whether that is Facebook, Amazon, Google, or Ant Financial (the financial arm of Alibaba) will not only transform retail banking, but rapidly become the largest retail bank in the world.
  •  
    This article explains how the big e-commerce giant Amazon and the dominant social media platforms will become the largest retail banks in the future. I think that M-Pesa could benefit from strategic alliances or partnerships with these big giants.
omarlahmidi

Ethiopia Mobile Wallet and Payment Market Opportunities Databook 2019 Featuring M-Birr,... - 0 views

  • The mobile payment industry in Ethiopia is expected to record a CAGR of 18.7% to reach US$ 7,818.2 million by 2025. The mobile wallet payment segment in value terms increased at a CAGR of 18.3% during 2018-2025.
    • kenzabenessalah
       
      It is fascinating to see such African companies grow tremendously over a short period of time. EthioPay is among one of the companies that helped the mobile payment industry in Ethiopia increase at a CAGR of 18.3% and is still expecting to grow.
  • The mobile payment industry in Ethiopia is expected to record a CAGR of 18.7% to reach US$ 7,818.2 million by 2025. The mobile wallet payment segment in value terms increased at a CAGR of 18.3% during 2018-2025.
    • sawsanenn
       
      A significant number of smartphone subscribers are feature phone users, and smartphone users are increasing recently due to the rising availability of more affordable smartphones on the local market.
  • This report provides a comprehensive view on mobile payment / mobile wallet market size and growth dynamics, industry dynamics, retail spending, consumer attitude and behaviour, and competitive landscape in Ethiopia. The report focuses on data-centric analysis of mobile payment market dynamics to help companies understand business and investment opportunities along with risks. It details growth dynamics in 45+ market segments (600+ KPIs) across mobile commerce, mobile P2P transfer (domestic and international remittance), mobile lending, and a range of other payment avenues in Ethiopia.
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    • nouhaila_zaki
       
      This article is very interesting because it briefly introduces the findings of a report that provides a comprehensive view about the Ethiopian mobile payment/mobile wallet industry in which Ethiopay operates.
  • Companies Mentioned M-Birr BelCash Amole EthioPay YenePay
    • nouhaila_zaki
       
      This excerpt is important because it enumerates Ethiopay's main competitors.
  • Ethiopia Market Share by Mobile Payment Technology: Provides market share by key mobile payment technologies -
    • ghtazi
       
      you can pay by : SMS/USSD NFC Code-Based Web-Based
  • Ethiopia Mobile Wallet and Payment Market Opportunities Databook 2019 Featuring M-Birr, BelCash, Amole, EthioPay, YenePay
    • nourserghini
       
      This article discusses the mobile wallet market in Ethiopia and mentions providers like Belcash such as M-birr, Amole, Ethiopay and YenePay which are potential competitors.
  • Report ScopeThis report provides in-depth market opportunity analysis and growth dynamics of mobile payment industry in Ethiopia. Below is a summary of key market segments:Market Size and ForecastMobile payment and mobile wallet market size and forecast across 45+ markets segments on three essential KPIs - mobile payment transaction value, volume and average transaction value.
    • omarlahmidi
       
      This article discusses the mobile payment industry. It also talks about providers such as Belcash.
samielbaqqali

South Africa's $29+ Billion Mobile Wallet & Payment Market, 2016-2025 - Featuring Flick... - 0 views

  • The mobile payment industry in South Africa is expected to record a CAGR of 12.9% to reach US$ 29,424.3 million by 2025. The mobile wallet payment segment in value terms increased at a CAGR of 12.6% during 2018-2025.This report provides a comprehensive view on mobile payment / mobile wallet market size and growth dynamics, industry dynamics, retail spending, consumer attitude and behaviour, and competitive landscape in South Africa. The report focuses on data-centric analysis of mobile payment market dynamics to help companies understand business and investment opportunities along with risks.
  • The mobile payment industry in South Africa is expected to record a CAGR of 12.9% to reach US$ 29,424.3 million by 2025. The mobile wallet payment segment in value terms increased at a CAGR of 12.6% during 2018-2025.This report provides a comprehensive view on mobile payment / mobile wallet market size and growth dynamics, industry dynamics, retail spending, consumer attitude and behaviour, and competitive landscape in South Africa. The report focuses on data-centric analysis of mobile payment market dynamics to help companies understand business and investment opportunities along with risks. It details growth dynamics in 45+ market segments (600+ KPIs) across mobile commerce, mobile P2P transfer (domestic and international remittance), mobile lending, and a range of other payment avenues in South Africa.
  •  
    In my point of view, the growth of the market size of mobile payment technology is kind of obvious because the world is heading towards a new generation of digitalization and companies are creating new technologies in order to dominate a certain market. SnapScan does offer a new technology which is QR codes and this technology does contribute to the development of the mobile payment technology.
  •  
    The increase in mobile payment technology's market size is somewhat evident because the world is moving into a new age of digitalization and businesses are developing new technologies to dominate a certain market.
ghtazi

Seven ways for financial institutions to react to financial-technology companies | McKi... - 0 views

  • 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.
  • As we counsel the leaders of incumbent financial institutions, we often turn to seven potential reactions they can consider. Leaders can seek to pursue a combination of      these options: Buy a fintech. Strategic through-cycle M&A can be a powerful driver of growth even as valuations remain high, particularly among the most successful and largest fintech companies. Whether incumbents purchase a company for its traction (customer base, loan book), technology (user experience, core system, advanced data capability), or talent (engineering, product management, executive leadership), we frequently find that success depends on their developing strength in post-acquisition integration. Partner with a fintech. A carefully designed partnership can enable faster time to market and cost-efficient implementation, with the ultimate goal of enable enabling bottom-line business impact from accessing new customers or improving back-office processes. Invest in fintechs. Investing in fintech companies is frequently a way to learn more about the space and to hedge some o
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  • 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.
    • samiatazi
       
      New competitors and competitive challenges are seen also in areas once thought to be protected. The most recent sectors to see innovation are wealth and asset management, wholesale finance, financial markets, taxation and risk. Fintechs illustrate the gaps of digital customer interfaces and organizational performance of incumbent financial institutions. In order to deal with the Fintech challenge, incumbents can attempt to follow a mix of seven alternatives.
  • 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.
    • ghtazi
       
      what we can say is that even in the fintech world there is harsh competition, what once started as a disruption in the payments space has now been extended to every corner of finance. even the safest areas see new entrants and competitiveness. But even with all the pressure that they may encounter Fintechs always finds a way to redefine customer expectations and continue to create new business models.
kenza_abdelhaq

Ethiopia Mobile Wallet & Payment Market Opportunities (2019 Databook Series): Market Si... - 1 views

  • Mobile payment and mobile wallet market size and forecast across 45+ markets segments on three essential KPIs - mobile payment transaction value, volume and average transaction value.
    • kenzabenessalah
       
      EthioPay's market segment focuses on volume, transaction value, and mobile payment transaction value. This is important ;to know because it distinguishes between all the different segments.
  • The mobile payment industry in Ethiopia is expected to record a CAGR of 18.7% to reach US$ 7,818.2 million by 2025. The mobile wallet payment segment in value terms increased at a CAGR of 18.3% during 2018-2025.
    • kenza_abdelhaq
       
      The mobile payment industry in Ethiopia forecasts an important growth of the CAGR.
sawsanenn

9 Fintech Marketing Strategies You Should Try in 2021 [+Infographics] | DAP - 0 views

  • 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.
    • ghtazi
       
      fintech Marketing strategies are used by companies that want to improve their use of financial services to consumers by introducing new technologies.
  • 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.
    • sawsanenn
       
      I agree with this article. Not only because it so hard to compete with normal banks since they were in the market a long time before the fintech has appeared, since they already have their customer portfolios and spent years to gain their trusts. Fintech should focus on two strategies: the marketing strategy where they can make financial services more fun but also they should consider security strategy to gain customers trusts because of cyberhacking
mbellakbail69

South African fintech JUMO scooped up $55 million in funding - 0 views

  • JUMO offers a wide range of services to users in emerging markets via partnerships with other financial institutions
    • nourserghini
       
      Jumo delivers services to third parties in emerging markets using partnership with other financial institutions.
  • JUMO offers financial services infrastructure to third parties and has served over 15 million customers across countries, including Ghana, Kenya, Pakistan, and Tanzania, and it plans to use the fresh capital to launch new products and expand into new markets: It's set to launch in Bangladesh, India, Côte d'Ivoire, and Nigeria soon, per its website.
    • nourserghini
       
      The article shows that Jumo specializes in financial services infrastructure to third parties. It operates in African countries such as Ghana, Kenya and Tanzania.
  • South African fintech JUMO scooped up $55 million in funding
    • nourserghini
       
      Jumo's original location is in South Africa.
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  • And while JUMO is focused on serving customers in emerging markets, it should use the fresh captial to offer more consumer products, like loan products, to better close the financial inclusion gap in these regions.
  • JUMO's partners include Telenor and Telenor Microfinance Bank, with which it launched its first commercial product in Asia in 2018, and Tigo, Airtel, and MTN with which it offers short-term loans in Kenya, Zambia, and Uganda. With help of the latest funding, JUMO will be able to further boost such partnerships, and become a more dominant player in the financial services industries in emerging markets.
    • mehdibella
       
      jUMO is focused on serving customers in emerging markets, it should use the fresh captial to offer more consumer products
  • JUMO offers this technology stack to partners, including telecommunication firms and other financial institutions, to power their financial products and serve consumers via their respective platforms.
  • The fintech's technology stack includes a lending product that gives entrepreneurs quick access to funds or asset finance, and JUMO has so far disbursed over $1.8 billion in loans. It also provides savings options to clients, including short-term, structure, and long-term products, and works together with underwriters and insurers to create standalone insurance products to "safeguard incomes, families, assets, and businesses".
    • ghtazi
       
      JUMO has already distributed 1.8 billion USD loans, it gives also the possibility to its users to have savings options to clients, including short term, structure, and long-term products. The company also ensures the creation of standalone insurance products.
  • JUMO's debt and equity round included participation from both new and existing investors, like Goldman Sachs, Odey Asset Management, and Leapfrog Investments, per TechStartups.com.
    • nouhaila_zaki
       
      This excerpt is important because it reflects the nature of funding that Jumo secures whether through debt or equity; new or existing investors.
  • JUMO's business model of working with third parties helps it to diversify its distribution channels, and allows for quicker expansion — which is likely boosting investor interest in the fintech. To further diversify its offering, and make a bigger impact on serving the financially excluded population in emerging markets, JUMO should look into offering more consumer products, including loan options and bank accounts, as most of its offerings currently focus on serving entrepreneurs and businesses.
    • nouhaila_zaki
       
      This excerpt is important because first it clearly states the business model of Jumo. Then, it discusses the possibilities of (geographical) expansion and diversification of offerings (more consumer products, loan options, bank accounts etc).
  • JUMO's business model of working with third parties helps it to diversify its distribution channels, and allows for quicker expansion — which is likely boosting investor interest in the fintech. To further diversify its offering, and make a bigger impact on serving the financially excluded population in emerging markets, JUMO should look into offering more consumer products, including loan options and bank accounts, as most of its offerings currently focus on serving entrepreneurs and businesses.
    • sawsanenn
       
      this excerpt included the services that jumo offers, the business model, and some recommendation that the company should consider improving the platform
  • Additionally, only 27% of the population in Southeast Asia has a bank account, leaving a financial inclusion gap of around 438 million consumers. And we've seen fintechs that aim to close this gap attract significant investor interest in the past year: Investment in African fintechs increased by 155% from $111 million in 2018, to $283 million, while Southeast Asian fintechs saw funding surge of 69% from $588 million to $993 million over the same period, per CB Insights.
kenza_abdelhaq

AgroCenta CEO on the Challenges of Entrepreneurship in Ghana - 0 views

  • Does being an entrepreneur in Ghana – and in a developing economy in Africa – presents any ulterior challenges you had overcome?Being an entrepreneur in Africa and in emerging markets, in general, is quite difficult because of the lack of structure and supports put in place by the government. It requires a lot of courage and persistence to get the simplest things done. Any simple tech solution that you might want to build can end up being a very complex challenge because it relies on services that do not exist or don’t work properly. Access to funding also remains a big problem for many entrepreneurs who will need money to test, pilot and scale a platform or a solution. Many investors are quite held back when it comes to making investments in Africa for an obvious reason: corruption.
    • nouhaila_zaki
       
      This excerpt is important because it reflects the challenges faced by AgroCenta in Ghana, i.e. corruption, lack of financing, lack of proper infrastructure, lack of government help, among other things.
  • Our business model is simple, we are a B2B business that generates commission fees on trade volumes from the businesses we work with.
    • nouhaila_zaki
       
      This excerpt is extremely important because it clearly states the business model of the company.
  • 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.
    • kenzabenessalah
       
      AgroCenta is an extremely important concept because it is helping to increase farmers' salaries. Going from $1 a day to $4 a day is already an improvement.
  • ...8 more annotations...
  • AgroCenta focuses on 3 key impact goals for Ghana:No Poverty: Gender Equality: in Sub-Saharan Africa, traditions and land ownerships do not favor women, which ends up in many women being excluded from the agriculture value chain. By engaging the relevant stakeholders, AgroCenta rents arable agricultural lands to female smallholder farmers for free. Women are also given seeds, fertilizers, mechanized tractor services and extensive advisory information on farming best practices such as what type of seed to plant, when to plant, how to plant, etc.Decent Work & Economic Growth: we empower smallholder farmers to see agriculture as more than just a way to survive and position it as a viable industry that can be sustainable for their family.
    • mehdibella
       
      as you can see this company cares a lot about the livelyhood of their farmers and is trying to provide them only with the best features that would make life easier which in fact the main things that they tackle in the SDGs.
  • Seedstars Summit has been phenomenal. It has put AgroCenta on a pedestal and in the spotlight of a huge community in Africa. The experience after the Summit has been amazing: we received a lot of proposals from potential investors, partners and other service providers keen on working with us for growth and expansion.
  • Winning the vote of the entire jury, AgroCenta from Ghana was crowned the Seedstars Global Winner of the 5th edition of Seedstars Summit. At Seedstars, we are convinced that AgroCenta will shape the future of AgriTech in Africa. Indeed, the start-up’s mission is to improve the financial livelihood of smallholder farmers through fair trade.
    • aminej
       
      Agrocenta will have a great impact on farmers in Africa since it will enable them to protect their production and have an insurace in case of any risks. It will also help them regulate the market of agricultural products in order to set a price for each one
  • We identified a missing gap in the value chain that was the capacity to access the market for smallholder farmers after they have successfully cultivated their commodities. Access to the market was a huge problem for millions of smallholder farmers.
    • kenza_abdelhaq
       
      AgroCenta is fulfilling a market gap that is the need for smallholder farmers to access the market.
  • AgroCenta focuses as well as Seedstars on achieving the Sustainable Goals set up by the UN
    • sawsanenn
       
      one of the main goals is to reach economic growth by empowering smallholders farmers to see agriculture not only as a survival solution but as an investment
  • Gender Equality: in Sub-Saharan Africa, traditions and land ownerships do not favor women, which ends up in many women being excluded from the agriculture value chain. By engaging the relevant stakeholders, AgroCenta rents arable agricultural lands to female smallholder farmers for free. Women are also given seeds, fertilizers, mechanized tractor services and extensive advisory information on farming best practices such as what type of seed to plant, when to plant, how to plant, etc.Decent Work & Economic Growth: we empower smallholder farmers to see agriculture as more than just a way to survive and position it as a viable industry that can be sustainable for their family.
    • hibaerrai
       
      Agrocenta main goals are the following: first and the most evident one no poverty especially for farmers who are not paid enough. second, gender equality and finally economic agricultural development within the country.
  • A great team for sure! Our major strength has been a team made of people with diverse backgrounds and experiences and a deep understanding of the agricultural value chain. This asset allowed us to save a lot of time we would have naturally spent on trying to fine tune and launch the AgroCenta platform. Thanks to that we avoided making the common mistakes many new and unexperienced founders make.
    • ghtazi
       
      what we can understand is that having a great team is the key asset that led to the rapid growth of Agrocenta. cross-cultural team has been a plus for the development of agrocenta. it helped the company to save time and avoid making common mistakes that many new and inexperienced founders make.
  • Many investors are quite held back when it comes to making investments in Africa for an obvious reason: corruption.
mehdibella

South African fintech startup Jumo raises second $50M+ VC round | TechCrunch - 0 views

  • South African fintech startup Jumo closed a $55 million round from a diverse group of investors, the company confirmed.
  • Nigeria, in particular, has become Africa’s unofficial capital for fintech development, surpassing Kenya in 2019 for drawing the most fintech specific and overall VC on the continent
  • Jumo joins a growing list of African digital-finance startups raising big money from outside investors and expanding abroad.
  • ...4 more annotations...
  • Jumo is active in six markets and plans to expand to two new countries in Africa (Nigeria and Ivory Coast) and two in Asia (Bangladesh and India).
    • mehdibella
       
      Jumo joins a growing list of African digital-finance startups raising big money from outside investors and expanding abroad.
  • “I’m excited for our next phase. This backing will help us build a better business and break new ground,” Jumo founder Andrew Watkins-Ball said.
    • ghtazi
       
      the company has closed around 55 million USD from many investors, which will help the company to expand its products and reach new objectives
  • Founded in 2015 and based in Cape Town, the venture offers a full tech stack for partners to build savings, lending, and insurance products for customers in emerging markets.This week’s funding follows a $52 million raise by Jumo in 2018, led by U.S. investment bank Goldman Sachs, that saw the startup expand to Asia.“This fresh investment comes from new and existing…investors including Goldman Sachs, Odey Asset Management and LeapFrog Investments,” Jumo said in a statement —  though Goldman told TechCrunch its participation in this week’s round isn’t confirmed.After the latest haul, Jumo has raised $146 million in capital, according to Crunchbase.With its latest raise, the company plans to move into new markets and launch new products in Asia and Africa.
    • nouhaila_zaki
       
      This excerpt is important because it describes first what Jumo proposes as product/services offerings. Thereafter, it tackles the history of funding secured by Jumo in addition to the list of investors that support the company. Finally, the excerpt explains how Jumo intends on investing the money raised, namely expansion in new markets in Asia and Africa in addition to the launch of new products.
  • Nigeria, in particular, has become Africa’s unofficial capital for fintech development, surpassing Kenya in 2019 for drawing the most fintech specific and overall VC on the continent
    • sawsanenn
       
      this excerpt is important because it shows us how jumo expending not only in Africa but also in Asia making fintech grow all over the world
  •  
    JUMO is attracting investors and that means JUMO is doing a great job. Investors are believing in this business and they want to be part of it. That's what happens when you believe in an idea and work hard to improve it.
kenza_abdelhaq

Digital Innovation in Emerging Markets: A Case Study of Mobile Money | MIT CISR - 0 views

  • We describe the success of M-PESA in Kenya and the subsequent disappointment when M-PESA was replicated in Tanzania. We show how emerging markets are likely to be more different from than similar to one another. Thus, companies should consider a strategy of exploration as they attempt to expand within emerging markets. 
  • In 2008, a year after launching in Kenya, Vodafone attempted to replicate this success in neighboring Tanzania, a country that resembled Kenya in many important ways—size of population (40+ million) and main languages spoken (Swahili and English), as well as levels of literacy, unbanked, and mobile phone usage. But M-PESA in Tanzania did not grow on anything like the scale and scope of M-PESA in Kenya
  • M-PESA was initially developed by Vodafone as a mobile-based, microfinancing application funded partially by the UK Department for International Development to extend financial access to the unbanked populations in East Africa.
    • kenza_abdelhaq
       
      Developed by the mobile telecommunications company Vodafone, M-Pesa was first a microfinancing solution promoting financial inclusion in East Africa.
  • ...2 more annotations...
  • Managed by the corporate social responsibility (CSR) group within Vodafone, M-PESA was designed for a niche market: microfinancing institutions and their clients. The project was intended to be low-cost, low-key, small in scale, and modest in scope—focused on addressing issues of financial inclusion within the developing world. 
    • kenza_abdelhaq
       
      M-Pesa's niche market: microfinancing institutions and their clients.
  • The redesigned M-PESA system launched in Kenya in April 2007, growing rapidly through uptake and user innovation of new services. Now used by over 17 million Kenyans—which is more than two-thirds of the adult population—it is estimated that annually some 31% of the country’s GDP flows through it.
    • kenza_abdelhaq
       
      - Important customer reach. - Facilitates the transfer of funds as 31% of the country's GDP flows through the platform.
  •  
    I think that this article shows something very important that we should into consideration in our capstone research. It shows how the same service was launched in very similar African countries, yet the penetration and growth results were far from the same. It's important because it shows that if we want to use a fintech strategy followed by a foreign company to an African one, it could result in very bad consequences even if this same strategy works for the foreign company.
  •  
    "M-PESA was initially developed by Vodafone as a mobile-based, microfinancing application funded partially by the UK Department for International Development to extend financial access to the unbanked populations in East Africa. Managed by the corporate social responsibility (CSR) group within Vodafone, M-PESA was designed for a niche market: microfinancing institutions and their clients. The project was intended to be low-cost, low-key, small in scale, and modest in scope-focused on addressing issues of financial inclusion within the developing world. "
sawsanenn

Visa, Nigeria's Paga Team For Global FinTech | PYMNTS.com - 0 views

  • “We are excited to partner with Visa, a leader in payments globally, as they are constantly building world-class solutions for consumers and businesses. Our goals are well-aligned. As we scale our wallet across emerging markets such as Nigeria, Mexico and Ethiopia, partnering with Visa to give both consumers and businesses, who have been underserved, access to Visa’s global network made sense to us,” the company said in a press release.
    • ghtazi
       
      I believe that this collaboration is a plus for both companies. It will help VISA to concur Africa and it will help Paga to reach new horizons.
  • Share Tweet Share Share Share EmailVisa is partnering with the Nigeria-based startup Paga to bring payments technology to Africa and abroad, according to reports on Monday (March 9).Paga has created a multi-channel network that enables more than 14 million Nigerian users to transfer money, make payments and shop digitally, either through its mobile app or via its 24,840 agents. The payments platform acts as a mobile wallet, giving users the power to electronically transfer money and make mobile payments.
    • nouhaila_zaki
       
      This excerpt is important because it presents the user base of Paga, which amounts to 14 million Nigerians. The excerpt also briefly introduces the main services and products offered by the start-up.
  • Although Visa’s partnership with Paga doesn’t include a monetary investment, the collaboration aligns with the company’s strategy to expand across Africa and work with the continent’s top startups. The move is expected to drive larger payment volumes for both firms.“We want to digitize cash – that’s a strategic priority for us. We want to expand merchant access to payment acceptance and we want to drive financial inclusion,” said Otto Williams, head of strategic partnerships, FinTech and ventures for Visa in Africa. “Based on the partnership, we’re going to launch QR codes and NFC [payments] into the market in Nigeria – alternative ways of receiving payments than bringing out a physical card.”
    • nouhaila_zaki
       
      This excerpt is important because it introduces the partnership between Visa and Paga and what that entails for the latter. The collaboration is expected to be a first move towards an expansion of Paga in the African continent, and as a great opportunity to further advance with the financial inclusion mission of Paga.
  • ...1 more annotation...
  • The partnership gives Paga account holders the ability to transact on Visa’s global network, and will also see both companies work together on technology developments. The arrangement will bring new merchant options to Paga’s network.
    • sawsanenn
       
      this excerpt is important because it shows the good side of this partnership which will bring new options to both companies
nouhaila_zaki

Fawry's market cap swells to over $2 billion - MENAbytes - 1 views

  • ess than six months after becoming the first billion-dollar technology company in Egypt, Fawry has hit another milestone by surpassing the $2 billion market cap for the first time. Its stock has doubled in the last six months and closed at an all-time high of EGP 46.90 today, pushing its market cap to over EGP 32 billion. This makes it the fourth most valuable company listed on The Egyptian Exchange (EGX) and it seems that it’s only a matter of days before it takes the second position. The Egyptian payments firm had gone public in August 2020 by listing its shares on EGX at the price of EGP 6.46 per share. The share price has surged over 7x after company’s public market debut about eigtheen months ago.
    • kenza_abdelhaq
       
      Rapid Stock growth of Fawry after introduction in the Egyptian Exchange On August 2020. It is currently the fourth most valuable company listed in the EGX.
    • nouhaila_zaki
       
      This excerpt is important because it discusses Fawry's market cap which increased to $2 billion in 2021, thus becoming the fourth most valuable company listed on the Egyptian stock exchange. Fawry is also expected to take the second position in a matter of days.
  • Being the leading the electornic payments player in Egypt, Fawry is arguably the biggest benificiary of acceleration of digital payments there. It offers hundreds of electronic payment services through its network of over over close to 200,000 service points across Egypt – whcih include ATMs, mobile wallets, retail shops, post offices, and vendor kiosks. Fawry has introduced many new payments and lending products for both consumers and businesses over the last tweleve months and is apparently on additional new services too that are expected to be rolled out within the next few months.
    • kenza_abdelhaq
       
      Large network and diversified services related to payments makes Fawry the leading electronic payments player in Egypt and the only technology stock listed on the Egyptian Exchange.
  • Fawry is yet to announce the results for fourth quarter of 2020 but for the first nine months of last year, the company made about $57 million (EGP 892.7 million) in revenue, an 45.2 percent increase year-on-year basis. For the same period, it doubled its net profit (on a YoY basis) to $7.5 million (EGP 119 million). The company has been witnessing decent growth over the last few years but it seems that Covid-19 has accelerated it even further.
    • nouhaila_zaki
       
      This excerpt is important because it reflects how the covid-19 pandemic accelerated the growth and increased the net profit of Fawry.
  •  
    Fawry is experiencing a drastic growth and it is becoming the leading electronic payments company in Egypt. It is benefiting from the acceleration of digital payments in Egypt.
mehdi-ezzaoui

Pula: Insuretech Startup Closes $6M Series A Funding to Scale Up Business Across Africa - 1 views

  • Funding Pula: Insuretech Startup Closes $6M Series A Funding to Scale Up Business Across Africa 0 SharesShareTweetSharePin The African Insuretech service provider, Pula, has recently closed a US$6 million Series A funding round led by TLcom Capital and had participation from Women’s World Banking. It specializes in digital as well as agric insurance to derisk smallholder farmers across Africa. This new round of investment to the insuretech startup will be used to scale up operations in the company’s existing 13 markets across Africa. Pula has so far impacted over 4.3 million farmers on the continent and the new funding will help push its expansion into Asia to power resilience and profitability for Asian smallholder farmers. Pula was launched by Rose Goslinga and Thomas Njeru in 2015, to design and deliver innovative agricultural insurance and digital products to help smallholders farmers improve their farming practices, endure climate risks and bolster their incomes. This has become necessary because for smallholder farmers in emerging markets, the traditional method of calculating insurance through farm visits is often expensive, meaning they are often neglected from financial protection against climate risks.
  •  
    This new round of investment to the insuretech startup will be used to scale up operations in the company's existing 13 markets across Africa. Pula has so far impacted over 4.3 million farmers on the continent and the new funding will help push its expansion into Asia to power resilience and profitability for Asian smallholder farmers.
omarlahmidi

The Snapscan effect: how mobile payments made QR codes relevant in South Africa - Memeburn - 3 views

  • “Mobile payment systems are quickly becoming mainstream, and it will be fascinating to see how the more mechanical systems like QR Codes compete,” says World Wide Worx managing director Arthur Goldstuck. “Ideally, there should be room for any system, with each one finding its ideal niche. But there are no certainties in a sector that is moving so fast.”
  • According to new research from technology research company World Wide Worx, the format first took off in the country thanks to BlackBerry Messenger, where it became the quickest way to add a friend. In the past year however gained new life as mobile apps like SnapScan roped it in for payments at small merchants, flea markets and the like. By the end of 2014, the research says, more than 2.1-million South Africans were using QR Codes. Of those 1.1-million were male, with female users only marginally behind, at 1.04-million.
    • samielbaqqali
       
      It is not always simple to develop a new concept. The article showed that applications for QR codes were struggling at first, but I believe that in order to offer a new efficient service, you have to work on your concept and develop it, and SnapScan did an excellent job with that.
  • ability to provide speedy payments without the need for the large-scale tech investments required by the payment technologies emerging in more developed areas of the world.
  • ...4 more annotations...
  • According to the research, QR Code usage is strongly age-related, with 673 000 users in the peak age group of 25-34. In contrast, the 15-24 segment amounts to only 471 000, while 494 000 are aged from 35 to 44. A similar number (425 000) makes up the 45-65 age group. Usage drops significantly with retirement age: the 65+ age group comprises 88 000 users. One possible reason for QR code mobile payment solutions such as Snapscan, Zappa, and FlickPay being so popular in South Africa is their ability to provide speedy payments without the need for the large-scale tech investments required by the payment technologies emerging in more developed areas of the world. This is especially the case with Snapscan, which supplies its merchants with a point of sale QR code and a basic mobile phone to track payments. This has allowed it, for instance, to be rolled out as parking payment method in Cape Town’s congested CBD.
    • mbellakbail69
       
      Mobile payment systems are becoming popular quickly and the more mechanical systems like QR codes are successful it will be interesting to see. Ideally, I believe that every system should be able to find its ideal niche. But in a market that is evolving so rapidly, there are no certainties.
  • Flash back a few years and things weren’t looking great for QR codes.
  • Over the last year however, that’s changed in South Africa, largely thanks to mobile payment apps like SnapScan.
  • According to new research from technology research company World Wide Worx, the format first took off in the country thanks to BlackBerry Messenger, where it became the quickest way to add a friend. In the past year however gained new life as mobile apps like SnapScan roped it in for payments at small merchants, flea markets and the like.
    • omarlahmidi
       
      SnapScan is a mobile payment that changed South Africa
  •  
    Creating a new idea is not always easy. The article showed that QR codes apps were struggling at first but I do believe that you have to work on your idea and improve it in order to deliver a new efficient service and SnapScan did an amazing job with that.
  •  
    SnapScan made a good move in introducing Fintech to developing countries through using QR codes as they don't necessarily require large-scale tech investments that are used in developed area.
  •  
    In the article, we notice that QR codes struggled at first, but in the end, they did a good job in developing and making their platform better and attractive.
mohammed_ab

M-PESA Beats the Competition With Near 99% Market Share once Again - 0 views

  • As of June 2020, mobile money subscriptions stood at 30.5 million. The quarter ending at that time has 223184 mobile money agents. And as expected, M-PESA dominates the space with 98.9% market share. The Communication Authority of Kenya reports that the values transacted during the last quarter of the year (March to June) increased significantly from the previous quarter.
  •  
    I'm quite amazed by the domination of M-Pesa in the mobile money market. The company has practically all the shares of the market (99%). This monopolistic position will make it hard for new entrants to compete with M-Pesa.
mehdi-ezzaoui

Ethiopia Mobile Wallet and Payment Market Opportunities Databook 2019 Featuring M-Birr,... - 1 views

  • This report provides a comprehensive view on mobile payment / mobile wallet market size and growth dynamics, industry dynamics, retail spending, consumer attitude and behaviour, and competitive landscape in Ethiopia.
  •  
    this report shows the opportunities of ethiopay to become the leader of the market mobile wallet
hindelquarrouti

MTN Ghana Takes Fight Over Telecoms Market Dominance to Supreme Court - Bloomberg - 0 views

  • The Ghanaian unit of African telecommunication giant MTN Group Ltd. is petitioning the highest court to review a declaration that it is a significant market power. Failure could result in stricter regulation.
  •  
    I believe that MTN is taking a some risk regarding its reputation and customer's trust when it has decided to petition against the highest court in order to review a declaration that is significant in market dominance. If things don't turn out the way they planned, they might be in risk.
samiatazi

Fintech strategy sets off revolution in banking sector - MeilleureBanque.com - 0 views

  • 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.
    • samiatazi
       
      Yves Smith reports: Fintech and conventional banks are taking very various tactics. Traditional banks remain market leading players. The long-term view of traditional institutions and neo-banks favor urgent intervention. The SoftBank has already begun to develop a $100 trillion bank technology fund, and that FinTechs seek to enhance every part of banking by neglecting organization, security and profitability problems. He said that conventional banks fail to achieve the same level as a "real" bank, and risk capitalists were not very useful.
kenza_abdelhaq

Robo-Advisors - Business Models and Strategies | ccecosystems.news - 0 views

  • 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:
    • kenzabenessalah
       
      Since EasyEquities is about investment, having roboadvisors that provide financial advice would create more value to the company and would target more segments.
  • investment brokerage (german: Anlagenvermittlung),investment advice (Anlagenberatung),acquisition brokerage (Abschlussvermittlung), as well asfinancial portfolio management (Finanzportfolioverwaltung), also known as asset management.
    • nouhaila_zaki
       
      This excerpt summarizes the business models that can be distinguished in the area of Robo-advisory services. The main difference between these business models lies in who is responsible for making the investment decision.
  • Robo-advisors can follow an active or passive investment approach not only in terms of their product range, but also in the composition of the individual products. In active management, for example, the market is constantly monitored and, on the basis of this, the securities that appear to be most advantageous at a given time are included in the portfolio. This targeted approach is described as so-called “stock picking” (see [Müller/Pester 2019, 229f]). Due to market fluctuations, there are thus regular purchases and sales of securities with the aim of achieving a higher return than the passive market. In the course of this, the percentage distribution of the asset classes in the portfolio can also be continuously adjusted and regular risk assessments carried out. As a result, the portfolio may be subject to constant change. The passive management approach is based on the strategy of maintaining the portfolio created at the beginning, including the asset allocation and the defined securities, unchanged and independent of market fluctuations. If a change in asset allocation should occur due to market fluctuations, the original state can be restored through various adjustment methods, also called “rebalancing”. In contrast to active management, this adjustment is not carried out on an ongoing basis, but at predetermined times or according to specific rules. In so-called “periodic rebalancing”, a restoration of the asset allocation is carried out as needed at the time of a previously defined temporal interval change. Another variant of rebalancing provides for an adjustment only if the portfolio value exceeds or falls below a previously defined mark, the threshold
    • nouhaila_zaki
       
      This excerpt distinguishes between Robo-advisors' active investment approach and passive investment approach, based on their product range but also on the composition of the individual products. Understanding the difference between the two approaches would allow us to better formulate strategies that incorporate Robo-advisory in them.
  • ...1 more annotation...
  • Online asset management has been experiencing a rapid rise in Germany for several years. Since 2017, the number of users has grown by a factor of 7 from around 291,000 in 2017 to around 2.01 million in 2020 (cf. o.V. 2020), while the investment volume has increased more than tenfold from around 756 million euros to 8.068 billion euros (cf. o.V. 2020). Two factors in particular are key to this trend
    • kenza_abdelhaq
       
      robo-advising or online asset management has been growing rapidly during the past years due to loss of trust in personal banking advisors amid the 2007 financial crisis and the new generation that prefers digital interactions.
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