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The creative apocalypse that wasn’t

While not related to financial services, this article by Steven Johnson is an interesting read.  It looks at digital technology has changed creative industries.  At the heart of this is the question of how the risk return balance changed in the digital era.  For example, is a mid budget independently produced movie a better or worse risk in the age of Netflix compared to 10 years ago? Are you more likely to sink money to produce such a movie?

Johnson’s article looks at the economics of the creative industries. At the start things were looking bad, given the ease with which content could be shared.  It now appears that it is not all doom and gloom.  Johnson presents a nice balance of data, analysis and anecdotes on how the industry has adapted in the last 10 years.  The smart phone for example allows musicians to reach out and sell their work to consumers almost anytime and anywhere.  This innovation among other things has opened up more avenues for artists to monetise their work – 46 distinct sources to be precise!  Read it here.

The asset management industry and financial stability

The topic of whether or not Australian banks are well capitalised has been running hot. However the asset management sector has largely gone unnoticed when talking about financial system stability. In Australia, total assets held by asset managers (including superannuation funds, insurers and units trusts) are 75% of the assets held by banks.   In fact the burning question at the moment when talking about asset management seems to be whether or not you need $1m to have a comfortable retirement. In addition, industry professionals vent plenty of frustration when talking about the apathy the Australian population seems to have towards saving for retirement. However this apathy could be one of the factors that mitigate the systemic risk from the asset management sector, according to this informative article from the RBA. (more…)

What is a Board to do?

According to the latest paper on governance from the Basel Committee, “Board members have responsibilities to the bank’s overall interests, regardless of who appoints them.” What does this mean? What are the bank’s “overall interests”? Board members are elected by the shareholders and are there to represent their interests – right?  This statement seems to suggest that the authors believe there will be situations where the “overall interests” and shareholders’ interests diverge.

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BBVA’s purchase of fintech start-up BankSimple

BBVA purchased financial technology start-up BankSimple for $117m in late February.  I came across this news on a couple of blogs I follow: Jim Bruene from NetBanker and Ron Shevlin from Snarketing 2.0.  Both have insightful posts on this deal.

Jim Bruene’s post has a link to Bank Simple’s presentation at Finovate’s 2011 Fall event.  This video incorporates a short demo of BankSimple’s interface. BankSimple’s proposition is a simple and easy to use internet only banking product.  It is not ground breaking.  BankSimple offers a neater internet banking platform than most other banks.  Some features are:

  • A single interface for all products
  • Natural language search capability for transactions
  • Use of geo-spatial data and machine learning to better categorise and clean transactions.

In my view, BankSimple has taken some of the technology that is common place in e-commerce and search engines and incorporated it into a net banking platform.  I can see most banks adding these features to their net banking platforms in the near future.  As Ron Shevlin notes, the technology and the size of the deal would not qualify BankSimple as a major disruptor.

The fact is that BBVA paid $117m for something they could have built on their own for less.  This is around $1200 per customer.  Many commentators have speculated on why.   Perhaps the value of brand, or to acquire the team that created Bank Simple.  There is plenty of debate on the blogosphere on whether this was a good deal.

For me, this transaction highlights the growing focus on providing a seamless banking experience from both customers and banks.  On one hand BankSimple had 100,000 customers who had consciously shifted from their current bank in search of an easier banking experience.  On the other hand, BBVA felt it worthwhile to spend $117m to pick up BankSimple.

Reading list to kick off February…

Here are four recent blog posts I found interesting: