By David Rimmer, Research Associate at Leading Edge Forum
Originally offered as a better way to build IT systems, cloud itself did not transform the business. Fundamentally, Infrastructure-as-a-Service (IaaS), as its name suggests, represented a new service model. IaaS brought a radical change in the commercial model for IT (rent vs. buy) and in the time taken to provision IT (instant self-service vs. the months of a standard procurement cycle), but ultimately the same system was still operating in a datacentre somewhere. ‘Lifting and shifting’ systems to the cloud delivered no discernible value for customers. At best, cloud enabled enterprises to provide value indirectly through ability to develop capabilities faster, for example by re-engineering and migrating systems to the cloud to harness its flexibility and speed.
This is absolutely not the case now. Cloud today is as much about delivering business capabilities as it is about IT. The hyperscalers are rapidly building out the range and number of services that they offer. For instance, at the end of 2017, AWS offered around 90 services; today the number is 225. The hyperscalers have expanded their portfolio of tools for developers to build cloud-native applications, thereby enabling more rapid development and testing, but the crucial departure from around 2017 onwards has been the addition of value-adding business components. In particular, the hyperscalers are building specialist services targeted at the major technology trends – for example: blockchain, Internet of Things, edge computing, immersive real-time experiences through 5G, streaming and visualisation, machine learning and artificial intelligence, unstructured data extraction and analysis, digital identity management, marketing analytics and automation.
The hyperscalers are also adding industry-focused solutions – for instance in banking: fraud APIs, payment services, financial data services and solutions optimised for specific core banking systems. Yet, for many, this mental transition has not yet been made, with people continuing to think that cloud is all about IaaS, when today it is as much about business components, and, in future, this will be even more so.
Developing your cloud strategy – it’s not just about IT, it’s about shaping the business
You can capitalise on the hyperscalers’ huge investment by intercepting their development path,
gaining momentum in the market by exploiting the newest cloud services and avoiding investment
in custom-building capabilities that will soon be available as a utility. At a higher level, you will want
to understand which components with rich business value will soon be forthcoming so that you can
short-cut the traditional product development cycle and afterwards ride a wave of future upgrades and enhancements.
Wardley mapping is a valuable aid in developing a strategy that makes optimal use of external capabilities and focuses a bank’s resources on the areas that will deliver the greatest return. In the Wardley map below, we have picked out just a fraction of the public cloud services now available for the banking industry to illustrate how cloud components can directly transform customer products and services, or provide capabilities for internal customers (developers, data scientists, UX designers, analysts, etc.). The vertical axis of the map reflects the degree to which a capability adds value to end customers: the horizontal axis shows the evolution of technology as it passes through stages from genesis, to custom-built, product and utility.
Capabilities that are new to the market (such as voice banking and blockchain-enabled asset management) feature in the genesis stage of the map. Under the custom-built stage come capabilities that are more mature but still highly unique to an individual enterprise, such as development of models and analytics on unstructured data. In the product column, capabilities are very similar from one bank to another, with a less direct yet still significant scope to impact end-customer services – for example, through faster product iteration.
Assembling cloud services to deliver cloud-native business capabilities in the banking environment
The increasing availability of business components opens up the prospect of cloud-native business capabilities that from the very start are conceived, designed and delivered through the cloud. Cloud-native business capabilities represent a higher level of abstraction than cloud-native applications. As a result, cloud-native business capabilities go that much further in enabling the speed, experimentation and ability to scale that underpin the competitiveness of a 21st Century Bank as it strives to bring new products and services to market in ever shorter cycles. In addition, cloud-native business capabilities change the role of the IT Function from developer-intensive build to more automated assembly of components
So, what does this look like in practice? The Fundamental Review of the Trading Book (FRTB) is a set of rules, introduced under Basel III, to standardise the treatment of market risk and impose stricter capital requirements. In order to comply with FRTB, the main steps that banks need to take are develop enhanced risk models; populate models with bank positions and market data, such as prices and credit ratings; and run the models.
Banks can assemble capabilities from the cloud to meet FRTB in a faster and more effective manner than is possible using traditional solutions:
- Faster model development cycles allow “strats” to tune their models to reduce the amount of capital that the bank needs to hold.
- Common real-time reference data removes the need for the disparate reference data and interfaces to be found in most banks. The result is reduced cost, less complexity and standardisation between different parts of the bank.
- Since FRTB requires an increase in the number of models and their complexity, greater compute capacity is necessary (some experts project a twenty-fold increase). Moreover, risk models are run only on an occasional basis to provide internal and regulatory reports, the burst capacity of cloud compute is a natural fit for running FRTB models. In contrast, traditional infrastructure would be sized for the peak, with substantial capacity remaining idle for most of the time.
By adopting a cloud delivery model to address FRTB, banks not only minimise their upfront investment and speed implementation, but going forward have greater flexibility, with ability to scale to meet new demands and capitalise on future investment by the cloud providers in model development and data services.
All this potential to exploit cloud for new products and services comes with a colossal proviso. Today’s catalogue of public cloud solutions can make a direct contribution to new products and services, but fundamentally what they offer is a basket of much more sophisticated components. These components still have to be assembled and configured. Business capabilities have to be built: processes redesigned, staff trained in new skills, culture aligned, new KPIs put in place, new organisation structures set up. Of course, for anyone with experience of business transformation this is no surprise.
The changing roles of business and IT leaders
At this point, it is clear that the transformation from build to assembly is of such a wide-ranging and fundamental nature that the active intervention of CEOs, COOs, CFOs and other business leaders is essential. However, the success in driving a cloud business strategy (as opposed to a cloud IT strategy) entails major changes in the roles of business and IT leaders.
CEOs, COOs & Boards
- Cloud business strategy – Once a cloud strategy has the potential to become a business-shaping strategy rather than an IT strategy, responsibility clearly needs to sit at the top of the enterprise. Here, vision and imagination in how and where to combine components that bring differentiation will be vital. Of equal importance will be championing this new perspective on how business capabilities can be built and challenging where traditional custom-build approaches are being applied without sound reasoning.
- Vendor strategy – As the richness of capabilities and the ease of integration between them increases, so critically does vendor dependence. This greatly raises the importance of vendor strategy. When you needed a vendor strategy for each level of the stack or each significant component, this responsibility sat in IT and procurement. If you are buying the entire stack and non-interchangeable modules with rich business capability – potentially across huge spans of your business – then these vendor strategies and relationships will sit at CEO or Board level.
- Operating model and culture – Some of the biggest barriers to strategy execution will be your existing operating model and culture. Both will require transformation in order to harness the potential to assemble business components from the cloud, rather than build systems and capabilities in-house using traditional tools and processes. Without drive from the top to change culture and operating models, any cloud strategy will remain still-born.
Business unit leaders & their IT partners
- Market insight – A critical role of business leaders and their IT partners is to understand where genuine differentiation can be gained in the market and how the current and future products of the cloud vendors can be assembled to enable this differentiation; or, alternatively, where custom-build and niche industry capabilities are the answer. In this process, it will be essential to understand the wider cloud strategy of your organisation so that you can see what capabilities have been or will be adopted elsewhere. This will drive re-use and simplification, which in turn bring lower costs and greater speed. Finally, business unit leaders and their IT partners will need close relationships with niche industry software companies and other IT firms to see where they can bring unique capabilities or act as partners in developing new solutions.
IT leaders & their teams
- Advice – With cloud strategy becoming a business issue, CIOs and their teams will play a vital role in educating and advising their colleagues about cloud capabilities and the individual cloud vendors. The industrialisation of IT through assembling rather than building components is a far cry from traditional models, so the extent of education and explanation that will be required should not be underestimated.
- Orchestration – As focus moves from build to assembly, the CIO and his or her team will become orchestrators of change. This is both in a literal sense by laying the technical foundations to assist assembly and inter-operation of cloud across the enterprise, and in a figurative sense through shaping and combining strategies from across the enterprise to ensure standards and re-use that are essential to low costs and flexibility. In fulfilling this role, definition of business and technical architectures will be essential, as these architectures will describe components and how they are combined.
- Vanguard of change – CIOs and their teams will play an essential role in galvanizing the organisation and acting as the vanguard for change. They will need to be cheerleaders for the changes in operating model and culture that are key to transformation. In addition, CIOs will on occasion need to recognise when traditional functions of the IT function (such as build and control) are a hindrance and they need to step aside to let business units take the lead.
Some practical steps to building your cloud strategy
So, what is your public cloud strategy? Here are some of the key questions that you will need to answer:
- What are the new products and services that will add most value to our internal and external customers?
- Which components are available from the cloud to support new products and services?
- How does the map look for each of the hyperscalers – they each have very different strengths and strategies – and which will provide the best fit for our business?
- How many cloud providers will we use? Will we go deep with one to drive fast and transformational change? Or will we partner with several to tap into different streams of innovation and maintain leverage in negotiations?
- In which areas will we want to devote our own resources to custom-build differentiating capabilities that cannot be sourced from elsewhere?
- Where will we use partners to assemble and manage cloud components because they bring distinct experience and skills, and/or the capabilities in question do not deliver meaningful difference in our customers’ eyes?
- What changes are required in the enterprise’s operating model to take advantage of potential to build cloud native applications and assemble (rather than build) cloud-native business capabilities?
- What does our composite map look like?
- Where do we begin?
Ignore it at your peril
The failure to see cloud for what it is and what it has to offer is currently widespread. However, experience shows that banks that can define a strong cloud strategy, and act on the business transformation needed in order to make it a reality, open up the potential for a market-leading competitive advantage. Building new products and services and replacing aging infrastructure, they are able to respond rapidly to market demands with low technical, regulatory and financial risks. Cloud is ready for banking. Banks now just need to decide whether they can really afford to ignore the opportunity.
The future of offshore banking
By Granville Turner, Director at Turner Little.
Despite its misconceptions, the popularity of offshore banking is growing. Not only is it a perfectly legal way of holding your money, but with the right professional advice, it is also reassuringly simple to open an account.
This ease-of-use is prompting many offshore banks to change their offering to compete and make overseas banking even more accessible. No longer is it limited to just the super-rich.
So, what does the future look like for offshore banks? We’ve compiled a list of the top fundamental changes happening in the realm of offshore banking.
Catering to niche markets is the future
Rather than managing account holder’s money in general, offshore banks are tapping into how they can best serve different demographics. Essentially, it is about taking a more bespoke approach to managing money at various stages of life.
But catering to a variety of markets doesn’t just stop there. Many overseas banks are now accepting crypto as a form of currency to appeal to digital, tech-savvy generations.
Cryptocurrency is also attractive for those who see the security benefits it can offer.
Paper chains are fast becoming a thing of the past
As banks move away from paper in favour of digital, security is on everyone’s minds. This is because information is an important asset to many businesses, so protecting it is vital. As such, banks are securing data with the most vigorous encryption security standards.
For account holders, this means digital bank transfers and communication become less of a risk and the smarter thing to do. Paper chains are fast becoming a thing of the past.
Instant access, day or night
In today’s digital world, you don’t need to travel overseas to open an offshore bank account; everything can be done online or over the phone. And like most UK standard current accounts, many offshore accounts now offer online and mobile banking features. So account holders can manage their offshore finances and investments while transferring funds with ease.
Offshore banks are following the same route of challenging onshore banks by going branchless. This offers substantial benefits for account holders, as branchless offshore banks don’t pass on as much overhead costs to the customer. Ultimately, this means customers can earn better interest rates and other returns on their investments.
Happy to help
At Turner Little, we work closely with offshore banks to provide you with quality service tailored to your needs. With over 20 years of international banking experience and specialist expert knowledge, we will assist you with your enquiries, no matter how complex. And every account we arrange comes with internet banking, card facilities and the ability to transact internationally.
Hong Kong’s First Multi-Cloud Challenger Bank Goes Live with Temenos
- WeLab Bank designed, built and launched using cloud-native Temenos Transact in less than 10 months
- WeLab offers next generational digital services for the 7.5m people in Hong Kong to access from their mobile phones
- Customers can open accounts remotely in just 5 minutes with bank reporting 10,000 account openings within 10 days of launch
Temenos (SIX: TEMN), the banking software company, today announced that WeLab Bank, Hong Kong’s first homegrown virtual bank, has publicly launched using cloud-native Temenos Transact to provide a range of next generation digital services for customers to enjoy 24/7 from their mobile phones. Designed, built and launched in less than 10 months, the fully digital bank has seen rapid take up with a reported 10,000 account openings within the first 10 days of launch.
WeLab Bank is powered by cloud agnostic Temenos Transact for core banking along with Temenos Analytics and Financial Crime Mitigation. Implemented on Amazon Web Services and Google Cloud, WeLab is the first multi cloud digital bank in Hong Kong. Operating on multiple clouds at the same time gives WeLab increased operational resilience and disaster recovery capability and is a regulatory requirement of the Hong Kong Monetary Authority for new digital banks. According to the Economist Intelligence Unit 2020 report for Temenos, 81% of global banking executives surveyed believe a multi-cloud strategy will become a regulatory prerequisite.
Developing a cost-effective and scalable core banking solution was paramount for WeLab. Temenos cloud native software is built for the digital age using API-first and DevOps principles and engineered to deploy in containers and microservices. This makes it easy for WeLab to scale for future business growth efficiently and eliminates the need to provision for peak processing volumes so that the bank only pays for its actual usage, yielding significant cost savings.
Critically, with NuoDB the solution delivers a cloud-agnostic, distributed relational database that enables WeLab to deploy an active-active on-demand database across multiple cloud providers with near zero downtime failover.
Temenos Transact is a preconfigured system and so requires very little coding and with Temenos model bank to address local practices and regulations, WeLab was able to bring its service to market faster and extend its innovation with more than 400 out-of-the-box APIs.
With Temenos, WeLab bank is set to transform banking in Hong Kong. In as fast as 5 minutes, customers can remotely open a WeLab Bank account with $0 monthly fees and start enjoying differentiated services such as time deposits with competitive rates, an interest-bearing deposit account with an instant virtual Debit Card, and real-time payments powered by Faster Payment System (FPS). Everything can be done on a mobile phone, simply and effortlessly.
Adrian Tse, CEO at WeLab Bank, commented: “WeLab Bank was born from an initiative to reimagine the banking experience for the 7.5 million people of Hong Kong. From the start, we knew this vision needed the most advanced cloud native technology and a partner that shared our vision for digital transformation. With Temenos we have efficiently built WeLab Bank from scratch, free from any legacies, with innovative features that proactively help customers to take control of their money and their financial journey.”
Max Chuard, Chief Executive Officer, Temenos, said: “Congratulations to WeLab Bank on the launch of their trailblazing new digital bank. Building and launching a licensed bank in such a rapid timeframe is a fantastic achievement and we are proud to have supported them in becoming the first multi-cloud digital bank in Hong Kong. Temenos cloud-native, cloud-agnostic strategy means we can satisfy the needs of the most innovative and ambitious neobanks like WeLab Bank to run on multiple cloud providers. We know this is just the beginning for WeLab and we are excited to be part of their story as they revolutionize banking for people in Hong Kong.”
Bob Walmsley, CEO of NuoDB said: “We are excited to be partnering with Temenos to help WeLab Bank achieve their aggressive launch timelines and deliver innovative banking services to its customers. We were inspired by the technical vision of WeLab and knew that executing an on-demand, multi-cloud strategy was a perfect fit for NuoDB. Our enterprise-class, distributed SQL database combined with Temenos’ cloud-native technology helps banks of all sizes around the globe migrate to the cloud to improve agility and reduce costs.”
The Bank is Where the Heart Is
By Nick Barnes, Practice Director, Financial Services & Customer Success at JRNI
When unexpected events occur, people turn to their banks to provide a sense of trust, security, and stability. They need to be available anywhere, anytime, and from any device. As it’s a business based on trust, one-on-one communication is key.
With the world still emerging from the COVID-19 crisis and endeavouring to avert a possible second wave, every country, state, and region has their own unique requirements. Plus, every customer or member has their own demands. Experts and pundits have discussed a new normal, but what’s normal for now involves keeping customers and employees safe while also providing the same sense of stability as before.
For banks, building societies and credit unions, the main concerns include how to maintain personal relationships amidst social distancing; how to be available at any time on any device; and how to provide a sense of calm and security amidst the chaos.
Adapt or fall behind
Customers are quickly learning which of their service providers are adapting best to this new world. Are financial services providers like banks and credit unions adapting, or falling behind?
Finances are a highly personal topic, and often, illogical or emotional. Will I have enough? Will it be available when I need it? It is always a hot topic of conversation, but especially during a pandemic when unemployment rates are rising, and the economic landscape is unsettled. In the past, a customer could walk into the bank, have a reassuring conversation with a representative and move on.
So, how can banks help their customers through tough financial times during the current crisis, when in-person communication is nearly impossible? One solution is to provide helpful, personalized customer service through digital channels.
While in-person assistance will remain important after COVID-19, customers are looking for assistance now. Banks are turning to remote video and voice appointments to boost customer satisfaction and meet customer expectations.
3 reasons to use remote appointments
1. To comply with social distancing
Our Modern Consumer Banking Report last year showed that when consumers visit branches, it’s primarily to talk face-to-face and ask questions/get help. Research from Bain reinforces this, and emphasizes that “many retail banking customers think it’s easier to purchase through a human channel, or prefer to speak with an employee before buying a product.”
Due to social distancing measures, branches cannot be customers’ primary way of managing their finances during this pandemic. However, this doesn’t mean that customers aren’t interested in personalized attention that can be made available via video and voice.
2. To meet new demand
Although spending habits may have changed, consumers are still making critical financial decisions during the COVID-19 pandemic.
Individuals: The financial effects of coronavirus are drastically different from one customer to the next. While some are counting down the days to receipt of their unemployment check, others may be taking advantage of low-interest rates to buy a house. Ultimately, banks and credit unions need to address each customer segment with a unique message and way of providing assistance.
Small business banking: Countless small businesses around the world have been forced to close their doors. Whether they’re needing loans, payment deferrals, or advice, small businesses are looking to their bank as a guide, and a comfort.
Investment management: A recession is upon us, and with that comes a new approach to investing. Financial advisors are fielding questions, providing recommendations, and staying up to date on the market. Beyond this, many are building entirely new strategies for their clients.
Regardless of customer type, it’s clear that each subset of customer needs help from their financial institution at this time.
3. To boost customer retention
Financial institutions cannot afford to lose customers during the pandemic, so customer retention is crucial. Great customer service boosts customer loyalty, and research from Bain shows that loyalty is key to retention:
- Customer loyalty increases revenue, and loyal customers are less likely to switch to a competing bank.
- Customers who are a bank’s “promoters” recommend the bank to others as much as six times more than “detractors.”
- A bank’s “promoters” spend one-quarter more than detractors on their primary credit card.
Ultimately, being able to connect with a customer in need using video or voice can give customers peace of mind and boost loyalty. Delivering personalized financial services without interruption is crucial.
Initial results from video banking show that consumers consider the service valuable. Phoenix Synergistics’ survey from December 2019 found that 17% of customers polled had used video chat through a website or app with their financial institution. Of those that had used video chat, 89% found video chat valuable.
Some suggestions for banks using remote video or voice appointments would be to: firstly ensure your solution is secure and doesn’t expose personal information outside of the conversation; secondly create a culture of consultation to alleviate outstanding fears; thirdly leverage appointment setting to allow customers to pre-schedule consultations and enquiries; finally include remote appointments as part of a wider suite of ‘touchless’ offerings.
The dos and don’ts for bank branches
Forty-three percent of banking customers have expressed their desire to change the way they bank due to the pandemic. As with retail and hospitality, several key customer segments have doubts about visiting physical locations and are transacting more remotely.
The challenge for banks is to make services available wherever customers want to bank – be it by phone, online, or in branch – and when it comes to any transaction, the key is to make customers feel cared for, heard, and secure.
With social distancing parameters in place along with other health and safety measures, there’s significant focus on the need to retool the branch experience. Here are a few suggestions as we move into that next stage of business and interaction:
DO: Have a plan.
Think about how customers will enter and exit each location. Plan for increased space between people in line, how to attend to at-risk customers, properly spaced lobbies, and waiting areas. Consider your employees and what they need in order to stay safe including break rooms with increased space between lounging areas, removal of shared snacks, availability of hand sanitizer and masks.
DO: Make sure you can effectively manage footfall.
Overcrowding will create fear and loss of trust. Make sure you have plenty of directional signage, crowd control measures, and staffing. Solutions including people counters, occupancy managers, and pre-booked appointments both allow for the throttling of traffic, and the ability to build in cleaning time.
DO: Hire the right team and staff adequately.
Being courteous and in control will be the most important ingredient to success. Have enough staff, you will need the extra hands to ensure that all staff is properly trained and ready to enforce new protocols.
Some customers will be understandably anxious going into branches, and some will want to feel that everything has returned to normal, so staff may need to be very firm and well-versed in a new operating style.
DO: Offer customers the ability to bank when and how they prefer.
We’re not suggesting that you remain open for 24 hours, but the goal is to make it easy for the customer. Adding the ability to set an appointment with a wealth manager or an advisor online will enable customers to bank from home, and will enable banks to provide the personalized service customers have come to expect.
Leverage online appointment confirmations to remind customers to have key documents available if they need them. Virtual solutions position the bank to serve as an advisor rather than just a financial institution.
DO: Demonstrate your commitment to a safe environment.
Use clear signage to convey the measures in place to ensure customer and employee safety. Make hand sanitizer or wipes available throughout the branch, and in all high-touch areas. Ensure cleaning supplies are visible, around doorways and near greeters to provide customers with an added sense of security. And make sure that employees are following every measure required of customers.
DON’T: Lose customer confidence.
If you are not prepared, it will show, and it will be very hard to gain back customer confidence once compromised. Social media will not be your friend. Forrester Research reports that 52% of US online adults prefer to buy from companies that demonstrate how they are protecting customers against the threats of COVID-19.
DON’T: Overcrowd or fill your branch to capacity.
Consumers are being trained to avoid crowds, so failure at the branch to comply could result in losing their business. Most physical locations are operating with fewer staff and accommodating 10 – 25% of the traffic once allowed. Keep in mind that you only have one opportunity to make a first impression on customers, and they’re looking to trust you have their best interests in mind.
You will need to expect the unexpected and having more hands-on deck will prove to be beneficial in the long run. Having the wrong staff, or those that don’t take the time to learn new operating procedures or feel comfortable telling that customer who won’t keep a mask on, may not be the best fit.
DON’T: Make it difficult for customers to do business with you.
Social distancing introduces a number of disruptions to the way you’ve traditionally done business. So limiting options to customers – providing no ability to bank online or via phone, not having a live customer service voice or chat option – is not going to help. In addition to making sure the services are available, it is imperative to communicate all options to customers.
DON’T: Assume someone else will do it.
Bank staff need to show that the branch is being tended to, cleaned between visitors, and before opening each day. It is important that staff jump in to help move customers safely through the branch, ensure their questions are answered and overall, take a proactive approach to service without assuming that a sign or another staff member will take care of it. Customers will come to the branch, but gaining their confidence is everything. Don’t lose it by not being prepared. It will be very hard to win it back.
With the constant threat new restrictions in response to COVID-19 outbreaks, banks will need to take a long view on how they enable the operational flexibility that will be needed to adapt to fast-changing conditions. As people prepare to live more risk-averse lives, banks will need to go the extra mile to ensure customers feel less wary about visiting in person whilst also offering a seamless experience for those customers who prefer to remain in the safety of their homes. Those that manage to do so will emerge from the crisis with a sustainable advantage over their competitors.
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