DBS Bank launched a digital banking platform called digibank in Singapore in 2016 that has since expanded to India and Indonesia. The platform focuses on integrating banking services into customers' lifestyles and daily needs. DBS worked with EY to develop its strategy for entering Indonesia, a growing and tech-savvy market that is increasingly competitive. Their approach focuses on addressing key customer pain points and differentiating digibank through personalized and seamless digital services. The goal is to move beyond traditional transactional banking and offer an integrated digital experience centered around customers' lives.
Accessibility of Digital Banking on Customer Satisfaction: National bank of K...iosrjce
Banks have been forced to deleverage and identify alternative sources of value as a result of increased
regulations and competitive challenges. This has led to the introduction of digital banking where technology is
mostly embraced while carrying transactions. However, customers are still waiting for this new banking
experience, touted as a revolutionary transformation that will bring many new features, including anytime and
anywhere banking, ultra-fast response times, and omnipresent advisors. The objective that guided the study: To
establisheffect of accessibility of digital banking on Customer Satisfaction case of National Bank of Kenya,
Bungoma County. The target population for the study was bank customers and banking staff from National Bank
in Bungoma County and a sample size of 417. Descriptive survey design was undertaken. Data was collected
using questionnaires, interview schedules and document reviews. Analysis was done with the aid of Statistical
Package for Social Sciences where both descriptive and correlation analysis were performed. The findings of
the study established there was a significant relationship between accessibility of digital banking and
customer’s satisfaction, χ2
(6, N=350) =390.74, P= 0.00. The study recommends that Mobile banking and POS
terminals, need to come up with an application that can be used to enhance digital banking.
Opportunities for disruption in Financial Services (with a mobile focus)Nadya.Powell
A talk given at the IPA on opportunities for disruption in Financial Services with a focus on mobile. Three strategies to employ, case studies and three golden rules. Thanks to Zoe Decool for research help.
Disruption, mobile and financial servicesNadya Powell
A presentation given for the IPA on disruption, mobile and financial services. Three strategies to employ and the best disruptive uses of mobile out there. Thanks to Zoe Decool for research help.
A compiled detail version of EY Customer Segment Offerings to these group of people - Migrant Workers, SMEs, Entrepreneurs, The Future Silver Economy, Rural Agri-Laborers, Students Studying Abroad, Non-Profit Organizations (NPOs), Gig Economy Workers, SINKs & DINKs and NSF
Are Payment Platforms Poised for Growth in India?ICFAIEDGE
India is racing ahead with its mobile phone subscriptions. It is the second largest smartphone market in the world. Given the rapid growth in mobile phone penetration, it is a logical step forward to ensure payments are done via connected devices. There is a surge in payment platforms in the country. Is this growth sustainable? Learn more in this visual presentation.
A look at trends in mobile banking and whether a mobile app or mobile website makes more sense.
Lots of data from the Federal Reserve's March 2012 study.
Accessibility of Digital Banking on Customer Satisfaction: National bank of K...iosrjce
Banks have been forced to deleverage and identify alternative sources of value as a result of increased
regulations and competitive challenges. This has led to the introduction of digital banking where technology is
mostly embraced while carrying transactions. However, customers are still waiting for this new banking
experience, touted as a revolutionary transformation that will bring many new features, including anytime and
anywhere banking, ultra-fast response times, and omnipresent advisors. The objective that guided the study: To
establisheffect of accessibility of digital banking on Customer Satisfaction case of National Bank of Kenya,
Bungoma County. The target population for the study was bank customers and banking staff from National Bank
in Bungoma County and a sample size of 417. Descriptive survey design was undertaken. Data was collected
using questionnaires, interview schedules and document reviews. Analysis was done with the aid of Statistical
Package for Social Sciences where both descriptive and correlation analysis were performed. The findings of
the study established there was a significant relationship between accessibility of digital banking and
customer’s satisfaction, χ2
(6, N=350) =390.74, P= 0.00. The study recommends that Mobile banking and POS
terminals, need to come up with an application that can be used to enhance digital banking.
Opportunities for disruption in Financial Services (with a mobile focus)Nadya.Powell
A talk given at the IPA on opportunities for disruption in Financial Services with a focus on mobile. Three strategies to employ, case studies and three golden rules. Thanks to Zoe Decool for research help.
Disruption, mobile and financial servicesNadya Powell
A presentation given for the IPA on disruption, mobile and financial services. Three strategies to employ and the best disruptive uses of mobile out there. Thanks to Zoe Decool for research help.
A compiled detail version of EY Customer Segment Offerings to these group of people - Migrant Workers, SMEs, Entrepreneurs, The Future Silver Economy, Rural Agri-Laborers, Students Studying Abroad, Non-Profit Organizations (NPOs), Gig Economy Workers, SINKs & DINKs and NSF
Are Payment Platforms Poised for Growth in India?ICFAIEDGE
India is racing ahead with its mobile phone subscriptions. It is the second largest smartphone market in the world. Given the rapid growth in mobile phone penetration, it is a logical step forward to ensure payments are done via connected devices. There is a surge in payment platforms in the country. Is this growth sustainable? Learn more in this visual presentation.
A look at trends in mobile banking and whether a mobile app or mobile website makes more sense.
Lots of data from the Federal Reserve's March 2012 study.
Case study: DBS's digitalization in Southeast AsiaVarun Mittal
DBS Bank‘s internationalization strategy is built on the cornerstone of a customer-centric digital platform which goes beyond banking by focusing on the customer’s lifestyle and evolving needs. EY has been a proud collaborator to DBS in this journey, advising on the formulation of strategy for Indonesia.
Mobile Banking in 2020 - Mobile World Congress ReportNadejda Tatarciuc
Present report was presented at Mobile World Congress this year, showing the outlook for mobile banking by 2020! - how a younger world, more internet, crime, and activist governments will affect mobile banking penetration.
Few years before we are using the cash for payments. When a digitalization occurs the way of payments gets changed. It helps our country to move next level of development. It creates more awareness to people about the payment innovation. Umamaheswari K | Santhiya R | Ragavi J"Payments Innovation" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-3 , April 2018, URL: http://www.ijtsrd.com/papers/ijtsrd11150.pdf http://www.ijtsrd.com/management/innovation-and-product-dev/11150/payments-innovation/umamaheswari-k
We are following John and Jane through a typical day and explore their every day banking needs. The aim of this presentation is to showcase how modern day banking is transforming today and in the future.
Banking in the Digital Era - Microsoft India PerspectiveMicrosoft India
Authored by Basudev Banerjee, Industry Marketing Lead, Microsoft & Vishnu Bhavaraju, Enterprise Strategy Architect, Microsoft, this document outlines Microsoft’s understanding of the digital and service delivery framework, target operating models and suggested business solution architecture and footprint within the BFSI vertical.
Silvrr is a technology company. Funded by IDG (International Data Group), and ChinaGrowthCapital established Venture Capital firms based in Silicon Valley, CA and Beijing respectively
For the purposes of developing the following:
Online Payment Solutions
Credit Services
E-Commerce
Remittance
Technology-driven change has become a constant for merchants,
financial institutions, and processors. That reality has created a shifting
landscape of new capabilities, new competitors, new rules, and new
customer expectations. It can all be complicated and confusing, but an
assessment of that landscape indicates several clear trends affecting
the industry. For more info: www.nafcu.org/vantiv
World Retail Banking Report 2014 from Capgemini and EfmaCapgemini
The bank of the future is shaping up to be a balanced network of distribution channels serving the diverse and changing needs of global retail banking customers. The Capgemini and Efma 2014 World Retail Banking Report, based on the proprietary Voice of the Customer survey and Customer Experience Index measurement system, reveals detailed analysis into the behaviors and preferences of retail banking customers, assesses retail banks’ performance in meeting customer expectations and provides an in-depth look at how banks are incorporating social media into their retail delivery strategies.
Impact of Digital Banks on Incumbents in SingaporeVarun Mittal
Incumbents have to act now in order to be prepared for the digital bank launch in Singapore by 2021. The New Digital Banks (NDBs) aim to launch customer-centric, differentiated products to meet
their lifestyle goals along with simple and superior user experience.
The new age customers expect transparency and frictionless
experience from their banks.
The incumbent banks should leverage the trust and relationship
built with their customers over the years. They should re-evaluate
their strategy, invest in understanding customers’ needs and enable a digital experience that is at par with leading technology players in the market. Incumbents should take timely action by choosing a viable option to position their business ahead of competition and disruption!
Perspective- Multi Channel Banking: A Five Point Strategy Infosys Finacle
The last two decades have witnessed a paradigm shift in the way people bank. While the shift from branches to ATM based cash withdrawals and from there on to internet banking was slow, it has been a different story in the case of mobile banking. The growth in adoption of mobile banking over the last three years has been tremendous. Many banks have rolled out internet banking, mobile banking, call centers, ATM based transactions and video banking. But, have banks moved from multiple channels to true multi-channel banking with seamless cross channel experiences?
Here we explore a five point strategy that would empower banks and financial institutions to define a robust multi-channel offering.
Case study: DBS's digitalization in Southeast AsiaVarun Mittal
DBS Bank‘s internationalization strategy is built on the cornerstone of a customer-centric digital platform which goes beyond banking by focusing on the customer’s lifestyle and evolving needs. EY has been a proud collaborator to DBS in this journey, advising on the formulation of strategy for Indonesia.
Mobile Banking in 2020 - Mobile World Congress ReportNadejda Tatarciuc
Present report was presented at Mobile World Congress this year, showing the outlook for mobile banking by 2020! - how a younger world, more internet, crime, and activist governments will affect mobile banking penetration.
Few years before we are using the cash for payments. When a digitalization occurs the way of payments gets changed. It helps our country to move next level of development. It creates more awareness to people about the payment innovation. Umamaheswari K | Santhiya R | Ragavi J"Payments Innovation" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-3 , April 2018, URL: http://www.ijtsrd.com/papers/ijtsrd11150.pdf http://www.ijtsrd.com/management/innovation-and-product-dev/11150/payments-innovation/umamaheswari-k
We are following John and Jane through a typical day and explore their every day banking needs. The aim of this presentation is to showcase how modern day banking is transforming today and in the future.
Banking in the Digital Era - Microsoft India PerspectiveMicrosoft India
Authored by Basudev Banerjee, Industry Marketing Lead, Microsoft & Vishnu Bhavaraju, Enterprise Strategy Architect, Microsoft, this document outlines Microsoft’s understanding of the digital and service delivery framework, target operating models and suggested business solution architecture and footprint within the BFSI vertical.
Silvrr is a technology company. Funded by IDG (International Data Group), and ChinaGrowthCapital established Venture Capital firms based in Silicon Valley, CA and Beijing respectively
For the purposes of developing the following:
Online Payment Solutions
Credit Services
E-Commerce
Remittance
Technology-driven change has become a constant for merchants,
financial institutions, and processors. That reality has created a shifting
landscape of new capabilities, new competitors, new rules, and new
customer expectations. It can all be complicated and confusing, but an
assessment of that landscape indicates several clear trends affecting
the industry. For more info: www.nafcu.org/vantiv
World Retail Banking Report 2014 from Capgemini and EfmaCapgemini
The bank of the future is shaping up to be a balanced network of distribution channels serving the diverse and changing needs of global retail banking customers. The Capgemini and Efma 2014 World Retail Banking Report, based on the proprietary Voice of the Customer survey and Customer Experience Index measurement system, reveals detailed analysis into the behaviors and preferences of retail banking customers, assesses retail banks’ performance in meeting customer expectations and provides an in-depth look at how banks are incorporating social media into their retail delivery strategies.
Impact of Digital Banks on Incumbents in SingaporeVarun Mittal
Incumbents have to act now in order to be prepared for the digital bank launch in Singapore by 2021. The New Digital Banks (NDBs) aim to launch customer-centric, differentiated products to meet
their lifestyle goals along with simple and superior user experience.
The new age customers expect transparency and frictionless
experience from their banks.
The incumbent banks should leverage the trust and relationship
built with their customers over the years. They should re-evaluate
their strategy, invest in understanding customers’ needs and enable a digital experience that is at par with leading technology players in the market. Incumbents should take timely action by choosing a viable option to position their business ahead of competition and disruption!
Perspective- Multi Channel Banking: A Five Point Strategy Infosys Finacle
The last two decades have witnessed a paradigm shift in the way people bank. While the shift from branches to ATM based cash withdrawals and from there on to internet banking was slow, it has been a different story in the case of mobile banking. The growth in adoption of mobile banking over the last three years has been tremendous. Many banks have rolled out internet banking, mobile banking, call centers, ATM based transactions and video banking. But, have banks moved from multiple channels to true multi-channel banking with seamless cross channel experiences?
Here we explore a five point strategy that would empower banks and financial institutions to define a robust multi-channel offering.
REVOLUTION OF DIGITAL FINANCE IN INDIA – TRENDS &CHALLENGESIAEME Publication
Digital is an unstoppable force that is redefining the financial services sector. Those institutions that know instantly what their customers and employees want can stay one step ahead of competitors. Thinking about digital strategically, and working with partners that can deliver innovation, will be key factors in long-term success. Financial services industry as a driver of economic growth. Deep capital markets and strong financial institutions give consumers easy ways to save, invest, borrow and plan for their future. Enterprises and small businesses, in turn, depend on financial institutions to raise capital for growth, efficiency, and infrastructure expansion. This cycle of saving, investing and lending is crucial foremerging economies like India to sustain economic growth. The government and the RBI whohave been experimenting with various initiatives, including Jan Dhan Yojana, creation of payment banks, and Rupay to enable domestic card payments systems among other initiatives. But policy alone cannot deliver the promise of financial inclusion. Technology-ledinnovation in financial services is needed to enable rapid, large-scale, and positive change. For the growth of any country’s economy various sectors play a very important role. In the Indian economic growth banking sector is the most important aspects. Banking sector become the backbone of Indian economy. Any changes regarding technology or other aspects directly impact the growth of the economy. With the change in technology various changes occur in banking sector. Now more of customers are educated. They don’t want to stand in queue for various activities like: Make payments, Deposit Cheque, Open bank accounts, Deposit Cheque and many more. With the change in time now digital banking introduced and it proves a star for the banking sector. Today’s era accepts this digital banking concept very easily and in a short time period it become more demanded mode of transaction in the market. In this paper we analyses the concept of digital finance. How it effects the human life. The research is based on secondary data. The concept of digital finance in banking industry brings numerous opportunities. But with every benefits some risk also introduced. And this digital banking also come with some risk.
Digital intervention is a reality in today’s banking business and banks need to adapt and respond to this change to stay ahead of competition. The digital foreground has presented banks with a huge opportunity to attract new customers, lower costs, develop new propositions and business models, as also explore customer value to its maximum. To create a digital environment is now a priority for all banks and they need to undergo considerable investment for complete transformation.
The CII-PwC report titled, Banks taking a quantum leap through digital, released at CII National BANKing TECH Summit by Mr H R Khan Dy Governor RBI, Mr A P Hota MD& CEO National Payments Corporation of India and M S RaghavanChairman & MD, IDBI Bank.
Digital Transformation is far beyond just moving from traditional banking to a digital world. It is a vital change in how banks and other financial institutions learn about, interact with and satisfy customers.
Digital Transformation in Banking Financial Services Industrysethnainaa
Digital Transformation is more than just moving from traditional banking system to
a digital one. It is a vital change in how banks and other financial institutions learn
about, interact with, and satisfy customer’s needs. The age of “Customer is King”
has truly arrived.
Digital Transformation in Banking Financial Services Industrydrishtipuro1234
Digital Transformation is more than just moving from traditional banking system to a digital one. It is a vital change in how banks and other financial institutions learn about, interact with, and satisfy customer’s needs. The age of “Customer is King” has truly arrived.
Why Banks Must Become Smart Aggregators in the Financial Services Digital Eco...Cognizant
Financial institutions must embrace a partnership-driven approach to remain relevant amid fintech digital disruption, while evolving their capabilities to deliver against tomorrow’s market needs.
Going Digital: The Banking Transformation Road MapSemalytix
The leaders in digital banking are more client-centric, tech-savvy, and inclusive—and are fundamentally changing to deliver the best results.
Most banks today want to become digital banking leaders—after all, that's where the customers are. And for much of the past decade as digital banking has taken hold, most leading traditional banks have incorporated strong digital strategies.
So what separates the digital banking leaders from the laggards? A new A.T. Kearney study on digitization, in conjunction with Efma, seeks the answer and finds three main findings: the leaders understand the importance of mobile in a digital strategy, they are developing more agile operating models, and, most notably, they have tackled the need for internal culture shifts (see sidebar: About the Study).
With top-down implementation, these leaders have set their paths toward becoming more client-centric, more tech-savvy, and more inclusive. As the market evolves even more rapidly through the end of the decade, all banks will have to adapt to a disruptive model in people and IT—the two engines of retail banking—and must fundamentally adapt to deliver the best results.
This paper looks at the trends and the path forward.
The Evolving Digital Journey
Most banks began their digital journey years ago and have clear digital strategies, yet even those are facing major changes. In particular, as more customers use their mobile phones and tablets to do their banking, and omnichannel takes hold in financial services, the mobile experience is becoming a crucial aspect of digital strategy that banks must address.
Secondly, to keep up in this fast-changing market, traditional banks will have to adapt their operating models. In particular, changes in IT, new products and services development, and changing expectations for time-to-market will be key factors going forward.
Perhaps the most important step, however, is that banking in the digital age requires a drastic, profound reset of how banking staff reacts to customer needs. This means thinking customer first, rather than by channel; as one panelist puts it, "Banks think in channels, but customers don't." It means being conscious that small digital players can gain market share faster and in a manner that is more disruptive to traditional banks' models. It means understanding that organizational silos pose significant obstacles to creating new solutions for customers. Most importantly, it means looking inward, changing organizational beliefs and habits to facilitate clients and drive digital innovation.
A new spirit of banking—led by top executives—will lead the way to addressing market changes, becoming more agile, and improving openness in day-to-day business.
- See more at: http://www.atkearney.com/latest-article/-/asset_publisher/lON5IOfbQl6C/content/going-digital-the-banking-transformation-road-map/10192?_101_INSTANCE_lON5IOfbQl6C_redirect=#sthash.oKsJGij3.dpuf
WhitePaper Chicago style Sample written by writingmetier.comWriting Metier
WhitePaper Chicago style Sample written by writingmetier.com
WritingMetier team can help you with writing any type of WhitePapers, feel free to contact us anytime: https://writingmetier.com
A STUDY ON CONSUMER PERCEPTIONS TOWARDS DIGITAL FINANCE AND ITS IMPACT ON FIN...IAEME Publication
With today’s world progressing at a lightning pace, finance cannot afford to lag behind. Finance must become inclusive, dynamic and buoyant. In other words, finance must becomedigital. The genesis and rise of digital financial services is a remarkable global phenomenon. There is little doubt that the financial services industry, today, is one of the most digitized industries. This paper throws light on the adoption and perceptions of the urban Indian consumers, in the context of digitized financial services. The study focuses on the extent of acceptability, usage, beliefs, deterrents and incentive patterns among the Indians. Itsuggeststhat although the popularity of financial services provided digitally is growing in absolute terms in India, but the rate of growth is painfully slow, considering the huge potential that the country possesses.
Scaling Up Data Access and Storage Without Scaling Up CostsSahil Gupta
The solution scales up data access and storage without scaling up costs through migration to a data lake facility coupled with data compression that enables an 80% reduction in data storage, also reducing response time for data queries from 30 to 2 seconds depending on query complexity. It also delivers better dashboard, faster KYC, data security and advanced analytics.
The solution mitigates fraud and risk by implementing a voice biometrics technology that assures user authentication by using every individual's unique voice print.
Virtual (and intelligent) Customer Assistant in a BoxSahil Gupta
The solution uses AI to provide virtual assistance by predicting and analyzing customer queries so that the virtual assistant can provide automated customer assistance through the use of NLU and ASR and thus act as a 'real agent'.
The solution eliminates the risks of non-performance and non-payment from both the seller's and buyer's side through providing a digital B2B platform to facilitate trade financing and acquisition of loans.The solution shows how users can leverage on the capital capabilities of buyers to finance suppliers.
The solution eliminates the time-consuming paperbound activities in trade finance by adopting an automation software and integrating it across other platforms to transfer other traditional trade finance processes on a single platform. The solution aids in AML and visualization as well.
SME Supply Chain Financing Solution on Blockchain Distributed Ledger Technolo...Sahil Gupta
The solution leverages distributed ledger technology (DLT) to allow buyers and sellers to create a trust system within the trade finance ecosystem through the elimination of fraud and human errors.
Securitizing Financial Transactions using DLTSahil Gupta
The solution allows for subdivisions of real estate with regard to loans and ownership in order to expand their real estate mortgage offerings to a wider demographic through leveraging blockchain technology which enables the conversion of an illiquid asset into a digital asset, which can then be owned by multiple stakeholders.
Cross Border Remittance Solution for Business to Business (B2B)Sahil Gupta
This Proof of Concept illustrates how innovation is providing cost-efficient and speedy cross border remittance for businesses that also serve as a payment solution for eCommerce merchants, in turn increasing transaction volume and customer acquisition rate.
Call Centre Operations Performance ImprovementSahil Gupta
The solution empowers call center operations by improving client interactions in real time through the implementation of leading-edge tech capabilities.
The solution provides innovative insurance products to cater to new customer segments previously underserved by one-size-fits-all insurance products.The modified products helps to address the different need and better serve the customers.
Alternative Credit Scoring of Underbanked ConsumersSahil Gupta
This Proof of Concept outlines a solution that undertake other means of assessing the credit score of underbanked consumers by analyzing their smartphone data to draw predictive behavioral insights.
The solution simplifies regulatory reporting by automating existing manual processes, revolutionizing data storage and management, and streamlining processes needed to comply with regulatory requirements through the implementation of a rules-based workflow engine.
The solution provides a suite of fully incorporated lending solutions, including a proprietary credit risk scorecard for risk assessment, automatic processing for efficiency, regular updates in tandem with banking regulations, built-in triggers to keep out payment issues and around-the-clock-tech-support.
The solution seamlessly and securely onboards customer with swift and accurate KYC processes powered by AI with custom-trained bank digital database, computer vision capability for object detection, intelligence character recognition (ICR), biometrics capability for facial recognition and application program interface (API) capability.
Frontline Sales Acceleration via GamificationSahil Gupta
The solution empowers frontline staff and boosts performance through gamification in forms of sales planning, activity tracking and performance management scorecards and incentives.
Expense Management Solution Enabled by APISahil Gupta
The solution manages operational expenses through application program interface (API) integration which seamlessly synchronizes data across accounting, Enterprise Resource Planning (ERP) systems and Human Resource Management Systems (HRMS) to accelerate back-office processes and increase efficiency and cost savings.
The solution empowers and engages employees with an easy-to-use, scalable and secure mobile software-as-a-service (SaaS) platform that tracks employee performance and satisfaction which in turn helps to improve productivity and return on spending on rest and recreation.
e-Know your Transaction (e-KYT) Solution for Financial Crime ComplianceSahil Gupta
The solution automates data governance and analytics with AI and distributed ledger technology to facilitate financial crime compliance processes during transactions, thereby enabling auditability, transparency and irrefutability of payment processing and digital transactions.
The solution removes customers' needs for a physical visit to a bank by providing virtual customer onboarding processes and a service platform which improves customer experience and overall efficiency while providing enhanced security and personal data protection.
The solution digitalizes customer onboarding through Algorithmic risk intelligence backed due diligence, bank-grade digital KYC and securing of digital contracts through national ID and biometrics, thereby achieving enhanced security, efficiency and user experience.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...
Case study: DBS's digitalization in Southeast Asia
1. How the biggest
bank in Singapore
is driving digital
innovation in
Southeast Asia
2. 2 | How the biggest bank in Singapore is driving digital innovation in Southeast Asia
Should adapting services to a customer
always be at the top of a bank’s agenda
in every market?
DBS Bank’s internationalization strategy is built on the cornerstone of a customer-
centric digital platform which goes beyond banking by focusing on the customer’s
lifestyle and evolving needs.
March 20161
marked a watershed moment for DBS Bank as it
launched its innovative full-stack digital banking platform, the
digibank, in Singapore. In the first two weeks of its soft launch,
the app had seen more than 200,000 downloads2
.
Within a year, DBS Bank had expanded the app across two
high growth markets: India and Indonesia. Today, the bank is
servicing more than two million online users in both countries
and is expecting 8.5 million customers by 2021 — and none of
them would ever set foot into a DBS branch.
A US$375b3
asset size bank which serves more than 80% of
Singapore’s population, digibank represents a FinTech-led
strategy for entering new markets and growing organically,
and to move forward in a digital-led economy and getting
more embedded within their customers’ lifestyle. It is meant
to manage customer digital engagement and provide a range
of services centered on the evolving life needs and lifestyle of
the customer.
For DBS, payments and transaction enablement was a starting
point in many markets, in order to acquire customers and
create stickiness. Over time, digibank is expected to evolve
to offer the entire suite of banking services and more. This is
what lays behind its “Live More, Bank Less” vision.
EY has been a proud collaborator to DBS in this journey,
advising on the formulation of strategy for Indonesia.
The battle for the Indonesian customer
It is evident that the increasing use of technology is
changing consumer behavior in Indonesia. Despite being
mostly unbanked, Indonesia boasts a young and tech-
savvy population. The country has over 106 million
social media users who make over 3.2 million paid online
transactions per day4
on social media and e-commerce
websites. Although most consumers still make
payments through bank transfers and cash-on-delivery,
it is observed that many people are already using or
interested in internet banking.
Capitalists and entrepreneurs have surely taken notice,
with some of the region’s largest tech-unicorns based
here, including Go-Jek, Tokopedia and Traveloka. Some
of the largest FinTech conglomerates in the world,
including Alibaba’s Ant Financial, Tencent and Softbank,
have made significant investments in this market. The
local conglomerates, including Sinarmas Group, Salim
Group and Lippo, too have launched their own digital
propositions, to form protective moats around their
ecosystems. The battle for the Indonesian customer’s
attention is on and it is anything but pretty.
Source:
1. DBS Website
2. DBS Website
3. DBS Annual Report
4. EY Research
3. 3How the biggest bank in Singapore is driving digital innovation in Southeast Asia |
In this highly-competitive environment, EY worked with
DBS to answer the following questions to form their
growth strategy in Indonesia:
• What business propositions will solve the customer’s
key and urgent pain points today?
• What use-cases will give digibank a distinct value
proposition to differentiate itself?
• Will the proposition help digibank accelerate customer
acquisition?
• Can this be a tactical move that has high future
strategic value as well?
DBS understood that to grow its business in this
environment, against competitors that in many cases did
not have the pressures of quarterly public capital market
reporting, it needed a differentiated and compelling
proposition. It was going to be important that the digital
bank addresses the pain points customers most often
face, including inconvenient transaction handling, lack of
service personalization and lack of context.
Providing digital banking
services will soon come to
be a norm in the market.
We want to be more than
a provider of simple and
effortless online banking,
we want to provide an
experience where banking
is seamlessly integrated into
the lifestyle of the tech-savvy
and young population
in Indonesia.
“
Leonardo Koesmanto
Head of Digital Banking,
Consumer Banking Group
DBS
4. 4 | How the biggest bank in Singapore is driving digital innovation in Southeast Asia
Defining “banking”
for a new age
By seeking to integrate into all aspects of the customer’s digital life, DBS and EY are
enhancing customers’ digital banking experience, integrated multi-channel transaction
features to improve stickiness and fractured and fragmented customer experiences will
provide opportunities for entry via interoperability.
While increased acceleration in grassroots innovation is
great for solving societal pain-points and offering a variety
of services across segments, it also leads to increased
fragmentation. Moving between platforms is clunky and not
seamless, leading to a broken customer experience, errors and
increased operational risks within platforms. Imagine buying,
paying for and getting delivery of an item of interest off of an
Instagram hosted store? There are multiple points of failure.
DBS is very much aware of these existing and evolving pain-
points, and a seamless customer experience is at the heart
of digibank.
Larger Indonesian local banks have adopted internet banking
as the core feature of their service proposition. As Indonesia
consumers becoming more digitally adept, the preference
toward digital channel comes naturally into play. With
increased competition from outside the traditional financial
services sector, there is a need to go beyond offering a high-
quality web and mobile experience. It requires a complete
rethink of the current financial services delivery model:
• From product centric, to customer centric
• Process orientation, to customer experience
• Competition to collaboration
• Traditional product placement to contextual
• Low engagement to high engagement
Numerous factors influence customer experience, many of
which are intangible and driven by emotion or perception. In
the past, banks have focused on giving competitive interest
and merchant discounts. EY research however, suggests that
customers put greater importance on intangible factors such
as convenience and relevancy. The more banks can remind
customers on a daily basis of their superior service, the more
likely customers will pick them as the bank of choice in all
aspects of their life. The DBS strategy is one such compelling
approach to a transactional digital banking.
“To win the digital banking competition, a bank must
strategically manage multichannel, to create a seamless
customer experience,” says Nam Soon Liew, Managing Partner,
EY ASEAN Markets Leader, Ernst & Young Solutions LLP,
“An integrated transaction-platform ensures the transaction
journey remains reliable regardless of the customer’s
preferred device. This process will help to create a wonderful
and consistent experience for customers, thereby increasing
their loyalty to the platform.”
5. 5How the biggest bank in Singapore is driving digital innovation in Southeast Asia |
Building scale through beyond-banking ecosystems
Capitalizing on the emergence of integrated digital
ecosystems that serve customers without having
to leave.
With the growing number of traditional players (e.g.,
banks, telcos, etc.) and new-economy players (e.g.,
FinTechs, ride-sharing platforms, etc.) offering digital
services, there are increasingly blurring boundaries
between sectors. This trend provides ample opportunities
for financial institutions to merge their services into
customers’ daily life, including bringing offline services
to online.
“For customers, banking service is a means to an end:
buying groceries, growing a business, or purchasing
services. By only attending to one part of the customers’
journey, banks might miss out on substantial value. As
Asia’s banking customers migrate to digital channels,
banks are expected to follow suit by developing
integrated digital banking capabilities,” says Varun Mittal,
Director, EY Global Emerging Markets FinTech Leader,
Ernst & Young Solutions LLP.
Looking into such trends, EY professionals advised DBS
on how to capitalize on opportunities within the banking
and non-banking journeys of the customer.
“The starting point was more than 50 different retail
payment use-cases that surround a customer’s life.
Narrowing them down on criteria such as, macro-
economic trends, use-case market potential, existence
of competition, ability of DBS to create a differentiated
proposition, etc., the number of use-cases was
eventually narrowed down to three and presented as
recommendations. This ‘Growth Hack’, built upon EY’s
proprietary use-case scoring framework, allows platforms
to objectively evaluate use-cases and select the ones
that allow them to meet their business objectives.” says
Patrick Hanna, Partner, EY Transaction Advisory Services
Leader, Ernst & Young Solutions LLP.
A platform wrapped around
customers’ daily life is the perfect
place to offer additional services.
Such feature helps DBS enrich its
relationship with existing customers
and at the same time, increase
monetization opportunities.
“
Patrick Hanna
Partner,
Transaction Advisory Services Leader
Ernst & Young Solutions LLP
6. 6 | How the biggest bank in Singapore is driving digital innovation in Southeast Asia
Live more, bank less!
DBS’ foray into Indonesia and India has resulted in an exciting
strategic approach to digital services that solves key societal
pain-points, while allowing for a seamless, integrated and
personal digital experience. In emerging countries where there
are more internet users than there are banked customers,
this approach can drive significant growth, while managing
customer acquisition cost. The platform successfully
helped to enhance customers’ experience as well as attract
new customers.
Launching a successful digital
banking operation requires
understanding the customer’s
behavior evolution and the resulting
change in their needs. By focusing
on customer-centricity, banks will
be able to deliver superior digital
experiences and stay ahead of
their competitors.
“
Varun Mittal
Director,
Global Emerging Markets FinTech Leader
Ernst & Young Solutions LLP
Better digital banking
experience means a
better life for customers
7. Liew Nam Soon
Managing Partner,
ASEAN Markets Leader
Ernst & Young Solutions LLP
+65 6309 8092
nam-soon.liew@sg.ey.com
Contacts
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