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[Fintech in Asia] E-payments - Marvelstone Tech at SGX event

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E-Payments / Fintech in Asia / Joe Seunghyun Cho / Marvelstone Group / Marvelstone Tech / SGX / 18 Apr 2016 / Singapore / Fintech

Publicado en: Economía y finanzas
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[Fintech in Asia] E-payments - Marvelstone Tech at SGX event

  1. 1. e-Payments Joe Seunghyun Cho Chairman, Marvelstone Group
  2. 2. FINTECH 1
  3. 3. FINTECH A technological segment that is disrupting the functions and systems of banking and financial services Fintech provides an opportunity to supply financial and banking services to consumers through the power of technology
  4. 4. FINTECH ECOSYSTEM
  5. 5. Source: The Pulse of Fintech, 2015 in Review, Global Analysis of Fintech Venture Funding, KPMG International and CB Insights (data provided by CB Insights) March 9th, 2016 GLOBAL FINTECH INVESTMENTS
  6. 6. Source: The Pulse of Fintech, 2015 in Review, Global Analysis of Fintech Venture Funding, KPMG International and CB Insights (data provided by CB Insights) March 9th, 2016 ASIA FINTECH INVESTMENTS
  7. 7. Source: The Pulse of Fintech, 2015 in Review, Global Analysis of Fintech Venture Funding, KPMG International and CB Insights (data provided by CB Insights) March 9th, 2016 ASIA FINTECH INVESTMENTS
  8. 8. E-PAYMENTS 2
  9. 9. What is e-Payments? Transfers of value which are initiated and/or received using electronic devices and channels to transmit the instructions. Source: https://www.betterthancash.org/tools-research/toolkits/payments-measurement/focusing-your-measurement/introduction
  10. 10. e-Payments credit cards, debit cards, prepaid cards CARD PAYMENTS DIGITAL PAYMENTS 2 MOBILE PAYMENTS 3 1 PayPal, Bitcoin mobile wallets, storage value accounts
  11. 11. E-PAYMENTS ECOSYSTEM PAGE 11 Mobile wallet POS Digital currency Mobile money Direct carrier billingChip & Pin Cards Contactless Cards Wearables Stored Value Wallets Remittance
  12. 12. E-PAYMENTS STAKEHOLDERS 01 Non-bank players Telcos, tech giants and other non-FIs have been innovating to capture more revenue 02 Local banks 03 Global banks Have better understanding of local behaviours, needs and wants as competitive advantage Strive to win through scale due to their global business operations
  13. 13. E-PAYMENTS PLAYERS
  14. 14. IMPORTANCE OF E-PAYMENTS PAGE 14 Accessibility to financial resources Limited available funds (cash and cheque) for transactions. Merchants reluctant to accept big amounts due to risks. 1 Security Growing trust and safety in security features driving consumption in payments. 2 Transparency Electronic payments offer higher transparency than cash. 3
  15. 15. KEY DRIVERS PAGE 15 Non-FS Players Technology giants, telcos Regulation Conducive regulatory environment Adoption Increasing adoption of various forms of payment modes Technology Technology is the key enabler of the Internet and fintech Consumer Growing middle class and millennial adoption Mobile Penetration Exponentially increasing mobile and smartphone penetration
  16. 16. GROWTH & POTENTIAL 3
  17. 17. BUSINESS MODELS PAGE 17 1. Operator Centric Operator acts as the acquirer, payment network and issuers 2. Bank Centric Financial institutions own payment systems; cards payments, 3. Collaborative Collaboration between banks and operators 4. Peer to Peer 3rd party company that links customers, merchants and bankers.
  18. 18. GROWTH STAGES IDENTIFICATION Identify the current problems or gaps in the market CONCEPTUALISATIO NConceptualize a solution to the pertaining to the problem VALIDATION Iterate and validate all solutions in order to generate initial user growth EXIT & MORE IPO Acquisitions, Cash Cow, SCALING Grow, grow, grow. Measurable KPIs Market traction 1 2 43 SEED SERIES A SERIES B, C, D.. EXIT 5
  19. 19. INVEST 4
  20. 20. INVESTMENT CONCERNS PAGE 20 SCALABILITY SECURITY PATENTS NICHE COMPLIMENTARY REVENUE SOURCES BURN RATE
  21. 21. VALUATION METRICS PE Ratio Profits EBITDA Multiple EV EBITDA RevenuesEPS Growth IT DEPENDS
  22. 22. VALUATION METRICS Potential of new markets Potential of expansion in existing markets Potential of captive audience POTENTIAL TRACTION Quantitative evidence of market demand2 STRENGTH OF MANAGEMENT TEAM Experienced professionals vs new entrepreneurs Track record Potential? 3 1 COMPETITION Number of competitors and barriers to entry 4
  23. 23. THANK YOU

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