There has been a lot of interest in recent years that conversation, as a technical form, is dying. The BBC has written an intellectual article or two about it – such as The Guardian, The Citizen, The Huffington Post, and MSNBC. What depends on the murder conversation exactly depends on the writer's piece of thinking – and what year you wrote it. Text messages, social media, Pinterest and memes have been presented as the embodiment of destruction – and the general consensus seems to be that the death of the conversation is a direct result of the digital age and may have something to do with the millennium generation.
We are here to tell you that these fears are exaggerated at best and worst nonsense. The art of conversation is far from death. We are certainly sure that it is very unfair to accuse digitizing the killing of the Hadith altogether, especially when it has given us a lot of interesting new things to talk about.
We talk about them – every Monday for the past year we have been joined by a set of payments and business projects for talks that go into deep topics.
We sometimes hear surprising things, and at other times we are quite shocked – but we are never bored because the Monday talk is an opportunity to test ideas that are often not sufficiently explored. It is also a good place to learn the lesson or the second lesson.
Lessons like …
# 1: Anything you can bDo – one step at a time. Nothing is done at once.
"When most players make mistakes in trying to build on a large scale, they do not mistake the five-year plan, they are trying to do everything at the same time and at the same time, not in the sequence they put, because it is difficult to do so."He said.
Tide is the first mobile digital banking service for small and medium businesses (SMBs) in the UK offering both banking products and an easy point of contact for third party partners to tightly integrate and distribute administrative and financial services products to Tide members. The platform specializes in small businesses with one to nine people and works with companies throughout all stages of business development, including unique new individual enterprises.
The company is currently focused on building a wide range, both in scope and depth of the financial services products it offers to SME customers. He noted that this would be a very rapid process – as startups that are often trying to upgrade them are getting worse than they can chew at the operational level.
He said the smart game is a controlled expansion, even if it seems like slower growth.
"You have to put resources and focus in the back [to] Select your display sequence, then always [stick] "The next item is on the agenda," Brill said. "This is 50 per cent of the secret of success in extending the scope of the Statute."
# 2: Omnichannel dRequires ining a full reset of the restaurant infrastructure – not a few tweaks.
"The idea of being an original restaurant even five or 10 years ago is still an intriguing idea in food and drink. [of] It's been harder to put their arms in. Now, it's a much more question about how they will do it, not whether they will or will not do it. [do this]"He said.
While everyone in the restaurant industry knows that the "digital transition" must be on each organization's road map, there is no clear consensus about exactly what it should be. Which Lloyd noted in his conversation with PYMNTS, is not a big problem, because there is no true way to omnichannel; there are many paths that (or not) depend on size.
Starbucks can spend hundreds of millions of dollars and nearly a decade mastering its own digital platform – but your local coffee shop may not. He pointed out that the transition to digital system may be necessary, but it will not be easy or fast.
But regardless of which path is chosen, Lloyd says that the evolution of eating towards omnichannel means that it is time to bid farewell to old POS systems that make it extremely difficult for restaurants to integrate with third party applications that make these experiments – and data collection – possible and run efficiently . The real challenge in achieving omnichannel leap is the ball and the old technology chain that re-industry. Until that time, and all the infrastructure that supports it, has disappeared, non-regular dining will not be fully ready at peak time.
"This is not just about switching some old POS systems to something new," Lloyd said. "This is about rebuilding the infrastructure and the" pipes "that support these systems to operate differently than they are today."
No. 3: fFrom driving are cars as a service, not car ownership.
"At the moment, we have a system where people get a full range of debt to finance an asset with a value of devaluation … Obviously this is not just a good financial plan – and one that we think we can improve.
Modern digital consumers do not like to stick to a long-term commitment to anything they do – but when it comes to buying a car, the bigger option has no choice. The vast majority of customers buy their car through a long-term loan or rent.
The loan must be paid in full or there will be serious consequences for the consumer. Leases can be run early, but there are generally fairly punitive payments to terminate prematurely.
Fair wants to change this story, by taking the property out of the equation. Instead, the company buys the car and enters into an agreement in which the driver pays for that car on a monthly basis. This amount collects all costs of vehicle ownership, including insurance, maintenance, repair, wear and tear (both natural and overcharged). In addition to this monthly payment, there is a non-refundable "payment start", which is considered by Pinter, equivalent to the first and last installment of the month.
All cars are pre-owned, and Fair does not carry any more than his contract with the drivers. The show is managed through a network of local distributors, and when the car has lived its useful life, it is filtered. When consumers are finished with cars they return to their gallery. On average, Painter noted, customers tend to keep their cars fair for 12 to 18 months.
Because Fair does not guarantee loans, instead it operates the car rental service to subscribe, and does not check the customer balance.
"If you are a customer who goes to the leasing office, you only get a rented car." You do not pay more because you have a bad credit … It does not matter the leasing company – we take a similar point of view.Take people who have just started and have little credit, The history of intermittent payments in the past, or who are on the edge, and then overloading their expensive subprime debt to buy assets that are not worth good or smart experience. "
# 4: The best AI I amNaive image of Amnesty International.
"We already have a bias to think" the computer told me to do so, so I did it. But the computer is just as smart as what has been fed in advance. We always need to be able to talk about the data that was in fact. "
The term artificial intelligence (AI) has often been used in 2018 so that it became a bit of a buzz word – the catchall solution labeled for every problem of cybersecurity to further friction. Although the enthusiasm is good, according to Bresniker, the use is dirty and tends to obscure the fact that there are 1) many different types of AI, which we direct to specific issues; 2) artificial intelligence is everything, its outputs are good only as data sources Which they derive and the programmers who lay down their rules.
The future of artificial intelligence is an algorithm that can basically plan itself. The future of advanced intelligence is to give what Bresniker calls "naïve learning techniques," where artificial intelligence roams without supervision over the large data set, searching for connections. The goal is to use naive AI, a partnership with human researchers, business leaders, operations managers and a group of others, to create moments "Ah-Ha!" When participants look at their data sets and see things they know, they may not know they know.
The future of artificial intelligence that we are looking for, according to Bresniker, is one area where smart computers can find information about data "hidden in the sight of everyone."
"When you do those new things, what opens up this? What new information can be accepted? How many conclusions are in each set of previous accumulations?[s] data? How many keys to human health, understanding, and human wisdom exist (and experience has already been done), but we have not put the right facts together at the same time in the right sequence? "
# 5.Being a PayFac iS much more difficult than it seems.
"The ISO standard is essentially the sale of merchant accounts to traders, and the problem is that traders do not buy merchant accounts anymore – they buy solutions.
For ISOs, ISVs and business platforms, it has become commonplace to become a Pay-Per-Payment or PayFac. It does not solve the difficulty of changing merchant preferences – it offers advantages such as merchant ease of sale, better control of the experiment, a new revenue stream, and increased internal control.
For ISO, he pointed out that the comparison between the current reporting model and the PayFac model has become stark – and for some, the PayFac model is clearly the best option to stay in touch.
For the larger ISO that has become "semi-consumers," this option makes sense. But for most of what Aberman described as "ISO is on the street-on-street", the move to PayFac makes no sense – financial benefits outweigh the costs of maintenance, risk management, compliance, financing, infrastructure development and technology integration.
He said that the future of these companies does not turn into PayFac, but it became more consultative for the dealer solutions. Aberman pointed out that these specifications for shopping are perfectly suited to serve this role, because they already know very little about their customers and the outlets they serve.
He pointed out that the situation for independent software vendors and platforms is somewhat more diverse – PayFac often becomes the issue of completing its offers to its customers. Failure to pay as a solution can provide a detrimental value to work. He added that these companies have a vested interest in controlling the payment experience from end to end – so that they can be improved or adapted to the needs of users – and make money on them.
But, for all its advantages, it is too expensive to build on its own, and it increases the risk for the buyer, who now has to trust the main trader. The location of Aberman now, as before Chase's acquisition, is that most ISVs and platforms will be better served by not being a PayFac process, but instead of using the PayFac-in-a-box solution (for example, WePay).
"What we hear is that knowing that we can be a slope to become PayFac is more important than becoming today." We hear a lot of "this is great, but there is no need to rush into it now," said Aberman.
So what did we learn in a year of Monday talks?
Things rarely seem. There are almost no silver solutions to any problem; most ideas, even the best of them, are in progress; do not believe this noise – there are all kinds of lessons you can take from this year's talks.
But more importantly, change is coming, from many different directions, which means there will be no shortage of talks next year.
See you on Monday – until then, be a happy birthday and happy new year.