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As faster payments become a growing reality and offer richer, structured data and real-time tracking, banks should consider offering new liquidity solutions to clients. On the client side, corporates and buy-side institutions are expecting more from their transaction banks. They want real-time solutions that use data in an intelligent way to optimize working capital or investment performance and create a hassle-free experience. Open banking, in this context, is quickly becoming a differentiator and a way to lock in clients.
Finally, the advent of tokenized securities will push some custodians to design new digital assets custody solutions. Growth in corporate banking globally has been a mixed bag in Global deposit growth over the last year has been relatively flat, with a 1. US banks report weakening demand across several loan categories, partly citing increased competition between banks and from nonbank lenders, such as private capital firms and fintechs.
Some banks also report increasing the premiums on riskier loans. The same uncertainty has pushed many European banks to also tighten credit standards in Despite this, demand for corporate loans in Europe has remained robust, supported by low interest rates. In Asia, the ongoing US-China trade conflict has begun to weigh on business lending.
Even with recent efforts by Chinese regulators to stimulate lending and offset the impact from declining exports, corporate loans in China have sharply fallen over the year, and corporate bond defaults have soared.
But the market is showing early signs of cooling, as some banks begin to shun leveraged loans amid a higher level of scrutiny. Influenced by what they see in their personal lives as consumers of digitally enabled services in areas such as online retail or ride-hailing services, more corporate customers have begun to expect similar high-quality, tailored, seamless services. Faced with this shift and heightened competition, many corporate banks are prioritizing digital transformation.
JPMorgan Chase, for instance, has said it will merge its corporate banking team with its middle-market technology division to better serve clients in that space. Change is on the horizon, and the future landscape for corporate banks will likely be marked by evolving client expectations, business model and workforce shifts, and disruptive technologies. A more open world and access to greater amounts of customer data could lead to more analytics-driven processes, especially within loan underwriting.
The new promise of open banking across the industry, meanwhile, could pave the way for platform banking. There could very well be greater competition from insurance companies, private equity firms, traditional asset managers, and fintechs in the corporate lending space. Thus, the corporate bank over the next decade could look very different than the one today, as it redefines its role in the new financial ecosystem.
In the short term, shifting client demands, increases in the cost to serve, and the threat from new market entrants will likely put pressure on banks to rethink their current strategies while it continues to strengthen relationships with clients. To do so, corporate banks should first consider refreshing or enhancing their relationship management capabilities by offering clients a new business proposition via digital products and services.
Finding fresh value streams outside loans will likely become an imperative, especially as economic uncertainty weighs on loan demand and as more fintechs such as Kabbage or StreetShares enter the lending space with alternative models. Digital products and services—for example, supply chain finance, specialized support, easy integration, or flexible funding options—could lead to new fee income opportunities and help protect against revenue pressure.
These new products and services can support the role of relationship managers by allowing them to take on an advisory role beyond lending. Next, banks should consider digitizing front- and back-office functions to boost operating efficiency and deliver the seamless, digitally enhanced experience that corporate clients increasingly crave.
On the front end, account servicing, for instance, has long been a face-to-face business. AI-powered, digitally assisted conversations during servicing could revamp routine communications, enhancing the client relationship and marking another step toward differentiation. On the back end, loan origination and rationalization are ripe for automation.
Of course, digital enablement could be hindered without platform modernization. They might also consider infrastructure improvements via fintech acquisitions or managed services. Finally, on the accounting side in the United States, with the approaching replacement of an incurred loss model by a current expected credit loss CECL standard, and the wide variation in allowances set by banks, it is yet to be seen what impact, if any, the new standards might have on lending volume, pricing, terms, and underwriting criteria.
Exchange trading volumes in fixed income securities, futures, and options have also expanded, though mostly for smaller trade sizes. Overall, volatility in equity markets is only slightly lower than , despite the rise in geopolitical risks.
However, market liquidity in stocks, bonds, currencies, and derivatives has contracted. Electronification of bond trading is happening at a steady pace, although it is still only about 20—30 percent of total volume, depending on geography and asset class. In the cleared derivatives market, though, diverging global regulations have caused greater fragmentation, contributing to lesser competition and lower liquidity.
How this phenomenon plays out globally remains to be seen. Lastly, consolidation in the exchange industry is taking on a new shade. The exchange and clearing industry may reconsolidate and become more concentrated, even though we might see niche players emerging in the near term.
Trading in digital assets, whether cryptocurrencies or digital tokens, should become more common. And, of course, intelligent automation, electronification, and a blockchain system for trading, clearing, and settlement could be pervasive, leading to greater efficiencies and declining margins.
This, in turn, will demand scale for profitability. Nontrading services could form a larger share of revenues over time, with the market infrastructure players expanding their business across the value chain and marketing their expertise to the buy-side and sell-side.
At the same time, systemic risk should increase, possibly bringing new regulations. However, whether these new rules will be harmonized across the globe or are country- or region-specific is hard to predict. The search for a new identity by market infrastructure players, stable returns, and higher margins will likely prompt further consolidation worldwide, especially if the economics become more challenging.
However, cross-border deals might face greater scrutiny. And by leveraging their technologies, exchanges can offer a market-in-a-box infrastructure. Of course, exchanges and clearing houses will have to continue to digitize their operations across the value chain, possibly through machine learning or RPA. While more blockchain-based experimentation and solutions could be developed, cloud adoption might not happen quickly due to security concerns and speed.
Finally, the much-awaited go-live implementation of the Consolidated Audit Trail CAT reporting in April should reveal immediate benefits. Below is our assessment of what will likely happen in and beyond in these key areas and their effects on the industry. US tax reform lowered the US statutory tax rate and included numerous provisions that impact multinational financial institutions, whether domiciled in the United States or abroad. Over the past year, the financial services industry has actively engaged with the US Treasury Department and the Internal Revenue Service IRS to request further clarity on how the new rules would apply to their business models.
But, as final rules have yet to be issued, uncertainty remains. The responses to US tax reform have varied. Some have attempted to push through the ambiguity for instance, by repapering cross-border contracts ; others are awaiting further clarity, which may lead them to consider recalibrating business models and strategies.
The financial services industry is expected to react swiftly once clarity is gained, both from a business standpoint as well as operationally. Meanwhile, complex, real-time reporting requirements—such as the Automatic Exchange of Information AEOI global standard that mandates the flow of information between countries —are placing additional pressure on many banking tax departments.
As a result, many have begun to rethink their technology, data, and analytics capabilities to improve their processes and boost efficiency. Some are exploring managed tax and technology services to keep costs low as they struggle to increase their budget so they can perform these activities in-house. Others are experimenting with moving their processes and data to the cloud.
As financial institutions await legislative clarity, they should continue to prioritize their ability to rapidly respond to updates. This might be accomplished by building new, data-ready frameworks and modeling tools. Institutions should also take a closer look at talent and equip their tax departments with the right people to best recalibrate to the latest realities. Financial institutions no longer face individual, rogue hackers but an ecosystem of highly skilled bad actors and nation-states.
Looking ahead, greater use of mobile devices, driven by 5G, and the power of quantum computing might only further intensify cyber threats. Many banks, however, have begun to recognize that their risk controls are inadequate to address the shifts toward the cloud, APIs, more open architectures, and the reliance on other third parties. With all of these factors, bank leaders should rethink traditional cybersecurity measures that may still be in place. Moreover, banks should reassess how they deploy their cybersecurity budgets because higher spending does not always yield better outcomes.
Additionally, cyber threats have begun to blur the lines between financial and nonfinancial risks. Though many firms feel they have a handle on more traditional financial risks, financial crime is entering a new age. Fraud and money laundering are now increasingly being conducted in cyberspace.
The need for scale and the desire to bolster digital capabilities, along with having a lower cost structure to enable change, will likely be the primary motivations. US top performers that have benefitted from recent rises in valuation will be ready to scoop up weaker players. Lower economic growth and depressed rates, meanwhile, could prompt strategic reviews, and former buyers may become sellers. While the physical footprint and the branch network are still important considerations, there is greater focus on technology infrastructure capabilities and sustaining growth in a digital economy.
However, finding the right merger partner in a similar peer group often remains a challenge. Similarly, as interest rates stay at current levels or drop further, asset growth could become more of a priority than deposit growth, especially in segments and markets such as commercial loans. In Europe, where the banking industry is fragmented and suffering from anemic growth prospects with low to negative interest rates, the need for scale is becoming more pressing than in the United States.
However, the appetite to do deals has been suppressed, given that almost every institution is still preoccupied with internal house cleaning. This situation may not change for the foreseeable future. While most deals will likely remain domestic, markets such as Indonesia could attract foreign banks.
Lastly, the Indian banking industry is expected to undergo a massive wave of consolidation, as the government plans to merge 27 state-run banks into 12 well-capitalized, future-ready banks. The fintech landscape is evolving rapidly. But the number of new startups has declined, which has been the trend for the last four years. Comparing fintech trends across regions, it is clear that Asian fintechs have become the new venture capital darlings, garnering a bigger piece of the funding pie each year.
Startups are choosing to stay private longer for this reason. Some established fintechs are also tweaking their business models, more so than in the past, by diversifying across geographies and segments. Leveraging its hugely successful payment platform, Stripe, for instance, has forayed into small business lending.
No matter what the next phase in fintech brings in terms of investments, business models, or regulations, banks and fintech partnerships will likely continue, leading to new innovations across the industry. After some initial uncertainty, regulators around the world have worked fervently over the past year to find replacement rates and build out working groups that will support the transition program.
For instance, debt issuances as well as trading volumes of exchange-traded futures and swaps tied to SOFR continue to increase. However, recent liquidity challenges in the US repo market have raised some new questions about the stability of SOFR as an alternative. The daily volatility in SOFR reached record levels, but the day average, which will be the basis for most transactions, was negligible.
In , it published fallback provisions for floating-rate notes, bilateral loans, securitizations, and syndicated commercial loans. It has designated SOFR as an accepted benchmark for hedge accounting. Other jurisdictions have made progress as well. While much progress has been made over the last year, more work is needed. Initial assessments have been done, for the most part, and banks have a better understanding of their exposure to LIBOR, but many have also begun to recognize changes made to transition away from LIBOR also affect front-to-back processes and supporting systems.
Thus, to accelerate implementation, modernizing such processes and systems should be a priority. Additionally, banks should proactively work with their corporate and buy-side clients to ensure a smooth transition process. Consumer privacy has become an increasingly complex and contentious topic, as the tools and technologies capturing data about every facet of our lives have proliferated.
Many consumers now believe they have lost control of information about themselves and are starting to pay closer attention to how information about them is collected. Such concerns are impacting the banking industry as well, where consumer data has always been a core asset.
Many current financial privacy policies, however, fail to address the complexities of privacy that have emerged due to the latest technological advances, such as wearables, commercial sensors, and virtual assistants. As technology continues to advance and new forms of data emerge, how should banks adapt their privacy practices?
The industry will likely need a more robust, forward-looking framework to successfully navigate the evolving privacy landscape. Banks should rethink privacy as a value exchange that mutually benefits consumers and companies without compromising trust, their reputation, or regulatory compliance. See Reimagining customer privacy for the digital age for more information. Banks and capital markets firms are increasingly becoming aware of their social responsibility, and many are taking meaningful actions.
But one area where more may be needed is climate change. Climate change is arguably the defining challenge of our times. Unsurprisingly, for the third consecutive year, world leaders ranked environmental threats as the biggest risk to the world.
Many banks are already committed to improving the environment and combatting climate change. Their actions include reducing their carbon footprint, financing low-carbon businesses, promoting green bonds, and being transparent about their environmental practices. But these initiatives are typically implemented from a corporate social responsibility perspective rather than a risk management agenda.
To manage climate risk effectively, banks might need new, robust frameworks and analytical approaches. Banks should make climate risk management an independent and robust discipline, similar to credit risk or operational risk. In this regard, boards, CEOs, and chief risk officers CROs can play a crucial role, providing leadership on climate risk management by placing climate risk high on the agenda and shaping their institutional responses.
Addressing climate risk in a proactive fashion could also help banks meet client needs. The center wishes to thank the following Deloitte industry leaders for their insights and contributions to the report:. View in article. Federal Reserve Bank of St. Irena Gecas-McCarthy et al. Gecas-McCarthy et al. Mark Schoeff Jr. Nikhil Gokhale and Ankur Gajjaria, AI leaders in financial services: Common traits of frontrunners in the artificial intelligence race , Deloitte Insights, August 13, Behnam Tabrizi et al.
Edward Hida, Global risk management survey, 11 th edition , Deloitte Insights, Hida, Global risk management survey, 11 th edition. Kevin Nixon et al. Jeff Schwartz et al. Redefining work, workforces, and workplaces , Deloitte Insights, April 1, Erica Volini et al. Anthony S. Boyce et al. Connor Childs et al. Daniel Kobler et al. Thomas J. Tricumen dataset. Philip Fellowes et al. Leo Lipis and R. Deutsche Bank, The road to real-time treasury , April 10, European Central Bank, The Euro area bank lending survey — second quarter of , accessed October 9, Kevin J.
World Economic Forum, The global risks report , January 15, Michael S. The Deloitte Center for Financial Services, which supports the organization's US Financial Services practice, provides insight and research to assist senior-level decision-makers within banks, capital markets firms, investment managers, insurance carriers, and real estate organizations. The center is staffed by a group of professionals with a wide array of in-depth industry experiences as well as cutting-edge research and analytical skills.
Through our research, roundtables, and other forms of engagement, we seek to be a trusted source for relevant, timely, and reliable insights. Richa Wadhwani is a manager at the Deloitte Center for Financial Services focusing on banking and capital markets research. She is also a digital payments enthusiast and analyzes the latest trends in the payments industry.
Tiffany Ramsay is a senior market insights analyst at the Deloitte Center for Financial Services, where she contributes to research initiatives that differentiate the center as a thought leader in the financial services industry. In her role, Hazuria researches and writes on banking and capital markets topics. She has more than seven years of experience in financial research.
Prior to joining Deloitte, she was an investment research analyst. Aarushi Jain is a senior analyst at the Deloitte Center for Financial Services focusing on banking and capital markets research. Prior to joining Deloitte, Jain gathered experience as a consultant. In his role, he researches and writes on banking and capital markets topics.
He has more than seven years of experience in financial and market analysis. Prior to joining Deloitte, he was a sell-side equity research analyst and headed the research coverage on midsized banks for a large European bank. Val Srinivas is the banking and capital markets research leader at the Deloitte Center for Financial Services.
He leads the development of our thought leadership initiatives in the industry, coordinating our various research efforts and helping to differentiate Deloitte in the marketplace. He has more than 20 years of experience in research and marketing strategy. See something interesting? Simply select text and choose how to share it:. An Article Titled banking and capital markets outlook already exists in Saved items.
Social login not available on Microsoft Edge browser at this time. Viewing offline content Limited functionality available. Welcome back. Still not a member? Join My Deloitte. Article 52 minute read 03 December Val Srinivas United States. Jan-Thomas Schoeps United States. Tiffany Ramsay United States. Richa Wadhwani United States. Samia Hazuria United States. Aarushi Jain United States. These forces may also change how banking is done. As we enter a new decade, banks should also fortify their core foundation on multiple dimensions, including technology infrastructure, data management, talent, and risk management.
Riding the next wave of disruption Regulations: Complex as ever Technology: Fixing the basics Risk: Leveraging technology to elevate risk management Talent: Focusing on the human side of transformation Retail banking: Platforms are the future Payments: Remaining relevant as further disruption looms Wealth management: The new core of the banking relationship Investment banking: More pain before any gain Transaction banking: Need for bold change Corporate banking: Enhancing value streams beyond lending Market infrastructure: The ongoing search for a new identity A deeper dive.
Riding the next wave of disruption A new wave of disruption more forceful and more pervasive than what we have seen in recent years will likely unfold in the next decade. Learn more financial services industry outlooks Read the Banking regulatory outlook Read the Capital markets regulatory outlook Read the Banking quicklook article Download the Deloitte Insights and Dow Jones app.
Regulations: Complex as ever Last year, we noted a divergence in global regulatory standards, as many countries looking for ways to spur economic growth bucked the previous trend of postcrisis synchronization. Technology: Fixing the basics Last year, we highlighted the need for banks to excel at data management, modernize core infrastructure, embrace artificial intelligence AI , and migrate to the cloud.
Risk: Leveraging technology to elevate risk management Regulatory divergence, geopolitical instability, and the possibility of a downturn have created a host of impending risks, requiring financial institutions to rethink traditional approaches to risk management.
Talent: Focusing on the human side of transformation Last year, we encouraged banks to prepare for the future of work, as automation, robotics, and cognitive technologies continue to redefine how work is done. Retail banking: Platforms are the future How is retail banking changing? What will retail banking look like in the next decade? What can we expect in ?
Payments: Remaining relevant as further disruption looms How is the payments business changing? Wealth management: The new core of the banking relationship How is wealth management changing? Investment banking: More pain before any gain How is investment banking changing? What will investment banking look like in the next decade? Transaction banking: Need for bold change How is transaction banking changing?
What will transaction banking look like in the next decade? Corporate banking: Enhancing value streams beyond lending How is corporate banking changing? Market infrastructure: The ongoing search for a new identity How is market infrastructure changing? Privacy in the digital age: The new frontier for banks Consumer privacy has become an increasingly complex and contentious topic, as the tools and technologies capturing data about every facet of our lives have proliferated. Climate change: A unique opportunity for banks to make an impact Banks and capital markets firms are increasingly becoming aware of their social responsibility, and many are taking meaningful actions.
View in article Ibid. View in article Federal Reserve Bank of St. View in article Irena Gecas-McCarthy et al. View in article Gecas-McCarthy et al. View in article Mark Schoeff Jr. View in article Nikhil Gokhale and Ankur Gajjaria, AI leaders in financial services: Common traits of frontrunners in the artificial intelligence race , Deloitte Insights, August 13, View in article Behnam Tabrizi et al.
View in article Hida, Global risk management survey, 11 th edition. View in article Jeff Schwartz et al. View in article Erica Volini et al. View in article Anthony S. View in article Pymnts. View in article Connor Childs et al. View in article Daniel Kobler et al.
View in article Thomas J. View in article Tricumen dataset. View in article Philip Fellowes et al. View in article Leo Lipis and R. View in article Deutsche Bank, The road to real-time treasury , April 10, View in article European Central Bank, The Euro area bank lending survey — second quarter of , accessed October 9, View in article Kevin J.
View in article Livemint. View in article Show more Show lessShow less. About the Deloitte Center for Financial Services The Deloitte Center for Financial Services, which supports the organization's US Financial Services practice, provides insight and research to assist senior-level decision-makers within banks, capital markets firms, investment managers, insurance carriers, and real estate organizations.
Learn more Get in touch. Download Subscribe. Explore the Financial services industry outlooks financial services industry outlooks Collection. More from the financial services collection. Achieving gender equity in financial services leadership Article 1 year ago. Executing the open banking strategy in the United States Article 1 year ago. Recognizing the value of bank branches in a digital world Article 1 year ago. The value of online banking channels in a mobile-centric world Article 1 year ago.
Fair valuation pricing survey, 17th edition, executive summary Article 1 year ago. The digital banking global consumer survey Article 2 years ago. Richa Wadhwani Richa Wadhwani is a manager at the Deloitte Center for Financial Services focusing on banking and capital markets research. Tiffany Ramsay Tiffany Ramsay is a senior market insights analyst at the Deloitte Center for Financial Services, where she contributes to research initiatives that differentiate the center as a thought leader in the financial services industry.
Aarushi Jain Aarushi Jain is a senior analyst at the Deloitte Center for Financial Services focusing on banking and capital markets research. Share article highlights See something interesting? Simply select text and choose how to share it: Email a customized link that shows your highlighted text.
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You can, of course, invest indirectly in the movie industry. Entertainment-related stocks are a great option in which to invest, but remember, you won't get that producer credit. And because they're generally diversified in their offerings in the entertainment industry, there's a good chance you can mitigate some of the risk of a stock market investment. Any investment proposal for a movie project should be produced in writing and contain an arbitration clause for a more cost-effective dispute resolution.
Filmmakers may find it useful to have such a clause when dealing with financially stronger distributors in order to protect the former's interests. The producer should also have a completion bond , which is a surety bond that kicks in to pay for cost overruns rather than having the investors shoulder the burden of project mismanagement or poor forecasting.
For crowdfunders, different fundraising options should be considered, depending upon the script and budget. Tax incentives properly pursued are another revenue-generator, so long as the incentive tail does not wag the movie dog. The filmmaker should escrow funds during the fundraising stage of the film. This helps to ensure transparency and accountability. If insufficient funds are raised, then they should be returned to investors. All of these considerations point to the need for an investor to work with a professional with experience in the film industry.
As for returns, film revenues should be used to repay investors all of their investment and debts incurred first, before any other stakeholders. The process is akin to a return of basis or of the principal investment. Profit-sharing, or the return on the investment, is the next link in the chain.
The split is often even between the producer and investors. The film's stars, writers, and director are paid from the producer's profits. On its own, film investments appears to be an asset class unto itself—uncorrelated to the other types of investments. Movies are somewhat recession-resistant because even in hard times, people still need quality entertainment. Have movies thus been commoditized? Consider how easy it is to access a favorite movie. The theater is but the first of several distribution channels which include cable television , the internet, and other streaming outlets.
The ready availability of content has stolen a march on the movie theater experience and created more revenue streams and greater profitability. Hedge Funds Investing. Alternative Investments. Real Estate Investing. Portfolio Management. Your Money. Personal Finance. Your Practice. Popular Courses. Investing Alternative Investments. Table of Contents Expand. Considerations Before Investing.
Investment Vehicles for the Pros. Crowdsourcing for the Ordinary Investor. Clauses and Special Considerations. The Bottom Line. Key Takeaways Investing in a movies can be lucrative and glamorous, but it is also a sophisticated and highly risky undertaking. Before investing in any project, be sure to do your due diligence and research the project, the producers, the talent, and the potential audience appeal.
Consider private equity or hedge funds that specialize in entertainment investments if you have enough to invest, or look to crowdfunding sources for general projects. Compare Accounts. The offers that appear in this table are from partnerships from which Investopedia receives compensation.
Related Articles. Alternative Investments 5 Alternative Investments for Partner Links. Related Terms Value Investing: How to Invest Like Warren Buffett Value investors like Warren Buffett select undervalued stocks trading at less than their intrinsic book value that have long-term potential. The number of people using contactless payments already stands at million in alone. It is on target to reach million by .
Mobile wallets will further replace physical wallets. In alone, there are already about 2. We mentioned that digital-only startup banks will most likely bump into consumer concerns. In addition, they will certainly go back into the financial regulations that they will find too complicated to work with.
Meanwhile, established banks and other financial institutions will be looking at the technological innovations that the startups are bringing to the table. They are already making a serious dent in the markets and would love nothing but to shake up the entire financial industry anywhere on the planet. Each player old and new has something the other offers that each lacks.
The easy answer is working together, bringing a new dimension to the commonly overused concept of collaboration in the process. Established names in the banking industry are in fact looking to gain a foothold in these financial upstarts. One way to do that is by investing in these digital startups. Goldman Sachs has just done that with Elinvar  , giving it a stake in the digital banking space.
Goldman Sachs is not alone. Visa has done it with Ingo . Modest indeed. How far is this collaboration trend going? Fintech promises tremendous benefits not only to nations but also to individual consumers. There is just one problem: how to integrate socioeconomic elements who until now have only cash to trust for their financial transactions?
Fintech if done without proper planning would push already marginalized players further away from the mainstream. Stuck adrift out of mistrust for new technologies, they call for nations and major players to find a middle ground somewhere. The establishment of the Alliance for Financial Inclusion AFI —itself an offshoot of the Maya Declaration  —is a concrete step towards ensuring that fintech does not leave out large sectors of societies as it moves ahead rapidly transforming the global economy.
Fintech should help many currently marginalized socioeconomic profiles to gain access to financial services to work in their favor. The success and failure of this undertaking exposed areas where nations, businesses, and investors can work further to ensure that these sections of societies could participate in the economic gains taking place without them. But perhaps the biggest initiative in this direction is the one spearheaded by Accenture and Microsoft in The initiative sought to provide a blockchain-based ID network for illegal aliens, refugees, and people who do not possess any government-issued documents.
This is a massive undertaking, affecting no less than 1. The lava-hot reception that fintech startups are getting is no exception. Because investors are not going to rush into the negotiating table with you for sure. Having seen plenty of action in the field—not all of it rosy—they want to see that you get your business fundamental in the right order first time.
They are training their keen eyes on later-stage ventures that have shown some traction in the market. This new attitude among venture capital providers means that early-stage fintechs will not get the same warm reception that their earlier counterparts did.
For example, only around 6, early-stage fintechs managed to get funding in While that may sound a lot, that is less than half the number in  , which stood at 13, If your vision of a fintech startup has no clear outline for reliable returns, you will definitely feel the bar has lifted quite some notches higher for getting VC funding in this industry.
The gap between later-stage financing and early-stage financing is depicted clearly in this chart. From wealth management, lending, to payment, fintech has left no stones unturned, penetrating every financial services segment everywhere. Fintech attackers and collaborators are everywhere on the planet.
But as it stands now, China simply emerges as the first among equals in many respects. Listen to any fintech conversation anywhere in the world and one country will simply dominate the rest: China. China—with India close behind—is an overwhelming leader in almost all fintech categories. In a country where there are more internet users million, Consider too that China leads the world in eCommerce .
Unless, of course, India decides to do something about it. Without going to the deep technological, legal and philosophical underpinnings of contracts, smart contracts simply digitalize trust in a way that makes transactions robust, safe and enforceable anywhere.
If fintech is to move forward, fintech is the engine that makes it possible. Consider two parties who agree to enter any transaction. Traditionally, they would get a lawyer to fix the terms of the contract on two pieces of paper. Once that is done, they would call witnesses to see that the signees faithfully deliver their end of the agreement.
In smart contracts, parties sign a smart contact using cryptographic keys as a digital signature. Instead of paper, the contracts are encoded in computer language. The codes are virtually tamper-proof. They are also guaranteed to execute in a precise, predictable manner.
The smart contract analog for witnesses comes in the form of numerous computing devices that receive the same copy of the first digital contract. This virtually makes it impossible to breach the authenticity of the contract. Not only that, these devices—now comprising what is called a public blockchain—would see to the execution of the contract until the full terms are satisfied. You can imagine how smart contracts do away with many inconveniences associated with traditional contracts.
This further speeds up the fintech transactions from anywhere in the world and practically any time. With the much easier account setups and no-fuzz transactions, fintech will also boost eCommerce everywhere. The steady population growth rate from the likes of China and India will further drive fintech to territories unknown.
She specializes in accounting and human resource management software, writing honest and straightforward reviews of some of the most popular systems around. Being a small business owner herself, Astrid uses her expertise to help educate business owners and entrepreneurs on how new technology can help them run their operations. She's an avid fan of the outdoors, where you'll find her when she's not crunching numbers or testing out new software.
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Digital-only banking is looming Blockchain in finance make-over AI: a natural for financial institutions Intensifying fintech regulation Payment innovations From competitors to collaborators Forward with meaningful inclusion Starting a fintech heating up China to lead the fintech revolution Smart contracts make it all work together. Financial services companies are increasing investments to catch up with blockchain innovations.
Banks and other financial institutions will increasingly rely on AI to handle large transactions. AI is already finding many financial applications, including security and customer service. Expanding cybersecurity threats will prompt nations to intensify fintech regulations.
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