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Stepping up shopping security

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Stepping up shopping security

TrustBuilder CEO Marc Vanmaele explores how financial organisations can keep ecommerce slick while increasing authentication security

What was the first thing you bought online?

The chances are, you have made so many purchases on the internet since that it’s now impossible to recall. Ecommerce has grown in step with access to high speed internet and smart mobile devices.

According to the Ecommerce Foundation, business-to-consumer ecommerce throughout Europe experienced an estimated year-on-year growth of almost 14 percent in 2017.

The previous year, online shoppers in the UK alone spent over £130bn online.

While ecommerce is becoming the dominant method of purchasing goods, retailers want to do all they can to make shopping experiences as simple as possible. When customers pay for goods online, the payment process can present ‘friction’ when the customer is asked to register their details, remember their password or take steps to authenticate themselves. As a result, according to research by American Express, 78% of online shoppers have bailed on a transaction if the checkout process is poor.

Marc Vanmaele

Marc Vanmaele

Retailers like Amazon have sought to reduce checkout friction by introducing slick services like one-click ordering and voice shopping. Pizza provider Dominos has even gone one step further by introducing Zero-Click ordering. Increasingly, however, customers demand security in addition to frictionless payment – 19% of shoppers say they will abandon their purchase if they don’t trust the site with their payment details. Their concerns are justified. As more transactions move online, cyber criminals follow. In 2017, card-not-present fraud grew by €30 million across the EMEA region.

To combat this risk, regulators and advisory bodies are introducing measures to clamp down on crime. In January 2018, the new EU Payments Services Directive (PSD2) introduced new laws aimed at improving consumer rights across the continent. To give financial organisations time to adjust to some of the more disruptive regulations under the directive, some of its stipulations will be enforced later – from 2019 onwards.

One of these requirements is to introduce strong customer authentication for a number of online transactions, and the European Banking Authority backs up the regulation with advice and guidelines on how these requirements should be met.

How is the industry responding?

When requirements for strong customer authentication under PSD2 begin to be enforced, banks will start asking their customers to take extra steps prove their identity using additional authentication factors. They may choose to ask for biometric information such as a fingerprint, or a one-time passcode sent to the customer’s mobile device.

Of course, the world’s most popular payment networks, Visa and Mastercard, had had their minds on card fraud prevention far before PSD2. Visa introduced the 3D Secure protocol in 2001, which was adopted by issuers as ‘Verified by Visa’, ‘MasterCard Secure Code’, and by American Express as ‘SafeKey’.

However, some believe the protocol had limitations. According to The Guardian, some shoppers were confused and alarmed when they started seeing 3-D Secure popups. There were security concerns too. Trend Micro’s Vice President of Security Researched discussed its restrictions in a blog post back in 2011.

Visa has since made improvements to enhance the simplicity and security offered by the 3-D Secure platform including new capabilities to make payment verification more seamless on mobile devices. Still, it seems the company believes that the banks issuing Visa cards could go further to satisfy the impending need to offer strong customer authentication.

According to consumer group Which? Visa has set out guidelines for issuing banks, recommending that they prepare to comply with the requirement for strong customer authentication by September 2019. Visa will let issuers decide how they prepare, but recommends sending one-time-passwords to shoppers via SMS as an extra layer of security.

However, this method is not infallible. Which? added that one-time passcodes can be intercepted in spoof text scams, where fraudsters pose as banks to trick victims into handing over genuine passcodes. Mastercard shares this view and recommends that its issuers include fingerprint readers on their cards.

But fingerprints may not be ideal either. In 2015, a US government database containing 5.6million individuals’ fingerprints was hacked. The database for India’s Aadhaar ID card system contains fingerprint data for more than 1.1 billion registered Indian citizens, and has been subject to numerous leaks. If a hacker obtains your password it can be changed. If they obtain your fingerprint scan, it could be used to impersonate you indefinitely.

Organisations are clearly acknowledging that passwords are not enough to secure sensitive payment information alone, but it seems that two factors may not be enough either. Ultimately, both of these methods will also add some friction to the customer journey. So how can the financial industry meet the demand for increased security while keeping shopping experiences slick?

Balancing flexibility, choice and security

There are many different forms of multi-factor authentication for banks and payment processers to choose from. Although each of these can add complexity to the checkout process, consumers are becoming familiar with various methods. Online services such as Google, Facebook, Twitter and Dropbox and others enable users to apply an extra layer of security to their accounts.

To enable secure access, organisations may choose to check more than one additional piece of information before allowing a transaction to take place. The right balance between security and simplicity can be found by identifying users dynamically, considering not just who they are, but also the context in which the transaction or session is taking place.

This approach has the potential to add friction, however. That’s why some banks are employing Identity and Access Management (IAM) solutions to understand as much user context as necessary. The best solutions enable banks to authenticate users dynamically, considering factors such as the user’s age, location, and whether the device they are using is recognised.

When introducing an IAM solution, organisations should look for those that enable flexibility. They may wish to enable users to choose their preferred MFA method, or adapt to new technology when new possibilities emerge. This flexibility can be found in an IAM solution that allows organisations to change their authentication policies without changing the surrounding architecture.

Flexible IAM solutions will help financial organisations to navigate the changing authentication landscape. In turn, this will help them provide online shopping experiences that are simple, secure and flexible, however complex the landscape becomes.

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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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