Credit Substitution by Peer-To-Peer Lending†
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Retail 2.0: the Future of Shopping
RETAIL 2.0 This Report • The pandemic has seen a high-street downturn, as consumers move to e-commerce platforms. But whilst the high street may be down, it is most definitely not out • The post-COVID world provides retailers with the opportunity to renew and reinvent • OMG Futures sees a retail future where innovation is not just about wizardry and gadgetry – but also enhancing our experiences and serving our deeper needs • The Future of Shopping envisions a future where embracing and integrating with digital technologies whilst providing a unique human experience in-store can lead to a high street renaissance • This is not a report about e-commerce specifically. This is a report about the shopper of the future and what they will demand from their retail – in all its forms How it unfolds THE THE THE NOW WOW HOW The current state of The next decade in Implications for retail in 2020 retail businesses and brands WHERE WE ARE RIGHT NOW… UK Retail, December 2019 Slowest rate of 85,000 job 9169 store 350 CEO Online sales spending growth losses in retail closures replacements grew by 21% since 2010 Retail was already changing Source: Deloitte: Retail Trends 2020: Finding Purpose Through Challenge, Jan 2019 – Dec 2019 Then, the pandemic arrived… UK Retail, December 2020 Pre-pandemic online Amazon sales up 63% of consumers 36% of online shoppers sales: 20% of 40%. Announced said the way they increased frequency of In Sept, as a 12 month retail Now:30% of 7,000 more permanent obtain goods and online purchase during average, footfall for retail. -
New Strategies for the Platform Economy
SPECIAL COLLECTION STRATEGY New Strategies for the Platform Economy To reap the rewards and avoid the risks, companies exploring a platform business model must look carefully at their partnerships and growth strategy. Brought to you by: SPRING 2021 NEW STRATEGIES FOR THE PLATFORM ECONOMY SPECIAL REPORT 1 9 17 Competing on How Healthy Is Your Platform Scaling, Platforms Business Ecosystem? Fast and Slow THE DOMINANT DIGITAL PLATFORMS are now among the world’s most phases. At each stage, there are specific early valuable — and most powerful — companies, leaving a huge swath of organizations forced indicators to look for that point to potential to play by their rules. In this new competitive environment, businesses need new ways to failure. Tracking the appropriate metrics gain advantage despite platforms’ constraints and market clout. And businesses seeking to for each stage and being alert to red flags create successful platform ecosystems find that while the rewards can be great, the helps businesses pivot to a new approach or likelihood of failure is high. This special report examines the challenges faced by both limit their losses. platform owners and participants. Platforms aiming for market dominance have typically prioritized rapid growth. The asymmetries in power and infor- attention from U.S. and European regulators, However, Max Büge and Pinar Ozcan have mation between platform owners and the whose scrutiny of dominant platforms’ found that scaling quickly is not the right businesses reliant on them have implications practices may lead to shifts in the prevailing strategy in all circumstances: Pursuing fast for the traditional levers of competitive balance of power. -
The Dealership of Tomorrow 2.0: America’S Car Dealers Prepare for Change
The Dealership of Tomorrow 2.0: America’s Car Dealers Prepare for Change February 2020 An independent study by Glenn Mercer Prepared for the National Automobile Dealers Association The Dealership of Tomorrow 2.0 America’s Car Dealers Prepare for Change by Glenn Mercer Introduction This report is a sequel to the original Dealership of Tomorrow: 2025 (DOT) report, issued by NADA in January 2017. The original report was commissioned by NADA in order to provide its dealer members (the franchised new-car dealers of America) perspectives on the changing automotive retailing environment. The 2017 report was intended to offer “thought starters” to assist dealers in engaging in strategic planning, looking ahead to roughly 2025.1 In early 2019 NADA determined it was time to update the report, as the environment was continuing to shift. The present document is that update: It represents the findings of new work conducted between May and December of 2019. As about two and a half years have passed since the original DOT, focused on 2025, was issued, this update looks somewhat further out, to the late 2020s. Disclaimers As before, we need to make a few things clear at the outset: 1. In every case we have tried to link our forecast to specific implications for dealers. There is much to be said about the impact of things like electric vehicles and connected cars on society, congestion, the economy, etc. But these impacts lie far beyond the scope of this report, which in its focus on dealerships is already significant in size. Readers are encouraged to turn to academic, consulting, governmental and NGO reports for discussion of these broader issues. -
Disruptive Business Models – Challenges and Opportunities for Tax Administrations 3 C O N T E N T
DISRUPTIVE BUSINESS MODELS CHALLENGES AND OPPORTUNITIES FOR TAX ADMINISTRATIONS WWW.IOTA-TAX.ORG Published by IOTA, 2017, Budapest Editorial Board: Miguel Silva Pinto, Neil Sawyer, Ágnes Kővágó Address: Wesselényi utca 16., H-1077, Budapest, Hungary Phone: +36 (1) 478-30-30, Email: [email protected] ISBN 978-615-00-0275-0 WWW.IOTA-TAX.ORG FOREWORD Dear Readers, This publication is founded on the presentations and debates held during the technical session of the 21st IOTA General Assembly, which took place in Kyiv, on 28-30 June 2017. The working programme addressed the changes in the economy driven by technology and multiplication of new and innovative business models. The assembly focused on how this trend is causing both challenges and opportunities for tax administrations to re-invent themselves in order to keep pace with the present and anticipate the future. The book’s structure follows the technical sessions of the assembly and the articles have been prepared by many of the speakers and include not only what they have presented but their further thoughts on the subject as well. Pekka Ruuhonen, Giorgi Tabuashvili and Gerry Harrahill, Commissioners from the Finnish, Georgian and Irish Tax Administrations provide their insights on the strategies their organisations are following to ensure the supply of better services to their taxpayers and to tackle the challenges of digital business models. Chiara Putzolu, Dirk Dierickx and Alan Carter, from the Italian, Belgian and UK’s administrations offer an insight into their country’s compliance models and methodologies to address sharing/collaborative businesses.JB Hillman from Vertex explains the potential of disruptive technologies to improve the effectiveness of tax administrations. -
1 Disintermediation in Business-To-Business Service Channels: Mechanisms and Challenges
Disintermediation in Business-to-Business Service Channels: Mechanisms and Challenges Fredrik Nordin, Danilo Brozovic and Maria Holmlund Accepted for publication in Journal of Business-to-Business Marketing Abstract Purpose: The aim of this paper is to delineate a number of different disintermediation mechanisms within the context of business-to-business service channels and to identify the specific challenges associated with adopting these mechanisms. Methodology: The research was conducted in accordance with abductive reasoning, moving continuously between the empirical world of four industrial (B2B) firms and the model world. Findings: This paper delineates a choice of six disintermediation mechanisms and their attendant challenges within the context of industrial service channels. Contribution: The paper provides an original conceptualization of disintermediation, which is detached from the traditional understanding of the concept. As such, it constitutes a useful starting point for the development of a formal theory of disintermediation. Implications for practice: This paper should be useful for practitioners, because it presents various disintermediation options available to industrial firms faced by undesired intermediaries in their industrial service channels. Keywords: service, disintermediation, industrial marketing, intermediaries, servitization 1 Disintermediation in Business-to-Business Service Channels: Mechanisms and Challenges 1. Introduction “Can you help us analyze how to handle the intermediaries and service companies -
Social & Behavioural Sciences AIMC 2017 Asia International
The European Proceedings of Social & Behavioural Sciences EpSBS Future Academy ISSN: 2357-1330 http://dx.doi.org/10.15405/epsbs.2018.05.16 AIMC 2017 Asia International Multidisciplinary Conference THE REVIEW OF DISINTERMEDIATION STRATEGIES IN TWO SIDED MARKETPLACE Andi Desfiandi (a), Faurani Santi Singagerda (b)*, Novita Sari (c) *Corresponding author (a) Faculty of Economics and Business, IBI Darmajaya, Bandar Lampung, Lampung, Indonesia [email protected] (b) Faculty of Economics, University Sang Bumi Ruwa Jurai, Bandar Lampung, Lampung, Indonesia [email protected] (c) Faculty of Economics and Business, IBI Darmajaya, Bandar Lampung, Lampung, Indonesia [email protected] Abstract Two-sided marketplaces are the type of companies that connect external parties starting from ― vendors such as a seller, host, and driver, and at the same time customers such as buyer, renters and service user, to interact and transact inside the marketplace they had developed. This kind of marketplace often risk disintermediation which happens when users may rely on the market to find the potential problems related current and future transactions without the platform‘s involvement, paying any fees, and the platform may charge. This paper assesses all of the factors that trigger disintermediation happened in the marketplace, how sensitive the price fee or premium determines the level of potential disintermediation might occur, and also a set of strategies that can implement to reduce it. Furthermore, the theory used in assessing these factors includes Customer Lifetime Value, Customer Relationship Management, and Disintermediation theory. The arguments have led this paper to choose the recommendation to the research question as immediately assess the kind of disintermediation occur; other psychological factors can be the solution or ways to better shaped the platform, and always learn the pain point of buyer and seller. -
Car-As-A-Service Medium-Term Opportunities for Fleet Management Solution Providers 2 Roland Berger Focus – Car-As-A-Service
January 2018 Car-as-a-Service Medium-term opportunities for fleet management solution providers 2 Roland Berger Focus – Car-as-a-Service Management summary From around 2030 we are likely to see autonomous elec- In this paper we examine how the tric vehicles widely used on our roads. This will create a market is changing. We dispel some of clear role for fleet management solution providers, run- ning the autonomous fleet right across the vehicle life- the common myths about what those cycle, from procurement to re-marketing, and providing changes mean for fleet management additional services such as aftermarket services and in- solution providers. In particular, we surance. But what about the next ten to fifteen years? In the medium term, fleet management solution providers look in detail at the new opportunities need to carve out a clear strategy for themselves – a strat- offered by the Car-as-a-Service trend egy that will help them survive rapid changes such as new mobility trends, digitalization and electrification. and used vehicles. We believe that the medium-term prospects for companies These trends, we believe, are opportunities not threats. in this sector are highly positive, as long The "Car-as-a-Service" model, which includes phenomena such as ride hailing, car sharing and car pooling, will lead as they take a proactive approach to the to a major increase in the volume of fleets and in overall changing environment. To help them vehicle usership. Fleet management solution providers on their way, we make some practical are ideally placed to benefit from this development. -
Surviving in a Digital Economy a Study of the Consultant Brokerage Industry
Surviving in a digital economy A study of the consultant brokerage industry Andreas Pettersson Industrial and Management Engineering, master's level 2018 Luleå University of Technology Department of Business Administration, Technology and Social Sciences SUMMARY Purpose - The purpose of this master thesis is to identify critical factors and create guidelines for traditional consultant brokerage firms to stay competitive in a digital economy. Methodology - This qualitative study with an abductive approach, gathered data primary from semi-structured interviews. A total 18 interviews were conducted with travel agency executives as well as buyers, sellers, and matchmakers of consultant services. Collected data were analyzed using thematic coding. Findings - The main findings of this show that traditional matchmakers can take actions to stay competitive if a digital platform enters the market. In addition, the study suggests proactive and reactive measures that organizations can take to address these disruptive forces. Theoretical implications - The study will provide an understanding of consultant brokerage and their function as a matchmaker in the marketplace. Besides, it will provide an insight into how some traditional matchmakers can survive in a digital economy. Practical implications - This thesis will provide managers with concrete guidelines on how to react in the event of disintermediation of a matchmaker market. Keywords - Disintermediation, Business strategy, Reintermediation, Matchmakers, Intermediates, Consultants, Brokers Paper type - Master thesis ACKNOWLEDGMENTS This master thesis is written by Andreas Pettersson and concludes the author's studies in Industrial and Management Engineering with a focus on innovation and strategic business development. I would like to thank my supervisor, Mats Westerberg, and fellow students at Luleå University of Technology for their constructive criticism, discussions, and guidance throughout this thesis. -
Information and the Potential for Disruption in Consumer Lending
NBER WORKING PAPER SERIES PEER-TO-PEER CROWDFUNDING: INFORMATION AND THE POTENTIAL FOR DISRUPTION IN CONSUMER LENDING Adair Morse Working Paper 20899 http://www.nber.org/papers/w20899 NATIONAL BUREAU OF ECONOMIC RESEARCH 1050 Massachusetts Avenue Cambridge, MA 02138 January 2015 I thank David Scharfstein and Francesco D’Acunto for very helpful comments. The views expressed herein are those of the author and do not necessarily reflect the views of the National Bureau of Economic Research. NBER working papers are circulated for discussion and comment purposes. They have not been peer- reviewed or been subject to the review by the NBER Board of Directors that accompanies official NBER publications. © 2015 by Adair Morse. All rights reserved. Short sections of text, not to exceed two paragraphs, may be quoted without explicit permission provided that full credit, including © notice, is given to the source. Peer-to-Peer Crowdfunding: Information and the Potential for Disruption in Consumer Lending Adair Morse NBER Working Paper No. 20899 January 2015 JEL No. G24 ABSTRACT Can peer-to-peer lending (P2P) crowdfunding disintermediate and mitigate information frictions in lending such that choices and outcomes for at least some borrowers and investors are improved? I offer a framing of issues and survey the nascent literature on P2P. On the investor side, P2P disintermediates an asset class of consumer loans, and investors seem to capture some rents associated with the removal of the cost of that financial intermediation. Risk and portfolio choice questions linger prior to any inference. On the borrower side, evidence suggests that proximate knowledge (direct or inferred) unearths soft information, and by implication, P2P should be able to offer pricing and/or access benefits to potential borrowers. -
Disintermediation Effects in the Music Business – a Return to Old Times?
Disintermediation effects in the music business – A return to old times? Abstract The paper makes a brief historical review of the evolution of the music industry over time, contextualizing the technological aftermath in the industry’s current reality. Business models and success factors of the traditional entities within the music industry's landscape are suffering significant change. In a reality afforded by easy access to networked global communications, disintermediation effects are succeeding, in what appears to be a comeback to the old days of music business, when artists had control and a more self-sufficient and autonomous role in business. The paper argues that the relation between artist and consumer, which was once direct, grew overtime to accommodate intermediaries, due to promotion and distribution needs. Furthermore, it suggests that new business models are arising, that encompass elements of the traditional value chains and that can constitute the alternative to support a direct and successful relation between artist and consumer. Keywords: Intermediation, music business models, direct-to-fan Contact info: Francisco Bernardo Luis Gustavo Martins [email protected] [email protected] School of Arts - Catholic CITAR - Research Centre for University of Portugal, Science and Technology of the R. Diogo Botelho, 1327, Arts 4169-005 Porto, Portugal School of Arts - Catholic +351 226196200 University of Portugal, R. Diogo Botelho, 1327, 4169-005 Porto, Portugal +351 226196200 1 Introduction With the advent of the digital revolution and the Internet, business models and success factors of the traditional players within the music industry's landscape have suffered a significant change. In this reality afforded by easy access to networked global communications, and with the maturation of Web technologies, disintermediation effects are succeeding (Chircu & Kauffman, 1999), in what appears to be a comeback to the old days of music business, when artists had control and a more self-sufficient and autonomous role in business. -
A Trillion Dollar Market by the People, for the People How Marketplace Lending Will Remake Banking As We Know It
VI. TOO BIG TO SUCCEED, TOO SLOW TO REACT 1 A Trillion Dollar Market By the People, For the People How Marketplace Lending Will Remake Banking As We Know It BY CHARLES MOLDOW GENERAL PARTNER, FOUNDATION CAPITAL A TRILLION DOLLAR MARKET BY THE PEOPLE, FOR THE PEOPLE VI. TOO BIG TO SUCCEED, TOO SLOW TO REACT 2 Introduction 3 I. Putting the Market Back into Market Economics 4 II. Revolution in the Guise of Cosmetic Surgery 6 III. No Country for Middle Men 9 IV. A $870B+ Industry Table of 15 V. The Maxims 18 Contents MAXIM I: Data, Data, Data Successful players will out-FICO FICO and be fairer than Fair Isaac. MAXIM II: Connections & Liquidity It’s not just about matchmaking but also market-making. MAXIM III: Formidable Barriers Marketplace platforms are neither easy to start nor easy to scale. MAXIM IV: Built to Last Marketplace lenders should be built not just to disrupt but to displace. VI. Too Big to Succeed, Too Slow to React 31 A TRILLION DOLLAR MARKET BY THE PEOPLE, FOR THE PEOPLE VI. TOO BIG TO SUCCEED, TOO SLOW TO REACT 3 Introduction Traditional lending works well. For the banks. BANK BORROWING COSTS AT AN ALLTIME LOW, For centuries, banking has remained fundamentally unchanged. In the simplest NET YIELD AT ALLTIME HIGH terms, banks match savers with borrowers. They pay interest for deposits and make loans to businesses and consumers. Depositors see their savings grow, 20% borrowers use the capital. Banks profi t handsomely on the spread. Historical Short-Term Unsecured Loans Interest Rate Banks, as intermediaries, have always added to the cost of borrowing and lending 15% – that’s the price we pay as a society for their market-making abilities. -
What 2017 Has in Store for Fintech ANALYST NOTE by EVAN B
What 2017 Has in Store for Fintech ANALYST NOTE BY EVAN B. MORRIS Contents Introduction Fintech saw a much more interesting 2016 after a 2015 when the Online Lending 1-3 subsector looked ripe for ascendency. Tumult in the high-yield credit Bitcoin/Blockchain 4-6 market rocked the calculus of alternative finance, and digital currencies faced both scandal and huge rallies. Huge name brands both entered, Asset Management 7-8 exited and doubled down on the fintech arena including Amazon, Goldman Sachs and SoftBank. As we look ahead to 2017, this analyst note highlights some of the largest recent transactions as well as the most exciting business models and market opportunities in the New Year CONTACT and beyond. PitchBook Data, Inc. pitchbook.com RESEARCH [email protected] Online Lending Challenge: Managing loan books once lending activity plateaus 2016 saw a number of high profile snafus as well as milestones for the maturing marketplace lending industry. Lending Club, one of the few publically traded online lenders, faced a controversial scandal which saw it mismark loans sold in bulk to Jefferies. Even after recovering and Note: This analyst note sacking their CEO, LendingClub (NYSE: LC) as shares fell 52% over the covers the fintech course of 2016. B2B lender OnDeck (NYSE: ONDK) fell even further as subsectors upon which shares were down 55% at year end. Lenders such as SoFi, Kabbage and PitchBook initiated Avant have been wise to delay IPOs given the current climate. coverage in 2016. One promising development in regards to the industry’s maturation has been the continued push toward securitization as a source of capital for marketplace lenders.