NPP benefits to come from added services, not 'plumbing'

Mention in the Banking Day publication

Click here to view Banking Day

Read More

Will Data be the next payment method?

I was talking at the FST Conference in Sydney last year on Next Generation Customer Experience. Majority of the questions I was asked were around the ROI on big data analytics, which set me thinking on how do you identify the part of the value chain to focus for highest benefit realization. A lot has been written around the use of unstructured data in driving targeted one-to-one offers helping generate higher revenues at better conversion rates. But, the ROI is increasingly skewed with very few organizations able to harness the true potential. So, where in the value chain do you focus?

The answer lies in focusing efforts around forming stronger relationships with a wider consumer base through a greater insight around transaction data. The entity which controls this aspect of the value chain stands to gain the most in terms of monetizing the transaction data for greater revenue share and retention. The battleground will be checkouts (physical and online) in a bid to control access to consumer spending patterns. Thereby, Unlocking insights around Payment transactions will be the epi-center of the next analytics boom. This could lead to a new payment method – consumer data. Both organizations and individuals in the future will be able to pay through this new method trading off insights on spending patterns.  

According to a Wall Street Journal story, consumer data and similar intangible assets could be worth more than $8 trillion. MasterCard is packaging insights on consumer spending patterns and trends gained through analysis of payments transactions selling them to banks, governments and retailers. What stops super market chains from working with individual brands within their store to on-sell anonymous information of spending patterns on associated complementary or even competitor products? Imagine Walmart through data analytics discovers that 70% of the consumers of diapers in a locality of nappies buy baby food in the same transaction. How valuable will this information be to Heinz who can then use this information to co-market their baby foods with Huggies? What’s more, even bigger value if Walmart can trade off that insight to the account payable to Heinz.

We are not far from the day when online retailers will choose a subset of ‘one-off’ buyers to fill out their personal details and preferences (outside of the normal) and trade that off as a discount against their product.  They can get these customers to waive off the privacy restrictions and trade their personal data to other channel partners and retailers.

Banks, traditionally being away from the consumer, lack a good understanding of their customers shopping habits and sometimes location data to target & customize their offers. This presents an opportunity for telcos and retailers, who are touch-point advantaged to trade off that data as a payment method with bank fees. This provides many benefits. First, they can reduce their liquidity requirements for a greater rate of return by offsetting with the customer’s other services in return. Second, it serves as an alternate currency and investment vehicle, which can be independently traded and valued, bringing in extra revenue at greater convenience.

As an illustration, Rite Aid and CVS who are part of the MCX consortium recently blocked mobile NFC payments specifically targeted around ApplePay as Apple masks customer data thereby robbing them of consumer insights to analyze spend correlations and patterns. Their own mobile wallet technology, PaymentC, aimed at reducing credit card usage and pushing for lower transaction fee structures is not out until mid-2015.

What do you think? Feel free to leave comments and feedback

Read More

Surviving the Payments Squeeze

Payments in financial services is becoming very fragmented with disruptive innovation through new business models occurring across the value chain taking the share away from the banking industry. Next generation technology players and non-financial institutions through a combination of innovative products, data analytics and open APIs have exploited market discontinuities. So what's the future of bank payment? How should the banks respond to survive this squeeze? 

Read my point of view published in the Nov 2014 edition of the Australian Banking & Finance. Please feel free to leave your comments. 

Payments initiation (consumer facing part of the payment value chain) is increasingly getting fragmented with highly competitive technology-led platform players, non-financial institutions and crypto currencies (operating as wholesale currency), taking the share away from financial institutions. Consolidation in the payments clearing space with players like EFTPOS in Australia and crypto-currencies is also slowly gaining ground. Some players will provide a shared service cross border and white labelled clearing and settlement capability at a lower price point through greater economies of scale across the industry. This will compress margins further and likely drive smaller financial institutions out of the market unless they can provide additional value-added services and capabilities.

If banks do not act fast enough within the next 3 to 5 years, this squeeze from market participants across various facets of the value chain will confine them to at best, being efficient, cost effective payment processors. To transform themselves, banks will need to reassess their engagement and participation to the wider e-commerce and m-commerce value chains.  

What should banks do?

·        Move from a ‘transaction managed efficiency’ paradigm to a ‘rich, data flow’ e and m-commerce paradigm. Today, the payments value chain does not commence when the consumer is deciding on the method of payment but commences when they think about what to purchase, where and when. The traditional benefits of greater insight around customer spend patterns banks have enjoyed are slowly getting diluted. Technology firms (Apple, Facebook, and Amazon) and telecom providers have circumvented the advantage banks have held through a deeper insight into location specific and consumer behavioural patterns. To respond effectively, banks need to move from playing the role of a payment processor to being an influencer or advisor in the e-commerce value chain. The future of bank payments will lie in the experiential partnerships they build with retailers or large businesses to understand customer behaviour demographics, items of interest, and spending correlations.

BoVA, for example, helps the car purchase lifecycle by providing customers with an estimate of the sell price of a car. By playing in the non-financial part of the buying process, BoVA increases the number of conversations with its customers and get better insight into buying patterns. Garanti (a Turkish bank) has a free M-app for personalized offers based on location and past spend, and estimates balances at the end of the month.

·        Open loop digital wallets. The digital wallet will increasingly become a reality. Some banks have responded to this trend through proprietary bank controlled apps. This however, fragments the digital experience, making it inconvenient for consumers to transact through multiple wallets. An efficient response would be to create an open loop digital wallet which is device, channel agnostic and bank product agnostic (incorporate products of various banks) - with merchant localization as necessary, to enable convergence and greater convenience. Additionally, tying open-loop wallets to an ‘individual’ merchant loyalty program will benefit both banks and merchants by providing a greater understanding of consumer behaviour. This insight can be used to roll out location specific offers for a combination of goods and payment methods. This can be done through a simple and configurable methodology, improving speed to market and allowing unique value propositions to be developed.

·        Use the information opportunity presented by real time payments. On the payments clearing and settlement side, the advent of regulation around real time payments infrastructure will strive to remove discontinuities in the payments value chain around low value payments, remittances and trade finance by reducing time for funds in transit and improving straight through processing rates. Along with that, the real time, information rich capability will help banks deliver value added services more effectively. Take for example the requirement for an enterprise-wise cash position for a corporate organization for better inventory and working capital management, or additional remittance data being provided with the payment to allow the recipient to automatically apply the payment to the appropriate invoice(s) in their accounting systems.

·        Embrace Bank Payment Obligation (BPO) trade flow to effectively integrate the trade flow and the supply chain business processes with the payments value chain.

How do you get ready for it?

Since the evolution of payments is difficult to predict, it is important for banks to embed certain key considerations and design principles in their technology implementations to prepare for the next wave of change.

·        Flexible/generic definition of payment flows. Currently, the payments landscape is dominated by a legacy IT infrastructure. There are different payment processing systems for individual products and channels like credit, debit, cross border, ACH, and cheques that reduce time to market for new products and bring in payments resilience issues. Banks will need to adapt their systems to being more channel and product stream agnostic by building generic payment flows to achieve platform stability and efficiency whilst ensuring faster product introductions.

·        Message agnostic configuration and abstraction of risk and fraud services from channel and product systems is a prerequisite. Currently, risk and fraud business rules are embedded in the product systems which will need to be extracted for horizontal integration to ensure financial crimes stay within manageable limits.

·        Open systems API-led payment services design where banks need to commence exposing services like execute payment, balance enquiry, etc., for better service commoditization. New regulations like PSD2 for payment services are being proposed to open customer bank accounts and payment services to third party developers and providers. This will enable banks to progressively expand their role into the e-commerce or m-commerce value chain instead of being confined to a payments processor role.

·        Pre-defined and pre-configured platforms and systems to support multiple integration points across devices and channels with ERP, finance and accounting and treasury systems. This will improve straight through processing rates as well as enable real time fraud and risk management along with RT liquidity and cash management.

The industry is going through substantial disruptive innovation and will undergo a shake-up in the next 3 to 5 years where only few will survive.

Will your bank survive the payments squeeze?

Read More

IT Services Disruption in Financial Services

Disruption in Financial Services technology - Interview with Len Rust (Click Link)


Feel free to leave your comments and thoughts
 

Read More

The Innovation Paradox

A common concern of customers is that their sourcing partner has failed to deliver innovation over the life of the contract. When I go into a presentation with a prospect, I am often asked – how will you be different from our current supplier in driving innovation into the engagement. There could be one of several answers why this is the case -

·     Current partners lack the capability or are culturally inept in bringing innovation to their clients

·     The customer has squeezed the partners so hard that they only  commenced making money  in Year 3 or Year 4 of a 5 year contract. Profitability or lack of it is the issue

·     Customer organization / stakeholder interest prevented an innovation culture

·     Complexity in sourcing makes idea generation difficult because of the lack of complete visibility of the business value chains

While all these are valid justifications to the conundrum, there may be a completely different perspective of the source of the issue. Let me explore the root cause by explaining the potential dimensions around innovation value zones -

The perception of innovation influenced and delivered decreases as we move from Zone 1 through 4. There are three reasons why technology sourcing partnerships fail to deliver innovation.

Firstly, more often than not, I have seen cases where the customer intrinsically expects the technology sourcing arrangement to deliver the Category 3 or Category 4 innovation given the competitive pressures or evolving business models contracting or threatening their market share. For them the innovation value zone is them and their consumers, while most technology sourcing partners understand their influence to be in a different value zone – between them and the customers division they influence or the overall customer process chain. The partners positioning of their innovation attempts lie predominantly in Category 1 or at best Category 2 innovation. Though these may have an indirect influence towards Category 3 or 4 innovation themes, most customers fail to appreciate their partner’s contribution and are dissatisfied with their performance on this dimension during the lifetime of the contract. This may stem from either a lack of understanding of the impact or more so a fundamental dichotomy in expectations between that parties involved. The further a technology partner’s offering is to a Category 4 value zone, the greater is the probability of disconnect on innovation delivered or influenced due to expectation mismatch.

Secondly, technology partners have a limited understanding of how to deliver parameters of success to help their customers excel in their innovation zones across the four categories. Most providers are unable to understand the impact of their services across various innovation zones coupled with a limited capability in how to engineer value creation for their customers.

Third, customers do not have scorecard metrics in place to measure engagements to periodically monitor alignment to the innovation zones. It’s important to define the impacted value zone clearly for the right outcome. This creates ambiguity between the customer and the partner in the quantum of innovation influenced and delivered.  

Read More

Do you have Sales X-Factor?

In part 1 of my blog on what makes star sales professionals, I discussed the need to understand the human mind – how do they react under different situations and make decisions as key to being successful. While that’s important, its only one piece of a two part puzzle. The other is how do a set of human with different minds of their own interact in an organizational set-up and under different situations? What behaviors from you will drive an entire ecosystem to work alongside you and who/what will they depend on to make their decisions? The answer to this lies in a deep understanding of organization psychology and how different divisions come together to achieve various objectives.

Doing these things well will give you enough time to formulate your pitch, sharpen the articulation and leave behind those one or two key messages which will linger on & get you in the reckoning.

Let me give you an example

A large telecom provider is facing a tepid business environment which drives a radical change towards productivity and efficiency improvement. There is a huge focus across business and technology on cost reduction through rationalization of people, automation and process improvement. The organizational structure was streamlined removing several layers.

Understand the organizational context

There is huge sense of insecurity across the organization. Given the focus on productivity and efficiency, the historical operating model carries a negative context and everyone associated with that is perceived adversely. This includes the people within the customer organization as well as those outside linked to the legacy ways of working.  The new team is goaled with challenging the ways of working.

Take time to understand your key stakeholder’s current context of decision making

It’s very important to understand what objectives each organization unit within your customer serves. What is the current context of the key stakeholders within those divisions? What are their alignment and interaction mechanisms with other divisions?

What should be your strategy?

If you are the incumbent partner, how should your strategy change?

-          Acknowledge the change first

-          Understand the organizational structure, get a sense of individual measures of success

-          Critical to understand your customers new org culture since that will be a derivative of how and who they decide to go with.

-          Has the org culture changed? How are people rewarded? Is it conservative or taking risks is good

-          Depending on your understanding of how different divisions within your customer interact, your strategy and execution structures will need to vary.

Read More

Banks Move with Data Natives

My comments in Sydney Morning Herald

Read the article

Read More