Global Cooling

Total Page:16

File Type:pdf, Size:1020Kb

Global Cooling MONDAY APRIL 19, 2021 VOL. 186 No. 73 AMERICANBANKER.COM Follow us on Twitter @AmerBanker Why Zions is shunning 5 SOFR, embracing Ameribor Zions Bancorp. CEO Harris Simmons says Global cooling the Secured Overnight Financing Rate is Citigroup's consumer banking revenue has fallen worldwide, more suited for derivative traders than including a 15% year-over-year decline in North America regional banks as a replacement for Libor. His bank this week became the largest to say in the first quarter it would use the alternative developed by the North America Latin America Asia American Financial Exchange. Page 6 See story on page 2 U.S. Bancorp bets on corporate payments rebound $6B 6 The company’s payments services business $5B has struggled during the pandemic, but ex- ecutives are counting on commercial clients’ $4B embrace of real-time payments to help fuel the unit’s growth in 2021. Page 7 $3B Cullen/Frost creates program $2B 7 to reduce overdraft charges The San Antonio company will no longer $1B charge fees on transactions of $100 or less that $0 take checking account balances into negative 1Q20 2Q20 3Q20 4Q20 1Q21 territory, as long as the customer has a $500 monthly direct deposit set up. Page 7 Source: The company What the demise of Barclays’ 8 P2P app means for other banks The shutdown of the U.K. company’s Pingit dailybriefing Truist accelerates branch cuts, app demonstrates why even the most 3 closes in on expense targets tech-savvy banks should collaborate with The Charlotte, N.C., company has shuttered fintechs rather than go it alone. Page 8 ‘No dilly-dallying’: Citi’s Jane 400 branches in the past year and intends to 1 Fraser gets to work on overhaul close nearly 500 more by early 2022. It’s also JPMorgan, Citi pledge trillions After just 45 days on the job, the Citigroup eliminating office space and reducing head- 9 toward climate, sustainability CEO is jettisoning uncompetitive overseas count as it aims to keep quarterly expenses JPMorgan Chase set a goal to finance $2.5 operations, vowing to ramp up wealth man- under $3 billion. Page 3 trillion in initiatives that combat climate agement and touting the long-term impor- change and advance sustainable develop- tance of the company’s Banamex unit. More How Flagstar Bank ment over the next 10 years, while Citigroup moves are on the way, she says. 4 shaved $48 million from said it would back $1 trillion of similar efforts (See chart above.) Page 2 crisis-era DOJ settlement by 2030. Page 9 The Michigan lender agreed in 2012 to pay Bank of America $133 million to resolve civil fraud charges Big-bank CEOs to testify 2 optimistic it can put tied to government-backed mortgages. But 10 before Congress in May deposits to work in 2021 the deal with the Justice Department came Called by House and Senate Democrats, the BofA is awash in liquidity, but an uptick in with a catch that eventually allowed Flagstar hearings with the heads of the nation’s six credit card applications and heightened to pay far less. Page 4 largest banks will take place over two days interest from commercial borrowers have and will likely examine the industry’s re- executives hopeful that loan demand will sponse to the pandemic and efforts to address soon rebound. Page 3 climate change and racial equity. Page 9 MONDAY APRIL 19, 2021 AMERICANBANKER.COM PAGE 2 There might even be room to make an is spending billions of dollars to overhaul GROWTH STRATEGIES acquisition in the U.S., she added. its risk management and internal-controls “For now, partnerships are going to be systems. The Federal Reserve and the Office very important,” Fraser said. “But we’d love of the Comptroller of the Currency issued a ‘No dilly- to do inorganic moves if they make sense for pair of consent orders last fall after finding our shareholders and for us further down the deficiencies in the company’s current dallying’: line.” systems. Details of Fraser’s plans to revamp Citi in The OCC imposed a $400 million civil hopes of improving long-lagging shareholder money penalty. Citi’s Jane returns have been highly anticipated for In addition, the pandemic recession has months. Changes began even before she put pressure on business lines including Fraser gets officially assumed the CEO seat on March global consumer banking. Revenue for that 1, with the January consolidation of two unit tumbled 15% year over year in North wealth management units into a single global America and 14% worldwide due to lower to work on division. They continued this week with card volumes and lower interest rates. the naming of a new global head of private Echoing sentiments from JPMorgan Chase overhaul banking. a day earlier, Citi Chief Financial Officer Mark The divestitures announced Thursday are Mason said there are signs that improvement By Allissa Kline part of a plan to “double down on wealth” is nearing. April 15, 2021 by creating four wealth hubs — in London, “While we are still seeing the impact of Jane Fraser wants to move quickly to Singapore, Hong Kong and the United Arab the pandemic and high payment rates on remake Citigroup, so it makes sense that Emirates — and exit retail businesses in 13 revenues, consumer spending continues to her first earnings call as CEO of the global countries where Citi isn’t large enough to improve and credit remains healthy, pointing financial powerhouse had an air of urgency. effectively compete, Fraser said. However, to a recovery as we move through this year,” “Let’s get cracking,” she told analysts Citi will keep serving customers in those he said. Thursday at the start of a 90-minute first- countries who access Citi’s institutional Before wrapping Thursday’s call, Fraser quarter call that was largely focused on Citi’s clients group for private banking, cash reassured participants that more details are decision to offload consumer operations in management, investment banking and on the way. 13 overseas markets including China, India trading products. “I don’t think it’s going to take us very long and Australia. When asked about the timing The move “should be well received by to come back to everybody with a clearer view of those sales — which were announced two investors” in part because those operations of where we’re going,” she said. “I’m looking hours prior — Fraser said the company has did not contribute to net income last year, forward to doing so and, more than anything, started the process. analyst Brian Kleinhanzl of Keefe, Bruyette & looking forward to getting on with it.” “Look, we’re already getting going,” she Woods said in a research note. said. “There’s no dilly-dallying here.” “Overall, investors will like that Citi is But those hoping to pry details from Fraser simplifying and reducing complexity,” about what, if anything, is next on the $2.3 Kleinhanzl said. trillion-asset company’s chopping block will To be sure, Fraser has her hands full. Citi have to wait. She kept that information to herself, though she offered a few hints about what she’s likely to hang on to. Established 1836 One State Street Plaza, 27th floor, New York, NY 10004 Citi’s retail unit in Mexico is “a scaled Phone 212-803-8200 AmericanBanker.com franchise” where “the returns are good and there’s a lot of upside potential [and] the Editor in Chief Alan Kline 571.403.3846 Copy Editor Neil Cassidy 212.803.8440 investments in digitization have really paid Managing Editor Dean Anason 770.621.9935 off,” Fraser said. Reporters/Producers “There’s a lot to like in the [Banamex] Executive Editor Bonnie McGeer 212.803.8430 Laura Alix 860.836.5431, Kate Berry 562.434.5432 franchise over the longer term,” she said. Washington Bureau Chief Joe Adler 571.403.3832 In the United States, where Citi has a Executive Editor, Technology Miriam Cross 571.403.3834 smaller retail branch footprint than several Penny Crosman 212.803.8673 Jim Dobbs 605.310.7780 peers, Fraser pointed to an “upside potential BankThink Editor Rachel Witkowski 571.403.3857 in wealth,” a substantial cards business and John Heltman 571.403.3847, Allissa Kline 716.243.2679 Community Banking Editor Paul Davis 336.852.9496 “very high-quality clients” inside and outside Hannah Lang 571.403.3855 the branch network who have been “very Contributing Editor Daniel Wolfe 212.803.8397 John Reosti 571.403.3864, Gary Siegel 212.803.1560 digitally engaged.” Digital Managing Editor “We’ve got terrific assets and building Christopher Wood 212.803.8437 Kevin Wack 626.486.2341 blocks,” she said. For up to date and complete coverage go to AmericanBanker.com MONDAY APRIL 19, 2021 AMERICANBANKER.COM PAGE 3 are sitting on piles of deposits that have been polled by FactSet by 20 cents. DEPOSITS increasing at a far faster clip than loans. The company released $2.7 billion of In BofA’s consumer division alone, first- loan-loss reserves in the first quarter, which quarter average deposits increased by 25% padded its results. Bank of from a year earlier to $924 billion. At the The reserve release “helps the bottom same time, average loan balances fell by 8% line, but it’s also a show of confidence in the America to $291 billion, and revenue was down 12% improving environment,” Winick said. to $8.1 billion. Overall, BofA said net interest income optimistic declined by 16% to $10.2 billion, reflecting EARNINGS light loan demand and low interest rates.
Recommended publications
  • Introducing Reach and Range for Digital Payment Platforms Kalina S
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by AIS Electronic Library (AISeL) Association for Information Systems AIS Electronic Library (AISeL) International Conference on Mobile Business 2015 International Conference on Mobile Business (ICMB) Winter 12-12-2015 Introducing Reach And Range For Digital Payment Platforms Kalina S. Staykova Copenhagen Business School, [email protected] Jan Damsgaard Copenhagen Business School, Copenhagen, Frederiksberg, Denmark, [email protected] Follow this and additional works at: http://aisel.aisnet.org/icmb2015 Recommended Citation Staykova, Kalina S. and Damsgaard, Jan, "Introducing Reach And Range For Digital Payment Platforms" (2015). 2015 International Conference on Mobile Business. 5. http://aisel.aisnet.org/icmb2015/5 This material is brought to you by the International Conference on Mobile Business (ICMB) at AIS Electronic Library (AISeL). It has been accepted for inclusion in 2015 International Conference on Mobile Business by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact [email protected]. INTRODUCING REACH AND RANGE FOR DIGITAL PAYMENT PLATFORMS Staykova, Kalina S., Copenhagen Business School, Howitzvej 60, 2000 Frederiksberg, Denmark, [email protected] Damsgaard, Jan, Copenhagen Business School, Howitzvej 60, 2000 Frederiksberg, Denmark, [email protected] Abstract Numerous digital payment solutions, which rely on new disruptive technologies, have been launched on the payment market in the recent years. But despite the growing number of mobile payment apps, very few solutions turn to be successful as the majority of them fail to gain a critical mass of users. In this paper we investigate two successful digital payment solutions in order to outline some of the factors which contribute to the widespread adoption of a digital payment platform.
    [Show full text]
  • Using Digital Disbursements to Shake up the Legal World
    DECEMBER 2019 Using Digital Disbursements To Shake Up The Legal World – Page 6 (Feature Story) powered by Uber launches Uber Money mobile wallet for drivers’ earnings – Page 10 (News and Trends) The instant payment challenges facing legal disbursements – Page 15 (Deep Dive) ® Disbursements Tracker Table ofOf Contents Contents WHAT’S INSIDE A look at changes in the disbursements space as support for and use of instant payment rails expands 03 across the U.S. FEATURE STORY An interview with Joshua Browder, founder and CEO of robot lawyer app DoNotPay, on digital disbursements’ adoption 06 obstacles and why law firms still cling to checks NEWS AND TRENDS The latest disbursements headlines, including a MoneyGram and KyckGlobal partnership that will bring digital 10 disbursements to underbanked U.S. consumers and JPMorgan Chase’s virtual bank account service for gig payments DEEP DIVE An in-depth exploration of legal disbursements, including the requirements to which they must adhere and why the sector 15 struggles to offer instant payments PROVIDER DIRECTORY 21 A look at the top disbursements market companies, including two additions ABOUT 122 Information about PYMNTS and Ingo Money Acknowledgment The Disbursements Tracker® is done in collaboration with Ingo Money, and PYMNTS is grateful for the company’s support and insight. PYMNTS.com retains full editorial control over the following findings, methodology and data analysis. © 2019 PYMNTS.com All Rights Reserved 2 What’s Inside United States consumers receive $4.6 trillion in payouts faster for millions of drivers. The company disbursements annually, but instant payments recently launched Uber Money, enabling real-time have yet to become the industry standard, even as deposits onto drivers’ company-branded debit checks fall out of favor.
    [Show full text]
  • Mckinsey on Payments
    Volume 8, Number 21 May 2015 McKinsey on Payments Foreword 1 Gauging the disruptive potential of digital wallets 3 While they have established a solid foundation for growth, digital wallets are by no means a guaranteed success. They must continue to evolve if they are to have a truly disruptive impact on the payments landscape. Providers can improve their chances by focusing on six “markers” for success in payments innovation. New partnership models in transaction banking 11 A number of trends are leading to a fundamental rethinking of the traditional model by which banks offer transaction banking services to clients outside their established markets. Four distinct partnership models offer the best opportunities for banks seeking to succeed in an evolving landscape. Toward an Internet of Value: An interview with Chris Larsen, 19 CEO of Ripple Labs McKinsey on Payments sits down with the co-founder of Ripple Labs to discuss the nuts and bolts of the Ripple protocol, the implications for the correspondent banking model, and the emergence of an “Internet of Value.” Faster payments: Building a business, not just an infrastructure 23 A faster payments infrastructure is not an end in itself, it is an opportunity for banks to deliver innovative products and services in both consumer and corporate payments. To monetize this opportunity, financial institutions should focus relentlessly on design, customer experience, accessibility and convenience. Faster payments: Building a business, not just an infrastructure 23 Faster payments: Building a business, not just an infrastructure To date, most discussions about building a “faster payments” system have focused primarily on speed and “plumbing.” Even more important, however, are the innovative products and services that an enhanced infrastructure will allow financial institutions to bring to market.
    [Show full text]
  • Visa's B2b Connect Looks to Change the Game in Cross-Border Payments
    www.electronicpaymentsinternational.com Issue 386 / august 2019 CHAIN REACTION VISA’S B2B CONNECT LOOKS TO CHANGE THE GAME IN CROSS-BORDER PAYMENTS FEATURE INSIGHT COUNTRY SURVEYS How contactless wearable ISO 20022 will bridge Market analysis and payments are now at the a fundamental gap in payments data for Japan, front of most banks’ minds r-l;m|v1ollmb1-ঞom Luxembourg and the UK contents this month COVER STORY NEWS 11 05 / EDITOR’S LETTER 06 / DIGEST • NatWest, RBS suffer outages as millions struggle to access accounts • Wirecard partners with emonvia to digitise charging stations • Noor Bank partners with UnionPay for QR-based payments • StanChart and SAP Ariba agree partnership • HSBC signs licence with Australian fintech Identitii • Square integrates with POS software Goodtill • Melissa launches technology to ease ID verification • FreedomPay and Vista to collaborate in UK and Europe • JPMorgan to close Chase Pay app in early 2020 VISA B2B CONNECT 06 Editor: Group Editorial Director: Director of Events: Douglas Blakey Ana Gyorkos Ray Giddings +44 (0)20 7406 6523 +44 (0)20 7406 6707 +44 (0)20 3096 2585 [email protected] [email protected] [email protected] Senior Reporter: Sub-editor: Head of Subscriptions: Patrick Brusnahan Nick Midgley Alex Aubrey +44 (0)20 7406 6526 +44 (0)161 359 5829 +44 (0)20 3096 2603 [email protected] [email protected] [email protected] Junior Reporter: Publishing Assistant: Sales Executive: Evie Rusman v;m- ;उbul;m1b Jamie Baker +44 (0)20 7406 6701 +44 (0)20 3096 2633 +44 203 096 2622 [email protected] [email protected] [email protected] Customer Services: +44 (0)20 3096 2603 or +44 (0)20 3096 2636, [email protected] Financial News Publishing, 2012.
    [Show full text]
  • Account to Account Payments for Consumers
    Account to Account Payments for Consumers Real-time coming to a merchant near you? December 2019 Lance Blockley, Managing Director David Ojerholm, Director Mitchell Hu, Senior Consultant 0 Account to Account Payments - Not new For many years, transfers between domestic bank accounts via Direct Entry, ACH or the equivalent have been the cheapest form of electronic payment, at a significantly lower price point for example than card-based payments. - Just slow These systems operated on a batch system and the batches were exchanged and settled infrequently – often once a day overnight, sometimes at several times during the working day, and seldom (if ever) on weekends and public holidays. Even if there are intra-day settlements on these payments, there is no guarantee that the recipient’s bank will post the funds to their account in real time or even on the same day. Hence these payments have been suitable for non-urgent payments, such as utility bills, school fees, programmed loan repayments, etc, but not for consumers buying something at the local store. - Yet still becoming more popular Nonetheless, the low price point of these payments has seen more businesses adopting them as a way to get paid by consumers. With the growth of consumers using online and mobile banking, now somewhat ubiquitous in, for example, Australia, more and more small businesses have been adding their BSB and Account Number to their invoices (and often surcharging card payments to promote the use of the account-to-account bank transfer). But this really only works for smaller businesses, due to the need to manually reconcile payments received into their bank account with the receivables sitting in their accounting systems (although some semi-automatic work-arounds have been developed), and the information coming along with the payment is limited, usually relying on the consumer having entered the correct invoice number.
    [Show full text]
  • 2021 Prime Time for Real-Time Report from ACI Worldwide And
    March 2021 Prime Time For Real-Time Contents Welcome 3 Country Insights 8 Foreword by Jeremy Wilmot 3 North America 8 Introduction 3 Asia 12 Methodology 3 Europe 24 Middle East, Africa and South Asia 46 Global Real-Time Pacific 56 Payments Adoption 4 Latin America 60 Thematic Insights 5 Glossary 68 Request to Pay Couples Convenience with the Control that Consumers Demand 5 The Acquiring Outlook 5 The Impact of COVID-19 on Real-Time Payments 6 Payment Networks 6 Consumer Payments Modernization 7 2 Prime Time For Real-Time 2021 Welcome Foreword Spurred by a year of unprecedented disruption, 2020 saw real-time payments grow larger—in terms of both volumes and values—and faster than anyone could have anticipated. Changes to business models and consumer behavior, prompted by the COVID-19 pandemic, have compressed many years’ worth of transformation and digitization into the space of several months. More people and more businesses around the world have access to real-time payments in more forms than ever before. Real-time payments have been truly democratized, several years earlier than previously expected. Central infrastructures were already making swift For consumers, low-value real-time payments mean Regardless of whether real-time schemes are initially progress towards this goal before the pandemic immediate funds availability when sending and conceived to cater to consumer or business needs, intervened, having established and enhanced real- receiving money. For merchants or billers, it can mean the global picture is one in which heavily localized use time rails at record pace. But now, in response to instant confirmation, settlement finality and real-time cases are “the last mile” in the journey to successfully COVID’s unique challenges, the pace has increased information about the payment.
    [Show full text]
  • Transformative Banking - Go Digital with Disruptive Technologies
    Transformative Banking - Go digital with disruptive technologies issue 16 inside this issue From the Managing Director’s Desk From the Managing Director’s 1 Dear Readers, Desk As we settle down in the digital era, there is a lot to look at Banking 2020: Technology 2 and contemplate. Business, as we know it has changed. Disruption in Banking Millennials are pushing companies to the edge, when it comes to customer experience. Competition is getting 5 Commercial Lending Resurgence stiff, with startups eating away your market share. And the workforce is demanding anytime anywhere work flexibility. Mobile Imaging Technology 8 Changes the Face of Banking So, what is it that as a bank you could do to ride this wave of transformation? Newgen Product Portfolio 11 This edition of our research based newsletter talks about Research from Gartner: 12 just that. The article on ‘Banking 2020’ gives you a sneak-peek into what the future looks like Hype Cycle for Digital Banking and what all you need to do to be prepared. There is a link to an interesting video in the article, Transformation, 2015 which you must watch. The article on ‘Commercial Lending Resurgence’ talks about the need to balance risk management with customer experience in today’s times. We also take a look About Newgen 47 at how Mobile Imaging technology can empower your field force to be more efficient and Newgen at a Glance 48 productive. Newgen has helped many of its global clients become market leaders through innovative solutions. We have over 200 banking clients from all across the globe.
    [Show full text]
  • Mobile Payments: the Next Step in a Bank's Digital Journey
    Mobile payments: The next step in a bank’s digital journey As mobile payments hit the mainstream, bankers should offer their customers a compelling proposition rather than wait for someone else to lure them away. By Karim Ahmad, Stephen Bertrand and Gerard du Toit Karim Ahmad and Gerard du Toit are partners with Bain & Company and members of the firm’s Financial Services practice. Karim, based in Atlanta, focuses on payments processing and credit card issuance. Gerard leads Bain’s banking and payments practices in the Americas, from Boston. Stephen Bertrand is a partner in Bain’s London office and leads the firm’s Technology practice for Europe, the Middle East and Africa. The authors would like to acknowledge the contributions of Jayne Zecha, a principal with Bain & Company in London. Copyright © 2014 Bain & Company, Inc. All rights reserved. Mobile payments: The next step in a bank’s digital journey While start-ups and tech giants have piloted mobile Industry leaders view mobile payments as part of a payment solutions over the past few years, most banks long-term trend around rising consumer expectations have sat on the sidelines waiting to see which, if any, about value and convenience. Just as consumers em- of these efforts will gain traction. Until now, this may braced online banking and then mobile banking, they have been the prudent position: Only a fraction of bank will expect their banks to provide them with a mobile customers have used the new mobile payment services, payment solution (see Figure 2). Our conversations which are limited by the type of phone, telecom carrier with consumers indicate they want more than a mobile and bank they use, and sometimes by the retailer’s payment app that lets them use their phones like credit point-of-sale machine.
    [Show full text]
  • The Case of UK Mobile Payment Platforms
    Kazan, E., C.-W. Tan, E. T. K. Lim, C. Sørensen, & J. Damsgaard (Forthcoming): Disentangling Digital Platform Competition: The Case of UK Mobile Payment Platforms. Journal of Management Information Systems Special issue on Financial IS, Underlying Technologies, and the FinTech Revolution. Disentangling Digital Platform Competition: The Case of UK Mobile Payment Platforms Erol Kazan Department of Digitalization, Copenhagen Business School Howitzvej 60, 2000 Frederiksberg, Denmark [email protected] Chee-Wee Tan Department of Digitalization, Copenhagen Business School Howitzvej 60, 2000 Frederiksberg, Denmark [email protected] Eric T.K. Lim School of Information Systems & Technology Management, UNSW Business School, UNSW Sydney High St, Kensington, NSW 2052, Australia [email protected] Carsten Sørensen Department of Management, London School of Economics and Political Science Houghton Street, London WC2A 2AE [email protected] Jan Damsgaard Department of Digitalization, Copenhagen Business School Howitzvej 60, 2000 Frederiksberg, Denmark [email protected] Last revised: November 26, 2017 __________________________________________________________________________________ ABSTRACT Digital platforms confer competitive advantage through superior architectural con- figurations. There is however still a dearth of research that sheds light on the compet- itive attributes which define platform competition from an architectural standpoint. To disentangle platform competition, we opted for the mobile payment market in the United Kingdom (UK) as our empirical
    [Show full text]
  • QR Code Merchant Payments
    1 QR Code Merchant Payments A growth opportunity for mobile money providers In partnership with The GSMA represents the interests of Accourt is a specialist, IP-led global NTT DATA is a leading IT services mobile operators worldwide, uniting payments consultancy, providing strategic provider and global innovation partner AUTHORS more than 750 operators with nearly and operational payments consultancy headquartered in Tokyo, with business 400 companies in the broader mobile services worldwide. Its consultants are operations in over 50 countries. Our ecosystem, including handset and device experienced practitioners with front line emphasis is on long-term commitment, GSMA makers, software companies, equipment P&L experience, combining unrivalled combining global reach with local intimacy Anant Nautiyal, Senior Manager, providers and internet companies, as strategic expertise with operational to provide premier professional services Inclusive Tech Lab well as organisations in adjacent industry know-how. From defining and setting varying from consulting and systems Bart-Jan Pors, Director, sectors. The GSMA also produces the strategy, implementation, through to final development to outsourcing. Inclusive Fintech Mobile Money industry-leading MWC events held annually delivery, Accourt is dedicated to minimising Bruno Martins, Technology Lead, in Barcelona, Los Angeles and Shanghai, operational risk and ensuring a successful For more information, visit Inclusive Tech Lab as well as the Mobile 360 Series of regional outcome for its clients.
    [Show full text]
  • ATMIA Members Can Purchase the Below Reports at a Significant Discount from Globaldata
    ATMIA members can purchase the below reports at a significant discount from GlobalData. Contact Ben at [email protected] for more information. Report title Payments Landscape in Nigeria: Opportunities and Risks to 2021 Payments Landscape in Philippines: Opportunities and Risks to 2021 Payments Landscape in Portugal: Opportunities and Risks to 2021 Payments Landscape in Finland: Opportunities and Risks to 2021 Payments Landscape in Kenya: Opportunities and Risks to 2021 Payments Landscape in Slovakia: Opportunities and Risks to 2021 Payments Landscape in Chile: Opportunities and Risks to 2021 Payments Landscape in Greece: Opportunities and Risks to 2021 Payments Landscape in Japan: Opportunities and Risks to 2021 Payments Landscape in Czech Republic: Opportunities and Risks to 2021 Payments Landscape in Bulgaria: Opportunities and Risks to 2021 Payments Landscape in Austria: Opportunities and Risks to 2021 Payments Landscape in Cambodia: Opportunities and Risks to 2021 Payments Landscape in Luxembourg: Opportunities and Risks to 2021 Payments Landscape in Morocco: Opportunities and Risks to 2021 Payments Landscape in Saudi Arabia: Opportunities and Risks to 2021 Payments Landscape in Slovenia: Opportunities and Risks to 2021 Payments Landscape in Oman: Opportunities and Risks to 2021 Payments Landscape in Argentina: Opportunities and Risks to 2021 Payments Landscape in Romania: Opportunities and Risks to 2021 Payments Landscape in Hungary: Opportunities and Risks to 2021 Payments Landscape in Azerbaijan: Opportunities and Risks
    [Show full text]
  • Data Sharing and Open Banking
    16 McKinsey on Payments July 2017 McKinsey on Payments July 2017 Data sharing and open banking Buzzwords like “big data” typically bring to mind quantitative exercises like the application of algorithms and analytics. While these are certainly critical steps to gaining insight, a more fundamental building block of the data market is access. Easier access to data has become a hot topic in all industries, none more so than financial services. For instance, the G20’s Anti-Corruption Working Group has identified open data as a priority to advance public sector transparency and integrity. From a commercial standpoint, data can serve as a catalyst for new products and business models. The EU has been proactive on this front, setting the rules of engagement through the updated version of the Payment Services Directive (PSD2). Laura Brodsky Data-sharing is often accomplished While open banking stands to benefit end through an application programming in- users as well as to foster innovations and new Liz Oakes terface (API), an intelligent conduit that areas of competition between banks and non- allows for the flow of data between systems banks, it is also likely to usher in an entirely in a controlled yet seamless fashion (Ex- new financial services ecosystem, in which hibit 1). APIs have been leveraged in bank- banks’ roles may shift markedly. It also raises ing settings for years (see sidebar “How issues around regulation and data privacy, open banking brings new relevance to which helps to explain why global markets APIs,” page 20). Given breakthroughs in have taken varying approaches to governance, advanced analytics and the market traction contributing to disparate levels of progress.
    [Show full text]