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MASTER OR SERVANT? WHY THE EXPLOSION IN DATA DEMANDS A FRESH APPROACH IN ORDER TO CREATE TRUE COMMERCIAL ADVANTAGE

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MASTER OR SERVANT? WHY THE EXPLOSION IN DATA DEMANDS A FRESH APPROACH IN ORDER TO CREATE TRUE COMMERCIAL ADVANTAGE

Michael Upchurch, COO, Fuzzy Logix.

The financial industry has always relied on data – from the earliest moneylenders mentally calculating interest rates on their loans, through to today’s traders moving vast sums around electronically, supported by complex algorithms.  But we’re at a tipping point.  A point at which the modern throughput and consumption of financial data is happening at a speed that far outstrips the rate at which humans can reasonably interact with it.   Machines 1, humans 0?

Michael Upchurch

Michael Upchurch

If we assume the data explosion trend isn’t going to reverse any time soon (and I think we’d all agree that the world is only going to create more data rather than less!) what steps can be taken to ensure that we manage the vast throughput of data and enjoy the appropriate commercial benefits as a result?

If we look at the challenge, we know that consumer and corporate financial transactions happen on a global basis across complex interconnected networks through which data must pass, driven by defined rules and processes.  This activity is supported by some basic modern banking technology fundamental parameters, which include:

  • Real-time competencies
  • Transactional throughput capabilities
  • Deep analytics intelligence
  • Effective data workload management control
  • An intuitive user interface and dashboard presentation layer

The problem is that conventional approaches to even the most contemporary banking frameworks and their architectural development fail to engineer-in the need for analytics velocity from the outset.  The specific location and operational approach to data itself has failed to provide a platform for analytics at the speed and accuracy needed.

For the financial sector and its use of big data analytics, real time data analytics is subject to complex parameters due to global exchange rates, privacy factors and the increasing use of time series data tracking.  But, here’s the rub, if we can manage these complexities in situ and work closer to the coalface of data where it is stored, then we can start to engineer time and cost savings that would never have been achievable and make previously impossible tasks possible. The complexities themselves have developed as a result of year after year of silo-centric IT programmes being pushed forward with little appreciation for the future and the possibility of real time processing and analytics.

Now that we have the opportunity to architect our approach to data with more finely grained and more powerful control mechanisms, banks and all varieties of financial institutions will be able to make informed commercial decisions quicker than their competitors. As a consequence, they will then be able to seize market opportunities faster and meet the demand of their customers quicker.  Equally importantly, these same institutions will be able to hone their analytics to help identify and reduce theft, corruption, security breaches and all manner of malicious activity common to wherever money is located.

The time has come then for a new approach to data analytics that can deliver results not from a different perspective, but from a different point of applied data processing and application logic. This technology inflexion point is created by the presence of in-database analytics, which can allow us to leverage analytics insight on demand, the second the data is available   How is this possible?  Because in-database analytics run directly inside your database using the full power of the platform.  Unlike traditional analytics products that require you to move data from the data warehouse to another environment for processing, in-database analytics will let you process the data without moving it.  This has many benefits.  First, as data gets bigger, the price paid to move it also gets bigger.   Up to 80% of the processing time for analytics solutions can be consumed by just moving data.  Second modern data warehouses provide a very powerful engine for performing analytics; if the models are built to optimize performance.  Research shows that coding models to take advantage of data and process parallelism can result in models that run 10X to 100X times faster than non-optimized models.

In-database analytics are also easy to use.  It takes about an hour to install over 700 datamining, machine learning and financial models into your database.  No additional hardware or storage is needed and the models inherit the security layer already in place, so there’s no user setup to manage.  Once installed, the models become part of the database and appear as native functions.   You run them using SQL; the most popular data language on earth.

Let’s take the example of calculating VaR (Value at Risk).  Using a traditional approach, users move data from their database to another analytics environment and run all the calculation included in VaR modelling.  This can typically take 2-6 hours depending on the environment.  We used in-database analytics and performed 10,000 simulations for a portfolio of 500 stocks over 252 days which created 1.26 billion simulations.  We then calculated P&L for 30,000 positions with discrete intervals (1..5 days, 1..4 weeks, 1..3 months, etc.) with 10,000 simulations which involved 1.5 billion P&L calculations.  Finally, we performed aggregation and VaR calculations for each discrete interval.  In total, 12.6 billion simulations were performed in less than 2 minutes and the entire VaR and P&L process can be performed in less than 5 minutes.

Other use cases for exploiting the power of in-database analytics are numerous and significant; from cleaning up money laundering and driving better customer service through to minimising the need for ALLL (Allowance for Loans and Lease Losses) and to reducing the burden of CCAR (Comprehensive Capital Analysis & Review).  The rise of in-database analytics has really evolved in direct response to the need for data analytics techniques that can be applied to these kind of use cases.  For ultimate scalability and performance, why move the data to the analytics if you can move the analytics to the data.

It is clear that the opportunity for banks and financial institutions to bring in-database analytics and a completely new approach to data mining into their operational strategies is significant.  The move to using in-database analytics is an evolutionary step and the level of competitive advantage gained is commensurate with the level of adoption. So, consider the ways in which in-database analytics can help you take back real control of your data and start reaping the benefits immediately.

Michael’s biog is as follows:

Michael is responsible for operations and healthcare and financial services business units. Before Fuzzy Logix he worked at Bank of America to develop the strategy and operations for telephone-based mortgage lending that grew sales from $11B to $22B in 4 years.

He also worked in the Consumer Innovation Team in the Global Corporate and Investment Bank where he developed financial products for consumers that leveraged capital market instruments. Earlier, Michael worked at The Hunter Group implementing ERP systems for Global Fortune 500 companies. After multiple engagements, Michael joined the management team and developed the company’s market offerings across 9 lines of business, spanning 12 countries and leveraging the strengths of 13 companies acquired during a 3 year period.

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Research exposes the £68.8 billion opportunity for UK retailers

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Research exposes the £68.8 billion opportunity for UK retailers 1
  • Modelling shows increasing the proportion of online sales by 5 percentage points would have significantly boosted retailers’ revenues during the first lockdown
  • 72% of Brits want retailers who started an online service during the pandemic to continue operating it full time

New data released today by global payments platform Adyen, outlines the economic gains that could be accessed by getting more UK retailers online.

Economic modelling conducted by Cebr for Adyen indicates that if the retail sector increased the proportion of turnover stemming from online channels by 5 percentage points, £68.8 billion would have been added to the economy during the first lockdown.

While retail turnover stemming from online sales has grown significantly during 2020 – from 19% to 28%[1], there is still considerable room for growth.

Myles Dawson, UK Managing Director of Adyen comments: “The UK retail sector is facing an incredibly tough quarter, so creating the link between physical stores and online channels is more important than ever. With the festive period approaching and many shoppers unable, or uncomfortable leaving their homes, establishing and maintaining a positive online experience is a billion-pound opportunity for retailers.”

The research[2] of 2,000 UK consumers found that 31% are less likely to shop in physical stores now because of positive experiences shopping online during the pandemic. Furthermore, 72% of these consumers want retailers who started an online service during the pandemic to continue operating it in the long term.

However, making the process of shopping online as frictionless as possible will be key to unlocking the opportunity presented by online channels. 70% of Brits say that when shopping online, the ease of use is as important as the quality of the product, and 72% won’t shop with a retailer whose website or app is difficult to navigate.

Myles Dawson concludes: “Many retailers did amazing things during the pandemic in terms of adapting and creating new experiences – it’s a testimony to their agility that 57% of Brits said their expectations of the retail sector has improved during the pandemic. The challenge now is to consistently meet these expectations going forward. With local lockdowns in place, online channels will be key to serving many consumers in the short term. However, retailers need to see the shift to unified commerce as a long-term trend. The sooner they can demonstrate agility and jump on board, the longer they’ll reap the rewards.”

[1] https://www.ons.gov.uk/businessindustryandtrade/retailindustry/bulletins/retailsales/august2020

2 Research conducted by Opinium Research LLP

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Want to serve your customers better? An effective online strategy is what financial institutions need 

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Want to serve your customers better? An effective online strategy is what financial institutions need  2

By Anna Willems, Marketing Director, Mention

A strong online presence matters.

Having a strong online presence, that involves social media is now a crucial part of all business strategies. Whether they are retail brands, sports teams, libraries or even restaurants, most companies are investing more and more in developing their digital brand image and online presence – financial institutions are no exception.

When it comes to market trends and innovation, financial institutions are first on the line. After all, we — people and companies — trust them to manage our money to the best of their abilities. And even more so than any other market, we demand secure, trustworthy, fast and user-friendly services.

Reaching such high expectations is not a given. To this point, banks and other financial institutions have no other choice but to have a perfect understanding of their market, their audience, and their needs. What they need to get there is a fail-proof online strategy.

Gaining a deep understanding of your market

One of the best things about using social media to learn about your audience is that people give unsolicited opinions. They speak their mind and share their thoughts candidly.

This is the key to help any business to learn about themselves. They get to analyze their audience’s challenges and aspirations without having to ask them directly or serve them time-consuming surveys and polls.

UK-based Asto, a company that is part of the Santander Group, is committed to helping small businesses have access to financial and non-financial tools. Asto was looking for something that could help them discover what their target audience was talking about and find opportunities to add to the conversation. Mention enabled Asto to keep on top of reviews and customer comments, which has helped us provide a better service for our customers.

Which platform suits your offering the best?

There’s no point choosing to create campaigns on TikTok if your customers don’t use it – you need to think about who they are and work back from there.

You do this by automating the process using a social listening tool. A social listening tool will help you to view your market as a whole and identify where the key conversations are happening — and, therefore, where you should be. What’s more, you will never miss any relevant mention of your institutions, products, services, or competitors.

Handling a crisis

Financial institutions need to watch carefully for negative press – social media is the first place people will go to if they feel they’re not getting the service they need. In theory, rogue employees or unhappy clients can post anything they like online to try and hurt your brand. And if their messages gain traction, you’ve gone from one person saying bad things, to thousands.

That’s why listening needs to be part of any crisis management plan. Now, sometimes, there are crises you cannot prevent. And those usually hit pretty hard.

Power of influencers

For an influencer marketing campaign to work for your financial institution, partnering with nano content creators may well be the best way to go. They’re ability to play a part in how they shape your brand story can make a huge difference when it comes to engagement and reason to believe in your service.

Many financial institutions are already leveraging influencer marketing. It’s an efficient strategy to: Build trust and gain credibility, reach out to new audiences and share engaging stories.

The online review conundrum

94% of consumers check online reviews before they decide to buy something or subscribe to a service. They need what we call social proof. It says that the more people say they use your service, the more it will look like a good service. In short, you need to show how happy people are using your service. But not all online reviews are positive.

Having said that, we find that financial institutions shouldn’t ignore negative reviews. Instead, embrace them as an opportunity to rebuild trust in your brand. Less delicately put, take the bull by the horns and turn them to your advantage. Always respond to relevant complaints (and as fast as possible). Take responsibility for what happened. Be helpful.

And ignore trolls.

Learn from the competition

Over the last two decades, a marketer’s daily life has greatly evolved. Most importantly, we now can measure everything we do, including the consequences of our actions on our business. Having said that, you can’t evaluate how well you’re doing without comparing against

others.

Truth is that 77% of businesses rely on listening to keep an eye on their competitors. What this means is that 4 in 5 of your direct competitors are likely watching each and every single step you take. And you should do the same.

Setting the trend

From staying up to date with the latest industry trends and innovations, to keeping an eye on the competitors’ newest services, to being the first to know of potential brand crises – tracking relevant online conversations lets marketing and communication professionals working for financial institutions to stay one step ahead in an industry that is leading change and innovation.

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Why the Boom is Long Overdue (and Here to Stay)

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Why the Boom is Long Overdue (and Here to Stay) 3

By Roger James Hamilton, CEO, Genius Group

Virtually every aspect of our lives has been taken over by tech, so why is it that our schools, that are educating the business leaders of tomorrow, are still operating in much the same format as they did 100 years ago?

The global pandemic put digital learning in the spotlight and an Edtech boom has ensued, with companies like Coursera, Quizlet and Udemy seeing unicorn style growth. And the market is not slowing down. The education technology (Edtech) boom will continue.

Resilience and Growth

Unicorns are defined by rapid growth. Traditionally, these companies are not overly concerned with early profitability, long-term sustainability or value creation as much as with putting their competitors out of business.

But something different is going on in the Edtech market. The unicorn has lost its appeal. When learning platform Quizlet achieved unicorn status this year, CEO Matthew Glotzbach was keen to play down the moniker reserved for start-ups valued at $1 billion or more, preferring to liken his company to a camel.

Unlike unicorns, camels are real, hardworking beasts. Respected for their adaptability to various climates, resilience, and abilities to survive for long periods without sustenance. These are all traits much better suited to weather the economic storms created by the pandemic.

Despite their considerable abilities to adapt to challenging conditions, the climate is looking particularly sunny for camels within the Edtech market. In fact, all creatures great and small have the potential to capitalise on unprecedented growth in this sector.

The nature of education makes it a traditionally slow-moving area, which renders it unattractive to some investors. Yet, the coronavirus outbreak and subsequent surge in remote learning this year triggered a flurry of uptake in e-learning platforms.

We’ve seen the adoption rate for new technologies be accelerated by events like this before. For example, the SARS crisis of 2003 contributed to the boom in China’s ecommerce industry, as quarantines lead consumers to shop online. Of course, this market trend did not slow down once quarantine restrictions were lifted. Ever since, global online sales have risen exponentially. The same is set to happen in the Edtech market.

Providing a Solution

As with ecommerce in 2003, the demand for Edtech in 2020 was already there. It has been there for years. For the past decade at least, there has been a notable need in recruitment for qualified talent in data science, coding and digital. Edtech can bridge the skills gap, not only within formal education but also for adult learners upskilling and reskilling for today’s digital world.

Similarly, the financial crash of 2008 had the effect of fast-tracking the rise of the gig economy, requiring millions more to learn entrepreneurial skills. The idea of a job for life is now a distant memory. The Edtech sector can deliver the tools to equip students of all ages with the skills necessary for creating their own opportunities, as well as exchanging knowledge and collaborating in a digital economy.

Rising unemployment, as well as competition for jobs and government furlough schemes has seen interest in digital learning courses for adults also soar during the past few months. Figures show that the corporate e-learning market is set to increase by as much as $3.09 billion between 2020 and 2024.

Roger James Hamilton

Roger James Hamilton

The Edtech boom kickstarted by the pandemic is just the beginning in a paradigm shift in how we view education and work.

Over the next 10 years, with the rise of artificial intelligence, automated technology, and augmented reality, traditional, manual and customer service based roles will diminish and there will be less need for a large workforce when computers and machines can do the role equally well.

The need for a truly 21st century education system that reflects the needs of the job market is long overdue. Edtech companies are offering solutions to many of these issues that have troubled the economy for the past decade or more.

A Different Animal

Enter the zebra (back to our animal analogies). These types of Edtech businesses will be the ones to watch within the sector. With zebra companies, there’s a sense of community and collaboration, rather than competition. They understand that there’s room for more than one superstar in a market. Zebras are herd animals after all. The zebra believes that competition is healthy for everyone involved—something to watch and use for motivation and growth. It closely observes consumer trends and continually strives to solve new and developing problems for those consumers.

For zebra companies, profit margin is vital because it is necessary for steady growth and sustainability. Revenues hover between $5M and $50M, it serves customers within a specific niche, requires annual growth capital of $100K to $1M, and generally has more than four streams of revenue.

Zebras are both black with white stripes and white with black stripes – they have a fluidity in their approach and are camouflaged at the same time. This creates a double bottom line: Zebras want to conduct real business, by solving a pressing problem in a sustainable way, whilst reacting to contemporary challenges. This too could be said of the Edtech industry as a whole.

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