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'Telco-Bank JVs not desirable in payments space'

机译:“在支付领域不理想的电话银行合资企业”

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摘要

Terms such as m-payments or m-commerce or mobile money or mobile banking are de jure nowadays. These mean slightly different things to different folks in the value chain. However, essentially it is seen as a consumer play in the financial services space but the adoption has been slow as compared to apps, listings, marketplaces travel and ticketing e-tail. And it is so on account of cautious customers. As money and services move up and down the value chain from Ex factory >Wholesaler>Distributor>Stockist>Retailer>Con sumer, and back up again, the sweet spot for electronification of the payment process lies within the business enterprise segment. This solves problems of cash management, float, real time reconciliation, theft and pilferage and working capital thus needs shaving off several 100 basis points in the cost structures of companies and directly impact their bottom line as efficiency savings. All this without having to make any dramatic change in their current business flow or processes. In conversation with Voice&Data, Probir Roy, co founder of Pay Mate, a mobile commerce company credited with an early mover payment network, shares some thoughts on what India needs to do to facilitate and boost m-commerce.
机译:如今,诸如移动支付,移动商务或移动货币或移动银行等术语已成为法律。对于价值链中的不同人而言,这意味着不同的事情。但是,从本质上讲,它被视为金融服务领域的消费者,但与应用程序,列表,市场旅行和票务电子终端相比,采用速度很慢。正是由于谨慎的客户。随着金钱和服务从工厂的价值链中向上或向下移动>批发商>分销商>库存商>零售商>消费商,然后再次备份,支付过程电子化的最佳结合点就落在了企业领域内。这解决了现金管理,浮动,实时对账,盗窃和盗窃以及营运资金等问题,因此需要削减公司成本结构中的100个基点,并直接影响其底线以提高效率。所有这些都无需在其当前业务流程或流程中进行任何重大更改。在与Voice&Data的对话中,Pay Mate的联合创始人Probir Roy是一家拥有早期移动支付网络的移动商务公司,他对印度为促进和促进移动商务所需采取的措施分享了一些想法。

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    《Voice & Data》 |2015年第2期|54-55|共2页
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