Cet article pousse le bouchon à l'extreme mais à le mérite de mettre en avant des évolutions qui doivent aujourd'hui être considérées comme acquises.
what is innovation?
Let’s define it ... I don’t like half-page elevator statements so my definition goes more like: Innovation: the method of creating compelling new ways of doing things that open up new markets or radically disrupt existing markets.
....
Certainly, mobile payments and prepaid, which were the focus of last week’s discussions, are innovating retail payments. They are opening up new markets for electronic services that displace cash. That is why they are good for the producers, the banks, as any cash displacement makes finance more efficient because it’s getting rid of paper. And paper accounts for six out of seven transactions today.
But mobile and prepaid have been trying to disrupt this space for half a decade. I first started talking about mobile as a payments mechanism back in 2004 when NTT DoCoMo started showing us the way.
Therefore, the fact that mobile is now mainstream is no longer innovative. The innovation has happened. A bit like online payments with PayPal happened. And prepaid is an innovation – creating new compelling markets based upon existing technologies – but it’s also happened.
These things are here. That’s why I don’t call them innovations, as innovation is what I look for before it happens.
When you see Web 2.0, it’s too late.
When you see Facebook and wonder whether to compete with it, it’s too late. It's already dominating.
When you see everyone talking about mobile payments, it’s too late. They've taken off.
When you hear everyone discussing prepaid cards, it’s too late. Everyone's got one.
... So what is innovative today? Wireless payments.
This is contactless, but it’s more than that. It’s wireless, free-form payments built into objects, clothing, watches ... anything. Wirelessly communicating electronic payment tools for consumers....
source: http://thefinanser.co.uk/fsclub/
mercredi 23 septembre 2009
jeudi 17 septembre 2009
crédit responsable ?
Chase lance une carte de crédit responsable. Vous choisissez quelles catégories d'achat sont en "débit" et / ou celles à crédit (transformées en un mini pret personnel classique). Un double effet kisskool: Etre "responsable" et lutter contre les debit cards qui font plus que grignoter le marché des cartes de paiement.
The Era of Responsible Credit Card Borrowing Begins Today
by Bryan Derman on September 15, 2009 source: http://paymentsviews.com/author/bryan/
Chase Blueprint brings new transparency and consumer control to credit cards
Today’s announcement of the new “Blueprint” functionality by Chase Card Services represents a significant generational inflection point in the evolution of the US credit card business.... The innovations Chase is introducing will likely usher in a new period of “responsible borrowing,” where consumers are evolving from a mindset of “revolve everything and make the minimum payment” to one where the convenience of card payment for everyday spending is logically segregated from the occasional need to finance purchases of more expensive goods and services.
Today, Chase is introducing a new set of features under the “Blueprint” banner designed to create a far more transparent and controllable relationship with its 20 million credit card customers. Through the Chase.com website and its call centers, cardholders will be able to access four important new features that Chase calls: (1) Full Pay, (2) Split, (3) Finish It, and (4) Track It. Lets take a look at what each one offers.
Full Pay allows cardholders to designate certain categories of card spending that they wish to repay in full each month and automatically makes these purchases part of the minimum balance to be paid each month. It seems likely that many consumers would opt for full payment of everyday purchases (groceries, gasoline) and recurring expenditures (phone bills, utilities, subscriptions), while reserving their revolving credit facilities for major purchases. This capability not only facilitates more prudent financial management by consumers but might also bolster the credit card’s faltering position as a convenient payment tool.
...
Well, the inability of credit card executives to answer their own question has helped shift dramatic amounts of spending from credit to debit cards, dragging millions of dollars in interchange revenue along with it. At last, with Full Pay, Chase is telling its customers that just because they are revolving a balance, they don’t automatically have to incur finance charges from day one on subsequent purchases when paying with their credit cards. Simple but important.
Split is the logical counterpart to Full Pay, allowing the consumer to designate a certain portion of his balance (presumably those corresponding to a durable purchase like a major household appliance or a vacation bill) and arrange a set of structured payments to repay it. The consumer can either designate a certain specific monthly payment or a period of time over which he wants to repay the balance. Chase.com does the calculations and highlights the payment on future statements and online.
In effect, Chase is taking a piece of the credit card’s revolving balance and converting it to what used to be called an “installment loan” (an old and completely under-nourished banking product that was shunted aside years ago in favor of the greater flexibility – and profitability — of revolving credit cards). No lender would ever grant you a car loan that revolved forever with no repayment schedule (and where minimum monthly payments barely contributed to principal repayment), but credit card issuers have done exactly that for years on all kinds of other large purchases (plasma TVs, airline tickets, medical bills, etc.).
A similar installment payment feature was introduced some years ago by Bank of Ireland in the MasterCard product it co-brands with the U.K. Post. I’m told (anecdotally) that uptake of that product has not been significant, perhaps because of limited marketing efforts. Hopefully Chase will put greater focus on its version of this very sensible feature. I also note that the UK Post card offers a greatly reduced interest rate on the amortizing portion of the credit facility, something Chase might also offer given that credit losses should be far lower on this portion of the consumer’s credit line.
Finish It is a feature very similar to Split. It allows the consumer to designate all or a portion of an existing revolving balance for movement to a structured repayment schedule that allows the consumer to determine when they will be out of debt. Easy, simple, transparent, consumer-friendly. Enough said.
Track It is Chase’s term for the set of enhanced statements and website reporting tools designed to help consumers understand their historical spending patterns and where they stand against any structured repayment plans they have established. We have certainly noted with interest the growing popularity of online financial management services (Mint.com, Wesabe, etc.), which are in part manifestations of the “tricks and traps” mentality of some card issuers. Maybe Chase’s new Track It feature and, indeed, Blueprint overall tells us that the folks up at headquarters are beginning to get the message about the value of online financial management.
There‘s a high likelihood that other credit card issuers will take note of these features and feel some competitive pressure to provide similar features, if not more innovative ones to demonstrate their sensitivity to some pretty clear customer needs.
Debit card issuers (including those in the same bank!) should also be pondering their response. Selective credit extension – particularly in the installment loan category – seems like an obvious early opportunity.
The Era of Responsible Credit Card Borrowing Begins Today
by Bryan Derman on September 15, 2009 source: http://paymentsviews.com/author/bryan/
Chase Blueprint brings new transparency and consumer control to credit cards
Today’s announcement of the new “Blueprint” functionality by Chase Card Services represents a significant generational inflection point in the evolution of the US credit card business.... The innovations Chase is introducing will likely usher in a new period of “responsible borrowing,” where consumers are evolving from a mindset of “revolve everything and make the minimum payment” to one where the convenience of card payment for everyday spending is logically segregated from the occasional need to finance purchases of more expensive goods and services.
Today, Chase is introducing a new set of features under the “Blueprint” banner designed to create a far more transparent and controllable relationship with its 20 million credit card customers. Through the Chase.com website and its call centers, cardholders will be able to access four important new features that Chase calls: (1) Full Pay, (2) Split, (3) Finish It, and (4) Track It. Lets take a look at what each one offers.
Full Pay allows cardholders to designate certain categories of card spending that they wish to repay in full each month and automatically makes these purchases part of the minimum balance to be paid each month. It seems likely that many consumers would opt for full payment of everyday purchases (groceries, gasoline) and recurring expenditures (phone bills, utilities, subscriptions), while reserving their revolving credit facilities for major purchases. This capability not only facilitates more prudent financial management by consumers but might also bolster the credit card’s faltering position as a convenient payment tool.
...
Well, the inability of credit card executives to answer their own question has helped shift dramatic amounts of spending from credit to debit cards, dragging millions of dollars in interchange revenue along with it. At last, with Full Pay, Chase is telling its customers that just because they are revolving a balance, they don’t automatically have to incur finance charges from day one on subsequent purchases when paying with their credit cards. Simple but important.
Split is the logical counterpart to Full Pay, allowing the consumer to designate a certain portion of his balance (presumably those corresponding to a durable purchase like a major household appliance or a vacation bill) and arrange a set of structured payments to repay it. The consumer can either designate a certain specific monthly payment or a period of time over which he wants to repay the balance. Chase.com does the calculations and highlights the payment on future statements and online.
In effect, Chase is taking a piece of the credit card’s revolving balance and converting it to what used to be called an “installment loan” (an old and completely under-nourished banking product that was shunted aside years ago in favor of the greater flexibility – and profitability — of revolving credit cards). No lender would ever grant you a car loan that revolved forever with no repayment schedule (and where minimum monthly payments barely contributed to principal repayment), but credit card issuers have done exactly that for years on all kinds of other large purchases (plasma TVs, airline tickets, medical bills, etc.).
A similar installment payment feature was introduced some years ago by Bank of Ireland in the MasterCard product it co-brands with the U.K. Post. I’m told (anecdotally) that uptake of that product has not been significant, perhaps because of limited marketing efforts. Hopefully Chase will put greater focus on its version of this very sensible feature. I also note that the UK Post card offers a greatly reduced interest rate on the amortizing portion of the credit facility, something Chase might also offer given that credit losses should be far lower on this portion of the consumer’s credit line.
Finish It is a feature very similar to Split. It allows the consumer to designate all or a portion of an existing revolving balance for movement to a structured repayment schedule that allows the consumer to determine when they will be out of debt. Easy, simple, transparent, consumer-friendly. Enough said.
Track It is Chase’s term for the set of enhanced statements and website reporting tools designed to help consumers understand their historical spending patterns and where they stand against any structured repayment plans they have established. We have certainly noted with interest the growing popularity of online financial management services (Mint.com, Wesabe, etc.), which are in part manifestations of the “tricks and traps” mentality of some card issuers. Maybe Chase’s new Track It feature and, indeed, Blueprint overall tells us that the folks up at headquarters are beginning to get the message about the value of online financial management.
There‘s a high likelihood that other credit card issuers will take note of these features and feel some competitive pressure to provide similar features, if not more innovative ones to demonstrate their sensitivity to some pretty clear customer needs.
Debit card issuers (including those in the same bank!) should also be pondering their response. Selective credit extension – particularly in the installment loan category – seems like an obvious early opportunity.
fnac et la redoute sautent sur l'occasion
La Redoute et Fnac proposent des produits d'occasion vendus par les particuliers.
Après, les vendeurs de voitures, les spécialistes mortar comme "la caverne du particulier" ou cash-converters, les vendeurs de jeux video, les pure click comme price minister ou ebay, le développement des brocantes et autres vide-greniers, le trocathlon, le développement des market-place (ex: amazon), voici La Redoute ouvre sa place de marché (en partenariat avec price minister) et que Fnac étends sa market-place aux particuliers (elle était jusque la réservée aux professionnels).
fnac représente 700.000 visiteurs / jour et compte réalise 15% du Ca sur cette market-place qui élargit leur offre, rentabilise une audience existante et peut créer une nouvelle source de captation d'audience.
Après, les vendeurs de voitures, les spécialistes mortar comme "la caverne du particulier" ou cash-converters, les vendeurs de jeux video, les pure click comme price minister ou ebay, le développement des brocantes et autres vide-greniers, le trocathlon, le développement des market-place (ex: amazon), voici La Redoute ouvre sa place de marché (en partenariat avec price minister) et que Fnac étends sa market-place aux particuliers (elle était jusque la réservée aux professionnels).
fnac représente 700.000 visiteurs / jour et compte réalise 15% du Ca sur cette market-place qui élargit leur offre, rentabilise une audience existante et peut créer une nouvelle source de captation d'audience.
vos points de fidélité prennent de la valeur
Vous pouvez maintenant payer vos dépenses courantes avec les points Amex aux Etats-Unis. Cela dit si payer son téléphone, ou ses achats alimentaires avec ses points n'est pas forcement une mauvaise idée, la question qui se pose tout de suite est : Quelle est la valeur du point ? Il semblerait que pour Amex 1000 points valent 6$. Comme vous gagnez 1 point pour 1 $ dépensé, je vous laise faire le calcul du prix du point....
De son coté, vous avez sans doute repéré qu'Air France vous permet maintenant d'acheter des miles (suite à son accord avec points.com) . Si on regarde la grille tarifaire transmise, cela revient à 510 euros l'aller-retour en France. Pas de quoi faire sauter de joie un client mais le BM est alors facile à trouver pour AF. Sauf si vous sautez sur la promo de lancement (30% de miles en plus).
De son coté, vous avez sans doute repéré qu'Air France vous permet maintenant d'acheter des miles (suite à son accord avec points.com) . Si on regarde la grille tarifaire transmise, cela revient à 510 euros l'aller-retour en France. Pas de quoi faire sauter de joie un client mais le BM est alors facile à trouver pour AF. Sauf si vous sautez sur la promo de lancement (30% de miles en plus).
mercredi 9 septembre 2009
L'archivage des relevés, un outil de fidélisation ?
La durée d'archivage des documents et donc leur disponibilité va l'espace client peuvent devenir des éléments différenciants. Certains facturent des archivages de longue durée. Et netbanker y voit même un élément de fidélisation de la clientèle.
Repéré par netbanker.com
http://www.netbanker.com/WindowsLiveWriter/ChaseBankRewardsEstatementswithSevenYear_8692/image_2.png
http://www.netbanker.com/WindowsLiveWriter/ChaseBankRewardsEstatementswithSevenYear_8692/image_2.png
innover sur la crise: Rendez votre voiture si vous êtes licencié
Innovation de crise: "on est dedans ensemble et on s'en sortira ensemble". Au printemps dernier Hyundai proposait un système permettant de rendre la voiture que l'on vient d'acheter pendant un an si l'on est licencié: bilan 14% d'augmentation des ventes alors que les autres constructeurs voyaient leurs ventes plonger.
Hyundai has announced that its popular Assurance Program now includes 90 days of payment relief if a buyer is laid off within the first year of vehicle ownership. The Hyundai Assurance program that runs from Feb 23rd to April 30, 2009 allows buyers to return their vehicles if they lose their jobs within the first year that they own them. The Assurance Plus program takes the step one step further by providing a one-time 90-day payment relief benefit. The Assurance Program is credited with Hyundai's sales increasing 14.3 percent while almost every other automaker was down last month.
"We continue to look for ways to help consumers in this challenging economic environment, so we're offering unprecedented financial protection when they finance or lease a Hyundai," said Joel Ewanick, vice president, Marketing, Hyundai Motor America. "With our 10-year, 100,000-mile warranty, Hyundai Assurance, and now Hyundai Assurance Plus, we're telling consumers that we are all in this together, and we'll get through this together."
source: http://www.thetorquereport.com/2009/02/hyundai_assurance_plan_adds_90.html
Hyundai has announced that its popular Assurance Program now includes 90 days of payment relief if a buyer is laid off within the first year of vehicle ownership. The Hyundai Assurance program that runs from Feb 23rd to April 30, 2009 allows buyers to return their vehicles if they lose their jobs within the first year that they own them. The Assurance Plus program takes the step one step further by providing a one-time 90-day payment relief benefit. The Assurance Program is credited with Hyundai's sales increasing 14.3 percent while almost every other automaker was down last month.
"We continue to look for ways to help consumers in this challenging economic environment, so we're offering unprecedented financial protection when they finance or lease a Hyundai," said Joel Ewanick, vice president, Marketing, Hyundai Motor America. "With our 10-year, 100,000-mile warranty, Hyundai Assurance, and now Hyundai Assurance Plus, we're telling consumers that we are all in this together, and we'll get through this together."
source: http://www.thetorquereport.com/2009/02/hyundai_assurance_plan_adds_90.html
mardi 8 septembre 2009
Comment twitter a tué un SUV de chez GM
Dans la série: "à quoi servent les nouveaux outils de communication pour les entreprises ?"
GM a annulé la sortie d'un SUV suite aux réactions négatives qui leur remontaient notamment via Twitter. (source info: blog de Bertrand Duperrin)
Commentaire: Dire que le dialogue avec les clients et prospects donc la relation client doit intégrer tous les supports de communications et de relation client est une évidence. A terme, ignorer ces nouveaux outils est pour la communication du même niveau qu'une carte de fidélité qui zapperait un rayon d'un hyper ou un étage d'un grand magasin
http://nsisolution.wordpress.com/2009/08/27/exemple-dutilisation-de-twitter-chez-gm/
GM a annulé la sortie d'un SUV suite aux réactions négatives qui leur remontaient notamment via Twitter. (source info: blog de Bertrand Duperrin)
Commentaire: Dire que le dialogue avec les clients et prospects donc la relation client doit intégrer tous les supports de communications et de relation client est une évidence. A terme, ignorer ces nouveaux outils est pour la communication du même niveau qu'une carte de fidélité qui zapperait un rayon d'un hyper ou un étage d'un grand magasin
http://nsisolution.wordpress.com/2009/08/27/exemple-dutilisation-de-twitter-chez-gm/
H1N1 is good for telcos
Dans un post précédent nous avions posé la question de l'impact de H1N1 sur les outils de travail collaboratif. Force est de constater que la grippe stimule l'imagination des opérateurs téléphoniques.
Face au risque possible de pandémie de grippe A en France, qui pourrait déboucher sur la fermeture temporaire de certaines entreprises, les opérateurs télécoms multiplient les solutions de télétravail afin d'assurer la continuité d'activité.
Après Completel...Orange Business Services (la filiale Entreprises d'Orange) ... lance le package 'Plan de Continuité d'Activité' qui se compose d'une clé USB 3G+ et d'un forfait permettant jusqu'à 2 mois de connexion illimitée en France métropolitaine (néanmoins limitée à 3 Go par mois) depuis un PC portable pour 99 euros HT ... L'annonce d'OBS n'est pas passée inaperçue puisque quelques heures après, c'est SFR Business Team qui diffusait un communiqué de presse sur le même sujet. Décidément, ces deux là se marquent à la culotte"
source: http://www.businessmobile.fr/actualites/services/0,39044303,39705961,00.htm?xtor=RSS-10020
Face au risque possible de pandémie de grippe A en France, qui pourrait déboucher sur la fermeture temporaire de certaines entreprises, les opérateurs télécoms multiplient les solutions de télétravail afin d'assurer la continuité d'activité.
Après Completel...Orange Business Services (la filiale Entreprises d'Orange) ... lance le package 'Plan de Continuité d'Activité' qui se compose d'une clé USB 3G+ et d'un forfait permettant jusqu'à 2 mois de connexion illimitée en France métropolitaine (néanmoins limitée à 3 Go par mois) depuis un PC portable pour 99 euros HT ... L'annonce d'OBS n'est pas passée inaperçue puisque quelques heures après, c'est SFR Business Team qui diffusait un communiqué de presse sur le même sujet. Décidément, ces deux là se marquent à la culotte"
source: http://www.businessmobile.fr/actualites/services/0,39044303,39705961,00.htm?xtor=RSS-10020
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