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Sustainable Models for eFinancial Service Delivery: Looking under the Hood Prof Nahum Goldman
Effective service transformation means radically overhauling business processes in the financial institutions (FIs) and the corporates, forming new partnerships, and seeking opportunities for novel services. New business models are required to ensure elusive success, sustaining transactional delivery of core financial and numerous government‑regulated, security, Know Your Customer and Anti-Money Laundering services, and harvesting and reallocation of savings.
Many eFinance new service development and outsourcing initiatives fail due to the problems with transactional costing and business profitability, rather than with technology challenges. For every bank, it is highly counterproductive to waste much money on procuring Information and Communication Technology (ICT) before sorting out the critical issues of service sustainability. FI and vendor executives need to be aware of what partnership and outsourcing models exist, and which business and costing models can sustain transactional delivery of eFinancial services.
The presentation will cover the optimization of business models for eFinance transactional service delivery and outsourcing. It will explore critical management aspects, such as financial optimization, exclusivity, governance, profitability, RFPs, partner selection, teaming agreements, and executive accountability. Sustainability of eFinance initiatives is ensured by progressing the business analysis from the fractions of the pennies spent on an individual transaction to millions of dollars invested in a multi-year program. It typically starts with building and analyzing transactional models of service delivery at a fine level of financial granularity. Requirements for service management and ICT are being defined through exacting cost analysis and careful benchmarking at the lowest transaction level.
Governance, Innovation & Entrepreneurship Policy: Ecommerce Roadmap for Developing Countries Prof Nikhil Agawal
Innovation & Entrepreneurship are considered to be the key drivers for sustainable global economy. The objectives of the workshop to create literacy about micro & macro issues, public policy initiatives for enabling entrepreneurial climate, an understanding of the processes of policy-making w.r.t innovation practises, competence in communicating with policy makers, insights into leadership in technology strategy and literacy regarding the relationship of the law and technology. This workshop seeks to:
To develop a framework for designing an Entrepreneurship, Technology Strategy and Roadmap for an organization, based on the business strategy and state of organization
To understand & appreciate important factors and the challenges faced/involved in development of Technology strategy like Ecommerce Strategy or Innovation Strategy for an organization.
The roles and responsibilities of the modern CXO. Challenges, necessities and opportunities for CXOs for influencing the organizational direction.
To understand the creation of innovation ecosystem through entrepreneurship & intrapreneurship. How to create entrepreneurship friendly environment.
To discuss the best practices for ecommerce implementation in organizations based in developing countries like Morocco.
At the end of the workshop, the participant will get a good understanding of the process involved in the creation of Technology Strategy & Policy and will be able to create an strategic document for an organization in a future professional capacity including the framework for innovation.
The workshop is designed to give the participants a practical framework for development of a Innovative Technology Strategy plan. The workshop is designed to impart practical and easily implementable set of ideas.
Le Marketing de l’Internet Banking
« Comment Créer de la Valeur Avec l’Internet ? » Prof Jean-Michel Sahut
LES Stratégies d’Internet Banking
* Contexte et enjeux
* La séparation des activités de production et de distribution
* Chaîne de valeur et distribution de produits financiers sur Internet
* Conquérir et fidéliser par des services en ligne à valeur ajoutée
* Effet de marque et co-branding
* Intégration multicanal
* Qualité des services d’Internet Banking : des écarts aux solutions
* Quelle satisfaction des clients de leur banque en ligne ?
Exemple De La Vente De Crédit Immobilier En Ligne
* Le circuit standard des dossiers
* Volumétrie et dimensionnement des équipes
* Le traitement des cas particulier
*Le rôle des agences physiques
Le Courtage En Ligne
* Les défis de la bourse en ligne
* L’intégration verticale dans l’univers Internet d’un groupe bancaire
* Call center, email, en appui d’Internet
* Personnalisation d’un site
La Vente De Services Financiers Sur Internet
* Les segments de marché, les produits, et les niches
* Le marché des particuliers : moyens de paiement, crédit, épargne et placement, assurance
* Le marché entreprise : crédit, asset management
* Benchmark de banques françaises et américaines
* Etude de cas de succès et d’échec de banques par Internet
Risques Et Fraudes Sur Internet
* Contexte national et international
* Les enjeux de la confiance
* Typologie des risques et sinistres
* La sécurité des systèmes d’information et les techniques d’authentification
* Les techniques de fraudes concernant le paiement, le détournement de compte, et le blanchiment
* Les moyens de se prémunir
* La fraude et les clients : de l’information à l’éducation
Les Outils Et Sytemes De Detection De Fraude Et De Blanchiment
* Les contraintes réglementaires
* Les outils de lutte contre la fraude et le blanchiment
* Comment combiner les outils et systèmes de détection pour optimiser la performance des dispositifs de lutte ?
* Quelles sont les étapes de mises en oeuvre d’un projet ?
Les Paiement En Ligne
* Contexte et enjeux
* Analyse des systèmes : pourquoi les paiements par carte avec SSL dominent le marché ?
* Etude de cas
Sustainable Framework for Government Service Delivery Prof Nahum Goldman
Public services worldwide currently face at least three big challenges, mainly driven by the emergence of the digital economy. First, the radical technological change establishes viable economic alternatives to the conventional ways of providing government services to citizens, especially in rapidly developing countries like Morocco that enjoys advanced governmental and business relationships with the EU and other global economies. Second, every public service will have to develop new approaches to policy, operations and accountability that would recognize this technological and economic discontinuity and take advantage of the resulting business opportunities. Finally, there is a need for intellectual leadership from the executive ranks of the public service, as many essential decisions must be made at the top corporate level.
These developments suggest some urgency, calling for a concerted effort to formulate a government blueprint for change, especially as relate to the successful introduction of shared services and strategic partnerships and alliances. Our presentation will describe a policy-driven framework that could guide public sector executives in a country like Morocco in such a challenging transformative exercise, and cover business architecture that can sustain transactional governance, supply chain management, financing and outsourcing solutions. It will explore critical management aspects such as financial optimization, exclusivity, governance, profitability, RFPs, partner selection, teaming agreements, and executive accountability.
The likely outcome is the rapid conversion of a traditional government organization into a ‘competitive’ knowledge‑based organization that can be highly effective in public administration and governance, achieving right balance between the best conventional and the emerging new paradigm concepts. The new framework is also fully in sync with the traditional government management and planning cycles. Possible effects of rationalization are service streamlining across the government 'vertical silos', the introduction of the alternative service delivery of operational elements no longer perceived as a core activity, and far‑reaching increase in creative, less routine functions in the executive ranks of the reengineered public service.
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