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Nepalese banks opt for SWIFT screening service

Ten Nepal-based bank have signed up to use SWIFT’s Sanctions Screening service to underpin their sanctions compliance. The banks join a group 600 strong, built up since the service’s launch in 2012 as the first of SWIFT’s financial crime compliance portfolio.

Sanctions Screening is a hosted utility service that screens financial transactions in real time, according to SWIFT. It holds information up against “more than 30 up-to-date lists of sanctioned individuals and entities from all the major regulatory bodies, including OFAC, the United Nations, and the European Union.”

The service is aimed at small and mid-sized financial institutions as well as corporations and payments businesses.

“SWIFT is a valued and trusted partner in our sanctions compliance efforts,” says Ashoke SJB Rana, Chief Executive Officer of Himalayan Bank Limited, one of the banks to sign up. “Using Sanctions Screening helps us focus on core parts of our business while actively ensuring we are meeting our sanctions compliance obligations, reducing manpower and costs.”

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Your Essential Shopping Guide for a Digital Commerce Gateway  

Digital commerce is progressing rapidly and estimated to reach $4T (eMarketer) in 2020, fueled by a growth in payments and widespread adoption of smart phones. To fully capitalize on this opportunity, acquirers need an underlying payment processing engine that can support and grow in-line with rapidly evolving market and business needs. Financial Software and Systems provides a quick shopping checklist to empower acquirers chose the right underlying infrastructure and achieve their digital commerce goals.

Plug and play omnichannel payment processing   

The future of payments is real-time, open and unencumbered by business and channel silos. As consumers become more sophisticated in their digital engagement with brands the Gateway needs to support the proliferation in new channels. For example, if a merchant’s target customers show high engagement levels on its social handles, allowing customers to make a purchase from Facebook or Twitter, without being redirected to a third-party payment website, can improve conversions and sales.

Payment acquirers need to effectively support merchants in their digitalization journey by taking the complexity out of the payments infrastructure and making it easier for them to access payment processing services without requiring them to know its ‘nuts and bolts’.  A unified payment processing platform for transactions originating from any channel, — in-store. mobile, online, IVR –  with support for a range of international and local payment methods can help merchants expand their business. Further APIs providing a “plug and play” environment to enable online payments and mobile SDKs to facilitate integration into existing native apps, accelerate time to revenue from weeks to a few days.

For acquirers, the ability to extend multi-channel support raises switching costs and helps ring-fence merchant accounts. Likewise, for merchants, the ability to consolidate customer payments under a single payment processor, simplifies service management by eliminating calls to multiple vendors as well as creates annual savings on processing feeds, transaction charges, and reconciliation management.

Supporting multi-instrument, multi-currency commerce

Whether it is to improve domestic sales or to achieve successful geographical expansion, the ability to support multi-currency commerce is the key. Domestic cards, for example, are widely used for payments in many European countries. An RBR study, Global Payment Cards Data and Forecasts to 2021, reported domestic schemes form 28% of total card spending across Europe, and more than 60% in Belgium, Denmark, France, Germany and Norway, countries where dual-badged debit cards are issued and used widely. Likewise, in India, Rupay forms 30% of all debit cards issued in the sub-continent. Another consideration is the number of currencies supported and an ability to offer customers an option to pay in their domestic or local currency.

Delivering optimized checkout experiences  

Shopping cart abandonment rates, due to confusing and lengthy checkout processes, range between 10% and 30% across regions. Payment methods that involve redirecting a merchant’s customers to another app or a website to complete the payment fall in this category. Prolonged redirection time or an inconsistent look and feel, increase the potential likelihood of customers abandoning the transaction. Offering merchants, a white-labelled service they can brand greatly improves transaction completion time.

Furthermore, payment processes such as two-factor authentication or 3DS secure, introduce friction in the checkout process and limit the number of completed transactions. The ability to support frictionless checkout processes, for example debit and PIN, (which enables customers to use their ATM PIN for transaction authentication) adds noticeable speed and simplicity. Further support for recurring payments by storing payment credentials and executing payments “in the background” without a customer’s direct involvement optimizes the transaction experience.

On-demand scale to maximize transaction success  

The demand for payment processing capacity is uneven and varies throughout the day. For example, in India, the Indian Railways, the largest e-commerce merchant in the sub-continent, experiences 5X the normal traffic in the “Tatkal” hour, (a short-term instant booking window for travel within 24 hours).  Likewise, acquirers need systems to seamlessly process a large volume of transaction, especially during seasonal events like the back-to-school shopping season, Cyber Monday or Black Friday, without overprovisioning capacity. Such events present unique challenges and require careful peak capacity planning and provisioning.  Hybrid deployment models enabling acquirers to purchase capacity on demand to service high-traffic bursts can help acquirers maintain a consistent quality of experience and do so at a reasonable cost.

The Gateway provider needs to support dynamic scaling and descaling of processing capacity on-demand, to enable smooth transaction handling during high-load periods. Furthermore, built-in capabilities such as intelligent transaction routing between acquirers helps load-balance traffic during periods of intense transaction density. Likewise, batch processing for offline transactions alleviates capacity constraints. Merchants can upload a file directly on the Payment Gateway, eliminating the repetitive and time-consuming process of sending each transaction individually. When the Gateway receives the batch file, it makes a single call to the network to get approvals on all the transactions at once.

Strengthening security to tackle evolving fraud risk

The freedom to pay anywhere, anytime, on any device comes with an increase in responsibility to secure customer sensitive payment data. Data security is a top priority and requires ongoing, iterative measures to stay ahead of fraudsters. Merchants lose money, but these incidents also eat away at customer trust and increase operational complexity.

In addition to mandatory PCI certification to secure the transaction environment, trusted Payment Gateway providers deploy tokenization technology and point to point encryption to shield against fraudulent activity. Tokenization is the process of substituting a customer’s PAN (Primary Account Number) with a “token” – information that is useless to a hacker. With person to person encryption, credit card data is encrypted from the moment the card is swiped, while the data is in transit, all the way to authorization; preventing a merchant’s system from ever seeing or touching the sensitive PAN data. Together, these security measures drastically reduce PCI compliance scope and costs.

Delivering unique revenue-generating, value-added solutions

Increasingly large-scale merchants are approaching digital payment capabilities as strategic to their overall customer engagement, rather than an essential cost of doing business. To capitalize on this opportunity, acquirers need to integrate adjacent business services and enable new functionality to lock-in merchants and grow their share of the business. Rather than deploy multiple standalone solutions, look for vendors with a breadth and depth of expertise to lower overall cost of ownership and speed time to market.  Sophisticated vendors answer this call by helping acquirers deliver more value to their clients’ payment experiences. A suite of customizable, easy-to-integrate, added value capabilities including wallets, gift cards, data analytics and loyalty, can help merchants increase basket size and help processors differentiate their offerings.

Assuring 24/7 support for non-stop payments

In a digital world, payments never sleep.  Slow service response or unplanned disruptions, even lasting a few seconds, can have an irreparable business and reputational fallout, triggering merchant attrition. To create differentiation by offering a higher level of merchant service, financial institutions must assess the payment processor’s global reach and breadth of expertise to provide world-class support as well as deliver an assured and consistent quality of service. A comprehensive set of service management tools and capabilities to proactively monitor transaction streams around-the-clock in real-time and identify and troubleshoot potential problems before they ever escalate into an actual event are crucial.

Transaction insights such as monitoring response time and correlating with abandonment rates, identifying heavy traffic merchant locations can aid decision makers make vital decisions that improve the speed, quality and reliability of service they can offer to merchants.

The list of priorities may vary based on target merchant demographic and stage of maturity of the acquiring market in a region.  For instance, in highly competitive new growth markets, scale and pricing may be the most significant purchase consideration whilst added value services may be higher on the list in more mature acquire markets with high card and merchant penetration.  FSS has proven credentials in offering licensed and hosted Payment Gateway services for leading financial institutions, Central Banks and forward-thinking merchants around the world.

By Suresh Rajagopalan, President Products, Financial Software and Systems

 

 

CategoriesIBSi Blogs Uncategorized

Chinese firms launch blockchain-based Chained Finance system

Chinese firms Dianrong and FnConn have launched a blockchain-based platform for supply chain finance. Named Chained Finance, the system is the result of a successful pilot and proof of concept.

The industry has been limited by existing technology, the two firms claim, and has only managed to serve around 15% of suppliers needing financial resources. A “vast majority” of the 40 million SMEs in China remain underserved.

Chained Finance will be targeted three major sectors: electronics and auto and garment manufacturing. Dianrong and FnConn are hoping to triple the number of SME supply chain operators with access to funding in China.

“Blockchain is revolutionising the finance industry and offers seamless solutions to any company operating and financing complicated supply chains,” says Soul Htite, Founder and CEO of Dianrong. “The complexity and scale of supply chain finance has posed major challenges in ensuring adequate funding and efficient operations.”

By using the Chained Finance platform, adds Jack Lee, Executive Director and CEO of FnConn, every payment and supply chain transaction can be more transparent, manageable and easily authenticated.

Chained Finance has launched with an initial 40 employees, though the number is expected to grow throughout 2017.

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CategoriesIBSi Blogs Uncategorized

Artificial intelligence coming of age in financial services

The world of banking and financial services may remain one of the more conservative sectors of the economy today but if organisations operating across these marketplaces want to drive competitive edge and business advantage in the future, they can no longer afford to ignore the consumer-driven pull towards the use of artificial intelligence (AI).

People are used to these technologies in their everyday lives. They are used to smart software telling them what they want to buy next even before they realise it themselves.

Today, it’s increasingly vital that banks, financial services organisations and financial departments within enterprises are all in touch with these trends. They need to start looking at the benefits that analytics and other predictive technologies can bring them. Their employees and customers will expect them to do so.

We are already seeing AI widely used in consumer banking. And it seems that is something that many consumers broadly welcome. A recent Accenture survey of 33,000 consumers across 18 countries found that more than 70 per cent would be willing to receive computer-generated banking advice. “Comfort with computer-generated support is growing, bolstered by lower costs, increased consistency and high reliability,” said the report. “Automated servicing can be the sole source of data for some customers, even when making more complex decisions around products.”

In consumer banking, chatbots are increasingly seen as cheap alternatives to banking apps, and they are increasingly prevalent as result. Major Singaporean bank DBS, for example, recently launched the POSB digibank Virtual Assistant, powered by the KAI conversational bot/artificial intelligence (AI) platform from New York-based fintech start-up, Kasisto. The POSB chatbot is currently available on Facebook Messenger and can answer questions relating to account balances, utility bill payments and fund transfer requests. WhatsApp and WeChat versions are set to follow.

AI is about automation

This kind of approach to banking interaction becoming second nature to millenials and will become even more widely accepted by the generations that follow them.

But what will all of this mean in a commercial finance environment?

The business sector is understandably more cautious, prudent perhaps, about adopting new technologies until they have matured. But as millenials increasingly take up more senior roles in the commercial banking world, they will be increasingly pushing for the rich functionality they are used to there to also be integrated into their working environment and ecosystem.

Today, we are seeing signs that adoption rates of AI-based technology are set to take off in business banking too. More and more banks are borrowing retail banking experience to build out their commercial and business strategies. But while the focus of its use in the retail banking world has mainly been for customer service and sales applications, in commercial banking, use cases (initially at least) are likely to be more around streamlining operational processes.

In a sense, AI as it stands today, in this environment is all about automation, about making processes faster and more efficient. And there are a raft of applications here where automation is having a hugely positive impact.

Take the introduction of digital expenses platforms and integrated payments tools, both of which have the potential to significantly improve a business’s approach to how it manages cash flow. By having an immediate oversight, through live reporting of all spending from business cards and invoice payments, as well as balances and credit limits across departments and individuals, businesses can foresee potential problems more quickly and react accordingly. All these services become even more powerful when combined with technologies like machine learning, data analytics and task automation.

We are already seeing growing instances of AI and automation being used to streamline payment processes in banks.  Cards can be cancelled or at least suspended quickly and easily and without the need to contact the issuing bank, while invoices can also be automated, to streamline business payments. This means businesses can effectively keep hold of money longer and at the same time pay creditors more quickly. Moving beyond straightforward invoice processing, intelligent payments systems can be deployed to maximize this use of company credit lines automatically.

Looking ahead, we see a raft of applications for AI in the payments management field around analysing data with the end objective of spotting anomalies in it. With the short and frequent batches of payments data used within most enterprises today, it is unlikely that even the best trained administrator would be able to spot transactions that were out of the normal pattern. The latest AI technology could be used here to tease out anomalies and pinpoint unusual patterns or trends in spending that could then be investigated and addressed.

Future Prospects

While this area remains in its infancy within the banking and financial services sector, with technology advancing, financial services organisations and the enterprise customers they deal with will in the future will be well placed to make active use of AI that will help clients track not just what they have been spending historically but also to predict what they are likely to spend in the future. AI will ultimately enable businesses to move from reactive historical reporting to proactive anticipation of likely future trends. We are entering an exciting new age.

Russell Bennett, CTO Fraedom

CategoriesIBSi Blogs Uncategorized

Achieving economic inclusion through cross-border trade 

Sub-Saharan Africa is, today, the second fastest growing region in the world– and home to some of the most exciting emerging markets on the planet. These emerging markets, combined with frontier markets of equally great potential, “present a future cross-border trade and economic environment that could, one day, emulate Asia in diversity, opportunity and growth,” says Vinod Madhavan, Group Head of Trade for Standard Bank.

Efficient, effective and sustainable trade structures and technologies are central to achieving this vision for growth – and also for alleviating the poverty that still grips many parts of the continent.

Economically excluded populations can be rapidly included in meaningful economic participation by growing sustainable and inclusive domestic, regional and global trade value chains. Trade has the potential to drive inclusive growth in Africa by leveraging new technologies – especially in information – able to link sustainable African industries with a new generation of global consumers.

Now has never been a better time for Africa to sustain growth by taking charge of its own growth momentum, by rapidly expanding the continent’s internal and cross-border cash, trade and securities capabilities. This will, deepen local capital markets, enabling the development of sustainable, diversified and inclusive domestic economies through cross-border trade.

To achieve this vision, however, the information that Standard Bank has access to, across its 20 markets shows how important it is that legislators get the cross-border and policy basics right. At the same time, Africa’s financial institutions should look to developing the digital and sustainability solutions necessary to leverage the continent’s potential.

 Cross-border 

Cross-border integration (of production, supply and markets) through trade, drives the rationalisation of standards, the efficiency and growth of markets, and the diversification of economies – naturally.

Creating the financial markets that allow this evolution to happen is critical for Africa to successfully claim a greater share of global productivity – and the trade networks that support these.

 Progressive policy 

Africa will not, however, realise the benefits of regional and global trade without, at the minimum; liquidity, access to capital, progressive foreign exchange regimes, and clear tax systems. Being supported by; rational infrastructure, agile labour policies, relevant education and efficient customs and excise rules coordinated by regional trade bodies, will free Africa to expand growth internally – while continuing to attract foreign investment.

 Digitisation 

From a cash, trade and investment services perspective, Standard Bank is seeing a lot of evolution in digitisation being driven by our clients and their customer. As the various players in the client ecosystem – i.e., producers, suppliers, service providers – push the bank’s clients to adopt cheaper, more digital, technologies. The bank’s clients also expect the bank to be able to operate and deliver across these platforms.

Our clients continue to search for operational efficiency (especially in a largely paper intensive trade finance business) and hence we expect to see increased adoption of digitisation and digitalisation in trade (across the physical supply chain, the financial supply chain and the documents chain). Technologies such as Blockchain naturally lend themselves in realizing benefits from the digitisation of financial supply chain and documents chain (that secures the documents legal transferability while drastically reducing delays in couriering etc.).

Keeping close to clients, especially in Africa where mobile and other such digital solutions are evolving independently – and often ahead of the rest of the world, places Standard Bank in a position to observe these evolutions first hand – and then evolve solutions that support these digital needs.

Getting this right requires a culture without a territorial or parochial view of innovation and technology an innovative culture completely at home with the democratic and universal culture of today’s digital consumer, client, customer or business person.

 Sustainability 

Since the competitive management of trade information, in the modern age, includes end-users being aware of how sustainable products and services are developed and delivered, businesses also need to develop clear, transparent and fair procurement and production environments – that are sustainable over the long term says Mr Madhavan. While the growing importance of sustainability in business and trade is a challenge in many parts of the world, in Africa the shift to sustainability presents the continent with a myriad of opportunities to develop new, clean and efficient industries – from the ground up.

Standard Bank, as one of the two African banks signatory to the Equator Principles on sustainability in banking and finance, is acutely aware of the opportunity that the global sustainability movement offers Africa. Standard Bank is also the only Africa bank currently involved in the Sustainable Trade Finance working group constituted by ICC (International Chamber of Commerce, Banking Commission).

Getting sustainability right is likely to place Africa at the epicentre of a new global trade in sustainable products and services. This will have profound implications for growth and inclusiveness on the continent.

Standard Bank is ideally placed to help Africa achieve this vision by deploying its technological, policy, market and human insights – built up over 154 years and now present in 20 markets – in the development of a cross-border trade environment that drives inclusive growth and effective global competition in a rapidly changing global environment.

Vinod Madhavan, Group Head of Trade, Standard Bank

 

 

 

CategoriesDigital Banking IBSi Blogs

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CategoriesDigital Banking IBSi Blogs

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