The intention of deck is to showcase the studies/findings conducted to launch a new smart POS terminal in the market – the distribution methods and pricing models. The deck assumes the smart POS terminal is already built and ready to launch.
Indian short-form apps have a monetization opportunity of $19Bn by 2030, and by 2025 they are expected to double their monthly active user base to 600 million, said strategy consulting firm Redseer Strategy Consultants.
Collective Audience Transforming Digital AdvertisingPeter Bordes
It's time for a change in the global digital media and advertising landscape. Our mission is to lead the next generation of platforms that move the industry away from fragmented, siloed walled gardens. To a global, open interconnected ecosystem that brings all the modules of advertising, media, data, and AI together. Removes inefficiencies, and empowers our partners with the efficient liquidity they need to reach, transact, and the realize value of their greatest asset. Thier audiences.
We are a collaborative collective that believes in the power of collective intelligence, and that we are stronger as a group than as individuals. Our superpower is a relentless drive to innovate. The most fruitful collaborations are those where we walk away having learned something new. We are curious, passionate, proactive problem-solvers. We partner with forward-thinking inspiring brands, agencies, and publishers.
An introduction to the fintech space, with additional information on the wealth management space. This presentation was made for my team so that they would better understand the industry they are working in and where it is headed.
Indian short-form apps have a monetization opportunity of $19Bn by 2030, and by 2025 they are expected to double their monthly active user base to 600 million, said strategy consulting firm Redseer Strategy Consultants.
Collective Audience Transforming Digital AdvertisingPeter Bordes
It's time for a change in the global digital media and advertising landscape. Our mission is to lead the next generation of platforms that move the industry away from fragmented, siloed walled gardens. To a global, open interconnected ecosystem that brings all the modules of advertising, media, data, and AI together. Removes inefficiencies, and empowers our partners with the efficient liquidity they need to reach, transact, and the realize value of their greatest asset. Thier audiences.
We are a collaborative collective that believes in the power of collective intelligence, and that we are stronger as a group than as individuals. Our superpower is a relentless drive to innovate. The most fruitful collaborations are those where we walk away having learned something new. We are curious, passionate, proactive problem-solvers. We partner with forward-thinking inspiring brands, agencies, and publishers.
An introduction to the fintech space, with additional information on the wealth management space. This presentation was made for my team so that they would better understand the industry they are working in and where it is headed.
An introduction to the service portfolio of Blue Ocean Solutions (BlueOS) marketing consultancy that focuses on Inbound marketing and technology go-to-market strategy development & implementation.
There are literally hundreds of vertical business to business (B2B) or enterprise commerce platform providers. Almost every industry has a network or platform trying to be that industry's "operating system" connecting all of the industry's participants to automate transactions. There are also hundreds of software companies attempting to automate the source to settle and order to cash processes horizontally across industries.
Tracxn - Southeast Asia Tech - Top Business Model - Apr 2022Tracxn
Tracxn's geowise reports on top #BusinessModels are now made public!
Here's our latest report Southeast Asia Tech rebrand.ly/fhdy49j for
Subscribe to our #TopBusinessModelsinGeo reports to stay updated on trending Business Models in your geo
Tracxn - Top Business Models - EdTech - Mar 2022Tracxn
Tracxn's proprietary #taxonomy brings to you top #BusinessModels in EdTech rebrand.ly/tbou3jz
Get our free reports on #PracticeArea or #sector of your interest to your mailbox regularly https://rb.gy/cx2upn
Tracxn - Top Business Models -Consumer Tech - Apr 2022Tracxn
Here's a detailed analysis of top #BusinessModels in Consumer rebrand.ly/w3b0bta
Get these reports for any #PracticeArea of your interest delivered to your mailbox for free! Subscribe @ https://rb.gy/cx2upn
Hoof is an innovative financial services company now seeking investment for a highly scalable application and API platform aimed at growing SMEs. Every small merchant wants to grow. We exist to make that path easier.
Financial services is under profound pressure to transform: legislative catalysts, heightened customer expectations and new fintech entrants are forcing banks and credit unions to re-consider their role in the banking value chain. Leading organizations are responding by moving from traditional paradigms of branch banking, to Banking-as-a-Service, where the bank becomes a platform of capabilities that can be accessed and monetized via APIs, to both internal and external consumers alike. Attend this session to learn how Coast Capital, Canada's largest credit union, is making this vision a reality.
Wallet Factory platform is a constructor for a wide range of use cases:
- Launching digital banking for traditional banks and credit unions (white-label mobile and web apps and integration with banking core system);
- Enabling extra revenue sources for telecom operators, e.g. P2P, service catalogues, money transfers etc. (e-wallet processing and a mobile app);
- Setting up loyalty\payments system for retailers etc. (e-wallet processing and mobile app, alongside with the loyalty platform).
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
Numa era de mudanças organizacionais e perturbações globais sem precedentes, o relatório Global Marketing Trends 2022 apresenta as principais tendências de marketing, fruto dos desafios de negócio que enfrentamos
Peapod Research and Analysis of E-commerce by Madinakhon TursunboevaMadina Tursunboeva
This academic report represents analysis of Peapod company, which is the largest e-commerce grocery delivery business all over the US. The background information and analysis of business perspective is described in the first part of the report. The second part contains the analysis of technological side of the company. By accomplishment both of the components, the issues and needs were identified by using Porter’s five Forces, SWOT, Turban and other techniques. As a result, the major weaknesses among direct competitors, such as delivery timing, pricing etc. were defined. Furthermore, the threats of substitution and Peapod’ market share loose were recognized. Thus, it is important for Peapod to take actions in order to prevent dramatic impact. To do so, the possible solutions were proposed with a reference to the current best practices. Moreover, the future vision of the company was identified in the last part, and points that should be undertaken were listed. Finally, the short summary of the report is provided in the conclusion part.
Bessemer uncovers the year’s top trends and insights in the global cloud economy, including how the model is only getting better, and why being a Centaur is the new milestone to celebrate.
Read the full report: https://www.bvp.com/atlas/state-of-the-cloud-2022
STATE OF THE PLATFORM REVOLUTION 2021 - by Sangeet Paul ChoudarySangeet Paul Choudary
This 90-page report lays out the key themes in the platform economy for the year 2020-21. Themes span platform regulation, inequality in the gig economy, platform strategy for incumbents, bigtech movements into new industries etc.
Digital redefinition of banking banking transformationDraup
The increase in the number of digital use cases in the banking and financial services industry has led to the emergence of newer digital hotspots in the US. States such as Minnesota, North Carolina, Texas, and California have a high density of mature talent specializing in these digital cases. These digital use cases have also given rise to new hotspots in neighbouring states such as Iowa, Arizona, and Ohio. Bank of America, Wells Fargo, and JP Morgan Chase have capitalized on this rapid digitalization to create solutions in anti-money laundering, digital wealth management, information security, cloud technology.
Analysing the Digital Maturity of Top US Banks
The digital maturity of banks and financial institutions has been measured by their competency in innovation which includes their competitive intensity and growth potential and assessing their capabilities in terms of talent scalability and maturity of skills in new age technologies. By these parameters, firms such as Bank of America, Wells Fargo, Citi, and Capital One have identified as digital leaders while Union Bank, First Republic Bank, HSBC US have been relatively slower in the digital race.
Case-by-Case Analysis of Banking Transformation
Bank of America:
Bank of America has over 14 digital centres with over 76% of the digital talent based out of centres located in the US. The 4,000+ digital workforce is involved in functions such as app development, analytics, security, and cloud. Bank of America is one of the few leading banks looking to increase the digital capabilities of all its bank branches through interactive systems that need very little human intervention. Some branches are also fully automated equipped with an interactive teller machine and a video conferencing room.
Citi Group:
Citi is taking cues from its innovation labs that are involved in developing cutting-edge solutions such as beacons. The firm’s 3,500+ digital talent pool is predominantly based out of North America. The bank’s smart branches are equipped with interactive media walls that display local weather, stock information, and financial updates. Citi announced their partnership with Nasdaq which was formed to create payment systems that use DLT (Distributed Ledger Technology) to record payments.
Wells Fargo:
The firm’s large 7,500+ digital workforce is largely consolidated in the United States with sporadic distribution in India as well. The firm has 15 digital centres with only 2 of them located outside the US i.e. in Hyderabad, and Bengaluru. Over 28% of digital talent is involved in new-age solutions such as RPA, Blockchain, IoT and AI.
Extensive Validated Case Study on the Business Process Framework for Market Entry of a Minimum Viable Product corresponding to a Mobile App Generating Vernacular Payment Links.
An introduction to the service portfolio of Blue Ocean Solutions (BlueOS) marketing consultancy that focuses on Inbound marketing and technology go-to-market strategy development & implementation.
There are literally hundreds of vertical business to business (B2B) or enterprise commerce platform providers. Almost every industry has a network or platform trying to be that industry's "operating system" connecting all of the industry's participants to automate transactions. There are also hundreds of software companies attempting to automate the source to settle and order to cash processes horizontally across industries.
Tracxn - Southeast Asia Tech - Top Business Model - Apr 2022Tracxn
Tracxn's geowise reports on top #BusinessModels are now made public!
Here's our latest report Southeast Asia Tech rebrand.ly/fhdy49j for
Subscribe to our #TopBusinessModelsinGeo reports to stay updated on trending Business Models in your geo
Tracxn - Top Business Models - EdTech - Mar 2022Tracxn
Tracxn's proprietary #taxonomy brings to you top #BusinessModels in EdTech rebrand.ly/tbou3jz
Get our free reports on #PracticeArea or #sector of your interest to your mailbox regularly https://rb.gy/cx2upn
Tracxn - Top Business Models -Consumer Tech - Apr 2022Tracxn
Here's a detailed analysis of top #BusinessModels in Consumer rebrand.ly/w3b0bta
Get these reports for any #PracticeArea of your interest delivered to your mailbox for free! Subscribe @ https://rb.gy/cx2upn
Hoof is an innovative financial services company now seeking investment for a highly scalable application and API platform aimed at growing SMEs. Every small merchant wants to grow. We exist to make that path easier.
Financial services is under profound pressure to transform: legislative catalysts, heightened customer expectations and new fintech entrants are forcing banks and credit unions to re-consider their role in the banking value chain. Leading organizations are responding by moving from traditional paradigms of branch banking, to Banking-as-a-Service, where the bank becomes a platform of capabilities that can be accessed and monetized via APIs, to both internal and external consumers alike. Attend this session to learn how Coast Capital, Canada's largest credit union, is making this vision a reality.
Wallet Factory platform is a constructor for a wide range of use cases:
- Launching digital banking for traditional banks and credit unions (white-label mobile and web apps and integration with banking core system);
- Enabling extra revenue sources for telecom operators, e.g. P2P, service catalogues, money transfers etc. (e-wallet processing and a mobile app);
- Setting up loyalty\payments system for retailers etc. (e-wallet processing and mobile app, alongside with the loyalty platform).
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
Numa era de mudanças organizacionais e perturbações globais sem precedentes, o relatório Global Marketing Trends 2022 apresenta as principais tendências de marketing, fruto dos desafios de negócio que enfrentamos
Peapod Research and Analysis of E-commerce by Madinakhon TursunboevaMadina Tursunboeva
This academic report represents analysis of Peapod company, which is the largest e-commerce grocery delivery business all over the US. The background information and analysis of business perspective is described in the first part of the report. The second part contains the analysis of technological side of the company. By accomplishment both of the components, the issues and needs were identified by using Porter’s five Forces, SWOT, Turban and other techniques. As a result, the major weaknesses among direct competitors, such as delivery timing, pricing etc. were defined. Furthermore, the threats of substitution and Peapod’ market share loose were recognized. Thus, it is important for Peapod to take actions in order to prevent dramatic impact. To do so, the possible solutions were proposed with a reference to the current best practices. Moreover, the future vision of the company was identified in the last part, and points that should be undertaken were listed. Finally, the short summary of the report is provided in the conclusion part.
Bessemer uncovers the year’s top trends and insights in the global cloud economy, including how the model is only getting better, and why being a Centaur is the new milestone to celebrate.
Read the full report: https://www.bvp.com/atlas/state-of-the-cloud-2022
STATE OF THE PLATFORM REVOLUTION 2021 - by Sangeet Paul ChoudarySangeet Paul Choudary
This 90-page report lays out the key themes in the platform economy for the year 2020-21. Themes span platform regulation, inequality in the gig economy, platform strategy for incumbents, bigtech movements into new industries etc.
Digital redefinition of banking banking transformationDraup
The increase in the number of digital use cases in the banking and financial services industry has led to the emergence of newer digital hotspots in the US. States such as Minnesota, North Carolina, Texas, and California have a high density of mature talent specializing in these digital cases. These digital use cases have also given rise to new hotspots in neighbouring states such as Iowa, Arizona, and Ohio. Bank of America, Wells Fargo, and JP Morgan Chase have capitalized on this rapid digitalization to create solutions in anti-money laundering, digital wealth management, information security, cloud technology.
Analysing the Digital Maturity of Top US Banks
The digital maturity of banks and financial institutions has been measured by their competency in innovation which includes their competitive intensity and growth potential and assessing their capabilities in terms of talent scalability and maturity of skills in new age technologies. By these parameters, firms such as Bank of America, Wells Fargo, Citi, and Capital One have identified as digital leaders while Union Bank, First Republic Bank, HSBC US have been relatively slower in the digital race.
Case-by-Case Analysis of Banking Transformation
Bank of America:
Bank of America has over 14 digital centres with over 76% of the digital talent based out of centres located in the US. The 4,000+ digital workforce is involved in functions such as app development, analytics, security, and cloud. Bank of America is one of the few leading banks looking to increase the digital capabilities of all its bank branches through interactive systems that need very little human intervention. Some branches are also fully automated equipped with an interactive teller machine and a video conferencing room.
Citi Group:
Citi is taking cues from its innovation labs that are involved in developing cutting-edge solutions such as beacons. The firm’s 3,500+ digital talent pool is predominantly based out of North America. The bank’s smart branches are equipped with interactive media walls that display local weather, stock information, and financial updates. Citi announced their partnership with Nasdaq which was formed to create payment systems that use DLT (Distributed Ledger Technology) to record payments.
Wells Fargo:
The firm’s large 7,500+ digital workforce is largely consolidated in the United States with sporadic distribution in India as well. The firm has 15 digital centres with only 2 of them located outside the US i.e. in Hyderabad, and Bengaluru. Over 28% of digital talent is involved in new-age solutions such as RPA, Blockchain, IoT and AI.
Extensive Validated Case Study on the Business Process Framework for Market Entry of a Minimum Viable Product corresponding to a Mobile App Generating Vernacular Payment Links.
Ezybusiness is a project to create a platform to service enormous online services to the highly fragmented unorganised digitally backward Indian offline retailers to brace up the competition from Online retailers and participate in the expanding market opportunity.
EngageMint 2022: The Hard Thing about Doing it RightWebEngage
Created & Presented by Lizzie Chapman, CEO & Co-founder at ZestMoney, at EngageMint, Asia's largest Retention Marketing Conference. Lizzie takes us through her entrepreneurial journey, fintech landscape in India & how India is emerging as the largest FinTech market in the world
About the speaker:
Lizzie Chapman is the CEO & Co-Founder of ZestMoney, the largest and fastest-growing "Buy Now Pay Later" platform in India. Lizzie has been consistently driving the adoption of digital finance and championing the concept of digital finance. She envisions a future where India has a fully digital economy and every Indian has access to transparent financial services and affordable credit.
You can find her here: https://www.linkedin.com/in/lizzie-chapman-a49430/
About EngageMint:
Hosted with love by WebEngage, EngageMint is a platform that brings together marketers and product managers from across Asia, passionate about one thing - giving their customers the ‘aha’ experiences they deserve. At EngageMint, we strongly believe that by equipping professionals with the right strategies, we can initiate a massive shift in the way businesses think about growth, product experiences, customer retention, and everything else in between.
All our sessions are hand-curated and deep-dive into each aspect of user engagement and retention. So all you have to do is take notes and implement these learnings as soon as you get back to work! More details: https://webengage.com/engagemint/
WebEngage is a new age Retention Operating System, a single suite for marketers to store user data, provide actionable insights, orchestrate omnichannel campaigns by leveraging user insights to provide a hyper-personalized end-user experience.
The platform helps brands drive more revenue from existing customers and anonymous users across 10+ communication channels. WebEngage goes above and beyond a marketing automation platform and powers the user engagement for thousands of enterprise brands worldwide, working across several industries like E-Commerce, Edtech, Fintech, Foodtech, Media & Publications, Gaming, BFSI, Healthcare, Online Retail. The key clientele includes marquee brands like HUL, Bajaj Finserv, Unacademy, ALT Balaji, MakeMyTrip, Zivame, Firstcry, and many more.
----------------------------------------------
To know more about WebEngage, visit - https://webengage.com/
Book a demo with us: https://webengage.com/register-for-demo/?utm_source=youtube&utm_medium=social&utm_campaign=engagemint22&utm_term=lizzie
To know the latest insights on customer retention and marketing automation worldwide, follow us here:
Twitter: https://twitter.com/WebEngage
LinkedIn: https://www.linkedin.com/company/webengage
Facebook: https://www.facebook.com/WebEngage/
Instagram: https://www.instagram.com/webengage/
The ten key steps for a successful mPOS solutionPascal CORABOEUF
From telcos to startups, from leading financial institutions to e-commerce providers, new organizations and new geographies are looking to provide mobile point of sale (mPOS) solutions to merchants and businesses.
See the ten key steps for mPOS service providers to transform merchant-consumer interaction to an easier, richer and more personalized experience
Trends in eCommerce in India - Powered by Hoppingo.comHoppingo
Year 2014 has been very promising in terms of new eCommerce companies getting established, companies getting huge investments from investors like Tiger Global, Soft Bank etc. Billion has become new million, when it comes to investment in this sector and e-commerce became one of the most sought after investment choice.
We, at Hoppingo, have listed some of the trends that are hitting eCommerce in 2015.
Do let us know if you think differently!
The 10 most trusted retail companies to watch in 2020 Merry D'souza
we bring you The10 Most Trusted Retail Companies to Watchin 2020. These companies are equipped with ideas and are digitally powered to bounce back sooner than expected.
On the Cover, we have Hush India Pvt Ltd, a company that has been ideating and creating a wide range of innovative sleep solutions resulting in a special place in its customers’ hearts and minds over the decades.
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!
Mr. Ed Khatuka, Chief Executive Officer, Intellect Commerce Ltd, calls attention to Strong Technology for Customer Centric Retailing via CIO Review Magazine Special PoS (Jan 2019) Edition
Read More: http://www.intellectcommerce.com/insights/news/customer-centric-retailing-requires-right-technology.html
Know Us More: http://www.intellectcommerce.com/
Ptak Prize India Qualifier 2014 -
Analysis of E-Commerce Supply Chain Challenges and Logistics Bottlenecks. Industry analysis using Porter's 5 forces model, strategic road map for E-commerce firms in India and the future of omni-channel retail.
Case Questions:
The logistics issues were there for decades and it impacts the same way all the sectors which heavily rely on distribution (Example: FMCG). So keeping these logistics issues as constraints to live with,
(a) Analyze and present what Specifics to Ecommerce Industry makes Logistics as a 'Critical Bottleneck'
(b) Analyze and present the key things that make 'Last Mile Network Planning and Scheduling' a nightmare for the planners.
2. Using Porter's 5 Forces, analyze the current E-Tailing (Retail E-Commerce) Industry and tell us, Will you start your Own E-Commerce business in 2015? Support either of your answers with facts and your inferences.
3. Review the below statements carefully:
i. "Equity Funds are not free money - Investors will push you hard for profitability soon; as you are aware, none of the Indian E-Com players are profitable".
ii. "E-Commerce customers are well tamed with multiple value propositions (Easy Returns, Discounts, Cash on delivery (COD), free replacement etc.) from E-Commerce companies. You restrict any one of it, it will lead to dissatisfaction"
Now assuming you are the 'Head-Strategy' for an E-Commerce organization- set the strategy for 2015 to 2019.
4. Article clearly says "OMNI Channel (Click and Brick) is the future". Now, traditional offline giants like TATA, Reliance etc., will setup their own online vertical and E-Commerce big players will also come up with physical stores. Analyze both these scenarios in detail and present who is going to be the winner - Is it Offline player who adopted the Online as an extended channel or the Online player who adopted the Offline as an extended channel?
VeriFone eBook: Mobile Commerce - Challenge or Opportunity?Verifone
The Unstoppable Mobile Revolution - With more than 1 Billion smartphones worldwide, retailers are taking notice of the benefits and opportunities provide by mobile payments. This eBook by VeriFone explores the opportunities of mobile for both retailers and consumers alike.
Ereputation Intelligence for your big data journeyM Kadi
Big Data applies to data sets whose size is beyond the ability of commonly used traditional techniques to capture, manage, and process within a tolerable elapsed time . This is where ERI builds a solid grounding and design infrastructure to drive this innovation forward and boost better outcomes
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
2. Agenda
The intention of deck is to showcase the studies/findings conducted to launch a
new smart POS terminal in the market – the distribution methods and pricing
models. The deck assumes the smart POS terminal is already built and ready to
launch.
Introduction to Sabpe01
Competitor Analysis03
Pricing Strategy05
Recommendation06
Market Analysis02
Distribution Strategy04
3. Problem Statement
Identify distribution strategy not restricted to forward flow of Point of Sale Terminals delivered to
merchants but should also solve for reverse logistics for damaged & tampered devices, and capability to
provide servicing. Build a cost model rather than fixed cost model. Identify how some of the app providers
can lead to effective distribution in certain segments.
4. 01
Provides a
secure open
OS for any
smart
payment
terminal
02
Can be
deployed
anywhere in
the world
03
Enables
connected
multipurpose
payment
devices from
any
manufacturers
04
Provides a digital
marketplace of
curated, vertically
bundled 3rd party
business apps
05
To be rolled out
across Tier I, II
and III cities in
India
Payment Ecosystem
5. Business Model – A multisided platform
To provide a payment ecosystem to the store owners so they feel empowered to grow their business. Payment systems are a multi-sided platform as it
needs to get engaged with banks, retailers of various sizes across geographies, developers and regulators.
Big/Medium
/Small Retailers
Consumers
• 600K million retail stores
• 1 billion GPV Targeted
• >500 shopping malls across India
• Partnerships with Banks
• Partnerships with Distributors / Agents
• Direct / Indirect Access across India
• 600 million customer base available
• Average Value 2.5 to 3K per transaction
• 2 to 3% MDR in Credit Cards
• .5% MDR for Debit Cards
• .4% MDR Wallets/UPI
Free Paid
6. Persona
• Reduce transaction charges.
• Maintains multiple software.
• Manually predict what product
is selling more.
• High cost for using latest
technologies.
PAIN POINTSJOBS TO BE DONE
Kumar
45Years
LivesinBangalore
5yearsinrunningaorganicshop,Interestedinexpandinghisbusiness.
Kumar is from Tamil Nadu and holds a
Bachelors Degree in Commerce. He has always
been passionate about setting up this own
venture and is running his organic shop.
He has invested his saving in setting up shop 5
years back and quite successfully running his
venture in his neighbourhood. He has earned a
customer base of 3000 customers thus far who
are doing regular business with him. He does
door to door delivery.
PROFILE
• Engage with customers.
• Manage inventory.
• Identify products that are sold
swiftly.
• Monitor employee engagement
• Runs a “Whatsapp” group to
promote his new products and
increase sales.
I wish I get more sales and reduce my operating cost. It is hard and
difficult to engage with the run multiple software and hardware for my
shops.
7. For store owners in need of high quality point of sale
device with one stop solution
POS provides customers with commerce ecosystem
both beautiful hardware and feature rich software for
their entire business needs and
So they feel empowered to transform and grow
business in an integrated manner
Unlike competitors who provides keypad based point of
sale machines to accept payments.
Positioning Statement
9. PESTEL Analysis for the Industry
Political Economical Social Technology Environment Legal
Political stability leading
to steady supply chain
and sales.
Indian economy is
growing at a faster rate.
Government and Red
tape can be a big
problem.
India still has difficult
laws and restrictions on
Foreign Direct
Investments.
Payment Industry had
maintained impressive
growth.
Payment industry is
expected to be 500
billion by 2021.
Payment industry is
predicted to have
grown to 8 to 13% of
India GDP.
An increase in
disposable income will
boost consumer
confidence resulting in
increased sales.
Changing consumer
preferences are going to
have a deep impact
rural sector.
Customer wants more
personalized service.
More focus shall be on
customer engagement.
Better use of
technology to enrich
customer experience.
A number of new
technologies like AI and
cognitive intelligence
are going to change the
landscape in the coming
years.
Even cloud computing,
IoT and Distributed
intelligence are going to
have a deep impact on
the sector.
Investment needed a
lot in reducing carbon
footprint and in
renewable energy.
Driving improvement in
packaging sustainability
across the entire supply
chain will be a key
factor.
Focus should be
achieving 100%
renewable energy
usage in the long term.
Overall, the legal
scenario is quite
complex and retailers
have to be cautious
since any violation can
result in big fines.
Favourable government
and central bank policy.
Various other
regulatory policies.
10. Payment Industry Growth Analysis
Card Growth Over 5 years
Year Credit Debit
2014-15 20 554
2015-16 24 680
2016-17 29 790
2017-18 38 890
2018-19 47 925
PoS Terminal Growth
Year PoS
2014-15 1.4
2015-16 1.5
2016-17 2.4
2017-18 2.8
2018-19 3.9
UPI Transaction
Year UPI
2016-17 0
2017-18 900
2018-19 5300
2019-20 9000
PPI Transaction Growth
Year Prepaid
2014-15 400
2015-16 800
2016-17 2000
2017-18 3500
2018-19 4700
Credit Card grown at a CAGR of 18%
Debit Card grown at a CAGR of 10% PoS Terminal has grown at CAGR of 23% PPI has grown at CAGR of 64% UPI Grown from 0 to 1 at CAGR of 874%
400
500
600
700
800
900
1,000
10
20
30
40
50
2014-15 2015-16 2016-17 2017-18 2018-19
Credit Debit
0
1
2
3
4
0
1000
2000
3000
4000
5000
0
2000
4000
6000
8000
10000
In millions
In millions In millions In millions
11. Internet User, Penetration and Household Growth
Mobile Internet User Growth
Year Users in millions
2018 390
2019 421
2020 448
2021 469
2022 486
390 421 448 469 486
0
100
200
300
400
500
600
2018 2019 2020 2021 2022
Household Income Growth in Urban and Rural Areas
Internet Penetration in States %
Top 5 States with Internet Penetration
States Percentage
Delhi 69
Kerala 54
Haryana, UP & Punjab 49
Tamilnadu 47
Maharashtra, Goa 43
0
20
40
60
80
12. Market Sizing in India including Tier 1, 2 and 3.
India needs 50 lakhs POS Terminals basis RBI/Govt Directions from present 3.9 million Devices.
Description Total Market Size Percentage of
Serviceable Market
Servicable Stores
Market for Sabpe
Retail Shops 12,000,000 10% 1,200,000
Hospitality 1,000,000 10% 100,000
Entertainment 3,000,000 10% 300,000
Healthcare 1,000,000 10% 100,000
Total 17,000,000 10% @ avg 1,700,000
• Tier 1 : 10 Cities
• Tier 2 : 50+ cities
• Tier 3 : 100+ cities
Huge market growth potential due Govt’s direction to
digitize payment and make less cash society.
14. Patent
and
License
Having patent/license
would help the new
entrants to gain market
share. Existing Patents
and registered
trademark would play
significant role to gain
market share.
Partnering with major
retail group like
Reliance Amazon,
Patanjali can be
leveraged to rollout
terminals quickly.
This will be interesting
challenge to bring
down the production
cost and to increase
market share.
Working with
regulators on industry
standard features will
make sure market is
easier to be accessed.
There are established
players in market
offering similar
solution so
transitioning customer
to new POS terminal
might be a challenge
but market can be
influenced partnering
with established retail
groups.
Entry Barriers
Established
Brand
Regulatory Switching
Cost
Economies of
Scale
15. SWOT Analysis
S W
TO
• Solid Government Policy and Intent
• Local Demographics
• Infrastructure Availability in tier 1, 2,3
• People Interest on Tech Trends
• Mobile Penetration
• Various Partnership
Strengths
• Technology inroads in rural areas
• Absence of infrastructure in some
rural areas
• Scalability from service provider
Weaknesses
• Huge market outside tier 1 cities
• New Technology trends
• Consumer behaviors
• Emerging markets
• Door Step Banking
• Wider Adoption in Villages
Opportunities
• Price war
• Continuous Engagement
• Dense Competition
• Entry of Major Retail Houses
• Wider acceptance of cash
Threats
SWOT
Analysis
17. Competitors Feature Analysis
Features Payment Mswipe Ingenico Pine Labs Paytm Innoviti
Android OS
Smart Terminal
Support any
device
Tax
Management
Connect with
Customers
Employee
Engagement
Customer
Support
No Of Terminals
400,000 - 100,000 80,000 80,000
19. Initial Distribution Approaches
Direct
Merchant
• Should go to the
merchants
directly with
their offering
• Big merchant
may need
customize
solution
Acquirer Tie-
up
• Should have tie-
up with multiple
acquirers such
as HDFC, ICICI,
AXIS, SBI Banks.
Together these 4
banks hold 80%
market share
Reseller
• This model can
be used if
provides a white
label solution.
• Resellers will
help to reach to
grow faster with
their reach
Partnership
with ECR
Vendors
• Should have
partnership with
ECR Vendors like
Oracle-Micros,
NCR
• Partnership will
help to get ECR
Vendors
merchants
onboard
Partner with
Field Engineer
• Will have to
partner with
companies who
perform field
engineering jobs
Partner with
Online
Distribution
• By partnering
with online
distribution
sales companies
or agents, POS
terminals can be
distributed
20. Distribution Approaches
Direct
Company .com
Contact Centre
Sales Team
Mobile App
In-Direct
Resellers
Engineer/Developer
Acquirer Tie-up
Agents
Hybrid
o Importance of
experience
o Price
o Emotions
o Market Dynamics
o Capital
Promotions
Prices
Product
Distribution Types Distribution Options Decision Criteria
o Brand
o Conflict
o Challenge in Price
o Growth Needs
o Market Access
o Service Needs
o Brand
o Conflict
o Revenue
o Captial
Places
Revenue ModelsPOS Terminal
Mix of Options
Affiliate
Broker
Co-Creation
Open Source
Razor Blade
Asset Sale
Usage
Subscription
Renting
Marketing
Word of Mouth
Social and PR
Website
Mobile App
Content
Organic Search
Digital
Traditional Media
Direct Marketing
Event
Distributor
21. Distribution Flow
POS POS POSPOS POS
Reseller Distributor Distributor
Direct Channel Reseller Acquirer Bank Agents
Retailer RetailerRetailer Retailer Retailer
Field Engineer
Field Engineer
Transportation
Company
Transportation
Company
Transportation
Company
Transportation
Company
Transportation
Company
Transportation
Company
Acquirer
Banks
Agents
Transportation
Company
POS
Service
Contractors
Service Engineer
Retailer
Transportation
Company
Forward Movement
Reverse Move
Anytamperedormalfunctioningdevicetobereplaced
22. Distribution Approaches
1. Distribute POS terminal to Retail Stores or groups directly
2. Provide Amazon delivery agents with POS to accept payment.
3. Partner with HDFC to distribute terminal for it merchant acquiring.
4. Partnering with Xiomi in their retail expansion and distribute POS
across their stores
5. Distribute POS to agents working for insurance companies with pan
India presence such as LIC Insurance, SBI and ICICI with 1.2 million
agents it could be a best channel to capture market share of 3-5% .
6. Distribute POS device to pharmacies stores such as StayHappi or
Apollo, NedMeds who are planning to open 15000 stores
7. Become a single source partner with Rupay Scheme to support the
market penetration
8. Distribute POS device as MicroATM services
9. Partner with ECR vendor
• Immediate (3-9 months)
• Immediate (3-9 months)
• Immediate (3-9 months)
• Near Future (9-12 months)
• Long Term (12-36 months)
• Long Term (12-36 months)
• Medium Term (9-12 months)
• Medium Term (9-12 months)
• Long Term (12-36 months)
Distribution Ways Timelines
23. Potential Distribution Partner Assessment
4. Geographic Alignment
Potential Channel Partner Target Companies Assessment
3. Customer Experience
2. Market Leadership
5. Partner Value-add
1. Size / Scale High
Future Group Amazon HUL Redington IngramMicro
High High High High
High High High High High
High High High Medium Medium
High Low High High High
High Medium High High High
Distributor DistributorPartner Hybrid
Partner/Retailer
Retailer
Sales Team
Owned
Low
Medium
High
Low
High
Dunzo/Pickrr
Partnership /
Outsource
Low
Low
Medium
High
Medium
Wipro
Hybrid
Dev/Resell
High
Medium
Medium
High
Medium
Partner Names
Type
25. Bowman’s Strategy Clock
Low price and Low
Added Value
1
8
2
3
4
5
6
7
Free/Razor Blade
(Option)
Hybrid
A. Device Cost/Rent
B. Transaction
Processing Charges
C. Premium Feature
Charges
I. Connect with
your
customers
II. Visibility from
wherever you
are
III. Employee
Management
IV. Hassle free
accounting
V. Poynt HQ
Low
Price
Differentiation
Focused
Differentiation
Risky High Margin
Monopoly Pricing
Loss Of Market Share
Price
Low
High
PerceivedValueToTheCustomer
Low
High
3Months
Trial
A, B, C(Trial)
A, B, C (2 Features)
A, B, C (All Services)
Silver
Package
< 3 POS
Terminals
>= 3 POS
Terminals
Bronze Package
Gold
Package
Bronze (Device Only)
<2 months
Trail Period
26. Various Fees
Setup Fee
Installation Fee
High Risk Merchant Escrow Fee
Refund Fee
Chargeback Fee
Service Fee
Transaction Fee
27. Sample Distributor Margins across segments
Product category Distributor Retailer
Fast moving consumer goods 3-10% 8-40%
Clothing and apparel 15-30% 20-50%
Electronics like mobile phones 3-7% 3-7%
Cars 5-15%
Furniture 30-50%
Jewelry 30-60%
Electrical equipment and lights 5-7% 15-25%
28. Pricing Strategies
Device Cost/Rent
Device Cost : 30,000 (this cost includes all expense like insurance, transportation, tax etc with margin)
Interest on capital : 9000 (10% yearly for 3 years)
Device rent/month for 5 years = 39000/60 = 650
Maintenance/Service Cost
Annual maintenance cost is to provide maintenances service in case of device break down
As per industry it is approx. Rs. 100/- per month for each device
It can be included in monthly rental or charge annually.
Installation Cost
As per industry it is approx. Rs. 700/- as one charge time.
29. Pricing Strategies
Transaction Processing Charges
• Monthly Fixed Charges
Avg transaction charges = (Expense to maintain GW)/No of transaction
Avg transaction per terminal = Total Transaction/No of terminal
Fixed transaction charges per terminal = (Avg transaction Charges) * (Avg Transaction per terminal)
= 0.5 * 500 = 250
• Per Transaction Charges
Transaction processing charges for one transcaiton = 0.5
Transaction charges for 1000 transaction = 0.5 * 1000 = 500
* Acquirer will charge directly to merchant for their charges
Additional Service Charges
• Rs. 1 per day for each device for 1 service
• Bundle in gold and silver group
30. Pricing – each device
Gold Silver Bronze
Rent/month 1400 1150 1000
Premium Service All service Any 2 services No Additional
service
Payment Support Yes Yes Yes
• Rent for one device for a month
• Rent incudes device rent, maintenance charges and fixed transaction processing charges
• Acquirer will directly charge to merchant for acquirer related charges for transaction
• Bronze/Silver package can use other services with each service charges (Ex: Rs 1/day)
31. Pricing - package
Package
Features
Gold Silver Bronze
Package price*/month 11800 5500 2800
No of Device >=9 >=5 >=3
Value Service All service Any 2 service No additional
service
Payment Support Yes Yes Yes
• This is minimum charges for the package. Charges will depend on no of devices
• Acquirer will directly charge to merchant for acquirer related charges for transaction
• Bronze/Silver package can use other services with each service charges (Ex: Rs 1/day)
32. Pricing Strategies
Free/Razor
Premium
High Low
Value Price
Pricing Approach Market Conditions
Premium Strong brand, design,
performance and quality allowing
for demanding higher prices than
competition
Additional Service Charges Economic Value for customer
based on service offering
Device Cost/Rent Demanding the actual price over a
period of time
Transaction Cost Tied up with future sales
opportunities.
Free Market penetration approach.
33. Marketing Channels
Social Media Marketing
Facebook
Twitter
LinkedIn
Youtube
Google Ads
Affiliate Websites
Offline Media
Newspaper
Pamphlets
35. Go To Market Road Map
Activities H1 2020 H2 2020 H1 2021
Ecosystem Readiness
Identifying Initial Customers
Get regulatory approval
Build Marketing Channels
Develop Distribution channels
Determine Price Strategy
Onboard Partners and Contracts
Marketing and Advertisements
Pilot Implementation
Implement Distribution Plan
On Board Customers
Business as Usual
36. Key Metrics
Customer Acquisition Cost @ Rs. 800 approx.
Churn Rate @ 10% (Customer stays for 3-4 years)
Customer Lifetime Value varies as per retailers.
Qualified Leads.
Monthly Recurring Revenue.
No of Trails Signed up.
37. Primary Research – Customer Interviews
Customer Pains Will Customer migrate to new POS Recommendation
• Around 90% merchant raised
concerned for time taken to credit
the payment to their account
• Around 40% raised concerned about
high transaction cost
• Poor Network Connectivity in
another issue
• Failure to charge the POS terminals
while taking the POS to merchant
locations
• Merchants have concern for
switching & migration cost to new
system
• Around 50% merchant showed
interest to new software services
offered
• All merchants want to see the demo
how these new services works
• Merchants wants to know about the
ease of use of the core and premium
apps
• Every merchant raised effectiveness
and price factor for these services
• New POS devices should help
merchant to migrate to their system
• POS should create training material
or arrange training session for
merchant staff
• It will be good if POS can help
merchant to credit money faster to
their account
• Price should be in same range as the
current price
• Offer the software features for free
for initial 3 months to attract
merchant
38. Recommendation
For Distribution Strategy
For Pricing Strategy
Near Term Long Term
Start with Tier 1 cities
Partner with Major retail group stores for
quick wins.
Partner with Dunzo/Pickrr to distribute
devices and reserve logistics.
Move to Tier 2 then Tier 3 so on
Identify retail partners with pan India
presence
Distribute Terminals through traditional ways
Appoint Agents and App Developers to
distribute devices.
Near Term Long Term
Match competitors pricing strategy
Blended pricing approach
Value add services and transaction charges to
be combined.
Pricing varies for each channel on
distributor’s margins.
Strategize for pricing for Tier 2 then Tier 3
Charge premium pricing
- We need to provide information source (Bikram’s requirement)
- We need to provide information source (Bikram’s requirement)
- We need to provide information source (Bikram’s requirement)
I added one more distribution approach, Partnership with ECR Vendors. Merchant who will buy these ECR machines will require payment system. Partnership will provide ready to deploy integrated solution.
- How come direct merchant will come under In-Direct ? It should be part of Sabpe Sales Team.
What is difference between Engineers/Developer and Agents?
What comes under Hybrid?
What is the role of Future Group, Amazon and HUL here? Till now I am in impression that Future group will be customer for Subpe. Are you thinking that HUL will sell Sabpe device ?
What is the difference between Sales Team and Agents ?