Out of 7.5 billion mobile users, two billion adults worldwide are unbanked. Although banking institutions offer solutions to bridge the gap, little impact is being achieved on the number of unbanked, says BRIAN RICHARDSON, founder of WIZZIT.
Financial inclusion is a key enabler of sustainable economic and social development. Initiatives by the United Nations and the World Bank Group continue to drive financial inclusion and it has become a priority for regulators and policymakers worldwide.
Out of 7.5 billion people and a mobile phone in almost every pocket, two billion adults worldwide are unbanked. Financial service providers (FSPs), FinTech’s and mobile network operators (MNOs) offer superior solutions to bridge the gap. However, despite the size, reach and power of banks and MNOs, little impact is being achieved on the number of unbanked.
Regulation is often blamed as a major barrier. What doesn’t help either are statements from European Central Bank executive board member Yves Mersch, who has given a spirited defence of cash, praising its ability to facilitate privacy, equality and security, insisting there is “no viable alternative”.
Digitalisation is the key to financial inclusion. Basic transactional accounts should be a birth right, together with a concerted effort by governments to remove cash and to support every effort towards financial inclusion. Illegal and illicit activities such as money laundering and funding of terrorist activities are facilitated predominantly through cash. The sooner we accept this fact, the better. What is urgently required is the removal of cash and the enforcement of policies that promote simple and seamless access to bank accounts for all. This provides full audit trails of every single transaction.
MNO’s have the reach and understand the power of marketing. Banks understand compliance and systems. As a leading global FinTech, WIZZIT International works effectively with all leading MNOs and banks in providing digital financial services. However, instead of embracing mutually beneficial partnerships, MNOs in some countries refuse to give banks access to their Unstructured Supplementary Service Data or USSD gateways.
The bulk of mobile phones in Africa are feature phones and the USSD channel provides functionality that is quick, safe and easily accessible from all mobile phones. For the vast majority, USSD will remain the clear channel of choice for many years to come. To date, it is the most successfully integrated and widely adopted technology for financial services in emerging markets and the lower end of the market.
MNOs in some countries seem to think that by denying banks access, they can create a bigger market for their own financial service offerings. This is most evident in countries like Angola and the Democratic Republic of Congo where the unbanked populations are 71% and 89% respectively. This abuse of power is tantamount to anti-competitive behaviour and is creating a major barrier to financial inclusion, something communication regulators should be aware of. The lack of progress in these and other emerging markets may well be the result of the prejudiced practices of Telcos gatekeeping access to the USSD gateway.
As smart phones become more affordable, so will the popularity of app-powered platforms as a channel for financial services. However, until there is a dramatic decrease in the cost of smart phones, the number of feature phones will remain at around 70%. USSD is still therefore critically important and banks will depend on MNOs for access – unless as has happened in some markets, banks get their own MNVO licence and control their own destiny.
A bigger pie or a bigger slice?
The boundaries between the offerings of banks and MNOs are becoming increasingly blurred – yet the playing fields are not level. In some West African countries, for example, banks are by law not allowed to charge customers for deposits to bank accounts. MNOs, however, are unaffected by these laws and have the freedom to charge for deposits into mobile wallets.
Starting out as a convenient way to buy airtime and send money to family and friends, the financial services offering of MNOs has broadened to include offerings such as savings and loans. This is taking the banks on directly.
It will be argued that banks cannot be all things to all people and effectively service all segments of the market. It will also be argued that bank regulators are not there to protect banks from innovative competition from non-banks such as MNOs, Apple, Samsung, Google, Amazon, Pay Pal and Alipay. However, where governments and global agencies are putting enormous pressure on banks to drive financial inclusion, this is made increasingly difficult where banks are denied access to channels such as USSD.
To collaborate or not to collaborate
The Mobile Banking industry globally started some 12 years ago with WIZZIT (South Africa), Mpesa (Kenya) and GCash (Philippines) recognised as the early pioneers. It is interesting to note that there has not been a single successful partnership between banks and MNOs despite numerous attempts.
Perhaps a truly strategic collaborative model is still a ways off and competition between banks and MNOs is here to stay – at least for the foreseeable future. The question is whether or not this competition is supporting global efforts on financial inclusion through digital financial services.
The way forward
Digitisation and mobile penetration will continue to drive the growing trend of MNOs and FSPs infiltrating each other’s space to gain traction in new services. However, these rapidly blurring lines are bound to spark territorial claims regarding customers. This could impede financial inclusion if it lacks the required consumer protection measures and regulations.
Governments must regulate competitive behaviour amongst all role players and promote cross-sector collaboration towards financial inclusion. It is essential for countries to enforce policies that promote responsible financial access, financial capability, innovative products and delivery mechanisms. Any initiative that promotes financial inclusion should be praised and much work needs to be done.
IoT sensors are anything from doctor to canary in mines
Industrial IoT is changing the shape of the mining industry and the intelligence of the devices that drive it
The Internet of Things (IoT) has become many things in the mining industry. A canary that uses sensors to monitor underground air quality, a medic that monitors healthcare, a security guard that’s constantly on guard, and underground mobile vehicle control. It has evolved from the simple connectivity of essential sensors to devices into an ecosystem of indispensable tools and solutions that redefine how mining manages people, productivity and compliance. According to Karien Bornheim, CEO of Footprint Africa Business Solutions (FABS), IoT offers an integrated business solution that can deliver long-term, strategic benefits to the mining industry.
“To fully harness the business potential of IoT, the mining sector has to understand precisely how it can add value,” she adds. “IoT needs to be implemented across the entire value chain in order to deliver fully optimised, relevant and turnkey operational solutions. It doesn’t matter how large the project is, or how complex, what matters is that it is done in line with business strategy and with a clear focus.”
Over the past few years, mining organisations have deployed emerging technologies to help bolster flagging profits, manage increasingly weighty compliance requirements, and reduce overheads. These technologies are finding a foothold in an industry that faces far more complexities around employee wellbeing and safety than many others, and that juggles numerous moving parts to achieve output and performance on a par with competitive standards. Already, these technologies have allowed mines to fundamentally change worker safety protocols and improve working conditions. They have also provided mining companies with the ability to embed solutions into legacy platforms, allowing for sensors and IoT to pull them into a connected net that delivers results.
“The key to achieving results with any IoT or technology project is to partner with service providers, not just shove solutions into identified gaps,” says Bornheim. “You need to start in the conceptual stage and move through the pre-feasibility and bankable feasibility stages before you start the implementation. Work with trained and qualified chemical, metallurgical, mechanical, electrical, instrumentation and structural engineers that form a team led by a qualified engineering lead with experience in project management. This is the only way to ensure that every aspect of the project is aligned with the industry and its highly demanding specifications.”
Mining not only has complexities in compliance and health and safety, but the market has become saturated, difficult and mercurial. For organisations to thrive, they must find new revenue streams and innovate the ways in which they do business. This is where the data delivered by IoT sensors and devices can really transform the bottom line. If translated, analysed and used correctly, the data can provide insights that allow for the executive to make informed decisions about sites, investment and potential.
“The cross-pollination of different data sets from across different sites can help shift dynamics in plant operation and maintenance, in the execution of specific tasks, and so much more,” says Bornheim. “In addition, with sensors and connected devices and systems, mining operations can be managed intelligently to ensure the best results from equipment and people.”
The connection of the physical world to the digital is not new. Many of the applications currently being used or presented to the mining industry are not new either. What’s new is how these solutions are being implemented and the ways in which they are defined. It’s more than sticking on sensors. It’s using these sensors to streamline business across buildings, roads, vehicles, equipment, and sites. These sensors and the ways in which they are used or where they are installed can be customised to suit specific business requirements.
“With qualified electronic engineers and software experts, you can design a vast array of solutions to meet the real needs of your business,” says Bornheim. “Our engineers can programme, create, migrate and integrate embedded IoT solutions for microcontrollers, sensors, and processors. They can also develop intuitive dashboards and human-machine interfaces for IoT and machine-to-machine (M2M) devices to manage the input and output of a wide range of functionalities.”
The benefits of IoT lie in its ubiquity. It can be used in tandem with artificial intelligence or machine learning systems to enhance analytics, improve the automation of basic processes and monitor systems and equipment for faults. It can be used alongside M2M applications to enhance the results and the outcomes of the systems and their roles. And it can be used to improve collaboration and communication between man, machine and mine.
“You can use IoT platforms to visualise mission-critical data for device monitoring, remote control, alerts, security management, health and safety and healthcare,” concludes Bornheim. “The sky is genuinely the limit, especially now that the cost of sensors has come down and the intelligence of solutions and applications has gone up. From real-time insights to hands-on security and safety alerts to data that changes business direction and focus, IoT brings a myriad of benefits to the table.”
Oracle leads in clash of
Three e-commerce platforms have been awarded “gold medals” for leading the way in customer experience. SoftwareReviews, a division of Info-Tech Research Group, named Oracle Commerce Cloud the leader in its 2020 eCommerce Data Quadrant Awards, followed by Shopify Plus and IBM Digital Commerce. The awards are based on user reviews.
The three vendors received the following citations:
- Oracle Commerce Cloud ranked highest among software users, earning the number-one spot in many of the product feature section areas, shining brightest in reporting and analytics, predictive recommendations, order management, and integrated search.
- Shopify Plus performed consistently well according to users, taking the number-one spot for catalogue management, shopping cart management and ease of customisation.
- IBM Digital Commerce did exceptionally well in business value created, quality of features, and vendor support.
The SoftwareReviews Data Quadrant differentiates itself with insightful survey questions, backed by 22 years of research in IT. The study involves gathering intelligence on user satisfaction with both product features and experience with the vendor. When distilled, the customer’s experience is shaped by both the software interface and relationship with the vendor. Evaluating enterprise software along these two dimensions provides a comprehensive understanding of the product in its entirety and helps identify vendors that can deliver on both for the complete software experience.
“Our recent Data Quadrant in e-commerce solutions provides a compelling snapshot of the most popular enterprise-ready players, and can help you make an informed, data-driven selection of an e-commerce platform that will exceed your expectations,” says Ben Dickie, research director at Info-Tech Research Group.
“Having a dedicated e-commerce platform is where the rubber hits the road in transacting with your customers through digital channels. These platforms provide an indispensable array of features, from product catalog and cart management to payment processing to detailed transaction analytics.”