Changing times call for new priorities. Clients want a partner with a nimble organization and a flexible and feature-rich technology stack, but not at the expense of business and operational reliability.
Financial services providers have amassed mountains of data about customers, but what’s it worth? Real value comes from the analysis and timely application of knowledge through push marketing campaigns and ongoing product improvements.
Apple Pay’s Touch ID application has pushed biometrics payments authentication into the mainstream. But biometrics authentication goes beyond fingerprint sensors, and voice biometrics authentication is one of the best ways to thwart identity fraud.
In 2015, organisations in the business finance solutions space are likely to spend significantly on business intelligence and analytics. This data goldmine can help organisations unlock hidden opportunities and insights
For banks, a race to remain relevant is on. In the past few weeks, Lloyds Banking Group has announced its intention to double-down on digital banking, closing branches and cutting costs. In the US, BBVA Compass announced that its agreement with startup Dwolla to offer real-time payment facilities to customers makes it the first mainstream bank to open its technology platform to digital developers like Dwolla
The volume, speed and power of technology has transformed the Financial Services industry into one the most sophisticated data driven sectors in the global economy, allowing for the execution of complex global transactions at the push of a button. From high frequency trading to eCommerce to mobile banking, the financial sector is generating a huge amounts of data – in fact, almost too much data. Like individuals, institutions are facing an information overload that is limiting the promise and opportunity of technology.
Debate on the EU Payments Package, composed of the revised Payment Services Directive and the Regulation on Interchange Fees, recommenced in Brussels on Nov. 19. Although the two pieces of legislation are part of one “package,” they’re at different stages in the legislative process, and depending on how they progress, the transition into law could be smooth for the industry—or not.
Today’s consumers have high expectations − and for good reason. They have become accustomed to, and in today’s connected world, demand, anytime/anywhere access to the products, services, and information they desire and need
In today’s high-risk, cost-conscious world, buy-sides are demanding the next step in straight-through-processing, becoming increasingly impatient with the multiple screens and manual workarounds they’ve been presented with to date. Those FCMs that can meet this need will immediately become more competitive and create clear distance from those that lag behind.
As business process operations enter a new capter of accelerated transformation, technology services are not just a critical component for financial services firms – they are the business itself.
Simultaneously with the release of its 870-page prepaid account proposal last week, the CFPB issued a “Study of Prepaid Account Agreements.”
As Bob Dylan, famously sang, The Times, They Are A-Changin’. Once, the tools required to carry out a bank raid usually comprised a shotgun, old stockings and a bag labelled “swag”. Today, it’s a laptop, computer programming skills and patience. And the nature of the crime is changing too – previously, the goal was often to get away with a few thousand pounds, before lying low for a while. Now, the “prize” sought may be the theft of millions or the personal details of thousands, to be then sold on.
Blackhawk Network research reveals the reasons consumers selected gift cards as No. 1 on their wishlists for the eighth year in a row, and why gift givers are catching up to what recipients really want.
Consumers who use digital channels for their banking conduct more transactions per month than those who don’t but are less expensive to service. Maximize your m-banking adoption and usage with features that move the needle.
It’s an odd juxtaposition that the day before our nominations are due for the 2015 Paybefore Awards, the CFPB is holding a field hearing on prepaid. My hope is that the visionaries that make Paybefore Awards a remarkable annual event also make their voices—and those of their customers—heard, as the rules go from proposal to regulation.
Fraud and financial crime are growing substantially in their nature and complexity as we continue to evolve into an ever more connected world. New technologies, particularly the spread of mobile devices, have opened up different avenues of attack for technically sophisticated and well organised gangs of fraudsters and criminals. The social and economic costs of organised crime in the UK alone are estimated to be £24bn, of which £8.9bn are associated with fraud.
The hypothesis that seems to be gaining ground is that banks have a wider responsibility in society. If we believe that, then part of their responsibility must clearly be to provide banking products and services that serve the financial needs of the less affulent.
Those of us immersed in payments may have a unique perspective on Apple Pay, but what about other folks? I asked one self-proclaimed Apple “fan boy” to give the mobile wallet a test drive.
Giving consumers what they really need and want from mobile payments will require making payments as invisible as possible.
India is on the brink of a huge economic transformation and making money digital is a crucial part of the solution.
In the rush towards digital banking, are banks in danger of abandoning one of their best ways to engage with customers – their branches?
The regulatory spotlight is shining on high frequency traders and dark pools, but the technological changes that have driven down trading costs for everyone will not be reversed. With market making increasingly the preserve of profit maximising algorithmic traders, there is a growing responsibility on institutions to control where their trades are going and how they are being executed. Those that do not are writing checks to HFTs with clients’ money
In light of the intense regulatory focus and pressure on prepaid cards, it’s time for program managers to step up and manage their own compliance to the point of being “exam-ready.”
The recent nomination of the British Banker’s Association as an intelligence node and source of benchmarks and practices in the UK’s financial infrastructure, via CBEST, has pushed the role of the banking sector in detecting and remediating breaches into the spotlight. So what can banks do to ensure their cyber defences are up to the task?
As banks develop new retail styles, they face new security challenges as the changing use of space in-store means surveillance and alarm systems must evolve in tandem.
The social contract between the banking system and society is fundamentally broken. We deserve a financial system that we can all be proud of, one that is fairer and more sustainable than the current iteration.
The internet has opened the door to purchase almost anything from any part of the world through electronic payments. As globalisation continues to flourish – especially in the banking industry – it’s now possible to transfer money across different countries with ease and speed. While this has increased the opportunity for businesses to extend their reach globally, it also creates an appealing opportunity for criminals.
It is essential for banks to ensure they have the right strategies and technology in place now, if they are to retain their position as market-leading payment providers in the future, writes Saket Sharma,chief information officer, treasury services, BNY Mellon.
The M&A market for payments companies is booming, as larger companies look to acquire smaller innovators. Even if no deal is on the immediate horizon, early preparation pays off when a sale transaction is at hand.
If we want to consolidate the gains we’ve made and scale the innovations we’ve seeded, we need to think big. We need to redefine financial services from the pursuit of wealth to the pursuit of health.
GPR cards are quickly moving beyond their traditional role as an alternative to checking accounts for the financially underserved, to serve broader use cases for a changing demographic.
In the ongoing discussion about the need to use data to increase business value, it is imperative to substantiate the argument with practical, real-world use cases. Otherwise, the debate becomes just another line of marketing waffle around big data – an area already suffering from too much hype.
The original concept of the ISO 20022 was to create a repository of data used in financial messaging to communicate business information of any type – and to be able to add any types of data that might arise in the future. There has been a lot of focus on the use of the standard in payments and securities messaging roles, this has obscured its current and potential use in other areas.
Global financial markets are experiencing a paradigm shift as governments, regulators and participants recalibrate the processes and structures underpinning global finance. The challenge is to repair and remedy where needed, with dialogue between central banks, regulators and participants, but also to avoid creating fragmented markets or worse, unintentionally reintroducing risk.
The ISO 20022 standard is 10 years old this year, but its roots go back to some five years before that, and the story of its development and adoption is likely to go on for many years in the future. The datum point is probably the publication in 1999 of a Green Paper from SWIFT called ‘Building Standards for Tomorrow’. The modest proposal in that document is that “the next generation of standards will be based on a structured and formal framework”.
Reporting on the management of intraday liquidity risk will start on a monthly basis from 1 January 2015 to coincide with the implementation of the liquidity coverage ratio reporting requirements. Christian Goerlach, global head of FI balance sheet & liquidity, Deutsche Bank, takes a closer look at some of the issues facing global banks.
Enabling rapid growth and agility with creaking IT systems poses a major challenge to UK financial services companies where the IT infrastructure, as in many other industries, has evolved over time and features a wide variety of solutions.
The U.S. Department of the Treasury’s Direct Express Debit MasterCard program now serves nearly one-quarter of the nation’s entire unbanked population, a recent cardholder survey confirms.
All banks, whatever their size rely on data to make decisions. With that in mind getting that data in a timely manner and in a format that can be digested easily is critical. So why can this be so difficult? We are all used to receiving reports from our systems and even the most rudimentary examples will utilise some form of analytics, however simple. We might be getting the reports and be used to the status quo, but is your analytics platform getting the better of you?
The most effective strategy for retailers to thrive in an omnichannel age is to enroll customers for payment in their own mobile shopping apps.
