The purpose of this first edition of the Market Trends Report is to shed light on the way digital technologies reshape trade finance, a sector which often does not get as much publicity as B2C financial services.
Given that disruption often comes from adjacent sectors or from the application of an existing technology to a new field, we found it essential to begin with a broad analysis of the latest trends before zooming in progressively on financial services and on trade finance specifically.
The report is structured around four chapters, starting from the general core techno trends, and converging towards the changes impacting the trade finance ecosystem:
1- Core techno trends, business model and social changes
2- Disrupted industries, changes in the way we live and work
3- FinTech disrupt (and partner with) banking and insurance
4- Conclusion: Trade Finance is also ripe for disruptive innovations
We really hope that you will like this Market Trends Report and that you will find it useful. When you read it, please keep in mind that it is still being refined. We welcome your feedbacks, insights and suggestions.
The global value of fake goods hit an estimated $653bn in 2014 – with drugs, electronics and software accounting for the most commonly counterfeited products. But SMEs are often ignorant of their intellectual property (IP) rights and only16% of SME owners place a specific monetary value on the IP associated with their brands, logos, websites and product designs. What are the implications of this?
The purpose of this first edition of the Market Trends Report is to shed light on the way digital technologies reshape trade finance, a sector which often does not get as much publicity as B2C financial services.
Given that disruption often comes from adjacent sectors or from the application of an existing technology to a new field, we found it essential to begin with a broad analysis of the latest trends before zooming in progressively on financial services and on trade finance specifically.
The report is structured around four chapters, starting from the general core techno trends, and converging towards the changes impacting the trade finance ecosystem:
1- Core techno trends, business model and social changes
2- Disrupted industries, changes in the way we live and work
3- FinTech disrupt (and partner with) banking and insurance
4- Conclusion: Trade Finance is also ripe for disruptive innovations
We really hope that you will like this Market Trends Report and that you will find it useful. When you read it, please keep in mind that it is still being refined. We welcome your feedbacks, insights and suggestions.
The global value of fake goods hit an estimated $653bn in 2014 – with drugs, electronics and software accounting for the most commonly counterfeited products. But SMEs are often ignorant of their intellectual property (IP) rights and only16% of SME owners place a specific monetary value on the IP associated with their brands, logos, websites and product designs. What are the implications of this?
This conference explored technological innovation across the financial services sector, from developments in leading tier 1 institutions to the disruptive innovators within the start-up community that are reshaping the FS market. The agenda also contextualised the impact of key technology trends such as: Cloud, Mobile, Big Data and Block Chain technology.
Data, Chinese Ants and how Alibaba Became the World’s Largest RetailerNick Smith
Keynote presentation at CIO Edge, Sydney on Thursday 23rd February 2017
Jack Ma likens his group of companies to ants in that he believes an army of ants collaborating will conquer any challenge, whilst teaching us about purpose, collaboration, and focus. With this philosophy Alibaba has successfully been using data as a strategic asset to deliver a differentiated customer experience for millennials and beyond. As such they have also become the World’s largest retailer, delivering true multi-channel experiences (not singular) and leap frogging traditional organisations with their siloed thinking.
· The importance of building collaborative ecosystems
· How to leverage the strategic value of data
· Building an information elite culture
BaaS-platforms and open APIs in fintech l bank-as-a-service.comVladislav Solodkiy
What is bank-as-a-service? And why it is so necessary for Asia-Pacific region? Download as pdf in English, Chinese, Korean and Japanese on www.bank-as-a-service.com. Read more on http://www.forbes.com/sites/vladislavsolodkiy/2016/08/03/what-asian-banks-can-learn-from-amazon-about-working-for-fintech/
Early Stage Fintech Investment Thesis (Sept 2016)Earnest Sweat
Here is an example of a personal investment thesis that I created to share with venture capital firms. In this example, I provide my personal perspective on the fintech sector. For details on how I build this thesis check out my blog (https://goo.gl/CU4Qid).
Note: Some of the confidential information has been redacted for privacy.
Next Wave of Fintech: Redefining Financial Services through TechnologyRobin Teigland
The Stockholm School of Economics and PA Consulting present The Next wave of Fintech, a sequel to the 2015 Stockholm Fintech Report, focusing on the new InsurTech and RegTech segments. The report, which describes and quantifies the Swedish market for these segments, contains valuable insights and recommendations for decision makers at banks, incubators, startup companies, public authorities and investors.
This is an update to an in-depth analysis of the Internet of Things (IoT) published by SVB Analytics in 2013. IoT refers to everyday objects — like cars, food, pets and toys — that are connected to the Internet via smart chips which sense and share information about themselves and their surroundings. The report was developed as part of our strategic advisory service, which provides investors and entrepreneurs with an assessment of a company's value in support of acquisitions, mergers, investments, and other strategic financing activities.
The New Enterprise is adopting
new tools and technology that
utilize data, mobilize their
workforce, and increase
collaboration throughout the
organization. In this new report, SVB Analytics examines the underlying industry sectors supporting this new business environment and offers data on venture funding, revenue models and valuations.
The top technology trends in year 2020. in a fast moving world driven by both data and intelligence, understanding the future and direction of technology is important than ever.
This presentation provides a simplified view of digital signature creation (by the sender) and its verification (by the receiver). It explains what is meant by message integrity.
This conference explored technological innovation across the financial services sector, from developments in leading tier 1 institutions to the disruptive innovators within the start-up community that are reshaping the FS market. The agenda also contextualised the impact of key technology trends such as: Cloud, Mobile, Big Data and Block Chain technology.
Data, Chinese Ants and how Alibaba Became the World’s Largest RetailerNick Smith
Keynote presentation at CIO Edge, Sydney on Thursday 23rd February 2017
Jack Ma likens his group of companies to ants in that he believes an army of ants collaborating will conquer any challenge, whilst teaching us about purpose, collaboration, and focus. With this philosophy Alibaba has successfully been using data as a strategic asset to deliver a differentiated customer experience for millennials and beyond. As such they have also become the World’s largest retailer, delivering true multi-channel experiences (not singular) and leap frogging traditional organisations with their siloed thinking.
· The importance of building collaborative ecosystems
· How to leverage the strategic value of data
· Building an information elite culture
BaaS-platforms and open APIs in fintech l bank-as-a-service.comVladislav Solodkiy
What is bank-as-a-service? And why it is so necessary for Asia-Pacific region? Download as pdf in English, Chinese, Korean and Japanese on www.bank-as-a-service.com. Read more on http://www.forbes.com/sites/vladislavsolodkiy/2016/08/03/what-asian-banks-can-learn-from-amazon-about-working-for-fintech/
Early Stage Fintech Investment Thesis (Sept 2016)Earnest Sweat
Here is an example of a personal investment thesis that I created to share with venture capital firms. In this example, I provide my personal perspective on the fintech sector. For details on how I build this thesis check out my blog (https://goo.gl/CU4Qid).
Note: Some of the confidential information has been redacted for privacy.
Next Wave of Fintech: Redefining Financial Services through TechnologyRobin Teigland
The Stockholm School of Economics and PA Consulting present The Next wave of Fintech, a sequel to the 2015 Stockholm Fintech Report, focusing on the new InsurTech and RegTech segments. The report, which describes and quantifies the Swedish market for these segments, contains valuable insights and recommendations for decision makers at banks, incubators, startup companies, public authorities and investors.
This is an update to an in-depth analysis of the Internet of Things (IoT) published by SVB Analytics in 2013. IoT refers to everyday objects — like cars, food, pets and toys — that are connected to the Internet via smart chips which sense and share information about themselves and their surroundings. The report was developed as part of our strategic advisory service, which provides investors and entrepreneurs with an assessment of a company's value in support of acquisitions, mergers, investments, and other strategic financing activities.
The New Enterprise is adopting
new tools and technology that
utilize data, mobilize their
workforce, and increase
collaboration throughout the
organization. In this new report, SVB Analytics examines the underlying industry sectors supporting this new business environment and offers data on venture funding, revenue models and valuations.
The top technology trends in year 2020. in a fast moving world driven by both data and intelligence, understanding the future and direction of technology is important than ever.
This presentation provides a simplified view of digital signature creation (by the sender) and its verification (by the receiver). It explains what is meant by message integrity.
Prediction markets are a tool for collecting and aggregating opinion using market principles. Enterprise prediction markets are in use in 100-200 large organizations for project management and revenue forecasting. Public prediction markets are used for event prediction (election results, product sales, box office receipts).
Prediction markets are a tool for collecting and aggregating opinion using market principles. Enterprise prediction markets (social business intelligence) are in use in 100-200 large organizations for project management and revenue forecasting. Consumer prediction markets are becoming widely used for event prediction (election results, product sales, box office receipts).
The people you draw to your website will be at all stages of the buying process, with some just starting to do research and some ready to buy. Content is a great way to the keep people at earlier stages of the buying process on your site and coming back until they are ready to purchase. Most people spend the day wading through emails, blogs, and websites, trying to determine what's relevant and worth their time. To draw them to your site versus your competitors', you're going to need quality content that makes your website the strongest in your field.
Case studies from european Divante projects. e-Commerce: from design to Magento implementation. Conversion optimization and eMarketing. Clients includes: Intersport, Praktiker, TUI and others.
S T R A T E G I E S FOR1 RANSITIONING O L D ECONOMY FI.docxrtodd599
S T R A T E G I E S FOR
1 RANSITIONING
' O L D ECONOMY' FIRMS
TO E - B U S I N E S S
SliKVHYiNCi THl- WKt-CKAGi; OP THH IXVl-COM MllLT-
down oi 2001, it is easy to overlook the persistence and
rapid growth of c-btisincss throughotit the U.S. ecoiv
otny. While many high-Hying dot-com firms, includ-
ing Bcyond.com [2], Boo.cotn | 3 | , DrKoop.com [8],
Kozmo.com [1], atid Webvan |51 vanished, use of the
Iinertict as an essential business tool continued to grow
d ran lilt ically. At the peak of the e-business hype in
2000, most pundits ignored the tiascent efforts of large
IcgiKy firms, or those that existed before the advent of
e-business and had yet to
embrace the Net. A com-
mon mispcrception about
e-business was and still is
that you either got it or you
didnt get it. By definition,
flashy e-business purc-plays,
or the dot-coms, got it, and
except for a few visionaries,
legacy firms didnt. Ibday, legacy firms represent the
future ol e-busiiifss, and understanding e-business
from their perspective gives us a clearer picture of how
e-business will develop in the future. The online gro-
cers represent a clear example. I he pure-plays Home-
grocer and Webvan received enormous media attention
and heavy investment from venture capitalists. Today,
both arc out of business, while traditional British gro-
cer Tesco has emerged as the tnost successilil grocer
online.
When devising an e-business strategy for
legacy firms, be wary of the five myths of
e-business development white embracing
the five guidelines of managerial
responsibility and leadership.
T h e hype surrounding e-business has inspired a set
of myths about legacy firms and the nature of e-busi-
ness that might give tnanagcrs an oversimplified and
misleading view of the wired economy. Careful analy-
sis of the e-business initiatives and strategies of legacy
firms helps get us past the myths toward a more real-
istic perspective on e-business. It is far too early in the
liistory of the e-busines.s phenomenon to declare win-
ners and losers, but by reporting what is happening in
the field and challengitig the myths, we hope to give
niatiagers of legacy firms a
better picture of the strate-
gic choices available to
them in preparing their
organizations for e-busi-
ness and the key factors
they need to weigh when
making their decisions,
i he result is a clearer indi-
cation of what it takes to make sustainable use of the
Internet in business.
During the winter and spring of 2000, we identi-
fied nearly 200 senior managers throughout North
America with major roles in formulating or imple-
menting their organizations' e-business strategies; we
call them chief e-commerce officers, or CeCOs,
thotigh they have a dozen different titles. We con-
ducted in-depth interviews with 35 of them to under-
stand their roles, how their jobs were defined, and
EDIEAL J. PINKER, ABRAHAM SEIDMANN, AND
REGINALD C . FOSTER
COMMUNICATIONS OF THE ACM May 3002/Vol 4S. No 5 7 7
W I T H O U T A SOUND
E-BUS.
Tech M&A Monthly: Forecast 2018 Pt. II - Private Equity RoundtableCorum Group
Private Equity is increasingly coming to dominate tech M&A dealflow. Is your company on their radar? Join Part 2 of Corum’s Annual Tech M&A Report, as we examine the rise of Private Equity from a subset of value buyers to the dominant paradigm in the market today, and are joined by a panel of the world’s leading Private Equity firms. With mountains of cash to spend, aggressive deal teams and actively acquisitive portfolio companies, all technology company owners and executives should understand the role of Private Equity in today’s M&A landscape.
Learn the essentials to getting your business online. Website Planning includes information on choosing your domain name, choosing a hosting company, tips and tricks for usability, design and measuring success.
Consumer reactions toward clicks and bricksinvestigating bu.docxmaxinesmith73660
Consumer reactions toward clicks and bricks:
investigating buying behaviour on-line and at
stores
GLENN J. BROWNE, JOHN R. DURRETT and JAMES C. WETHERBE
Area of ISQS, Rawls College of Business Administration, Texas Tech University, Lubbock, TX 79409-2101,
USA; e-mail: [email protected]
Abstract. The development of the world wide web created a
new sales channel for retailers, and many thousands of
companies have attempted to take advantage of this new
method for reaching customers. Analysis of the 2000 stock
market collapse suggests that business models relying on both
internet (‘clicks’) and physical (‘bricks’) presences may be the
most successful. Internet business problems include the need to
structure internal and external business processes to serve
customers appropriately, the need to provide adequate
technological and physical infrastructures, and the need to
understand customer consumption processes in ‘virtual’ and
physical environments. The purpose of this research is to
provide insight into these problems by investigating consumer
beliefs and preferences about shopping on-line and in physical
stores. We developed a research model and then performed an
empirical investigation using two studies. Results and implica-
tions of the findings for business strategy are discussed.
1. Introduction
Technological advances in the 1990s enabled entirely
new ways of conducting business in the US and
throughout the world. Of particular importance was
the World Wide Web, an enhancement of the internet
that allowed consumers and businesses to communicate
in ways that were previously unavailable and perhaps
even unthinkable. From the mid-1990s to early 2000,
the focus of businesses was primarily on the opportu-
nities provided by the new internet capabilities.
Following the ‘dot-com’ crash in early 2000, however,
businesses began to recognize the problems associated
with doing business on the internet. From this point
onward, much of investors’ and the media’s focus
shifted to companies with both internet and ‘brick and
mortar’ presences.
Numerous researchers have investigated on-line buy-
ing behaviour over the past several years (e.g.,
Jarvenpaa and Todd 1997, Lohse et al. 1997, Bellman
et al. 1999, Lohse and Spiller 1999, Swaminathan et al.
1999, Bhatnagar et al. 2000, Chau et al. 2000, Palmer et
al. 2000, Ratchford et al. 2001). However, little research
has addressed relationships between on-line purchasing
(‘clicks’) and purchases made at physical stores
(‘bricks’). The purpose of this paper is to report the
results of two exploratory studies designed to assess
consumers’ reactions to shopping at clicks and bricks.
We first review background relevant to the two
shopping channels and the challenges faced by compa-
nies operating in the on-line environment. We next
develop a research model and research questions to
guide our investigations. We then report the results of a
large survey aimed at uncovering several of the relation-
ships specifie.
Apigee CEO Chet Kapoor and four great keynote speakers and "CDOs" (Carole McCluskey (Outerwall), Michael Redding (Accenture), Abhi Ingle (AT&T), Aneesh Chopra (Former CTO - USA)) kicked off I ♥ APIs, Apigee’s first user and industry conference in inspiring fashion describing how every business is a digital business and how Chief Digital Officers (whether they have CDO as title on their business card or not) are leading enterprise innovation and transforming physical value networks with digital value networks.
1. Preparing for E-business: Avoiding the Pitfalls, Planning With Confidence Kenneth Mortimer If the Dot.Coms Didn’t Get it Right – What Chance Do we Have?
38. Slide 9 October 2009 Business Planning Model Engagement Management Data Gathering Information Analysis Development Delivery Business Focus Critical Success Factors Mission Vision of the Business Core Competencies Strengths, Weaknesses, Opportunities, Threats Strategic Intent Business Direction Business Objectives Goals Strategies/ Critical Success Factors Measures & Targets Qualitative Analysis Benchmarks/ Comparisons Future Direction Business Issues Business Performance Improvement Opportunities Business Operations Organization Views Functions and Processes Cross Functional Processes Activity Based Costs Physical Location Maps Performance Assessment Benchmarks/Comparisons Business Models Information Views Location Views Improvement Opportunities Business Resources Resource Inventory Resource Valuation Resource Competency Process Relationships Architecture Baseline Benchmark/ Comparisons Investment Analysis Competency&Quality Analysis Coverage Analysis Improvement Opportunities Integrated Programs for Change Business and Technology Program Identification Business Value and Impact Business Program & Project Prioritisation Business Architecture Migration Planning Process Model Cross Function Architecture Technology Change Management Objectives
39.
40.
41.
42.
43.
44.
45.
46. Thank you for your attendance Do you have any questions?