The only quantitative assessment of the payments industry’s readiness to ignite or adapt to innovation and change Proprietary & Confidential. Not for Distribution.

Slides:



Advertisements
Similar presentations
Life Science Services and Solutions
Advertisements

© 2010 Experian Information Solutions, Inc. All rights reserved. 1 Moody’s CreditCycle™ Plus powered by Experian Overview  A comprehensive loss forecasting,
How well is the Life Insurance Industry keeping pace with rapidly changing technology? International Insurance Society 23 June 2014 London.
Ganguly & Associates July, Ganguly & Associates We add value to your business, practically 2 Ganguly & Associates Agenda  About Us  Service Offerings.
Entrepreneurship I Class #8 VOSG I Business Plan and Finances.
Chapter Three Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability.
The Executive’s Guide to Strategic C H A N G E Leadership.
Leadership and Strategic Planning
Managing the Information Technology Resource Course Introduction.
The only quantitative assessment of the payments industry’s readiness to ignite or adapt to innovation and change Proprietary & Confidential. Not for Distribution.
MSCI branded products include the MSCI Global Equity Indices and the MSCI ESG Indices and Research products. Widely used by institutional investors to.
Sapient Insurance Partners. Overview & Services We have almost four decades of combined experience in the property & casualty insurance and reinsurance.
Who We Are We enable our customers to gain unprecedented insights to optimize their customer, channel partner, vendor and employee relationships. TheMindSuite.
2010 Annual Employee Survey Results
Chapter 2 Business, Strategic, and Direct Marketing Planning.
Award Description The Frost & Sullivan Product Line Strategy of the Year Award is presented each year to the company that has demonstrated the most insight.
1 Workshop on the Strategic Planning Model. 2 Strategic Planning Model A B C D E Environmental Scan A ssessment Background Information Situational Analysis.
Sapient Global Markets – Commodities Team Analytics, Advisory and Project Management.
Tools used by Entrepreneurs for Venture Planning
Campaign Readiness Project Overview Enabling a structured, scalable approach to customer-centric campaigns.
JJ Mois Année Competitive Intelligence as a key decision factor in Komercni banka André Léger Executive Director, Marketing.
1 Table of Content 1.Business Diagnostic - Establishing a case for change –Changes in demand –New opportunities –Emerging threats 2.Vision Creation - Defining.
Competitive Intelligence. AGENDA What Coalition does Competitive Intelligence – why, who and what value? Case Study Summary Q & A.
303KM Project Management1 Chapter 2: The Project Management in Context of Organization Environment.
Key features of the University of Manchester Professor Cathy Cassell Deputy Director (Academic) Sarah Featherstone Head of Undergraduate Services Original.
TECHNOPRENEURSHIP (EM604) Session 6 20 Principles for Creating Successful Technology Ventures Dr. Winarno.
Leading Growth in Europe The Executive Perspective Dolf Collee Member of the Managing Board Annual Conference of the Foundation for European Leadership.
Annual General Meeting © Infosys Technologies Limited State of the Markets Basab Pradhan Senior Vice President and Head – World-wide Sales &
BZUPAGES.COM. Presentation Chapter#7 The Business plan: Creating & Starting the Venture Presented to: Sir Ghulam Abbas.
CONFIDENTIAL AND PROPRIETARY. Permission to reprint or distribute any content from this presentation requires the written approval of Standard & Poor’s.
HR Practices For I/T Success. THIS REPORT PRESENTS I/S HUMAN RESOURCE PRACTICE RESEARCH FINDINGS WITH THE FOLLOWING OBJECTIVE Understand HR practices.
WELCOME TO HA255 SEMINAR #6 ORGANIZATIONAL STRATEGY & STRATEGIC HUMAN RESOURCE MANAGEMENT KU Instructor: John E. Long, MS, CMM.
Leveraging Capability Globally and Core Competence
Corporate Social Responsibility LECTURE 25: Corporate Social Responsibility MGT
PROJECT TITLE Project Leader: Team: Executive Project Sponsor (As Required): Date: Month/Day/Year 16/25/2015 V2.
Data Analysis Superintendents Trust. Increase test scores and graduation rates through targeted efforts and investments that lead to student success Proactively.
Balancing Scores CMA Pankaj Jain Group CEO Logix Group ASSOCHAM National summit on Profit Re-Engineering ( ) Driving.
The Business Plan: Creating and Starting the Venture
Cedar Crest College Strategic Planning Community Day.
CLEMSON UNIVERSITY Clemson, South Carolina. Clemson University  History  A&M College  Land Grant  Engineering & Agriculture Centric  South Carolina.
Strategic Brand Management Pertemuan 15 Buku 1 Hal: Matakuliah: J Strategi Pemasaran Tahun: 2009.
Understanding Knowledge
May 2010 Company Due Diligence Process The University of Texas at Austin.
1 © 2004 ForeSee Results Best Practices for Managing Citizen Satisfaction On Your Website WebShop 2004 July 28, 2004.
The Business Case for Executive Assessment : Why Assessment in Challenging Times Can Enhance Productivity and Be a Talent “Game Changer” Linda Sharkey,
Strategic alignment.
Organization  As a member of the Strategy & Business Development team, this position will support the development and execution of Corporate, Sector,
Strategic and Business Planning for Ensuring of Cooperatives Sustainability Dr. Hakkı Çetin TARIS Union of Olive and Olive Oil Agricultural Sale Cooperatives.
01/15 Company Logo Or Name of your company Month/Year Mobile No. xxxxxxxxxxxxxxxxxxxxxxxxx NAME FOUNDER &
Corporate Overview. 2 Our History is Anchored in Tradition  A new vision and a new beginning.  Greater than the sum of its parts — The combination of.
Proposal and Company Information Document CONTENT About Indagatio Research Our Research Offerings Why Indagatio Research Our Work Process Project Snapshot.
Entrepreneurial Strategies. A Major Shift... From financial capital to intellectual capital – Human – Structural – Customer.
Customer Experience: Create a digitally led customer experience
We agree our transformation challenge is big
assessment of the payments industry’s readiness to ignite or adapt to
X100 Introduction to Business
Corporate Messaging Architecture by Segment
Chapter Three Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability.
MAZARS’ CONSULTING PRACTICE Helping your Business Venture Further
Agenda • Introductions • Project Objectives • Project Steps
KEY INITIATIVE Financial Data and Analytics
KEY INITIATIVE Shared Services Function Management
KEY INITIATIVE Finance Function Management
KEY INITIATIVE Shared Services Optimization
KEY INITIATIVE Financial Data and Analytics
Finance strategy Project support overview.
KEY INITIATIVE Finance Function Management
KEY INITIATIVE Internal Control and Technical Accounting
Presentation transcript:

The only quantitative assessment of the payments industry’s readiness to ignite or adapt to innovation and change Proprietary & Confidential. Not for Distribution without express written permission

The Innovation Readiness Index | Scope & Purpose There is currently no consistent, reliable benchmark that measures how companies are addressing innovation in the payments space. The rapid evolution of technology is making it critically important to understand how well certain segments are performing as well as how specific companies compare within each segment. Scope US Retail Payments Purpose Assess Each Player’s Readiness to Ignite or Adapt to the Innovative Changes in Payments (vs. each other and vs. other segments) Proprietary & Confidential. Not for Distribution without express written permission

The Innovation Readiness Index | Vision Our vision is to be THE brand index for payments innovation – a credible, reliable ranking of companies. It will help individual companies identify their strengths and weaknesses vs. the competition. It will signal where they need to improve their external perception or where they can leverage brand strengths. It will demonstrate where certain segments fall short vs. other segments and potential areas they can leverage to move the needle forward. Proprietary & Confidential. Not for Distribution without express written permission

The Innovation Readiness Index | How it Works Methodology With development and guidance from leading academics and industry thought leaders, the Innovation Readiness Index leverages proven methodologies for measuring innovation strategies and execution. Its structure ensures that it is not biased towards one industry segment, enables rich external evaluation, and is uniquely distinctive within the payments industry. Categories covering 100 companies Top companies from across the payments value chain including: What’s In It? Professional payment industry perceptions of company performance using survey methodology from PYMNTS subscriber base Patent strength, using competitive impact Financial metrics and performance Company investments, partnerships, active initiatives Objective performance metric derived from multiple data points including Networks Issuers Money Transmitters POS Enablers Commerce Platforms Security Stored Value Processors Rewards & Loyalty Proprietary & Confidential. Not for Distribution without express written permission

The Innovation Readiness Index | Components Components “The Index” – multiple, objective data elements combined to determine the value for each company based on a rigorous methodology. Self-evaluation survey – an in-depth analysis of what drives innovation within each company and the ability to create value within the ecosystem. Categories include: Purpose of each component The Index is designed to give all companies a “starting point” and reflect where they stand today with regards to driving innovation. In addition, it will also reflect how individual segments compare to each other – For example are Rewards companies leading the way vs. Processors? The self-evaluation survey is a deep dive into the “what” of a particular company. It provides a richness of the process, focus and value captured by innovation. Perhaps more importantly, it will allow you to compare how your institution handles innovation vs. your peers or other companies within the ecosystem by indexing across all other participating entities. Role of Innovation Value Proposition Sources of Value Monetization model Ignition strategy Proprietary & Confidential. Not for Distribution without express written permission

The Innovation Readiness Index | Program Architects David Evans Karen Webster Founder, Market Platform Dynamics Visiting professor at University College London & the University of Chicago Ph.D. in Economics, University of Chicago and Author of Paying with Plastic CEO, Market Platform Dynamics and President, PYMNTS.com One of the world’s leading experts on emerging payments and commerce Masters Degree in Marketing from John’s Hopkins University Recognized leader in the successful design and deployment of new products and emerging payment strategies worldwide Over 20yrs experience of working with financial institutions and retail partners Managing Director, Market Platform Dynamics MBA in Finance from the University of Chicago Booth School of Business Gloria Colgan Josh Lerner Jacob H. Schiff Professor of Investment Banking at Harvard Business School, and head of the Entrepreneurial Management unit Ph.D. in Economics from Harvard Author, The Architecture of Innovation, The Venture Capital Cycle, The Money of Invention, and Boulevard of Broken Dreams Proprietary & Confidential. Not for Distribution without express written permission

The Innovation Readiness Index | The Output Proprietary Report & Analytic Platform Participating companies receive access to a detailed annual report with summary findings, company and industry rankings/benchmarking based on: Robust Analytic Platform PYMNTS will create and host a robust analytic platform which allows each company to cross-tab and analyze responses for categories in which they participate. The data contained within the platform will allow participating companies to benchmark themselves against the competition across a number of dimensions including external perception scores, patent value and strength, innovation investment history, org structure and culture, financial commitment, strategic focus, degree to which the company has influence on the rest of the ecosystem, asset value and innovation rigor Quantitative index Perception of the company based on feedback from PYMNTS.com subscribers Patent strength Financial metrics Four additional metrics that combined comprise “the index” Self evaluation score indexed vs. competitors and vs. other payment segments Proprietary & Confidential. Not for Distribution without express written permission

The Innovation Readiness Index | Example Example report – Patent Information Quality Competitive Impact Quantity Portfolio Size Client Bubble Size: Patent Asset Index ™ A B C D H F I E G Proprietary & Confidential. Not for Distribution without express written permission

The Innovation Readiness Index | Example Example report – Evolution of patent portfolios over time Bubble Size: Patent Asset Index ™ Company A Company B Quality Competitive Impact Quantity Portfolio Size Proprietary & Confidential. Not for Distribution without express written permission

The Innovation Readiness Index | Participation Complete access: Participation in robust self-evaluation. Results from self-evaluation indexed to other participants and included with annual report and analytic platform, plus critical patent insights. In addition, company receives quarterly updates, including key patent filings, investment activity and new product introductions. Baseline: Self evaluation and final report + Quarterly reports available + Analytic Platform available Proprietary & Confidential. Not for Distribution without express written permission