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Digital Thought Leadership Materials

Digital Thought Leadership Materials

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Leading Through Digital: Busines Models that Exploit the Digital Opportunity

Over the past decade, we have seen digital reshape the agenda of many businesses and produce new leaders in several sectors. We are witnessing a shift in the balance of power from traditional value-chain business models to digital platform models. For instance, seven (7) of the ten (10) most valuable entities (by market capitalisation) in the world are digital platform models.

These entities (Apple, Google, Microsoft, Amazon, Alibaba, Tencent & Facebook) cut across various sectors of the economy and reinforce our perspective that digital platform business models are industry agnostic. They have an
overarching focus on the customer, particularly retail customers. Google, Apple, and Alibaba have 2 billion, 588 million and 450 million users respectively. Bottom-line is that numbers are essential to creating value! The
source of value for digital business models is having the capability to acquire new customers (users) exponentially while ensuring that innovation produces a steady flow of products and services to keep users engaged, excited and promoting the brand.

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Still Searching for a Better Customer Experience

Modern consumers have the world at their fingertips and arebecoming accustomed to engaging with brands wheneverand however they choose: whether online, in-store or beingserved face-to-face. Today’s customers are increasingly wellinformed, aware of what they want and vocal in sharingtheir experiences.

As telecom markets around the world continue to become increasingly saturated, the ‘insatiable’ demand for data for usage of over-the-top (OTT) services has led to the decline of traditional voice and SMS usage, while further raising the service expectations of today’s modern consumer. With this backdrop, ‘customer experience’ continues to be a top priority for every forward-thinking telco. The time has come to truly put the customer at the heart of the business.

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The Changing Landscape of Disruptive Technologies

KPMG Member firms recognise the importance of innovation to the technology industry and global economy as a whole. KPMG Publication Series, The changing landscape of disruptive technologies, now in its fifth year, provides perspectives about technology innovation trends, top barriers to commercialize innovation and insight into technology innovation leading practices

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2017 FINTECH100 - Leading Global Fintech Innovators

The Fintech100 represents the most innovative companies, creating products and services at the juncture of technology and financial services who are seeking to disrupt the existing processes and products that dominate the marketplace, with fintech companies from 29 countries featuring in this year’s 100.

The Fintech100 is divided into two sub-lists:  (1) the ‘Top 50’ established fintech firms around the globe, which are ranked based on innovation, capital raising activity, size and country; and (2) the ‘Emerging 50’ firms, which are newer companies that are at the forefront of innovative technologies and practices and often pursuing new business models. We’ve selected the companies in the

Fintech100 following extensive global research and analysis based on data relating to ten dimensions, including the core five factors noted below:

1. Total capital raised

2. Rate of capital raising

3. Geographic diversity

4. Sectorial diversity

5. X-factor: degree of product, service and business model innovation (a subjective measure
that is applied only with respect to companies appearing on the Emerging list)

These selection criteria are the key metrics used to calculate the rankings of companies in the Fintech100 list because of the emphasis that venture capitalists place on the ability of firms to generate scale and a long term sustainable competitive advantage.

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Robo Advising: Catching Up and Getting Ahead

Although digital upstarts have jumped in with both feet and established brandsare solidifying their position, it is not too late for banks to launch a successfulrobo advising service. KPMG LLP’s (KPMG) proprietary research of 1,500bank clients–conducted in partnership with MFour, a leader in mobile surveytechnology–reveals overall customer awareness of available solutions in therobo investing space remains relatively low. Moreover, investors have stronginterest in their banks providing digital portfolio solutions.

This publication explores the current robo advising market and how it’sexpected to grow, learn what it means for banks and brokerages, and keybusiness and operating model questions to consider in order to successfullycapitalize on the exciting opportunities for digital wealth management.

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© 2018 KPMG Professional Services in Nigeria, a limited liability company and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved.

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