Fintech Open Lecture 21.02fsdmoc.com/.../02/Open-Lecture_Insurtech-e-Fintechs-1.pdf ·...

Fintech – Open Lecture – 21.02.2020

João Freire de Andrade Portugal Fintech

Agenda:

1. Introduction

2. What to expect from the course

3. What is Fintech?

4. Key thematic areas

5. Pitch Deck

6. New Banking Reality

7. Technology recreating the

Financial Sector

Introduction

Introduction

4

What to expect from the course

Motivation

6

Motivation

7

ARTIFICIAL

INTELLIGENCE

AUTOMATION OF

JOBS

VS.

HUMAN

AUGMENTATION

Motivation

8

Content

9

Content

10

S U P P O R T T H E E C O S Y S T E M

The F in tech House

What is Fintech?

What is Fintech

16 Links to documents: The articles with more academic references according to Google Scholar, at 31-12-19.

[…] it is concluded that Fintech is a new financial industry that applies technology to improve financial activities.

Definitions from the Academia

FinTech covers digital innovations and technology-enabled business model innovations in the financial sector. Such innovations can disrupt existing industry structures and blur industry boundaries, facilitate strategic disintermediation, revolutionize how existing firms create and deliver products and services, […].

“FinTech”, a contraction of “Financial technology”, refers to technology enabled financial solutions. It is often seen today as the new marriage of financial services and information technology. However, the interlinkage of finance and technology has a long history […].

What is Fintech

17

Definition: Summary

• Contraction of “Financial technology”.

• Technology-enabled business model innovations.

• Has a long history.

• Facilitate strategic disintermediation.

• How existing firms create and deliver products and services.

• Applies technology to improve financial activities.

• Ideas could also lead to new business models or even new

businesses.

• Used on computers and, increasingly, smartphones.

• Advancements include the use of Big Data, artificial intelligence

(AI), and machine learning.

• Startup or a company.

• Challenging the market dominated by the big incumbent players.

• Described as “disruptive”.

• Independently of the nature or size of the player that is providing

the service.

What is Fintech

18

Fintech is using technology for finance.

Is the transformation technology is bringing to finance and

it is much more than just the fintech startups ( which are

also part of the fintech ecosystem). Banks, e-commerce,

asset manager, insurers, etc.

History and context

What is Fintech

19

Major Areas

Fintech Trends

20

Fintech Startups’ relation with the main stakeholders in the ecosystem

B2C

B2B

Regulation

Incumbents

Clients

Regulators

Fintechs

Investors

Talent

Infrastructure

Legal Firms

Consulting firms

• E-commerce • Makert places • Content producers

Drivers and Trends

Fintech Trends

22

Fintech Trends

23

Fintech Trends

24

The world has changed. In 5 years the smartphone financial applications are

now dominated by Fintechs.

Fintech Trends

25

Fintech Trends

26

Alibaba surpasses the AUM’s of J.P. Morgan

Drivers

Major Drivers for the Fintech Revolution

• Trust: Financial Sector Image ( Crisis and Prices).

• Talent: Leaving BiG banks, entering fintechs.

• Demography: More and more digital natives.

• Technology:

• Cloud Computing ( 2006): frees financial providers from having

fixed-location IT/ comoputing / data services. No legacy systems.

• Smartphones ( 2007): free the users from having go move.

• Blockchain ( 2008): frees both users and providers from having

multiple ledgers of transactions / records / contracts.

27

Drivers

Talent: Leaving BiG banks, entering fintechs.

28

Drivers

Demography: More and more digital natives.

29

Drivers

Cloud Computing ( 2006)

30

Drivers

Cloud Computing ( 2006) – enable the use of data

31

Drivers

Smartphones ( 2007):

32

People are really moving mobile:

• More than 50% of digital media consumption accounts for

mobile apps;

• Ninety percent of the time smartphone users spend on their

mobiles goes to mobile apps;

• A typical user has about 30 apps installed on his mobile and

spends more than 35 hours a month using them;

• Forty-two percent of the mobile purchases were completed from

mobile apps;

• 2bi Unbanked, but 1 Bi has smartphone.

Drivers

Smartphones ( 2007):

33

Key thematic areas

Key thematic areas

35 Source: MiT Fintech Course

Key thematic areas – Infrastructure

36

Content

38

Infrastructure

Privacy

Identity

Security

Systems

Key thematic areas – Money and Payments

39


40

Definition:

History and evolution of payment methods: Link

A payment is the trade of value from one party (such as a person or company) to another for goods, or services, or to fulfill a legal obligation.

https://visual.ly/community/infographic/economy/evolution-payment-methods


41

Definition:

The Payment Cards’ value chain: Core stakeholders and value-added service providers


42

Definition: A fragmented Market


43

Definition: A fragmented Market

Key thematic areas – Market Places

44


45

Exploring: Non-traditional capital raise

Crowd Funding


46

Exploring: Non-traditional capital raise – Segmentation of Alternative Lenders


47

Examples:

Equity crowdfunding case studies: Link

https://www.seedrs.com/learn/case-studies


48

Examples:


49

Examples:

Key thematic areas – Financial Markets

50


51

Exploring Automated advice ( Robo-Advisor):

• Automated advice ( Robo-Advisor): Artificial Intelligence has allowed

mass market have access for an affordable price investment advice.

52



53




54

Exploring:

• Social Trading: Allows investors to copy in real time traders or decision-

making groups actions.

Types of Innovation

Types of Innovation

56

Definition:

Disruptive innovation encompasses any innovative

concept, product and service that create new markets

by applying new sets of rules, values and models which

ultimately disrupt and/or overtake existing markets by

displacing earlier technologies and alliances.

Source: European Commission.

Types of Innovation

57

Definition:

Innovation is not necessarily effective due to a singularly

ground-breaking product or even new technology, but

through the fundamental change in the way the

company does business.

Eg: Although Blockchain is revolutionary, the

corresponding logic of value creation, capture and

delivery enables its disruptive potential.

Eg: Banks typically call innovation, “a new app” or

something similar.

Types of Innovation

58

Better vs Different

Better, cheaper and faster:

This types of innovation as a

known customers and what

they are demanding. Knows

the competitors and their

prices. It is about the better

service and price, less

unknown factors means

higher CAC, demands an

high initial investments. Re-

bundling is a possible way of

increasing the value.

Better Traditional competition

Known demand

Known business models

High CAC ( Customer Acquisition Cost)

Low profit, capital intensive

Types of Innovation

59

Better, cheaper and faster

This type of players are unbundling every incumbent’s core activities and every

startup is doing that specific feature very “better, faster and cheaper”

Types of Innovation

60

Better, cheaper and faster

1. Customer Acquisition is very expensive, you have low revenues since you are

fighting on tight margins.

2. But the example of Amazon “unbundling” and re-bundling with “books,

electronics, groceries” could be a way.

Types of Innovation

61

Examples

Foreign Exchange: • Transfer Wise • Azimo • World remit

Pre-paid card: • Revolut • Loot • Neat • Tide

Payments: • Apple or android pay • We chat pay

Types of Innovation

62

Better vs Different

Type of Innovation: Different:

Unknown demand, unknown

business model, little

competition. Incredible growth

or zero growth, if it doesn’t

work. It is very binary. It

means an higher risk/ reward

type of innovation.

Different Real Disruptive innovation

Unknown demand

Unknown business models

Really hard to forecast future growth, and impact.

Types of Innovation

63

Better vs Different

Incremental thinking is more natural. It will be what ( typically) incumbets do but it has almost neutral value. Neighter “better” innovations nor “different” are an incremental type of innovation.

Types of Innovation

64

Better vs Different

Disruptive thinking is harder but can bring more impact:

Types of Innovation

65

Better vs Different


Types of Innovation

66

Better vs Different


Types of Innovation

67

Better vs Different


Types of Innovation

68

What is disruptive in finance now:

Blockchain, the internet of Value: The technology is still in the stage of R&D. It is like the begging of the internet. Disintermediation: P2p lending and crowdfunding. Data: This might be the future of finance, of course, with lots of ethics and privacy issues. Eg: Alibaba created a credit score, that take information from you, your friends, what you are socially doing.

Pitch Deck Creation

• Single source of all information

made available to the investors

• Supporting material for the

investment analysis and

decision

• Clear and detailed content,

describing the startup’s main

characteristics, business model

and competitive advantages

• Main promotion vehicle of the

startup next to potential

investors

Why is it important?

70

Pitch Deck

The structuring and development of the Pitch Deck and Business Plan will be

of key importance and the basis of future analysis and decision by potential

investors

• Supports the Pitch Deck

• Critical to quantify objectives

and set goals

• Fundamental tool for startup

founders and potential

investors, allowing the

validation of assumptions and

business model

• Supporting tool to justify the

amount to be raised in the

investment round

Business Plan

Pitch Deck content

I. Mission Statement

II. Problem / Market gap

III. Market size

IV. Product / Service overview

V. Product / Service features

VI. Competitive advantage

VII. Business model

VIII. Team

IX. Traction / Achievements

X. Investment

XI. Milestones

XII. Appendix

71

I. Mission Statement

• What is the startup purpose and objectives?

• What is the founders‘ vision and mission?

• It is important to start the Deck with an immediate statement of the vision and mission of the startup

in order to provide the necessary background to the envisaged investment round.

>>> Investors should be able to understand immediately, from slide 1, the startup’s sector of

activity and what aims to solve or deliver.

Examples:

72

• To allow every SME to manage their FX risk in just 5 daily minutes

• We want to bring online traditional offline banking services and help consumers to

find the best banking offers

• Our goal is to democratize the access to renewable energy, offering a low-cost

solution to every household

FOCUS: Target client, Sector,

Solution

II. Problem / Market gap

• What is the start-up target market?

• What does the market work currently and what are the main problems identified.

• Present the startup products / services as the solution to the identified problems.

73

SUPPL

Y

DEMAN

D MARKET GAP

• #1

• #2

• #3

SOLUTION

Startup

1. Define markets (ex. countries or sector / segments)

2. Estimate market value (ex. Use market reports produced

by consultants)

3. Obtain total market / sector transaction volume (ex.

divide market value by the average sales price of the

product / service in the market)

Market #1 Market #2

Total Market Service (€ M) 100 1.500

Average Price Service (€) 0,3

Total Volume Transacted Service (million) 333 5.000

III. Market size

• Once identified the market gap / problem to solve, it is necessary to estimate the market size of that

market.

• An estimation of the market size is key to understand the company’s growth potential and

investment return.

• The market size is equally relevant for the elaboration of the Business Plan and to understand the

limits of the business model and its viability.

• Nevertheless, it is important to work with realistic figures; large figures may discredit the Business

Plan.

74

Estimating market size

ILLUSTRATIVE

IV. Product / Service overview

• Explain product / service

• To whom is the product directed?

• Solves what?

• Graphical and descriptive presentation of the service / product.

• By now, it should be absolutely clear to the potential investors what is the product / service of the

product.

Examples:

75

Airbnb

Seed ($ 600k, 2009)

Pendo

Serie B

($20M,

2016)

V. Product / Service features

• Description of the products / services’ features.

• Graphical presentation or in table.

• All features should be clearly indicated in order to ease any comparison with competitors’ similar

services that the investor may wish to do.

Examples:

76

Feature Product #1 Product #2

#1 xx xx

#2 xx xx

#3 xx xx

#4 xx xx

Product

#1

Product

#2

Features

• xx

• xx

• xx

Features

• xx

• xx

• xx

ILLUSTRATIVE ILLUSTRATIVE

VI. Competitive advantage

• “Why is the featured product / service better than the competition?”

• Highlight the advantages of product / service vs. competitors.

• This analysis is important to prove the startups’ deep knowledge regarding its market and the peers

products / services.

Examples:

77

Feature Startup Peer #1 Peer #2 Peer #3 Peer #4

#1

#2

#3

#4

ILLUSTRATIVE

VII. Business model

• Explain the business model.

• What is the revenue model and forecasted gross margin?

• Breakdown the business model in product / service, market and client segment.

Examples:

78

Client /

Product

#1

Client /

Product

#2

Subscription fee €xx

Transaction fee xx%

Gross margin xx%


Transaction fee xx%

Gross margin xx%

Client /

Product

#3


Transaction fee xx%

Gross margin xx%

ILLUSTRATIVE

VIII. Team

• Introduce the team / founders that are backing the startup.

• Highlight their experience and execution capacity.

• Simple and direct description.

• Define role for each team element and add any additional relevant information regarding a possible

advisor.

Examples:

79

Crew

Seed

($ 2M,

2012) Airbnb

Seed ($ 600k, 2009)

IX. Traction / Achievements

• Opportunity to prove to the potential investors the execution capabilities of the startup / team.

• Fundamental to present evidence of traction to increase investors’ confidence regarding the

investment in the startup.

• If applicable, present figures / data to support traction evidence (sales evolution, number of users,

number of customers, etc.).

• Explain where you are: from starting point and what you have achieved so far.

Examples:

80

Crew

Seed

($ 2M,

2012)

Buffer

Seed ($ 500k, 2011)

X. Investment

• What is the amount to be raised from potential investors?

• Do not reveal the stake you are willing to give out in exchange for the investment!! This is

part of the negotiation process

• Describe and detail the use of funds:

o Marketing

o Human resources

o Capex / investment on equipment; etc…

• “What are our goals and what do we want to achieve once we are funded?” Important to set goals

and clear milestones regarding number of user, sales, new markets, etc.

Examples:

81

Airbnb

Seed ($ 600k, 2009)

XI. Milestones

• Define roadmap for the use of funds raised, with clear milestones.

Examples:

82

M1 M2 M3 M4 M5 M6 M7 M8 M9 M1

0

…

New server

Payment system

Security

System

Digital Marketing

Business

Development

DevOps

Number of

employees 5 5 5 7 7 8 8 8 8 10 10

…

ILLUSTRATIVE

Appendix

• The appendix should include all additional information that may be considered relevant to the

investment decision making process.

• Example of information to include follows below:

o Business Plan summary

o Revenue assumptions

o Costs assumptions

o Competitive landscape

o Exit strategy

83

Appendix – Business Plan

summary

84

ILLUSTRATIVE

Business Plan Summary

Euro 1 2

Revenue 5.443.089 14.403.090

COGS 4.626.626 12.242.626

Gross Margin (%) 15,0% 15,0%

Gross Profit 816.463 2.160.463

0 0

Employee expenses 233.017 429.799

SG&A 42.583 57.400

Sales & Marketing 128.400 128.400

Operating result 412.463 1.544.865

Operating margin (%) 7,6% 10,7%

Year

Appendix – Revenue assumptions

(1/2)

• Bottom-up method: projection of sales considering the maximum production capacity and the

number of clients acquired in certain moment, assuming the sale of a set of products / services at

determined price.

85

ILLUSTRATIVE

Bottom-up Method

Sales volume - Base Scenario

units 1 2 3 4 5 6 7 8 9 10 11 12

Client Segment A

Number of clients 1 1 1 3 3 3 3 3 3 3 3 3

Sales volume per client 1.000 1.001 1.002 1.004 1.005 1.006 1.007 1.009 1.010 1.011 1.012 1.014

Total sales volume 1.000 1.001 1.002 3.011 3.015 3.019 3.022 3.026 3.030 3.034 3.037 3.041

Client Segment B




Client Segment C




Total



Month

Appendix – Revenue assumptions

(2/2)

• Top-down method: sales projections result from the company’s capacity to capture a share of the

value of the target market.

86

ILLUSTRATIVE

Sales Volume - Base Scenario

1 2 3 4 5 6 7 8 9 10 11 12

Target Market SaaS 20 20 20 20 20 20 20 20 20 20 20 20

Capture rate (%) 0,5% 0,5% 0,5% 1,0% 1,0% 1,0% 1,5% 1,5% 1,5% 2,0% 2,0% 2,0%

Target Market Hardware 12 12 12 12 12 12 12 12 12 12 12 12

Capture rate (%) 0,5% 0,5% 0,5% 1,0% 1,0% 1,0% 1,5% 1,5% 1,5% 2,0% 2,0% 2,0%

Allocation SaaS 62,5% 62,5% 62,5% 62,5% 62,5% 62,5% 62,5% 62,5% 62,5% 62,5% 62,5% 62,5%

Allocation Hardware 37,5% 37,5% 37,5% 37,5% 37,5% 37,5% 37,5% 37,5% 37,5% 37,5% 37,5% 37,5%

Breakdown %

€ million

Month

Appendix – Cost assumptions

87

ILLUSTRATIVE

Employee expenses

Euro 1 2 3 4 5 6 7 8 9 10 11 12

CEO 1.874 1.874 1.874 1.874 1.874 1.874 1.874 1.874 1.874 1.874 1.874 1.874

CTO 1.874 1.874 1.874 1.874 1.874 1.874 1.874 1.874 1.874 1.874 1.874 1.874

Dev Ops 6.070 6.070 6.070 6.070 6.070 6.070 6.070 6.070 6.070 6.070 6.070 6.070

Security Engineer 0 0 0 0 3.035 3.035 3.035 3.035 3.035 3.035 3.035 3.035

Business Developer 4.329 4.329 4.329 4.329 4.329 4.329 10.823 10.823 10.823 10.823 10.823 10.823

[staff #1] 0 0 0 0 0 0 0 0 0 0 0 0

[staff #2] 0 0 0 0 0 0 0 0 0 0 0 0

[staff #3] 0 0 0 0 0 0 0 0 0 0 0 0

Employee expenses 14.148 14.148 14.148 14.148 17.183 17.183 23.677 23.677 23.677 23.677 23.677 23.677

SG&A

Euro 1 2 3 4 5 6 7 8 9 10 11 12

Servers 200 200 200 200 200 200 200 200 200 200 200 200

Rent 480 480 480 480 560 560 800 800 800 800 800 800

Insurance 120 120 120 120 120 120 120 120 120 120 120 120

Equipment 500 500 500 500 583 583 833 833 833 833 833 833

Licenses 50 50 50 50 58 58 83 83 83 83 83 83

Staples 120 120 120 120 140 140 200 200 200 200 200 200

Cleaning and maintenance 120 120 120 120 140 140 200 200 200 200 200 200

Accounting, legal, other 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500

SG&A expenses 3.090 3.090 3.090 3.090 3.302 3.302 3.937 3.937 3.937 3.937 3.937 3.937

Sales & Marketing

Euro 1 2 3 4 5 6 7 8 9 10 11 12

Conferences / fairs 3.000 3.000 3.000 3.000 3.000 3.000 3.000 3.000 3.000 3.000 3.000 3.000

Transportation 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500

Marketing material 2.000 2.000 2.000 2.000 2.000 2.000 2.000 2.000 2.000 2.000 2.000 2.000

Travel stay 600 600 600 600 600 600 600 600 600 600 600 600

Digital Marketing 2.000 2.000 2.000 2.000 2.000 2.000 2.000 2.000 2.000 2.000 2.000 2.000

PR 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500

Communication 100 100 100 100 100 100 100 100 100 100 100 100

Sales & Marketing expenses 10.700 10.700 10.700 10.700 10.700 10.700 10.700 10.700 10.700 10.700 10.700 10.700

Month

Month

Month

Appendix – Competitive landscape

88

Peer Year of

foundation

Funding Strengths Weaknesse

s

#1

#2

#3

#4

…

ILLUSTRATIVE

Appendix – Exit Strategy

89

ILLUSTRATIVE

Strategic

incumbent

Strategic

challengers

Private Equity IPO

Quem?

Porquê

?

Potential buyers

Finance in Entrepreneurship

90

Be Lean, Don’t Burn

Finance in Entrepreneurship

91

Investors Economics

Valuing Pre-revenue Companies: Link

https://www.angelcapitalassociation.org/data/Documents/Resources/AngelCapitalEducation/ACEF_-_Valuing_Pre-revenue_Companies.pdf

Technology recreating the Financial Sector

Technology recreating the financial sector

93

The impact of technology

Technological advances that improve production efficiency will shift a supply curve to the right. The cost of production goes down, and consumers will demand more of the product at lower prices. Computers, televisions and photographic equipment are good examples of the effects of technology on a supply curve. AI and DLT applied to the financial in the right use case have the same effect.


94

DLT context: Technologies influencing the Financial Sector

DLT is one of many transformative new technologies that will shape the future financial services infrastructure and should be seen as part of a toolbox.


95

Technologies influencing the Financial Sector: Mutually reinforcing.

Emerging technologies are mutually reinforcing, and the abilities of any one new technology are influced by its interactions with other technologies. Example: AI will enable increasingly complex and automated smart contracts to be executed, increasing the use-cases of blockchain. Cloud will provide both the data storage and the processing power necessary to train new AI models.


96

Technology priorities for 2020 in the financial services

1 Update your IT operating model to get ready for the ‘new normal’ 2 Slash costs by simplifying legacy systems, taking SaaS beyond the cloud, and adopting robotics/AI 3 Build the technology capabilities to get more intelligent about your customers’ needs 4 Prepare your architecture to connect to anything, anywhere 5 You can’t pay enough attention to cyber-security 6 Make sure you have access to the necessary talent and skills to execute and win

New Banking Reality

Classic banking business

98

A bank

A bank is a financial

institution that accepts

deposits from the public

and creates credit. Lending

activities can be performed

either directly or indirectly

through capital markets.

Due to their importance in

the financial stability of a

country, banks are highly

regulated in most

countries.


99

Current Status: The crisis


100

Current Status: The crisis


101

Current Status: Disruption

The layers of banking


103

Current State:

The horizontal layers can be defined in two major layers, the Infrastructure layer (commonly called “White Label Bank”) and the front end layer (commonly called “Neo Bank”).


104

Current State:

Etc.

Bundlers ( PFM's)

CreditWealth

SolutionsTransfers


105

Current State:


106

MB WAY CASE

Open Banking

Open Banking

108

Definition:

White Label banks are financial institutions which use their banking license and their systems to allow brands and new providers to get into the banking market quickly. These new providers of banking services offer their customers branded banking services that are actually supported by the white label bank.

Open Banking

109

Open Banking:

External

Frontend 1

External

Frontend 2

External

Frontend 3Frontend

CreditWealth

SolutionsTransfers Etc.

Open

Infrastructure

The open banking is a situation that improves the banks in several vectors: Profitability: Banks can easily “on board” new products, which means new revenue streams . Costs: By opening the banking infrastructure to third parties, the bank is monetizing a sunk cost that was created to its own operations. Adaptation: With a standard development process it is easier to adapt to new reality by integrating external solution or even internal developments. Attraction: By providing an open infrastructure the bank can attract talent to co-create solutions to different problems of the customers.

Open Banking

110

Example: Solaris Bank

Neo-Bank’s

Neo-Bank’s

112

Definition:

Neo banks, which actually don’t possess a banking license, act as an

interface, mainly in the form of a mobile app, and rely on traditional banks to

provide the bank services, from the issuance of debit cards to saving the

customers’ funds. This type of institutions focus on providing a revolutionary

user experience that goes far beyond of what its standard in the industry. As

the majority of them are branchless and very tech-savvy, they have been

edging their flexible structure and low operating costs to rapidly expand into

new markets and/or provide new services.

Challenger banks are very similar to neo banks in terms of the value

proposition that they offer, but unlike neo banks, they have a banking license.

That gives them an advantage over neo banks as they have greater degree of

flexibility on the rates and services that they can offer.

Big players main figures

Neo-Bank’s

114

Sector Figures: Global Downloads

Neo-Bank’s

115

Sector Figures: Funding

Neo-Bank’s

116

Sector Figures: Deposits

Neo-Bank’s

117

Sector Figures: Neo-Banks inside the +1M customers Fintechs

Examples: Details & Differentiation

Neo-Bank’s

119

Number 26:

Neo-Bank’s

120

Growth

Tech Giants & GAFA Banking

121

Future State: Google Banking Mock-ups tests

Micro-advice Recent transactions Running queries


122

Current State:

GAFA Banking

123

Current State:

Amazon’s strategy in financial services has been focused on supporting its

core strategic goal: increasing participation (both from buyers and sellers)

on its platform.

GAFA Banking

124

Current State:

Facebook is pulling away

from its ambitions to provide

peer-to-peer money transfers

via Messenger in Europe.


125

Current State: In the Mobility space

• Lyft is offering several perks to drivers to be competitive with Uber and other ride-hailing platforms.

• The financial services offering includes a free checking account and a debit card.

• The debit card offers some compelling rewards including 4% cash back at restaurants, 2% on gasoline and 1% on groceries.

• The issuer is Stride Bank, NA, a $660 Million asset-sized bank in Oklahoma.

Fintech and the emerging markets


127

Introduction

McKinsey & Company calculates a wide range of potential gains, that could be captured by 025, such as: 1. Boosting global GDP by US$3.7 trillion 2. Liberating US$4.2 trillion in new deposits 3. Extending US$2.1 trillion in additional loans 4. Reducing government leakage by US$110 billion.

Fintech - Financial Markets

r > g



129

Introduction

Re-Creating the financial sector:


131

Case Study- Africa: M-Pesa

https://www.youtube.com/watch?v=nEZ30K5dBWU



Fintech serving Investors?

Field for content.


135

Case Study- Africa: M-Pesa

Fintech – Financial Markets Fintech and the emerging markets

Fintech – Market Places Fintech and the emerging markets

Fintech – Em Moçambique Fintech and the emerging markets

Fintech – Em Moçambique Fintech and the emerging markets

40 microinsurance

& mobile Health

produc

Fintech serving the UN’s Sustainable Development Goals (SDG’s).


142

UN’s Sustainable Development Goals (SDG’s)


143

UN’s (SDG’s) | ACRE AFRICA: Crop insurance


144

UN’s Sustainable Development Goals (SDG’s)

BIMA

M-PESA

SOMA

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