Customer Mobile Payment Business Opportunities. Ramendra Sahoo. Citi
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1 Customer Mobile Payment Business Opportunities Ramendra Sahoo Citi Disclaimer Any views or opinions presented in this presentation are solely those of the author and do not necessarily represent those of Citibank. Employees of Citibank are expressly required not to make defamatory statements and not to infringe or authorize any infringement of copyright or any other legal right by communications. Any such communication is contrary to company policy and outside the scope of the employment of the individual concerned. Citibank will not accept any liability in respect of such communication, and the employee responsible will be personally liable for any damages or other liability arising. Predictive Analytics World Oct st 2011
2 Mobile Payment Opportunities Customer Mobile Payment experience is a differentiator that many competitors are addressing; financial services organizations have the scale and brand to succeed in this market Situation: An integrated view of customers to improve outcomes is a developing need (due to information explosion) Digital universe information is expected to grow from 1.2ZB (2010) to 35 ZB of information by With decreasing investment per GB of customer information, there is a need to build efficient enterprise information management system linked with continuous analytics infrastructure to get the 360 degree customer view at par with the incoming data generation speed. Background: Many companies are capitalizing on this market; the opportunity to shape the market may pass soon A digital information system should enable consumers to participate in conversational mode with seamless access and enablement. Absence of a digital finance ecosystem within banking and financial services means customers might turn to digital retail and financial services outside of main stream banking. It is estimated the global remote payment market will increase nearly three fold within next five years Analysis: More and more consumers are averse to using traditional banking services Social media and digital channels are not only connecting people but also serving as a source for other alternative services with the option to get real-time decisions. Regulatory changes have led customers to not only seek simplified solutions, but also clarity of information about what the business can or cannot do for the customer. Consumers are becoming more and more innovative online through crowd-sourcing while using friends and families and their digital contacts to get decisions in real-time. While large-scale banks used to garner information, small start-ups utilize crowd-sourcing to operate with innovative and anecdotal business models while the analytics is done by means of processing information using online resources. Recommendation: Financial services organizations must continue to investigate peer-to-peer payment services and tap into either a bank-centric or collaboration business model to use analytics, online and digital media as platform as a service to build communities / financial streams with existing customers and potential new customers. ** EMC big data study (2009)
3 Mobile Payment and Banking Services Projections Customers are engaging more and more in banking services (worldwide) through communities and conversations via social media centered around payments through various channels Source: Juniper Research: Mobile payment forecast: ~$300B by 2013
4 Mobile Banking Offerings (Competitors/Players/Learning Ground) Payments: Paypal Google Checkout Amazon Payment Global Money Transfer Money Exchange Square Lending Prosper.com Zopa.com Virgin Money Fynanz.com Boober.com P2P Lending Savings & Investment: Smartypig.com Chiplin.com Loyaltymatrix.com SocialPicks.com Bullpoo.com Money wesabe.com mint.com Geezeo.com Happydollar.blogspot.com Billmonk.com 3 Mint.com PayPal SmartyPig.com Prosper.c om Virgin Money Geezeo.co m Provides detailed and visual information about where you are spending to understand your investment performance in setting up a realistic budget Easy to transfer information from other sources and service is free Acts as a checking bank Shop without sharing financial information Pay towards transaction from any source Online piggybank for consumers trying to invest and save to show accurate estimate and accumulation Proprietary scoring and ranking; Motto: Save now, buy later. Online auctions allow consumers to compete for loans; competitive auction determines the best rates Virtual visits and conversations with the front desk ; catalogued Information and easy to take decision and process Everyone is better off within Simplicity Viewed as local money lending and investing without any sort of barriers A community to connect customers with like-minded people--buying a house or paying off your mortgage or credit card debt. and much more
5 Banking and Financial Services Capabilities New Growth Opportunities Matching existing capabilities with changing market needs Technology-enabled solutions that improve outcomes Create new offering solutions high in demand Mobile Payment Services Capabilities Delivery Model: Integrated delivery model through partners in new social communities and channels Products: Extend banking, card and real-estate products to our customers (through a seamless payment channel) Customer Analytics & Infrastructure: Invest behind information-based customer digital analytics to create proactive service and community capabilities
6 The Customer Conversation Community* Banking & financial services are in the center of the conversation utilizing social channels The Conversation Analytic enablement The Convenience Deliver value by making customer s lives easier Do-it-yourself mentality PayPal Square Mint Virgin Money Prosper.com SmartyPig.com The Calculation Avail any real-time computing/search/ realization The Customization Allows customers to create their own experience with your brand 5 *Source: Conversation Prism
7 Mobile Payment Business Model Evolution Once establishing an initial foothold, the Customer Analytical Hub has the potential to become a driver of digital payment through the development of an Eco-System KP CareOn Care ToolKit Information Delivery Capabilities Archimedes Avivia Kp.Org Teleheatlth Advisory Services Clinical Integration Platform sample modules Care / Case Chronic Disease Health Risk Assessment Panel Predictive Modeling Analytical Engine Application Hosting Services Advisory Services Analytical Tool Support Information Delivery Capabilities Clinical Integration Platform sample modules Care / C ase Chronic D isease Managem ent Health R isk Ass essment Clinical Contact Panel W ellness Predictive Modeling Quality of C are Reporting Analytical Engine Application Hosting Services Application Delivery Services Initial Foothold Second Generation Digital Business Initial Exploration (Test Ground) Customer Hub Franchise Hub expansion Customer Digital presence 360 Customer View Real-time, Personalized Franchise Customer View Franchise Communities Meeting loyal customers in Behavior Analysis digital channels Pattern Recognition Location-based Version 1.0 Version 2.0 Version N Initial toolkit Strategic toolkit Global information broker Offering Evolution Capabilities: Attrition Prompt, Targeted Revenue Optimization, Capabilities: Capabilities: Digital Marketing,
8 Mobile Payment Models Premium SMS based transactional payments Direct mobile billing Mobile web payments Contactless NFC Service Provider Models Operator-Centric Model: The mobile operators act independently deploying mobile payment services Mode popular in emerging markets Payment business is based on frequency of payments and challenged by the lack of connection to banking/financial institution based existing networks Bank-Centric Model: Banks deploy payment applications or devices to customers and ensure merchants have the required POS acceptance capability, while MNOs are used as simple carriers and QOS assurance. Collaboration Model: Involves collaboration among banks, mobile operators and a trusted third party. Peer-to-peer Model: Payment service providers act independently from financial institutions and MNOs to provide payments. 7
9 Potential Mobile Payment Operating Model (expand services that strengthens the core business) Develop a thoughtful strategy that engages digital analytical growth opportunities in a way that strengthens the core services, competitive position and associated brand Strategic Questions Opportunity: what is the 1 best option for expansion given the strengths? 2 Offering: what is the suite of capabilities that can bring to the market? 3 Market: which international markets are most attractive? 4 Operational model: Whether to seek a partner that brings technical and execution know how? 5 Risks: what are the key risks associated with digital community expansion? Payment Channels (products / services) offers - sell industry specific benefit plans - launch KP certified endorsement program for healthy personal finance growth - Expand alliances - promote and communicate different quality metrics - acquire or build new enterprise facility channels - operate network of low cost, retail payment channels - expand membership through mergers and acquisitions in existing markets existing Growth Opportunities - operate workplace payment programs to large employers create global e- payment cannels - offer advice to non-customers - offer rebates / incentives to members with healthier financial scorecards - sell entrepreneur payment services - expand Affluent/en terprise - launch media programmin g - offer long term payment (real estate) plans deliver consultative services to external entities services - enter high-growth geographic markets Add new services - offer Travel, Health Education, Retirement payment domains resell data sets to research groups - design integrated wellness programs for broad finance/transaction related issues (e.g. stocks, bonds, health payment, insurance) - cross-selling programs (e.g. vendor discounts) operate separate digital community internationally - sell products targeted at specific developing countries populations (e.g. working poor) launch new to market Customers: (Consmers/Government/Enterprise) who gets the services
10 THANK YOU 9
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