In 2018, consumers enjoy more choice and power over their purchasing decisions than ever before. The retail market has evolved to the point where the strength of a product and its price no longer call all the shots. Below Peter Caparso, President North America at Checkout.com, explains why payments may even be considered a commodity in today’s markets.
To stand out with a clear differentiator, merchants now need to emphasise the customer experience. As an essential business function, payments have long been considered a utility. But perceptions have shifted, and to compete and thrive in a hyper-competitive retail environment, merchants must focus on delivering excellence across the entire customer journey – and that includes the all-important payment experience.
As digital innovation continues to transform how people shop, the quality of the customer’s remittance experience is now just as important as any other commodity or offer. It needs to be easy, intuitive and user-friendly. Ultimately, it must make the buyer’s life easier, not just ensure that the seller gets paid.
Delighting customers
When a customer becomes disillusioned or discontent with their experience with one service provider, they have the power to simply switch to another. In fact, research reveals that some 54% of customers are being driven to the competition because of poor service.
In this regard, payment solutions are no different to any other commodity. Merchants need them, but they aren’t dependent on any particular provider. Instead, they choose the one that provides them with a smooth and frictionless payment service. This is a critical element of the wider customer experience and plays an important part in winning and retaining business.
Providers, therefore, have to supply merchants with relevant technologies such as mobile and desktop functionality, and stay up to date with innovations like voice activated payments. To keep up with innovation and trends, retailers need to work with tech-savvy payment service providers (PSPs) that can provide exceptional customer service and experience to whichever user base they serve.
And as new technologies continue to evolve how payments are processed, a collaborative relationship between merchants and their PSPs will be all the more important. Working in this way will enable merchants to harness new, innovative solutions effectively – and to deliver faster, better services to match market demand. They can continue to attract and delight customers, and make a profit.
Tech driven excellence
The challenge for many merchants, is that not enough PSPs are aware that a payment is in fact, a commodity. What’s more, while many succeed in developing and providing a top-class technology solution, they fail to consider its usability.
The best solutions succeed in merging excellent technology (i.e. automation), with superior customer service. And to achieve the latter, there needs to be room for authentic human engagement. It’s an almost paradoxical combination but finding the right balance is hugely important.
When a merchant signs up to a specific PSP, the PSP has an opportunity to forge a strong relationship. It can collaborate with the merchant to help solve problems, develop improvements and progress business. Of course, the PSP needs to provide a mobile-friendly purchasing and payment service – or risk losing business. However, the ability to delight the merchant goes beyond simply meeting their tech-driven needs.
PSPs that don’t work with merchants in this way have a much harder task ahead of them. They’ll need to make sure that their technology is 100% perfect at all times. Of course, this is always worth aiming for – but, without a more collaborative relationship in place, it only takes one glitch to drive the merchant into the arms of a competitor.
As we head deeper into 2018, merchants need to go above and beyond and pay even more attention to the customer experience they offer – or risk falling behind their competitors.
Martin de Heus, Head of Business Development at Onguard tells Finance Monthly the situation may get worse before new methods such as segmentation drive improvement.
The issue of late payments is often seen as a major problem for small businesses only, with large corporates cast as the ‘villains’, wielding power by holding cash owed to their suppliers. There is some truth in this assumption. According to YouGov, late payments left UK SMEs £266 million out of pocket in 2016.
However, the business world is a symbiotic environment with few real heroes and villains. The impact of late payment on small businesses is often fast and dramatic – and so more visible. YouGov research also shows that 63% of medium-sized businesses receive late payments at least once a month, compared to 40% of small businesses. According to this study, the impact of late payments in this sector can lead to reduction of innovation spend and even more worryingly, the inability to pay salaries and ultimately, redundancies.
This may be because mid-range companies are most likely to be coping with outdated IT infrastructure with limited support. As a result, they are unable to automate the entire order to cash process and apply methods of segmentation for risk assessment and to ensure customers are invoiced and sent statements by their favoured and most effective method, albeit by post, email or even SMS. This form of segmentation is already considered best practice in the Netherlands and other European companies – and there are now signs of growing popularity in the UK.
But, if in reality, the late payment scourge affects all businesses, what about the belief that it’s
specifically a UK problem? In a further study conducted a few years ago, more than 62% invoices submitted by UK firms were paid late, compared with just 40% in other European countries – so this conjecture does hold some weight.
On top of this, YouGov reports that one in ten business owners believe that the problem has become worse since Brexit – with political and economic uncertainties making firms even more reluctant to part with their money.
So, what can businesses of any size do to manage their cashflow. Here are five things that any self-respecting business should put into place now to help get those payments in more quickly
Be clear about your payment terms
If you don’t make your payment terms obvious, then you can’t really blame the purchaser for hanging on for as long as they can before paying. Make sure your team the correct terms know too. Getting them into print will make the rule more definite and remove any doubt about what is expected and give your customers a consistent message.
Reward early payers
The stick rarely works as well as the carrot – as round after round of research has proved. Incentives for ‘good behaviour’ – that is paying on time can lead to better, feel-good relationships all round.
Stagger invoices
So many companies still batch process invoices once a month. True, it’s convenient, but sending out as soon as a product or service has been delivered could bring more satisfactory results. It also means you benefit from a constant flow of money.
Come down quickly on unpaid debts
Building relationships with your client’s accounts department can pay dividends. If a payment is late get in touch straight away to help create a sense of urgency. If the two departments are on good terms nobody will want to jeopardise this and the client will want to help.
Use segmentation techniques to prioritise and minimise risk
These methods are already strong in many B2C environments where payment methods have multiplied over the past few years. Segmentation can be used to define how statements and invoices are sent and the type of debtor you are dealing with. To give a simple example – in most cases it would be unproductive to send an octogenarian a statement via social media, yet this route could be highly effective when communicating with twenty-year-olds.
Now segmentation is being used increasingly by B2B companies too. Not only can it help in choosing the most effective way of communicating with the company, but it can also help companies pinpoint the types of customers most likely not to pay on time. With this knowledge, accounts departments are aware of the risks and can focus resources on collecting these payments rather than being heavy-handed with all customers including those who always meet the deadline.
Invest in the right tools
The main barriers to automated order to cash and increasingly sophisticated segmentation are out-of-date systems or, worse still, clunky spreadsheets. Credit management software which streamlines and automates the entire order to cash process are becoming used increasingly to solve the late payment challenge, saving time and building better customer relationships. They best integrate with existing ERM and are highly configurable enabling segmentation and other data analysis for the most efficient collection of money owed.
The late payment culture knows no borders. The proportion of UK invoices being paid late - and the amount of time taken to settle them by EU and US firms - has risen dramatically between 2016 and 2017.
Findings from business finance company MarketInvoice reveal that 73% of invoices sent by UK businesses to EU firms were paid late, up from 40.4% in 2016. Across the Atlantic, the number of invoices paid late by business in the US increased from 45.7% in 2016 to 71% in 2017.
Tellingly, the number of days taken by EU firms to settle invoices (beyond payment terms) has soared 30-fold between 2016 and 2017, increasing from just 0.3 days to 9.1 days. Similarly, US firms are also taking longer to settle their bills (beyond payment terms), up from 7.1 days (in 2016) to 19.5 days in 2017.
German firms were notable late-payers. They took 28 days (the longest all of countries surveyed) on average to settle bills to UK firms. Interestingly, in 2016 they settled their bills 0.5 days early. Also, the proportion of invoices paid late has almost doubled from 38.3% in 2016 to 62.8% in 2017. French firms took 26 days (compared to 6.1 days in 2016) to pay their bills and businesses in Ireland took 13 days (compared to paying 0.1 days early in 2016).
It’s not only UK exporters that are suffering. UK businesses operating at home were also hindered by late payments. Businesses took an additional 18.4 days to pay their invoices in 2017, compared to 5.9 days in 2016. Also, the proportion of invoices paid late increased from 62.3% to 66% (2016 vs 2017).
The research examined 80,000 invoices issued by UK businesses sent to 93 countries. Overall, 62% of invoices issued by UK SMEs in 2017 (worth over £21b) were paid late, up from 60% in 2016. The average value of these invoices was £51,826 and three in ten invoices paid late took longer than two weeks from the agreed date to settle, with some taking almost 6 months to be paid.
Bilal Mahmood, MarketInvoice spokesperson commented: “UK exporters are being squeezed globally as more of their invoices are being paid late and taking longer to be settled. Businesses respect long payment terms, but late payments are unacceptable.”
“The new trading environment in 2017, with Brexit negotiations on-going in the backdrop of global economic uncertainty, could have caused some consternation amongst late-paying firms around the world. This is not an excuse to not honour their payment terms.”
“UK businesses need to understand what measures they can take to reduce the risk. These include making T’s & C’s clear from the outset, chasing payments down and enforcing the right to claim compensation from late payments.”
(Source: MarketInvoice)
As we herald a new era of banking, will PSD2 result in FinTechs challenging the dominance of traditional banking services?
13th January 2018 marked the beginning of the Open Banking era. The EU’s Second Payment Services Directive (PSD2) which took effect earlier this month forces banks to allow third parties, including digital start-ups and challenger banks, access to their customers’ financial data through secure application programming interfaces (APIs), and create a new way for customers to bank and manage their money online. If all goes to plan, PSD2’s main objective is to ensure maximum transparency and security, whilst encouraging competition in the financial industry. The Open Banking revolution aims to create a form of cooperation between banks and FinTechs – however, this doesn’t seem to be the case 18 days after the triggering of PSD2, with a number of banks that still haven’t published their APIs and incorporated the necessary changes. Naturally, the directive is good news for the FinTech sector. FinTech companies and digital payment service providers will gain greater access to high-street banks’ customers’ financial data – something that they’ve never had access to in the past. This will then undoubtedly inspire FinTechs to develop new innovative payment products and services and provide users with opportunities to improve their financial lives, whilst allowing them to compete on a more-or-less level playing field with the giants of the financial services industry, the traditional banks. Does this mean that traditional banks will need to up their game when competing with the burgeoning FinTech industry? Are they scared of it, and if not – should they be?
Traditionally, and up until now, banking has always been a closed industry, monopolising the majority of other financial services. The recent advancement of digitisation has shaken the industry, with FinTech start-ups offering alternative solutions to more and more clients across the globe. From a bank’s point of view, PSD2 will forever change banking as we know it, mainly because their monopoly on their customers’ account information and payment services is about to disappear. Banks will no longer be competing against banks. They will be competing against anyone that offers financial services, including FinTechs. And even though the directive’s goal is to ensure fair access to data for all, for banks, PSD2 poses substantial challenges, such as an increase in IT costs due to new security requirements and the opening of APIs. However, the main concern is that banks will start to lose access to their customers’ data. Alex Bray, Assistant VP of Consumer Banking at Genpact believes that a possible outcome of Open Banking is that banks could end up surrendering their direct customer relationships. If they don’t acknowledge the need for rapid change or move too slowly to adapt to the landscape, they risk becoming “commoditised payment back-ends as new aggregators or payment initiators swoop in”.
However, Alex Bray also argues that for banks to take advantage of PSD2, “they will need to find a balance between openness, privacy and data protection.” There is also a case to suggest that traditional banks who embrace and utilise the new directive to its potential could transform a potential threat into a huge opportunity. He also suggests that: “they [banks] will need to improve their analytics so they and their customers can make the most of the huge amounts of new data that will become available”. Only a well-thought-out strategy will help banks to survive the disruption to the long-established financial industry – and cooperating with FinTechs can be part of it. Alex Kreger, CEO of UX Design Agency suggests that “Gradually, they [banks] could turn into platform providers of banking service infrastructure… As a result, successful banks may lose in service fees, but they will gain in volume. Many FinTech start-ups will not only offer services on their platform, they will actively introduce innovative products designing new user experiences, thereby enriching the financial user’s journey and transforming the banking industry. This will attract new users and provide them with new ways of using financial instruments.”
Only time will answer all the outstanding questions related to the open-banking revolution. FinTech firms are expected to ultimately benefit from all these changes – however, whether the traditional banks will cohere to the new regulations quickly enough, whilst finding ways to adapt to them, remains to be seen.
From IoT to peer-to-peer offerings, the PPRO Group - specialists in cross-border electronic payments - have predicted key online payment trends for the year ahead. With digitisation in the world of payments progressing by leaps and bounds, the following seven developments are expected to make waves in 2018.
According to Gartner, the number of devices connected to the Internet of Things (IoT) is set to increase from 6.4 billion in 2016 to 20.8 billion in 2020. Consumers are increasingly expecting their IoT devices to enable more than just carrying out tasks automatically; they also expect them to facilitate payments. For example, consumers with connected fridges can expect to see depleated items restocked and automatically paid for. Visa is also working with Honda to develop technology that can detect when a car’s petrol is low and enables users to pay for a refill using an app that is connected to the in-car display.
Anyone heading to the checkout, whether with a real or virtual shopping basket, often takes a moment to decide whether their purchase is really worth it. Integrating payment into the context of the shopping experience and transaction can help remove this barrier to sale. It renders the POS almost invisible, while the payment process runs automatically in the background of a shopping app being used.
Wireless payments – a concept already being implemented more frequently online – will also be used in brick and mortar stores. Customers will, in the future, no longer need to reach for their cash or a credit card; instead, they can pay wirelessly in passing – whether from their smartphone via Bluetooth, using the RFID chip in their debit card, or automatically by facial or voice recognition. This will make the transaction seamless, and leave little time for consumers to rethink their purchase.
In 2018 payment processes will be increasingly integrated into peer-to-peer (P2P) systems. In India, for example, WhatsApp users can already use P2P payments to send money to friends during online chats. Apple is also implementing this feature with Apple Pay Cash. The new voice input technologies, such as Alexa, Siri and Cortana, mean that P2P payments and banking transactions can also be carried out using voice commands.
The push pay model makes real-time payments possible. Thanks to the SEPA Instant Credit Transfer (SCT Inst) scheme, the requisite European infrastructure has been in place since 21st November 2017. In Germany, it is already supported by the UniCredit Bank, the Deutsche Kredit Bank, and many savings banks. But it will probably be some time before the majority of banks are using the new system – perhaps not until participation becomes mandatory.
In 2018, however, additional German participants are expected to join the scheme as market pressure increases. It will be interesting to see the extent to which SCT Inst will open up new payment methods and how much retailers, in particular, will take advantage of the speed and reliability of real-time transfers to convert their processes to genuine real-time transactions.
The technical specifications (Regulatory Technical Standards, RTS) defined by the European Commission for the new Payment Service Directive, PSD2, represent a major compromise between the interests of the established banking industry and the European FinTechs.
From the FinTech point of view, it would have been better to offer them the same as banks, and a free choice of using APIs or access via online banking. This would have resulted in good APIs being used while poor ones were ignored, creating a kind of self-regulation. At least, however, the new version is less of a threat to the European FinTech sector than the original version issued by the EBA at the end of February 2017. This is expected to result in a solid foundation which will foster increased competition and security in payment processes, which will provide both retailers and consumers with more choice and information monitoring.
The technological basis for Bitcoin and other cryptocurrencies will facilitate the creation of more innovative financial solutions in 2018. Institutions will use blockchain technology to establish direct connections, thus eliminating the need for intermediary or correspondence banks.
Nasdaq has already created a platform which allows private companies to issue and trade shares via blockchain. Here, the complete trading process – from execution to clearing to settlement – takes place almost in real-time, while the technology allows traceability. Blockchain can also be used by regulators as a completely transparent and accessible recording system, thus making auditing and financial reporting considerably more efficient. The number of uses for blockchain is constantly increasing and, although the technology has not yet actually achieved breakthrough status, like many radical technological shifts, it needs time to establish itself.
More than two billion people globally currently do not have access to financial services. In many countries with low financial inclusion, peer-to peer-payments through mobile wallets or mobile network operator wallets (MNO wallets) are the norm. With growing popularity of e-commerce in these countries comes the commercialisation of such wallets for B2C payment methods. There is a clear shift from P2P payments to B2C payments seen in many Asian, African and Latin American countries.
(Source: PPRO Group)
With a brief overview of end of year 2017, Andrew Boyle, CEO at LGB & Co., introduces Finance Monthly to 2018’s potential highlights, adding some thoughts on the prospects for crypto markets, new legislation and fintech.
Last year was an eventful year for financial markets. Globally, it was characterised by a continuation of the equity bull market, strongly performing debt markets and the surge in digital currencies. We expect this year to be equally exciting yet also challenging, with key issues likely to be whether the global bull market will run out of steam, whether disruption or collaboration will be the hallmark of Fintech’s impact on financial markets and if the significant increase in regulation will yield the benefits for which regulators had planned.
It was a banner 2017 for global equity markets, with the MSCI world index gaining 22.40% and reaching an all-time high. The US equity market was boosted by robust economic growth, strong rises in corporate profits, the Fed’s measured approach to unwinding QE and, latterly the potential of a fiscal stimulus from the much-anticipated tax reform bill. In the UK last year, the robust performance of the FTSE 100, was not only boosted by the weak pound since the Brexit vote, but was led by sector-wide factors that supported housebuilders thanks to the help to buy scheme, airlines, with the demise of Monarch and miners, as commodities enjoyed price rises against a weak dollar in a strong second half of the year.
Looking ahead to 2018, the global outlook for the markets might appear challenging. Valuations appear to be full, unwinding of QE may accelerate and bond markets are already showing signs of being spooked by rising inflation. However, it’s the first time since 2008 all major economies in the world are simultaneously growing, and despite being only the second week of the New Year, $2.1 trillion has already been added to the market capitalization of global equities. Growth still looks resilient and equity markets, particularly in the US, have been supported more by innovation in technology and innovative business models. With further advances of tech stocks underpinning the market, the outlook for equities looks more positive than a focus on the actions of central banks alone would imply.
Fintech has been heralded as a major force for disruption in financial markets. Yet looking forward it would appear that collaboration might be the model. Increased interest from large financial companies backing ‘robo’ investment – such as Aviva’s acquisition of Wealthify and Worldpay’s merger with Vantiv, illustrate this trend. Given this development, regulators are taking a closer interest in the impact of Fintech, keen to ensure if they are partnering with established financial institutions that there is no systemic risk to financial markets. One example of the interest from regulators and policy bodies is European Commission’s consultation on Fintech policy, potentially due out later this month.
Another key question is whether 2018 will see the ‘coming of age’ of cryptocurrencies. Bitcoin hit £12,000 in December last year, a month after the (CFTC) permitted bitcoin futures to be traded on two major US-based exchanges, the Chicago Mercantile Exchange (CME) and the CBOE Global Markets Exchange. Alongside widespread acceptance of cryptocurrency, this year may well see the BoE invest further in technology based on blockchain in order to strengthen its cyber security and potentially overhaul how customers pay for goods and services. It appears that the blockchain could lead to a change in the very concept of money, but also that the current speculative frenzy is overblown. The total value of the cryptocurrency market is at a new high of $770bn and a recent prediction from Saxo Bank states Bitcoin could reach as high as $60,000 in 2018 before it ‘inevitably crashes’.
One final thought is the impact of MiFID II - this presented financial services firms covered by its measures with some major challenges in the first weeks of 2018. Only 11 of the EU’s 28 member states have added flagship legislation into national laws and the sheer scale of legislation has raised questions that although far reaching, it is too ambitious and full compliance will remain difficult to achieve. Yet 2018 will not give companies any respite as both GDPR and PSD2 will be implemented this year. Roll on 2019 some regulation-fatigued financial firms may say.
New rules to be introduced by the Payment Systems Regulator will in future make banks and financial services liable for payment scams and consequent reimbursement. Andy Barratt, UK Managing Director at Coalfire, explains more for Finance Monthly.
During the first six months of this year, victims of Authorised Push Payment (APP) scams were conned out of a shocking £100 million. These simplistic but sophisticated cons have tricked thousands of customers into unwittingly authorising payments in response to fake emails or persuasive phone calls.
Currently, it is most often the victim – the customer – that picks up the tab and any compensation awarded to them is generally qualified as an act of good will, not an admission of responsibility.
But a new contingent reimbursement model being introduced by the Payment Systems Regulator (PSR) in September 2018 will likely shift the responsibility for preventing APP on to banks and payment services providers. Organisations may be obligated to pay out in circumstances where it can be proved they didn’t have adequate security procedures in place or follow best practice.
Though the exact contents of the model is yet to be ironed out, PSR’s focus on redressing the balance between customer and company emphasises the increasing importance for the financial services sector to have its house in order when it comes to protecting its customers from fraud, particularly online.
Legislatory or voluntary?
Whatever the PSR’s judgement, the resulting regulation will likely take one of two forms.
The Government could legislate, based on recommendations from the PSR, for transactional scam protection, which would be underwritten by the Treasury. This would be much like the protection given to individuals and businesses that hold deposits in banks that fail, who are entitled to compensation of up to £85,000.
The government would, of course, be within its rights to recoup these costs from organisations that authorised the fraudulent payment in the first place.
Alternatively, a voluntary system overseen by the PSR could require member institutions to contribute to a collective insurance pot to protect victims.
Both approaches would likely mean greater costs for banks and payment services providers, intensifying the onus on these firms to demonstrate that their defence against APP is as robust as possible.
Preparing for the reimbursement model
It must be said that many financial institutions, and particularly the big retail banks, are working hard to be good corporate citizens.
But across the sector, particularly among smaller lenders or those with more automated service models, a variety of steps could be put in place with reasonable ease that would make organisations far better able to protect customers from APP and less likely to lose money to compensating them.
In the credit industry, for example, a five-day cooling off period is applied to all credit agreements. This allows time for the source and recipient of any payment to be verified. Similar principles could be introduced to other forms of banking. Even in the case of customer-to-customer transactions such as direct debits, payments over a certain value threshold could be held until their legitimacy is confirmed.
Banks with branch networks can also use the personal contact staff have with customers as a way of verifying the identity of a payor or payee. Staff training and awareness days can be used to teach employees how to spot transactions that may be fraudulent.
Alongside this human element, artificial intelligence will play an increasingly key role in helping businesses to detect fraud.
The reimbursement model will necessitate banks and payment services providers to prove they have robust mechanisms in place to monitor consumer behaviour more meticulously and identify and block suspicious transactions effectively.
AI can be used to detect incongruous payments among many millions of transactions – a needle in a haystack for mere mortals. These suspicious payments can then be paused, with the funds placed in temporary escrow, and the customer contacted to confirm authenticity.
This stops the theft from ever taking place, circumventing the debate over who is liable altogether.
Plan ahead
The contingent reimbursement model may not have the wide-ranging, cross-sector implications of other new regulations such as GDPR and PSD2. But one thing it does have in common with these more talked-about directives is the potential to be financially damaging for the organisations that fall foul of it.
The PSR recognises that there is no single measure that will stop APP scams altogether, but impresses on the financial sector the importance of doing everything it can to guard against this form of fraud.
The sector should stay abreast of new developments concerning the contingent reimbursement model and take steps, some examples of which are highlighted above, to ensure they are ready when the regulation takes its full form next September.
Last week marked one month until the deadline for compliance with Second Payment Services Directive (PSD2). Coming into effect on 13th January 2018, the legislation will enable consumers across Europe to instruct their banks to share their financial data securely with third parties, making it easier to transfer funds, compare products and manage their accounts.
Currently, the levels of individuals looking to switch accounts is relatively low. Figures by the banking authority CMA highlight that 57% of people have held their personal current account for more than 10 years, while 37% have not switched in more than 20 years[1].
However, opening up the front-end of payments initiation and information services has the potential to dramatically shift the competitive landscape. According to research by Accenture, banks are at risk of losing up to 43 percent of retail payment revenues by 2020[2], as the market place opens up to smaller, more sophisticated digital banks that break the industry’s traditional boundaries.
Pini Yakuel, CEO of customer relationship experts Optimove, comments: “The disruption coming with the Open Banking initiative will have a marked impact on customer engagement. Customers will be able to compare the value that each financial services company offers them quickly and easily. Banks will have a real fight on their hands to retain a generation of smartphone-empowered, brand-agnostic consumers.”
“As the financial services industry grapples with the implications of PDS2, one aspect that remains unaddressed is the need for better communications between banks and their customers. Traditional banks will have to respond to this new, more consumer-focused market, and develop successful marketing strategies to make sure they do not lose customers.
“Understanding behaviours, preferences and needs more clearly is key to developing the kind of emotionally intelligent communication with customers that makes them feel comfortable with their bank, helping them to make good financial decisions. Those banks who can offer something back at each stage of their relationship with each customer will set themselves apart under the intense scrutiny of Open Banking.”
“To keep ahead of their competitors, they will need to tailor services to support customers more effectively, offering real value that appeals to each customer personally. Artificial Intelligence which reveals what value looks like to each customer, will provide banks with a clearer understanding of their customer’s preference and affinities. Enabling them to cater to their needs accordingly and provide true value to each of their customers.”
(Source: Optimove)
Finance Monthly had the privilege to talk to tech veteran Carlo Gualandri about his FinTech start-up Soldo.
How does Soldo work and how easy is it to implement?
With a Soldo business account, organisations can allocate multiple intelligent pre-paid plastic and virtual Soldo Mastercards to employees and departments. Soldo provides real-time control on exactly who within an organisation can spend money, how much they can spend and where, when and how they can spend it. Companies can allocate spending budgets and impose very specific spending rules, whilst processing payments in real time. Soldo’s instant controls are remote and virtually effortless. Soldo's rich and detailed transaction data allows for uniquely detailed analysis, putting an end to the tedium and cost of traditional expense reports. Setting up an account with Soldo is quick and easy. There are no credit checks and accounts are up and running within one business day of registration. Once money is loaded onto an account, funds can be easily transferred to users for free and they can start spending immediately.
What are the three main benefits of investing in a multi-user business spending account?
Delegate: Soldo provides a mean for businesses to manage delegation of spending. It enables them to empower employees and departments to spend on behalf of the business itself - putting an end to cash advances and last-minute bank runs.
Control: With Soldo, businesses can easily stay in control of their money by setting bespoke limits, budgets and rules on user spending to retain ultimate authority.
Track: With Soldo, employees can effortlessly add transaction data, including pictures of receipts, notes and tags. All transaction data is available to view in real time and with a couple of clicks, expense reports can be generated, putting an end to traditional tedious expense reports.
As a young company, what would you say have been the major challenges so far and how have you overcome them?
Soldo is constantly evolving to meet and exceed customer needs. As such, it can prove challenging to implement internal processes in an environment which is dynamic and constantly changing. Soldo benefit from being composed of an experienced team, many of whom have worked together previously, which facilitates processes implementation and communication of ever-changing needs. Another major challenge has been the international outlook of Soldo right from the beginning, with offices in 3 different countries. However, we strongly believe that it is important to have a global outlook from the start to better understand and serve our customers. Here at Soldo, we utilise technology to communicate daily between our various offices and have 2 annual companywide conferences where we come together to discuss our progress and vision for the future.
How did the company come about in the first place, and what has pushed you to develop it this far?
Soldo was founded in 2015 by entrepreneurs and banking experts, united by the search for a simple and effective way to manage money within organisations. With over 20 years of experience in payment services and developing transactional systems, the team has harnessed the latest financial technology to provide the smartest corporate payments and expenses solution. We didn’t just stick a label on an ‘easy’ solution but invested heavily in the creation of a world-class technological, regulatory and operational platform and in finding the best team.
Soldo’s rock-solid innovation and talented team has attracted $20 million, in both Seed and Series A funding. Led by Accel Partners, our Series A round was completed in June 2017.
What are your thoughts on the digital age and the optimisation of all systems, including cashflow and accounts, in 2018?
Long-overdue regulatory evolution in the financial services industry has coincided with vastly accelerated technology amidst a market in which customers are more demanding than ever. Used to seeing innovative technology change almost every aspect of their daily lives, customers are increasingly impatient with old-fashioned, expensive or inefficient solutions. This technological evolution has played out particularly powerfully in cloud and mobile, and the stage is set for a perfect storm that will create significant market opportunities for new players and services. Within financial services, banking has always been a relatively closed market, shielded from the need to innovate by the lack of open market access. In this context, competition has been minimal and B2B services have lagged behind, even those for consumers. Soldo has seized this opportunity, bringing B2B financial services up to speed and leveraging this perfect storm to the utmost. Soldo’s innovative services make it easy for companies to manage and send payments and gain clear insight into spend. Soldo optimises the entire accounts administration process, which has been woefully under-leveraging technological innovation, and is still dominated by time-consuming manual work.
Website: www.soldo.com
Email: businesssupport@soldo.com.
Barely a day passes by now on the internet when I am not offered to subscribe to the ICO (initial coin offering) of a new currency. If the statistics are to be believed, there are 11,000 of these new currencies, of which 1,200 or so are capable of being traded on the various cryptocurrency exchanges which have popped up around the world in recent times. But why are there so many of these new currencies popping up and how do they differ from one another? Richard Tall at DWF explains.
Cryptocurrencies - the 'next-gen' currency
The first cryptocurrency was Bitcoin, and this has been with us since 2009. Bitcoin has in reality only been in the public consciousness for the last three or four years and most cryptocurrencies have been created within that time period. As it is now mainstream, Bitcoin can be used as a means of payment either through transfer over the internet, or by use of bank cards which are linked to accounts denominated in Bitcoin. In the modern environment, where so few of us use cash, it has the same sort of functionality as a fiat currency, albeit that the numbers of traders and businesses which are prepared to accept it remain in the significant minority.
Like Bitcoin, most new cryptocurrencies have their genesis in smart contracts. A smart contract is a computer protocol which enables a contract to execute automatically. The basis of a smart contract is that if X happens then Y will flow from that. Most of us would recognise that as a conditional contract, but a smart contract enables this obligation to happen in the decentralized world for those who sign up and agree to its protocol.
The rise of the token
The vast majority of new cryptocurrencies do not create their units in the same way as Bitcoin, though. A Bitcoin is created by solving an algorithm, the reward being generated through proof-of-work. Generally, most new cryptocurrencies being made now are offered as a token which is created by the originator and then traded through the blockchain. This is known as a proof-of-stake. An ICO in these circumstances will simply offer tokens for subscription by investors, usually to raise money for the next stage of development of their project, and in many ways an ICO shares many characteristics with an IPO of a development stage company. Many of us will remember the dot com era, where numerous companies sought funds to take themselves to the next stage of development, with the investors being asked at IPO to invest in the idea rather than a revenue, or indeed profit, generating business.
Coins and tokens - the regulator's perspective
The similarities between ICOs and IPOs have not escaped the attention of regulators. An offer of shares or bonds is clearly within the bailiwick of regulators and so both are subject to a host of legislation. However, the general mantra with an ICO and a cryptocurrency is that they are "unregulated." Bearing in mind money laundering and anti-financial crime legislation, "unregulated" is entirely inapt as a tag. Equally, little thought has been given by ICO originators as to the true nature of what is being offered. The SEC (the US Securities and Exchange Commission) has recently ruled that ether (the tokens behind Ethereum) are securities, on the basis that they are an investment contract (investment of money in a common enterprise with an expectation of profit). Accordingly, the SEC's view is that ether offers should have been conducted in accordance with securities laws. Many other regulators are issuing similar warnings, and making the point that simply because a new technology is being used it does not mean that the resulting token is outside long-established principles of consumer regulation. As a broad rule of thumb:
Whether an ICO is of any merit depends ultimately on the utility of the token offered and what it is capable of doing. Clearly the aim of most ICOs is for the value of the token to increase over time, and any investor needs to look closely at whether that will ever come to pass. Equally, those originating ICOs need to exercise extreme caution in relation to the terms of the tokens offered and the jurisdictions into which they are offered. This is a red-hot topic for regulators who definitely do not share the view that this arena is "unregulated".
Bangalore-based software company Ezetap has developed a platform that makes it easy to pay anywhere with any device you like. It has created software allowing a merchant with a smartphone to accept any type of payment and see that money moved seamlessly into their own bank account.
When adopting new payment methodologies, banks must strike a challenging balance between ease of use and access and the need to put in place stringent levels of security. With technology evolving at ever-increasing rates, it’s increasingly difficult to keep on top of that challenge. Below Finance Monthly hears from Russell Bennett, chief technology officer at Fraedom, on this challenging balance.
Banks first need to put in place an expert team with the time, resource and capability to stay ahead of the technological curve. This includes reviewing, and, where relevant, leveraging the security used on other systems and devices that support access into banking systems. Such a team will, for example, need to look at the latest apps and smartphone devices, where fingerprint authentication is now the norm and rapidly giving way to the latest facial recognition functionality.
Indeed, it is likely that future authentication techniques used on state-of-the-art mobile devices will drive ease-of-use further, again without compromising security, while individual apps are increasingly able to make seamless use of that main device functionality.
This opens up great potential for banks to start working closely with software companies to develop their own capabilities that leverage these types of security checks. If they focus on a partnership-driven approach, banks will be better able to make active use of biometric and multifactor authentication controls, effectively provided by the leading consumer technology companies that are investing billions in latest, greatest smartphones.
Opportunities for Corporate Cards
This struggle to find a balance between security and convenience is however, not just about how the banks interact directly with their retail customers. We are witnessing it increasingly impacting the wider banking ecosystem, including across the commercial banking sector. The ability for business users to strike a better balance between convenience and security in the way they use bank-provided corporate cards is a case in point.
We have already seen that consumer payment methods using biometric authentication are becoming increasingly mainstream – and that provides an opportunity for banks. Extending this functionality into the corporate card arena has the potential to make the commercial payments process more seamless and secure. Mobile wallets, sometime known as e-wallets, that defer to the individual’s personal attributes to make secure payments on these cards, whether authenticated by phone or by selfie, offer one route forward. There are still challenges ahead before the above becomes a commercial reality though.
First, these wallets currently relate largely to in-person, point of sale payments. For larger, corporate card use cases such as settling invoices in the thousands, the most common medium remains online or over the phone.
Second, there are issues around tethering the card both to the employee’s phone and the employee. The 2016 Gartner Personal Technologies Study, which polled 9,592 respondents in the US, the UK and Australia revealed that most smartphones used in the workplace were personally owned devices. Only 23 percent of employees surveyed were given corporate-issued smartphones.
Yet the benefits of e-wallet-based cards in terms of convenience and speed and ease of use, and the potential that they give the businesses offering them to establish competitive edge are such that they have great future potential.
One approach is to build a bridge to the fully e-wallet based card: a hybrid solution that serves to meet a current market need and effectively paves the way for these kinds of cards to become ubiquitous. There are grounds for optimism here with innovations continuing to emerge bringing us closer to the elusive convenience/security balance. MasterCard has been trialling a convenient yet secure alternative to the biometric phone option. From 2018, it expects to be able to issue standard-sized credit cards with the thumbprint scanner embedded in the card itself. The card, being thus separated from the user’s personal equipment, can remain in the business domain. There is also the opportunity to scan several fingerprints to the same card so businesses don’t need to issue multiple cards.
Of course, part of value of bringing cards into the wallet environment is ultimately the ability to replace plastic with virtual cards. The e-wallet is both a natural step away from physical plastic and another example of the delicate balancing act between consumerisation of technology and security impacting banking and the commercial payments sector today. There are clearly challenges ahead both for banks and their commercial customers in striking the right balance but with technology continuing to advance, e-wallets being a case in point, and the financial sector showing a growing focus on these areas, we are getting ever closer to equilibrium.
