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金融科技第三波浪潮來(lái)襲 銀行服務(wù)如何變化?

金融科技第三波浪潮來(lái)襲 銀行服務(wù)如何變化?

Robert Hackett 2019年11月18日
自動(dòng)化真是金融科技的下一個(gè)大趨勢(shì),問(wèn)題在于:如何確定自動(dòng)化服務(wù)能夠時(shí)刻注意保護(hù)客戶的最大利益?

今天以消費(fèi)者為中心的“金融科技”或者說(shuō)金融科技的繁榮,主要起源于2008年的全球經(jīng)濟(jì)崩潰。

在《財(cái)富》雜志主要報(bào)道金融和科技的交叉領(lǐng)域的專欄節(jié)目《Balancing The Ledger》上,金融科技初創(chuàng)公司Tally的首席執(zhí)行官及聯(lián)合創(chuàng)始人杰森·布朗表示,2008年的災(zāi)難發(fā)生以來(lái)金融業(yè)經(jīng)歷了三個(gè)獨(dú)立的階段。

第一波滿足了金融危機(jī)后的需求:信貸驅(qū)動(dòng)的另類貸款機(jī)構(gòu)。Prosper和LendingClub等網(wǎng)貸和P2P平臺(tái)蓬勃發(fā)展。隨著希望重新學(xué)習(xí)技能的失業(yè)工人增多,也支持了Social Finance(簡(jiǎn)稱SoFi)等學(xué)生貸款公司。

2007年蘋果推出iPhone之后,新一波浪潮席卷了大量的移動(dòng)設(shè)備。觸達(dá)消費(fèi)者變成行業(yè)新秀的首要目標(biāo)。應(yīng)用程序吸引了大量年輕一代,這代人習(xí)慣在手機(jī)屏幕上點(diǎn)點(diǎn)戳戳,而不是去銀行網(wǎng)店辦業(yè)務(wù)。

該模式仍然在如火如荼地進(jìn)行。行業(yè)里最出名的包括免費(fèi)信用評(píng)分提供商:Credit Karma,還有僅提供互聯(lián)網(wǎng)服務(wù)的“新銀行”,如Chime、Monzo和N26,還有Robinhood之類網(wǎng)絡(luò)炒股工具?!斑@些都是簡(jiǎn)單易用的移動(dòng)工具,打開(kāi)工具欄就能夠理財(cái)。”布朗說(shuō)。

隨著第二波浪潮接近高潮,第三次浪潮也開(kāi)始興起:自動(dòng)化?!耙院髮⒆兂芍悄芊?wù)的世界,真正能夠做到為你思考和工作。”布朗說(shuō)?!坝脩舨槐卦倩〞r(shí)間想我應(yīng)該怎么做?智能服務(wù)已經(jīng)根據(jù)設(shè)定目標(biāo)制定好方案。”

當(dāng)然了,布朗是在自我宣傳。他的公司Tally可以幫助人們自動(dòng)償還信用卡債務(wù),降低利率,也能夠避免出現(xiàn)滯納金。該公司還提供儲(chǔ)蓄產(chǎn)品,可以自動(dòng)積攢資金但不支付利息。

Tally的儲(chǔ)蓄方法跟許多同行很不一樣。業(yè)內(nèi)一些競(jìng)爭(zhēng)對(duì)手,例如高盛的Marcus、數(shù)字銀行Ally,還有Betterment和Wealthfront之類的所謂機(jī)器人顧問(wèn),爭(zhēng)相提供盡可能高收益的儲(chǔ)蓄賬戶,通常約為2%。但布朗對(duì)這場(chǎng)比賽不感興趣,他說(shuō)。

“最重要的是客戶是誰(shuí)?!辈祭手赋鯰ally的目標(biāo)是“中間50%的美國(guó)人”,而不是所謂的 “尚未達(dá)到富裕水平的高收入者”,其他同行都在爭(zhēng)奪該群體?!耙话愕南M(fèi)者不在乎每月0.3美元的利息?!彼f(shuō)。

如果自動(dòng)化真是金融科技下一個(gè)大趨勢(shì),朝自動(dòng)化方向轉(zhuǎn)變就提出了問(wèn)題:如何確定自動(dòng)化服務(wù)能時(shí)刻注意保護(hù)客戶的最大利益?

布朗建議人跟著錢走。他說(shuō),廣告支持業(yè)務(wù)真正的客戶是廣告主,他們的利益與消費(fèi)者并不相符?!白詈髸?huì)陷入困境,因?yàn)榻?jīng)常無(wú)法符合最大利益?!彼f(shuō)。

布朗說(shuō),Tally的業(yè)務(wù)模式中,只有為償還信用卡債務(wù)的客戶存錢時(shí)才能夠賺到錢。布朗說(shuō),平均每個(gè)客戶收入為15000美元,與全國(guó)平均水平差不多,Tally公司為每位客戶平均節(jié)省了5000美元,不然這些錢都得支付利息。

布朗說(shuō),公司使用該商業(yè)模式再加上“可審計(jì)日志”,日志中可以看出為什么給定時(shí)間各項(xiàng)決策中Tally的系統(tǒng)都是最好的選擇,就能讓人們很放心。

“沒(méi)有廣告,沒(méi)有下拉列表,也沒(méi)有推薦或圖表?!辈祭收f(shuō)?!拔覀兘⒘四軌蛱峁└黜?xiàng)服務(wù)的系統(tǒng)?!保ㄘ?cái)富中文網(wǎng))

譯者:馮豐

審校:夏林

The origins of today’s boom in consumer-focused “fintech,” or financial technology, trace back to the global economic meltdown in 2008.

Since that disaster struck, the industry has evolved through three discrete phases, says Jason Brown, CEO and cofounder of Tally, a fintech startup, on Balancing The Ledger, Fortune’s show covering the intersection of finance and tech.

The first wave met demands resulting from the aftermath of the financial crisis: A need for credit fueled alternative lenders. Online and peer-to-peer marketplaces, such as Prosper and LendingClub, flourished, while laid-off workers seeking to re-skill buoyed student loan providers like Social Finance, or SoFi.

The next wave swelled atop a flood of mobile devices that came after Apple debuted the iPhone in 2007. Access to consumers became the primary object for upstarts. Apps appealed to younger generations, used to flicking and tapping smartphone screens rather than visiting branch offices.

This paradigm is still in full swing. Some of its best-known champions: Credit Karma, a free credit score provider, Internet-only “neobanks” like Chime, Monzo, and N26, and online stock traders like Robinhood. “These are just really easy-to-use mobile tools that you can open up the toolbox and do your financial work,” Brown says.

Even as the second wave crests, a third is beginning to rise: Automation. “It’s going to a world where there’s an intelligent service that actually is doing that thinking and work for you,” Brown says. “Instead of you having to spend your time and figure out what should I do? It has already figured that out based on your goals.”

Brown is talking his own book, of course. His business, Tally, automates people’s credit card debt repayments, lowering their interest rates, and helping avoid late fees, the company claims. The firm also offers a savings product that automatically squirrels away funds, but pays no interest.

Tally’s approach to savings differs substantially from many of its peers. Rivals like Goldman Sachs’ Marcus, digital bank Ally, and so-called robo-advisers such as Betterment and Wealthfront are vying to offer the highest-yield savings account possible, usually around 2%. But Brown isn’t interested in that race, he says.

“What matters a lot is who your customer is,” Brown says, noting that Tally is going after “the middle 50% of Americans,” not the so-called HENRYs, or “high earners not rich yet,” a demographic over whom the others are battling. “Normal consumers, they do not care about $0.30 a month in interest,” he says.

If automation is truly fintech’s next big trend, the shift toward it raises a question: How can one be certain an automated service is keeping a customer’s best interests in mind?

Brown advises people to follow the money. Ad-supported businesses’ true customers are advertisers, he says, and their interests are ultimately misaligned with consumers’. “That puts you in a difficult situation because you’re not always going to do what’s best,” he says.

Brown says Tally is designed to make money only when it is saving money for customers who are paying back credit card debt. On average customers are $15,000 in the hole, Brown says—about the same as the national average—and Tally saves them about $5,000 on average, money they would otherwise be spending on interest.

Combine that business model with an “auditable log” tracking why each decision made Tally’s systems was the best one possible at any given time and people can rest assured they’re in good care, Brown says.

“There’s no ads, there’s no drop-downs, there’s no recommendations or charts,” Brown says. “We’ve built a system that can actually do it all for you.”

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