Tpi Business Of Payments Wickenden & Kettell 13 Jul2011Chip_Wickenden
The document discusses the business of payments and provides an overview of the payments market. It covers the scope and scale of the market, the different tiers within the payments system, and revenue and cost models. It also addresses topics such as network effects, disruptive innovation, and regulation. The presentation aims to provide insights into strategic and tactical considerations for payments businesses.
Financial Technology July Market AnalysisMMMTechLaw
Raymond James provides an overview of their financial technology investment banking services and recent transaction experience. They cover areas such as payments, banking technology, trading technology, and outsourced solutions. Services include M&A advisory, public offerings, private placements, debt origination, and valuation. Recent transactions since 2010 include acquisitions, mergers, and public offerings totaling over $3 billion across various fintech subsectors.
The Smart Payment Association (SPA) addresses challenges in the evolving payments ecosystem. SPA members account for 85% of smart payment card shipments. SPA works to realize opportunities from secure payment systems through leadership, guidance, and expert advisory services. SPA also supports standards creation and adoption. SPA is working to bridge gaps between EMV specifications and online/mobile payments, including identifying needed features for EMV2.0 and positioning members in new areas through an initiative called "The Quadrant".
This document discusses strategies for public companies to cultivate shareholder loyalty through their annual reports. It provides tips on using the annual report to tell a company's story, engage shareholders, and communicate strategy. While notice and access rules allow electronic delivery, the article advocates for maintaining paper annual reports to reach all shareholders. Different annual report formats like traditional reports, 10K wraps, and online versions are examined.
This document discusses the potential and challenges of mobile banking systems. It summarizes the experiences of M-Pesa in Kenya, Gcash and SmartMoney in the Philippines, and OiPaggo in Brazil. Key challenges discussed include building extensive inlet and outlet networks to deposit and withdraw cash, developing a value proposition to attract users and merchants, and navigating a complex ecosystem that involves mobile networks, banks, merchants, and regulations. M-Pesa in Kenya has focused on money transfers between individuals but fully developing the ecosystem remains difficult.
The document discusses the evolution of digital technologies and their impact on business models and customer experiences, noting that businesses need to adapt to changing user needs and empowered consumers who now have more control over their banking and financial experiences through online and mobile channels. It also highlights the importance of understanding customer behavior through data to optimize multi-channel experiences and transform customer visits into long-term relationships.
This investor presentation summarizes Multiplus' business model as a growing loyalty network in Brazil. Some key points:
- Multiplus has around 9 million members, up 17% YoY, and sold over 20 billion points in 3Q11, up 38.5% YoY.
- It has an innovative business model with low CAPEX, negative working capital, interest income from the float of accrued points, and is a dividend player.
- The strategy is to diversify gross billings and redemptions away from over-reliance on TAM air tickets by expanding partnerships in retail, industry, services and banks.
- This will increase average unit prices and decrease costs to drive long-term margin
- Multiplus saw strong growth in 3Q11, with points issued up 38.5% YoY to 20.0 billion and gross billings up 32.4% to R$397.3 million.
- Net revenue increased 147.1% YoY to R$321.5 million. EBITDA was R$78.1 million, up 64.5% but margins fell to 24.3% due to investments.
- Cost of points redeemed grew faster than revenue due to redemptions increasing 171.7% YoY, leading gross margins to fall to 32.3%.
Tpi Business Of Payments Wickenden & Kettell 13 Jul2011Chip_Wickenden
The document discusses the business of payments and provides an overview of the payments market. It covers the scope and scale of the market, the different tiers within the payments system, and revenue and cost models. It also addresses topics such as network effects, disruptive innovation, and regulation. The presentation aims to provide insights into strategic and tactical considerations for payments businesses.
Financial Technology July Market AnalysisMMMTechLaw
Raymond James provides an overview of their financial technology investment banking services and recent transaction experience. They cover areas such as payments, banking technology, trading technology, and outsourced solutions. Services include M&A advisory, public offerings, private placements, debt origination, and valuation. Recent transactions since 2010 include acquisitions, mergers, and public offerings totaling over $3 billion across various fintech subsectors.
The Smart Payment Association (SPA) addresses challenges in the evolving payments ecosystem. SPA members account for 85% of smart payment card shipments. SPA works to realize opportunities from secure payment systems through leadership, guidance, and expert advisory services. SPA also supports standards creation and adoption. SPA is working to bridge gaps between EMV specifications and online/mobile payments, including identifying needed features for EMV2.0 and positioning members in new areas through an initiative called "The Quadrant".
This document discusses strategies for public companies to cultivate shareholder loyalty through their annual reports. It provides tips on using the annual report to tell a company's story, engage shareholders, and communicate strategy. While notice and access rules allow electronic delivery, the article advocates for maintaining paper annual reports to reach all shareholders. Different annual report formats like traditional reports, 10K wraps, and online versions are examined.
This document discusses the potential and challenges of mobile banking systems. It summarizes the experiences of M-Pesa in Kenya, Gcash and SmartMoney in the Philippines, and OiPaggo in Brazil. Key challenges discussed include building extensive inlet and outlet networks to deposit and withdraw cash, developing a value proposition to attract users and merchants, and navigating a complex ecosystem that involves mobile networks, banks, merchants, and regulations. M-Pesa in Kenya has focused on money transfers between individuals but fully developing the ecosystem remains difficult.
The document discusses the evolution of digital technologies and their impact on business models and customer experiences, noting that businesses need to adapt to changing user needs and empowered consumers who now have more control over their banking and financial experiences through online and mobile channels. It also highlights the importance of understanding customer behavior through data to optimize multi-channel experiences and transform customer visits into long-term relationships.
This investor presentation summarizes Multiplus' business model as a growing loyalty network in Brazil. Some key points:
- Multiplus has around 9 million members, up 17% YoY, and sold over 20 billion points in 3Q11, up 38.5% YoY.
- It has an innovative business model with low CAPEX, negative working capital, interest income from the float of accrued points, and is a dividend player.
- The strategy is to diversify gross billings and redemptions away from over-reliance on TAM air tickets by expanding partnerships in retail, industry, services and banks.
- This will increase average unit prices and decrease costs to drive long-term margin
- Multiplus saw strong growth in 3Q11, with points issued up 38.5% YoY to 20.0 billion and gross billings up 32.4% to R$397.3 million.
- Net revenue increased 147.1% YoY to R$321.5 million. EBITDA was R$78.1 million, up 64.5% but margins fell to 24.3% due to investments.
- Cost of points redeemed grew faster than revenue due to redemptions increasing 171.7% YoY, leading gross margins to fall to 32.3%.
Merchants and financial institution
executives devote a great deal of attention
to keeping up with changing
payment methods. They are constantly
weighing everything from mobile and
prepaid strategies to the rollout of
new security technologies and the
emergence of new competitors. Faced
with shifting and even contradictory
currents, they find the ultimate direction
of events is not always clear. As
a result, they are often hesitant about
moving forward with new approaches. For more info: www.nafcu.org/vantiv
Acxiom Interactive Marketing Summit 2011- Real-World Perspectives on Real Ti...Acxiom Corporation
Acxiom Interactive Marketing Summit 2011- Real-World Perspectives on Real Time Decisioning
Scott DeAngelo, Marketing Strategy Practice Leader Acxiom Global Consulting Group
The document discusses future proofing payments through contactless channels. It summarizes that the Smart Payment Association addresses challenges in the evolving payment ecosystem and offers guidance to help members realize opportunities from smart, secure personalized payment systems. It also provides an overview of the association's advisory services, membership, and contributions to shaping payment technology standards and business models to support contactless payments including NFC.
- Multiplus is a growing loyalty network in Brazil with nearly 9 million members as of 3Q11, up 17% YoY. It had gross billings of R$397 million in 3Q11, up 32.4% YoY.
- The company aims to diversify its revenue sources beyond its main partner TAM Airlines. In 3Q11, 73% of gross billings came from TAM, down from 98% historically.
- Multiplus reported EBITDA of R$78.1 million in 3Q11, up 64.5% YoY, with a margin of 24.3%. Adjusted EBITDA was R$82.3 million, down 7% YoY
The document discusses various challenges and models for improving rural banking in India. It notes that currently only a small portion of rural populations have bank accounts or access loans. It then outlines several models that have been used to expand rural banking, including self-help groups, business facilitators/correspondents, kisan credit cards, and a proposed hub and spoke model. The hub and spoke model would establish new bank branches as hubs connected to networks of local agents, MFIs, and NGOs acting as intermediaries in rural areas.
Cash Pay is a benefit provided by Staffmark that allows agents without bank accounts to receive direct deposit payments via a prepaid debit card. The Cash Pay card allows agents to withdraw funds from ATMs and make purchases anywhere that accepts major debit cards. There are no credit checks or fees associated with the Cash Pay card, though third party ATM owners may charge fees. Agents can access their pay 24/7 and get cash back when making purchases with retailers that offer the option.
-operative
Study Banks
The document discusses empowering cooperative banks in India through effective implementation of information technology. It provides an overview of the cooperative banking structure and the current state of IT implementation. Specifically, it outlines the core banking solution (CBS) requirements for cooperative banks, including the CBS modules, wrap-around applications, delivery channels, data center setup, network connectivity, security, training, and customization needed for implementation. The goal is to envision how CBS can be implemented and customized at cooperative banks given their current level of IT maturity.
Brian Moynihan, president of Global Wealth & Investment Management at Bank of America, discusses opportunities for growth. GWIM is a large competitor providing strong returns. The best opportunity is to leverage BofA's large franchise of over 8 million affluent customer relationships. BofA is capturing this opportunity through investments in client managers and advisors, and by deepening relationships through referrals across business lines. There is potential for much more growth by further leveraging the bank's strengths.
Turning Your Website into a Cross-selling Machine (Credit Union Conference Pr...NAFCU Services Corporation
The document summarizes a presentation about turning credit union web portals into sales machines for insurance products. Some key points:
1) Having an "insurance aisle" on credit union websites can generate insurance customers every day and provide annuitized fee income without requiring prospecting or marketing from the credit union.
2) Most consumers now research insurance options online before purchasing, so credit union websites need to provide insurance rates, education, and an easy purchasing process to meet member needs and capture this business.
3) Integrating insurance quotes and purchases directly into the web portal experience, from loans to bill pay, allows automatic marketing of options to members at natural "triggers" or moments in their relationship with the credit
At this point, you may realize how
burdensome credit card debt can affect
your finances. According to a 2007 survey conducted by Cardweb.com, the average
credit card debt load is nearly $9,900. Based
on an online poll of slightly more than 55,000
consumers, 61% said they carry over debt each month on their credit cards and an astonishing 13% of the same group said they carry total credit card balances in excess of $25,000.
The document discusses design and user experience. It describes Microsoft's user experience offerings like WPF, Silverlight, and HTML/AJAX. It states that technology is only half the conversation and that user needs should be the starting point rather than technology. The document outlines that any business problem has three types of constraints: what's viable business-wise, what's possible with technology, and what's desirable to users. It then discusses how design answers questions about users through observation, interviews, and immersive qualitative research methods like ethnography to understand users and their needs.
The document discusses best practices for managing outsourced services and partnerships. It provides examples of turning failures in outsourcing relationships into success from the experiences of Westminster City Council and Edinburgh City Council. Key aspects that help partnerships work better include developing trust, clear communication, balanced scorecards, and creating a win-win solution. A new court ruling clarifies partner duties to validate what they can and cannot provide which helps make outsourcing relationships work better.
NACHA Payments 2012 - U.S. Bank & Earthport ‘Conquering the Barriers to Entry...Earthport
The presentation discussed how global ACH can help banks offer international payment capabilities to corporate customers by providing a lower-cost alternative to wires, outlined barriers banks face in entering the global ACH market and potential solutions, and suggested partnering with an expert provider as an effective way for banks to quickly gain global ACH capabilities.
The document discusses several UX megatrends in the financial services industry, including the evolution of new service models to cater to different customer segments. It also covers how UX strategy must be aligned with business strategy and user needs, and the importance of user research, design, and validation in the UX process. Finally, it emphasizes that UX practitioners must think beyond usability to influence user behavior through persuasive and goal-oriented design.
M-PESA, a mobile money transfer service in Kenya, has experienced tremendous growth and adoption rates in just a few years. It now has over 13 million users, more transactions globally than Western Union, and provides financial access to many unbanked and rural households. Mobile money platforms can deliver significant benefits by building bridges between electronic and cash-based transactions, helping people achieve financial goals, and making financial services universally accessible. However, regulators must consider risks around fraud, inaccurate records, transmission errors, and potential systemic issues as these platforms grow in scale and importance.
An exclusive presentation by Mr. Mazhar Leghari, Business Development Solution Manager, SAS Middle East FZ LLC; on ‘Building for Success: The Foundation for Achievable MDM’. The presentation was made at SAS Forum India 2013.
konsep ini digagas dan disusun oleh Yudi Hadori, MM, MBA. Didasari oleh keperdulian terhadap masa depan bangsa dan keinginan kuat dalam memberdayakan masyarakat pedesaan. Semoga konsep ini dapat ditransformasi kedalam tindakan melalui keperdulian kita semua.
1) Calfee Co. automated its lottery reconciliation process using the standard developed by PCATS, reducing reconciliation time from days to about an hour per week.
2) The PCATS standard provides consistent data that is easier to analyze and improves Calfee's accounting controls.
3) A single lottery standard across jurisdictions means retailers can build applications using one format, regardless of the lottery location. This benefits multi-state retailers.
This start-up is seeking a Product Manager based in London to define and build future digital products, lead UX efforts, and effectively communicate with various teams. The ideal candidate has experience developing mobile apps for both Android and iOS platforms, managing end-to-end product development, and working in cross-functional teams with a focus on the customer experience. Prior experience in a start-up is preferred.
A story based on true experiences. This can happen in every company, when we can hear: “We’ve got Scrum” but in fact they are still “Business” prisoners in new kind of teams.
Intro to Product Management - Launch48 Pre-Accelerator WeekJanna Bastow
This document discusses principles for developing products and startups. It provides quotes emphasizing the importance of developing the market before the product, using an iterative process where product, design, and engineering work together, owning the development process rather than being owned by it, and learning fast rather than failing fast. The quotes come from experts in venture capital, product management, design, and government digital services.
The Product Management X-Factor: How to be a Rock Star Product ManagerPaul Young
Product Management is a tough job: we need to be business oriented, tactical, strategic, and technical all at the same time. But some people have cracked the code about how to be more effective product managers than others. What is it about these rock star product managers that separates them from the rest of us?
Over the past 10 years in product management, Paul Young has observed what makes some people successful where others fail, and boiled it down to seven product management "x-factors," that turn good people into great.
Winner of "Best Session" at Rocky Mountain ProductCamp 2010.
NOTE: Because of the limitations of SlideShare, the formatting of this presentation does not match the original. Come to ProductCamp Austin in Jan 2011 to see this presentation live. productcampaustin.org
Merchants and financial institution
executives devote a great deal of attention
to keeping up with changing
payment methods. They are constantly
weighing everything from mobile and
prepaid strategies to the rollout of
new security technologies and the
emergence of new competitors. Faced
with shifting and even contradictory
currents, they find the ultimate direction
of events is not always clear. As
a result, they are often hesitant about
moving forward with new approaches. For more info: www.nafcu.org/vantiv
Acxiom Interactive Marketing Summit 2011- Real-World Perspectives on Real Ti...Acxiom Corporation
Acxiom Interactive Marketing Summit 2011- Real-World Perspectives on Real Time Decisioning
Scott DeAngelo, Marketing Strategy Practice Leader Acxiom Global Consulting Group
The document discusses future proofing payments through contactless channels. It summarizes that the Smart Payment Association addresses challenges in the evolving payment ecosystem and offers guidance to help members realize opportunities from smart, secure personalized payment systems. It also provides an overview of the association's advisory services, membership, and contributions to shaping payment technology standards and business models to support contactless payments including NFC.
- Multiplus is a growing loyalty network in Brazil with nearly 9 million members as of 3Q11, up 17% YoY. It had gross billings of R$397 million in 3Q11, up 32.4% YoY.
- The company aims to diversify its revenue sources beyond its main partner TAM Airlines. In 3Q11, 73% of gross billings came from TAM, down from 98% historically.
- Multiplus reported EBITDA of R$78.1 million in 3Q11, up 64.5% YoY, with a margin of 24.3%. Adjusted EBITDA was R$82.3 million, down 7% YoY
The document discusses various challenges and models for improving rural banking in India. It notes that currently only a small portion of rural populations have bank accounts or access loans. It then outlines several models that have been used to expand rural banking, including self-help groups, business facilitators/correspondents, kisan credit cards, and a proposed hub and spoke model. The hub and spoke model would establish new bank branches as hubs connected to networks of local agents, MFIs, and NGOs acting as intermediaries in rural areas.
Cash Pay is a benefit provided by Staffmark that allows agents without bank accounts to receive direct deposit payments via a prepaid debit card. The Cash Pay card allows agents to withdraw funds from ATMs and make purchases anywhere that accepts major debit cards. There are no credit checks or fees associated with the Cash Pay card, though third party ATM owners may charge fees. Agents can access their pay 24/7 and get cash back when making purchases with retailers that offer the option.
-operative
Study Banks
The document discusses empowering cooperative banks in India through effective implementation of information technology. It provides an overview of the cooperative banking structure and the current state of IT implementation. Specifically, it outlines the core banking solution (CBS) requirements for cooperative banks, including the CBS modules, wrap-around applications, delivery channels, data center setup, network connectivity, security, training, and customization needed for implementation. The goal is to envision how CBS can be implemented and customized at cooperative banks given their current level of IT maturity.
Brian Moynihan, president of Global Wealth & Investment Management at Bank of America, discusses opportunities for growth. GWIM is a large competitor providing strong returns. The best opportunity is to leverage BofA's large franchise of over 8 million affluent customer relationships. BofA is capturing this opportunity through investments in client managers and advisors, and by deepening relationships through referrals across business lines. There is potential for much more growth by further leveraging the bank's strengths.
Turning Your Website into a Cross-selling Machine (Credit Union Conference Pr...NAFCU Services Corporation
The document summarizes a presentation about turning credit union web portals into sales machines for insurance products. Some key points:
1) Having an "insurance aisle" on credit union websites can generate insurance customers every day and provide annuitized fee income without requiring prospecting or marketing from the credit union.
2) Most consumers now research insurance options online before purchasing, so credit union websites need to provide insurance rates, education, and an easy purchasing process to meet member needs and capture this business.
3) Integrating insurance quotes and purchases directly into the web portal experience, from loans to bill pay, allows automatic marketing of options to members at natural "triggers" or moments in their relationship with the credit
At this point, you may realize how
burdensome credit card debt can affect
your finances. According to a 2007 survey conducted by Cardweb.com, the average
credit card debt load is nearly $9,900. Based
on an online poll of slightly more than 55,000
consumers, 61% said they carry over debt each month on their credit cards and an astonishing 13% of the same group said they carry total credit card balances in excess of $25,000.
The document discusses design and user experience. It describes Microsoft's user experience offerings like WPF, Silverlight, and HTML/AJAX. It states that technology is only half the conversation and that user needs should be the starting point rather than technology. The document outlines that any business problem has three types of constraints: what's viable business-wise, what's possible with technology, and what's desirable to users. It then discusses how design answers questions about users through observation, interviews, and immersive qualitative research methods like ethnography to understand users and their needs.
The document discusses best practices for managing outsourced services and partnerships. It provides examples of turning failures in outsourcing relationships into success from the experiences of Westminster City Council and Edinburgh City Council. Key aspects that help partnerships work better include developing trust, clear communication, balanced scorecards, and creating a win-win solution. A new court ruling clarifies partner duties to validate what they can and cannot provide which helps make outsourcing relationships work better.
NACHA Payments 2012 - U.S. Bank & Earthport ‘Conquering the Barriers to Entry...Earthport
The presentation discussed how global ACH can help banks offer international payment capabilities to corporate customers by providing a lower-cost alternative to wires, outlined barriers banks face in entering the global ACH market and potential solutions, and suggested partnering with an expert provider as an effective way for banks to quickly gain global ACH capabilities.
The document discusses several UX megatrends in the financial services industry, including the evolution of new service models to cater to different customer segments. It also covers how UX strategy must be aligned with business strategy and user needs, and the importance of user research, design, and validation in the UX process. Finally, it emphasizes that UX practitioners must think beyond usability to influence user behavior through persuasive and goal-oriented design.
M-PESA, a mobile money transfer service in Kenya, has experienced tremendous growth and adoption rates in just a few years. It now has over 13 million users, more transactions globally than Western Union, and provides financial access to many unbanked and rural households. Mobile money platforms can deliver significant benefits by building bridges between electronic and cash-based transactions, helping people achieve financial goals, and making financial services universally accessible. However, regulators must consider risks around fraud, inaccurate records, transmission errors, and potential systemic issues as these platforms grow in scale and importance.
An exclusive presentation by Mr. Mazhar Leghari, Business Development Solution Manager, SAS Middle East FZ LLC; on ‘Building for Success: The Foundation for Achievable MDM’. The presentation was made at SAS Forum India 2013.
konsep ini digagas dan disusun oleh Yudi Hadori, MM, MBA. Didasari oleh keperdulian terhadap masa depan bangsa dan keinginan kuat dalam memberdayakan masyarakat pedesaan. Semoga konsep ini dapat ditransformasi kedalam tindakan melalui keperdulian kita semua.
1) Calfee Co. automated its lottery reconciliation process using the standard developed by PCATS, reducing reconciliation time from days to about an hour per week.
2) The PCATS standard provides consistent data that is easier to analyze and improves Calfee's accounting controls.
3) A single lottery standard across jurisdictions means retailers can build applications using one format, regardless of the lottery location. This benefits multi-state retailers.
This start-up is seeking a Product Manager based in London to define and build future digital products, lead UX efforts, and effectively communicate with various teams. The ideal candidate has experience developing mobile apps for both Android and iOS platforms, managing end-to-end product development, and working in cross-functional teams with a focus on the customer experience. Prior experience in a start-up is preferred.
A story based on true experiences. This can happen in every company, when we can hear: “We’ve got Scrum” but in fact they are still “Business” prisoners in new kind of teams.
Intro to Product Management - Launch48 Pre-Accelerator WeekJanna Bastow
This document discusses principles for developing products and startups. It provides quotes emphasizing the importance of developing the market before the product, using an iterative process where product, design, and engineering work together, owning the development process rather than being owned by it, and learning fast rather than failing fast. The quotes come from experts in venture capital, product management, design, and government digital services.
The Product Management X-Factor: How to be a Rock Star Product ManagerPaul Young
Product Management is a tough job: we need to be business oriented, tactical, strategic, and technical all at the same time. But some people have cracked the code about how to be more effective product managers than others. What is it about these rock star product managers that separates them from the rest of us?
Over the past 10 years in product management, Paul Young has observed what makes some people successful where others fail, and boiled it down to seven product management "x-factors," that turn good people into great.
Winner of "Best Session" at Rocky Mountain ProductCamp 2010.
NOTE: Because of the limitations of SlideShare, the formatting of this presentation does not match the original. Come to ProductCamp Austin in Jan 2011 to see this presentation live. productcampaustin.org
Slides from the 'Essentials of Product Management' workshop at General Assembly in London, June 2013
ABOUT THIS WORKSHOP
The first step in making an idea reality is to understand product management. There is a huge amount of work between the idea stage and the coding stage, and this Saturday workshop will help you understand what needs to be accomplished.
We will start the day off by learning what the product management role encompasses and what the managing process is like. We'll also cover a product's feasibility and the various stages of—and ways to approach—the product development process. Through group work and hands-on practice, we'll look at the MVP (Minimum Viable Product) philosophy to test and validate your plans, and move on to identify the other more technical tools needed to start and evaluate the building process.
TAKEAWAYS
Part 1: The Product Manager role & the Product Management Process
Part 2: The Customer and MVP
- Learn to break an idea into its primary parts to assess product feasibility
- Explain the purpose and process of building an MVP
- Identify various ways to build and learn from an MVP
- Evolve an MVP to reach product/market fit
- Determine if product/market fit has been achieved for a product
Some slide content courtesy of Simon Cast, John Eikenberry, and General Assembly
Effective product management is more than just visiting customers and writing requirements. Good product managers posses certain traits that allow them to excel in their roles. While it may seem that some people are just born with these abilities, most have them in some degree and just need to learn how to express them effectively. This presentation covers ten important traits that good product managers possess and offer specific suggestions on how to emphasize your natural traits while addressing those that do not come as naturally.
From Jeff Lash of www.goodproductmanager.com
As products and technologies continue to evolve, so too does the role of Product Management. We take a look at what Product Management is in 2016 and also ask some product experts and influencers what it will look like in the future.
The document provides an overview of product management for startups. It discusses what product management is, understanding customer needs, and prioritizing features to maximize return on engineering resources. The key aspects covered include translating business objectives and customer needs into product requirements, defining and tracking metrics, and identifying and planning high-impact product ideas. Understanding customer problems and priorities is emphasized as critical for developing successful products.
This Brainmates presentation seeks to answer the question "What is product management?"
This presentation investigates this important strategic role and illustrates its responsibilities and functional applications.
A useful reference for people working in product management or who are interested in a career in this field.
** About Brainmates:
Brainmates is an Australian based business that has is championing the important role that Product Managers perform in delivering a product's that are loved by their customers and deliver a return on investment to the businesses that provide them.
Brainmates trains coaches and supported Product Management Professionals in all kinds of industries and business sizes. Contact the team on +61 1800 272 466 to see if we can help your products and business.
** Connect with Brainmates online:
Visit the Brainmates WEBSITE: http://bit.ly/1lQ51mE
Like Brainmates on FACEBOOK: http://bit.ly/2c0RVaO
Follow Brainmates on TWITTER: http://bit.ly/2bNhKft
Brainmates - Product Management Training and Expertise
I. Define product management.
II. Discuss the constituents of a product.
i.Examine the significance product elements.
III. Evaluate the role of product packaging in consumers’ buying decisions.
IV. Evaluate four product-growth decisions.
V. Use techniques for product management.
Let's talk about the job of a product manager and how to do it really well. Based off of this post: https://medium.com/@joshelman/a-product-managers-job-63c09a43d0ec#.v0kdyf816
This document discusses driving financial inclusion through mobile money product innovation. It notes that 70% of adults in Kenya use M-PESA, demonstrating mobile channels can reach the poor, but less than 10% of mobile banking customers are poor and new to banking. While most mobile money providers offer payments, few have moved beyond payments. The document advocates studying end-users to gain insights and driving innovation by solving users' pain points. It provides examples of innovations like a savings sub-wallet to help customers save for school fees and an education fund prompted by agricultural cycles.
working smarter - implementing dynamic, collaborative or connected working pr...ibmvietnam
The document discusses how businesses can leverage information and data analytics to gain insights and make better decisions. It notes that uncertainty is the new normal due to increased volatility and complexity. To capitalize on this complexity, organizations need creative leadership, reinvented customer relationships, and improved operating dexterity. The document advocates that businesses get closer to customers through collaboration and information sharing to better understand needs. It also promotes exploiting big data through analytics to deliver unprecedented customer service. Finally, the document outlines IBM's information and analytics solutions that can help organizations optimize decisions, forecast trends, and gain predictive insights.
How to become an Analytics-driven organization - and why bother? - IBM Smarte...IBM Sverige
Presentation från IBM Smarter Business 2011. Spår: IBM Cognos Performance.
Information is the oil of the future. It will be the resource running our economy in ways not possible in the past. In this era of extreme information organizations need to understand how to find the information that really matters and how to draw intelligence from it. They need to become Analytics-driven.
Talare: Juha Teljo, Business Analytics Executive.
Mer information på www.smarterbusiness.se
Differentiation Strategies through Self-service Retail Delivery Options (Cred...NAFCU Services Corporation
Tomorrow is a consumer-to-business world, where we put the consumer in the center and respond to their preferences and presence. Credit unions that are proactive in defining how their members receive superior service through a converged channel experience will generate greater loyalty. In this 2011 NAFCU Annual Conference session you find out how tomorrow’s member will expect to communicate with your credit union and what the future of the retail delivery industry holds.
Presented by Timothy Fikse, Marketing & Deployment Manager, NCR Corporation
More info at http://www.nafcu.org/ncr
The document discusses trends in online and mobile payments. It notes that mobile payments are expected to reach $1 trillion by 2014 as smartphone adoption increases. There are many types of mobile payment methods, including mobile wallets, mobile point-of-sale, payment platforms, carrier billing, and closed-loop systems. NFC technology enables fast and secure card-present payments directly from phones but requires upgrades to handsets and point-of-sale terminals to see broad use. Overall mobile payments are growing rapidly but challenges remain around technology adoption and business models.
The Australian Information Industry Association launched CollabIT Victoria a Victorian Government sponsored programme that provides a platform for small business to collaborate to share resources, develop ideas and increase revenue and profit.
1) The document discusses how automotive companies face challenges from globalization, economic uncertainty, new technologies, and increasing consumer demands. Their traditional business models may no longer be viable.
2) It introduces the concept of a digital loyalty network (DLN), which leverages digital technologies to integrate demand and supply chains. Companies pursuing a DLN strategy are up to 70% more profitable than others.
3) General Motors has made progress building a DLN through initiatives in customer relationship management and supply chain management. This allows them to better recognize customer wants, identify customers by value, and collaborate with suppliers to serve customers profitably.
This document discusses wealth management and what clients want. It notes that traditional wealth management is no longer profitable and does not meet evolving client needs. Clients now want a unified view of their finances, sophisticated advisors, and transparency. They prefer a needs-based approach rather than focusing on products. Technology can help bridge gaps by providing a holistic view of clients and their needs over time.
Social Models and Innovation EcosystemsPeter Coffee
Keynote presentation to MIT's conference, "Democratizing Innovation," 23 February 2013 -- by Peter Coffee, VP & Head of Platform Research, salesforce.com inc.
Banks are facing pressure from low interest rates and competition which is reducing profits, so they must leverage big data and mobile capabilities to provide new digital services to customers, gain insights from customer behavior, and target them with personalized offers in order to differentiate themselves, improve the customer experience, and generate additional revenue streams.
A2Apay is an end-to-end cross-border money transfer platform that offers foreign exchange and remittance services for money service businesses and non-profits. It provides an online system with 24/7 global reach to reduce costs, increase efficiency, and minimize operational risk compared to traditional brick-and-mortar models. A2Apay leverages proprietary technology, partnerships with local banks, and patent-pending security solutions to offer competitive international money transfer services at lower rates while ensuring compliance with regulations.
This document discusses ValueApps, a mobile business solutions product from proaxia consulting group. ValueApps helps optimize customer interactions, generate more business, and increase customer satisfaction. An example is provided of a mobile service advisor app used by a car dealership that improved their service reception process, identified more repair needs, and increased additional service sales and revenue.
The nature of sales in retail banking has changed dramatically. While there is a renewed pressure to grow accounts, the techniques banks have traditionally used to acquire new accounts have become less effective.
As consumer preferences continue to shift and non-traditional competitors continue to disrupt the market, the ROI of acquisition techniques like batch mail and branch cross-sell will continue to decline. In order to thrive, banks need to leverage the tremendous amount of data they have on each of their customers to drive more profitable and satisfying customer interactions across all of their channels.
This presentation will:
• Identify the market trends impacting banks’ growth strategies.
• Explore the role of marketing and risk analytics in making better acquisition decisions.
• Introduce best practices for implementing a more holistic approach to account acquisition.
The Tech City Launchpad campaign aimed to stimulate digital and creative industries in London's Tech City area by providing £2 million in matching funds to 20 selected companies. Over 200 companies applied through video applications and pitching events, with finalists meeting investors. The campaign used an interactive website and video profiles to promote companies. It generated significant media coverage and engaged networks of venture capitalists and angels. Insights from successful applicants showed the campaign effectively connected early-stage companies to funding and collaboration opportunities.
1) The document analyzes the strategic value of automating accounts payable processes for companies of various sizes.
2) It finds that while large enterprises have higher adoption of technologies, all companies struggle with paper-based invoices and exceptions.
3) Automating invoice receipt, approval workflows and payments can significantly reduce processing costs and times.
The document discusses transformational customer experience in financial services through technology by examining changes in customer behavior driven by self-actualization and technology adoption, outlining 3 phases of behavioral disruption and shifts in how customers access services through various channels like mobile banking and internet banking. It also provides recommendations for improving customer experience across channels like branches, ATMs, call centers, and digital platforms through initiatives focused on usability, analytics, sales capabilities, and organizational changes.
Personal Finance On-line: New Models & OpportunitiesJoe Lamantia
Strategic review of emerging on-line personal finance offerings, based on changing consumer perceptions of the value and credibility of traditional finance service providers.
Considers social lending, micro-credit, and peer-to-peer lending, in combination with prediction markets, as a new personal finance ecosystem.
Explores service concepts and describes experience scenarios with the goal of finding opportunities for existing finance providers to engage with new models.
CGAP is a global project that works on expanding access to financial services for poor people in developing countries. It has 12 active projects in 9 countries focusing on mobile banking adoption among low-income users. CGAP's analysis shows that mobile banking has reached millions more customers than similar microfinance programs in some countries. While payments and transfers are popular, there is demand for savings and other services as well. The future of mobile banking will depend on uncertainties around regulations, the types of services offered, competition, and how failures could impact consumer trust.
Similar to Mobile Money Product Innovation: Driving Financial Inclusion through Product Development (20)
Mobile Money Product Innovation: Driving Financial Inclusion through Product Development
1. Lisa Kienzle
Operations &
Strategy Manager
Mobile Financial
Services,
Grameen
Foundation’s
AppLab
November 10,
2011
Mobile Money Product Innovation
Driving financial inclusion through product development
2. There is incredible untapped potential in mobile money
Safaricom’s M-PESA …yet outside
has proven that the Kenya, few services
mobile channel can have realized the
reach poor same customer
consumers… uptake
M-PESA in Kenya is a “Fewer than 1 in 10 mobile
“resounding phone banking customers
technological innovation.” are poor, new to banking,
and doing anything more
-IMF,
regional economic outlook
than payments and
for Sub-Saharan Africa transfers.”
-Consultative Group
Assisting the Poor (CGAP)
3. When it comes to product, the industry is facing a
crisis of innovation
~100% Few providers have
offer standard
payments moved beyond
120
38% payments in their
# operators offering the
100 provide other
payment types
product offering
29%
product type
80
enable interaction
with financial
60
institutions 11%
facilitate
40
loans
4%
offer
20 insurance
0
Traditional Other Bank Credit Insuran
Payments Payments Linkage ce
(Transfer, Bill
Pay, and/or
Airtime)
Payments Beyond
Payments
Source: GSMA deployment tracker.
4. So why aren’t we seeing more innovation?
Time Resources
Not a sudden “stroke of Requires an institutional
genius” – but the result of investment – both financial
significant time and effort and human capital
R&D Process
Appetite for Risk Must have capacity for
research, development and
Must be prepared to
design that involves a deep
celebrate failure
engagement with the
consumer
5. How do we drive innovation?
Successful ideas are
derived from an analysis
of consumers’ current
practices
• Must fit into existing
behaviors rather than
changing or displacing
them
• Requires an
understanding unmet
needs, which yields key
insights that drive
6. Insights arise from close studies of the end-user
QUESTION INSIGHT
“If I have
money in my “I save in a box,
Q1: How do you pocket I I want it locked
use informal spend.” away.”
financial services
today?
“I make a little “I’m paid
money each when I
Q2: What are your day – but not sell crops –
cash enough to a few times a
inflows/outflows? save.” year.”
“When I’m not
working, I like to
Q3: What do you do play [games] with
in your free time? friends.”
8. Example 1: Informal practices yield product ideas
INSIGHTS: PRODUCT:
Savings “Goal” Accounts
Set up multiple
Need an
sub-wallets
illiquid
You have
device deposited
Each named for a 2,000 UGX in
Want to goal (“School;” your “School
Fees”
“Emergency,” etc.)
partition account Your
balance is
money to 78,000 UGX.
Deposit to or
save for
different withdraw from a
specific
goals
e-wallet as desired
10. Example 2: Cash flow patterns can drive product ideas
INSIGHTS: PRODUCT:
Automatic Savings Sub-
Wallet
Create a primary
Small wallet and a sub-
increments – wallet You have
barely saved 34,000
UGX this
noticeable At each transaction month with
AutoSave.
(e.g., airtime top-up) Your savings
An already cash diverted to balance is
embedded sub-wallet 64,000 UGX.
cash flow
behavior Small amounts
saved, almost
without knowing
11. Example 3: Building on what people want with what they
need
People love
gaming…
…but they need
protection from “shocks”
12. Example 3: Juxtaposition of wants/needs yields new ideas
INSIGHTS: PRODUCT:
Lottery Health Insurance
Each month, small
Want the amount deducted
sensation You have enrolled
from wallet as into MM lottery
of premium insurance and are
gambling covered for 2
million UGX for
Insurance protects illness and eligible
Need for the 100M UGX
against health grand prize.
protection issues
from
shocks Lottery pays cash
prizes via mobile
money
13. Conclusion
Successful innovation requires a deep
understanding of the consumer
New product ideas tailored to specific needs
can increase financial inclusion
These new products will help operators
identify the next “resounding technological
innovation”