Tap the Agricultural Microfinance Opportunity
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It's somewhat hard to imagine an agile bank, given the size, complexity and conservatism of financial institutions. But an agile bank isn't necessarily the fastest, but rather, is one that is fleet-footed, along with being nimble and flexible. It's a marathoner, not a sprinter.
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My last post talked about the factors dragging the adoption of Predictive Analytics. This one is about jumpstarting it.
Organisations have too many fears with regard to predictive analytics - can they handle it, can they afford it, will it work... etc. They need to dump this baggage. In truth, there are several ways to embrace predictive analytics, some simpler than expected. Rather than get bogged down by the enormity of the task, organisations must take a level-headed look at their processes and available data - which are the keys to determining the actual solution.
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So far, the story of Predictive Analytics has been one of unfulfilled promise. In this blog post and the next, I'll talk about the reasons for its slow takeoff and ways to accelerate adoption.
One of the things holding back predictive analytics is a lack of skilled resources. Working on a predictive analytics model is a specialised job that only statisticians can do, and they are hard to find. However, a lot of surrounding knowledge comes from the business domain, which can be leveraged by business users with the help of technical experts.
There are several good reasons why banking innovation lags the drive and imagination of other industries. I won't go into those. Banking innovation has always operated within a restricted area, but of late, it has also become less remarkable. With most banks having access to similar technology, creative ideas are easily copied, leaving very little advantage for the first mover. The result is uniform, incremental and contemporaneous change across the industry.
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"It isn't necessary to imagine the world ending in fire or ice. There are two other possibilities: one is paperwork, and the other is nostalgia." - Frank Zappa
Much as we may dislike paperwork, it's what makes today's world go round. Hence, most of us who've lost an important original document don't wish to repeat that experience. Ever!
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Government intervention to revive flagging economies in North America and Europe has manifest in diametrically opposite forms, with the former stimulating sales and spending and the latter encouraging savings. As expected, non-regulatory bodies like the G-20 are also advocating reform for their member nations, putting further pressure on the already stretched global liquidity. Meanwhile, several European countries are poised on the brink of fiscal crisis. All these developments are stoking fears of inflation and liquidity shortage in the rest of the world.
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Continue reading "Wealth Management: Emerging Trends in a Dynamic Environment" »
A treasurer and his team constantly walk the tightrope and a delicate balancing act is essential to measure and manage asset liability management process - invest in creditworthy assets, maintain sufficient liquidity and maximise returns. This triangular relationship between credit, liquidity and returns is of course not static. The elements constantly flex around - for example, in a stable market, precedence is given to returns, creditworthiness is usually easily determined as results seem to be broadly predictable within the usual credit models, and liquidity is not an issue as the environment is free of major shocks. However, in a disturbed or chaotic market, the order is often reversed, the immediate worry is liquidity, this is of course closely tied to credit (which is typically deteriorating and perhaps in sudden and unexpected ways) and returns become almost an afterthought (though of course maintaining profitability is still a requirement but not always achievable in such circumstances).
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'It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.' - Charles Darwin
More than a hundred years after Darwin made this observation, it continues to hold true. And that is why it is so important for banks which have lived through the crisis to get on top of the changes driving the survivor's world. While there are many propellers of change, tightening regulation, growing consumerism, measurable productivity drivers and growing unexplored potential are the most significant, each one carrying both threat and promise.
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In the recent past, the lending sector was suffering an exceptional weakness globally. But thankfully, hope has reared its optimistic head. The financial establishments in the present year are witnessing a slight growth in the market as compared to the decline witnessed in 2008. There was a 2 percent decline in the global retail lending segment in 2008 culminating in a value of $27,489.20 billion but it is predicted that 2013 will see that value escalate to $32,748 billion, shooting up by 19.1 percent from 2008. Mortgage lending leads the lending arena with a market share of 80.7 percent in terms of value and the U.S sit on 50.4 percent of the market value worldwide.
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The changing landscape is forcing banks to look at different ways to enhance profitability through the services they offer. From being a one stop shop for all financial service needs, banks are consolidating their profitable ventures and partnering with third parties in areas of non-core competence. Partnership, by its very nature, allows banks to share risks associated with their unproven capabilities and achieve higher cost efficiencies. In a recent research, when asked how banks saw the potential for partnerships and collaboration with other companies, these were some partnership categories that emerged:
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