Wall Street asks if Bitcoin can ever replace fiat currencies, BFSI News, ET BFSI

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By Sydney Maki and Vildana Hajric

El Salvador’s bold move to accept Bitcoin as legal tender has Wall Street once again wondering whether a cryptocurrency could really ever replace the old-school dollar.

It’s a question that appeared, at least to some, to already be nearly answered after a handful of trailblazing companies — including Tesla Inc., MicroStrategy Inc. and Square Inc. — incorporated Bitcoin into their balance sheets without igniting a broader corporate revolution. Now, the focus is turning to governments.

El Salvador, which started using the U.S. dollar as its currency more than 20 years ago, last week became the first country in the world to pass legislation allowing use of Bitcoin in any transaction. President Nayib Bukele says the point is to counter the fact that relatively few citizens have bank accounts and to cut the cost of sending remittances, or money that workers ship back to their families in El Salvador from other countries.

Some observers wonder whether a bigger movement is afoot: replacing a conventional currency — the dollar, the titan of global commerce and finance — on a national scale and then beyond.

The answer, at least for Julian Sawyer, chief executive officer of Bitstamp, one of the world’s longest-running crypto exchanges, is not quite yet.

“There’s been a lot of people who have sat in the crypto world who’ve said, ‘Oh, crypto is going to take over the world and traditional banks and central banks will go away,’” he said in a telephone interview from London. “That’s not going to happen.”

While the technology itself may be used increasingly in the behind-the-scenes plumbing of financial services, such as money being sent across borders, Sawyer said Bitcoin is still too volatile to fully replace the dollar, though it may become part of the mix.

“Will there still be the dollar? Yes,” he said. “Will there still be Visa and Mastercard? Absolutely. It will just be we’ll have alternatives for using plastic, or paper, or coins or checks.”

El Salvador’s central bank president also said on state television that Bitcoin would not replace the greenback in the nation.

The dollar is stable, especially when compared with Bitcoin’s explosive price moves. And whereas the dollar usually fluctuates for mundane reasons, crypto can be swayed by tweets, memes and Elon Musk — not a great fit for a national or global currency. Bitcoin quadrupled last year, while the Bloomberg Dollar Spot Index slipped 5.5% — a fairly big number for the greenback. Since mid-April, Bitcoin has lost nearly half of its value.

Bank of America Corp. research shows Bitcoin is about four times as volatile as the Brazilian real and Turkish lira — and neither of those is anyone’s model of stability.

“Bitcoin injects extra volatility,” which is counterproductive for countries looking for stability, said Marc Chandler, chief market strategist at Bannockburn Global Forex. “Why do countries peg their currency to another currency or have a currency board or have a dollarized economy? It’s because their currency has become too volatile or lost credence in the market and become out of control, very inflationary.”

Test Case
That doesn’t mean other countries won’t look to El Salvador as a test case for what can happen, especially those that benefit from remittance flows or have central banks already researching or piloting cryptocurrencies of their own.

“Countries can’t just look away from this option now,” said Valkyrie Investments CEO Leah Wald, who previously worked for the World Bank. “For the longevity and health and well-being of Bitcoin, and the Bitcoin network, this is the dawn of a new day.”

Nations from Haiti to Guatemala, South Sudan and Liberia could be next to adopt Bitcoin given their dependence on remittance inflows, high poverty and low financial inclusion, according to Rahul Shah, Tellimer Ltd.’s head of financials equity research.

Other dollarized economies — those, like El Salvador, that are based on the greenback — are also candidates to officially adopt Bitcoin and become less dependent on the Federal Reserve and U.S. policies.

“It potentially gives the ability to not be as beholden to the dollar over the long term, and be more independent of the existing financial system,” said Brad Bechtel, global head of currencies at Jefferies. “Once you see one country go that way, it wouldn’t surprise me to see more.”

Ecuador, which has been dollarized for two decades, could also consider Bitcoin, said Emily Weis, a global macro strategist at State Street Corp. Colombia and Mexico, meanwhile, would risk disrupting their local currencies, even if they have large remittances and crypto interest among the local populations, she said.

“Many EM populations already have an affinity for cryptocurrencies given capital controls, fragile local market dynamics, and volatility of local currencies,” Weis said.

There’s also the related business opportunities: El Salvador’s Bukele, for example, is using the new law as a way to stoke interest in mining Bitcoin in the coastal country. He ordered the president of the state-owned geothermal electric company to make plans to offer greener mining facilities.

“All it takes is one small domino and eventually it can create real change,” said Alex Tapscott of Ninepoint Partners LP, which has a Bitcoin ETF in Canada.



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European banks ready payments system to rival Visa, Mastercard, BigTech, BFSI News, ET BFSI

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A few large European lenders have teamed up to create a new European payment system, to compete with the US and Chinese systems and protect sovereignty in an important area of consequence.

The European Payments Initiative (EPI), previously known as the Pan-European Payments System Initiative (PEPSI), is a European Central Bank-backed payment-integration initiative aiming to create a pan-European payment system and interbank network to rival Mastercard and Visa, and eventually replace national European payment schemes such as France’s Carte Bancaire and Germany’s Girocard.

It is supported by the European Commission, and currently comprises 30 major European banks (including all the major French banks, Deutsche Bank and Commerzbank in Germany, Santander Bank in Spain and Intesa Sanpaolo and UniCredit in Italy.

It is tasked with creating a pan-European payments service that can be used to pay online as well as in stores, to settle bills between individual consumers and to withdraw cash at ATMs.

The rationale

EPI is born out of the need to protect the sovereignty and break a US-dominated “oligopoly” on payments.

In July 2020, a group of 16 major European banks from five euro countries announced the launch of the EPI with the aim to create a unified payment solution for consumers and merchants across Europe.

The realisation that a US president on any given day could decree Mastercard or Visa should no longer do business with a certain part of the population has prompted the initiative.

Europe’s banks are considering their own interests, aware that if they do not act now they could be challenged by tech companies such as Apple and Google, which are increasingly preying on their turf.

Today, four in five transactions in Europe are handled by Mastercard and Visa, according to EuroCommerce, a lobby group of European retailers.

While on the other side of the table, the banks and acquirers driving EPI process more than half of all EU payments.

The critical mass of business brought by banks such as Deutsche, BNP Paribas, ING, UniCredit and Santander give the EPI weight. The Brussels-based entity has until September to draw up a blueprint. If the banks behind EPI then give the green light, the first real-world applications could be launched in early 2022.

The hurdles

For a system to work, merchants should be ready to accept payments and users ready to make payments. . Having both in place at the same time is not an easy task, particularly since the full rollout could take years, and a bad start could kill EPI’s chances of success.

EPI’s backers have forked out €30 million to fund the initial development of a blueprint, but short of the “billions of euros” that are necessary. . One way to defray the costs could be to tap EU funds.



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Why has the price of Bitcoin been falling?, BFSI News, ET BFSI

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Even by Bitcoin‘s standards, Wednesday was pretty wild.

The price of the famously volatile digital currency fell nearly 30% at one point after the China Banking Association warned member banks of the risks associated with digital currencies. The decline narrowed to below 10% in the afternoon, but Bitcoin had still lost about $70 billion in market value in 24 hours.

Bitcoin has lost about 38% of its value since April 13 when it hit a high of more than $64,600. The China warning was just the latest headwind: Before Wednesday, Tesla’s decision to not accept the digital currency as payment for cars – after it said it would – and murmurings in Washington about tighter regulation of digital currencies had put pressure on Bitcoin. The price is still up about 31% in 2021 and nearly 300% from a year ago.

Here’s a look at Bitcoin and digital currencies in general:

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HOW BITCOIN WORKS

Bitcoin is a digital currency that is not tied to a bank or government and allows users to spend money anonymously. The coins are created by users who “mine” them by lending computing power to verify other users’ transactions. They receive Bitcoins in exchange. The coins also can be bought and sold on exchanges with U.S. dollars and other currencies. Some businesses take Bitcoin as payment, and a number of financial institutions allow it in their clients’ portfolios, but overall mainstream acceptance is still limited.

Bitcoins are basically lines of computer code that are digitally signed each time they travel from one owner to the next. Transactions can be made anonymously, making the currency popular with libertarians as well as tech enthusiasts, speculators – and criminals.

Bitcoins have to be stored in a digital wallet, either online through an exchange like Coinbase, or offline on a hard drive using specialized software. According to Coinbase, there are about 18.7 million Bitcoins in circulation and only 21 million will ever exist. The reason for that is unclear, and where all the Bitcoins are is anyone’s guess.

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WHAT HAPPENED TO THE PRICE?

On Wednesday, a statement posted on the Chinese Banking Association’s website said financial institutions should “resolutely refrain” from providing services using digital currencies because of their volatility.

Virtually every cryptocurrency fell after the industry group’s statement.

As of 4:15 p.m. eastern time Wednesday, Bitcoin was down more than 7% at around $40,310 per coin. Most cryptocurrencies lost between 7% and 22% of their value and shares of Coinbase dropped 5.4%.

It’s not unusual for the value of Bitcoin to change by thousands of dollars in a short time period, though swings totaling around $20,000 in one day are extreme. On the last trading day of 2020, Bitcoin closed just under $30,000. In mid-April, it flirted with $65,000.

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DOESN’T ELON MUSK HAVE A ROLE HERE?

Yes, and a fairly big one. Musk announced in February that his electric car company Tesla had invested $1.5 billion in Bitcoin. In March, Tesla began accepting Bitcoin as payment. Those actions contributed to the run-up in Bitcoin’s price, and Musk also promoted the digital currency Dogecoin, which also spiked in value.

However, Musk reversed course in just a short time, saying last week that Tesla would stop accepting Bitcoin because of the potential environmental damage that can result from Bitcoin mining. The announcement sent Bitcoin falling below $50,000 and set the tone for the big pullback recently in most cryptocurrencies.

A number of Bitcoin fans pushed back on Musk’s reasoning. Fellow billionaire Mark Cuban said that gold mining is much more damaging to the environment than the mining of Bitcoin.

A 2019 study by the Technical University of Munich and the Massachusetts Institute of Technology found that the Bitcoin network generates an amount of CO2 similar to a large Western city or an entire developing country like Sri Lanka. But a University of Cambridge study last year estimated that on average, 39% of “proof-of-work” crypto mining was powered by renewable energy, primarily hydroelectric energy.

___

BUT SOME COMPANIES ARE USING BITCOIN?

The digital payment company Square and its CEO Jack Dorsey – also the CEO of Twitter – have been big proponents of Bitcoin. Overstock.com also accepts Bitcoin, and in February, BNY Mellon, the oldest bank in the U.S., said it would include digital currencies in the services it provides to clients. And Mastercard said it would start supporting “select crypto currencies” on its network.

Bitcoin has become popular enough that more than 300,000 transactions typically occur in an average day, according to Bitcoin wallet site blockchain.info. Still, its popularity is low compared with cash and credit cards.

___

THERE IS SKEPTICISM AROUND BITCOIN?

Yes, plenty of it. Tracking Bitcoin’s price is obviously easier than trying to figure out its value, which is why so many institutions, experts and traders are skeptical about it and cryptocurrency in general. Digital currencies were seen as replacements for paper money, but that hasn’t happened so far. Federal Reserve Chair Jerome Powell has said the central bank prefers to call crypto coins “crypto assets,” because their volatility undermines their ability to store value, a basic function of a currency.

While some banks and financial services companies are getting in on it, others are staying away.

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COULD A DIGITAL CURRENCY SELL-OFF CAUSE WIDESPREAD DAMAGE?

Regulators aren’t very worried about a possible crash in digital currencies dragging down the rest of the financial system or economy.

Even with the recent sell-off, digital currencies have a market value of about $1.72 trillion, according to the website coinmarketcap.com. But that pales compared with the $46.9 trillion stock market, $41.3 trillion residential real estate market and nearly $21 trillion Treasury market at the start of the year.

The European Central Bank said Wednesday that the risk of cryptocurrencies affecting the financial system’s stability looks “limited at present.” In large part, that’s because they’re still not widely used for payments and institutions under its purview still have little exposure to crypto-linked instruments.

Earlier this month, the Federal Reserve said a survey of market contacts found roughly one in five cited cryptocurrencies as a potential shock to the system over the next 12 to 18 months. That’s a turnaround from the fall, when a similar survey found none mentioning cryptocurrencies.

HOW MUCH OVERSIGHT IS THERE?

Washington officials have been talking about regulating digital currencies more, and worries about a heavier hand have played a role in the recent swoon in prices.

Gary Gensler, who took over as chairman of the Securities and Exchange Commission last month, has said that cryptocurrency markets would benefit from more oversight to protect investors.

In a hearing before the House‘s financial services committee earlier this month, Gensler said neither the SEC nor the Commodity Futures Trading Commission, which he used to head, has a “regulatory framework” for trading on cryptocurrency exchanges yet. He said he thought Congress would ultimately have to address it because “there’s really not protection against fraud or manipulation.”

___

HOW BITCOIN CAME TO BE

It’s a mystery. Bitcoin was launched in 2009 by a person or group of people operating under the name Satoshi Nakamoto. Bitcoin was then adopted by a small clutch of enthusiasts. Nakamoto dropped off the map as bitcoin began to attract widespread attention. But proponents say that doesn’t matter: The currency obeys its own internal logic.

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NITI Chairman, BFSI News, ET BFSI

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India is seeing an increasing digitization of financial services, with consumers shifting from cash to cards, wallets, apps, and UPI, Niti Aayog Vice-Chairman Rajiv Kumar said on Monday. While releasing a report — Connected Commerce: Creating a Roadmap for a Digitally Inclusive Bharat — prepared jointly by Niti Aayog and Mastercard , Kumar said this report looks at some key sectors and areas that need digital disruptions to bring financial services to everyone.

“Technology has been transformational, providing greater and easier access to financial services. India is seeing an increasing digitization of financial services, with consumers shifting from cash to cards, wallets, apps, and UPI,” he said.

The report recommended that there is a need to strengthen the payment infrastructure to promote a level-playing field for NBFCs and banks.

It also pitched for digitizing registration and compliance processes and diversifying credit sources to enable growth opportunities for MSMEs.

According to the report, there is a need to build information sharing systems, including a ‘fraud repository’, and ensuring that online digital commerce platforms carry warnings to alert consumers to the risk of frauds.

It also pitched for enabling agricultural NBFCs to access low-cost capital and deploy a ‘phygital’ (physical + digital) model for achieving better long-term digital outcomes.

“Digitizing land records will also provide a major boost to the sector,” the report said, adding that to make city transit seamlessly accessible to all with minimal crowding and queues, there is need to leverage existing smartphones and contactless cards, and aim for an inclusive, interoperable, and fully open system .

Also speaking at the event, Mastercard. Asia Pacific Co-President Ari Sarker said the Covid-19 pandemic has alerted us all to the fragility of cash and the resilience of digital technologies, including digital payments.

“India has changed its operating landscape in making digital more accessible and friction free. It is one of the most advanced digital payments environment in the world. Now is the time to take our learnings and digital transformation-at-scale with speed and agility,” he said.

Niti Aayog CEO Amitabh Kant said in the post-COVID-19 era, building resilient systems and encouraging business models that could be change-makers of the future are crucial.

Kant further said India is emerging as the hub of digital financial services globally, with solutions like UPI growing tremendously and being hailed as instrumental in bringing affordable digital payment solutions to the last mile.



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Australians can now receive wages in Bitcoins as crypto acceptance grows, BFSI News, ET BFSI

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Bitcoin‘s dramatic surge from $22,000 in December 2020 to about $60,000 now is prompting many employed by cryptocurrency firms to take part or entire salaries in bitcoins.

After Miami City Council pledged to pay part of wages in Bitcoins, Australians can now receive a portion of their employment wages in Bitcoin using a new service from Living Room of Satoshi, a leading Australian Bitcoin payments company.

The “Wages” service allows a user to nominate a percentage of their regular pay to be converted to Bitcoin and instantly sent to their Wallet of Satoshi Bitcoin Lightning wallet. Wallet of Satoshi is a free application for iOS and Android, also created by the founders of Living Room of Satoshi, that boasts tens of thousands of active users worldwide.

Living Room of Satoshi

Living Room of Satoshi is an Australian company that enables payment of any bill, or transfers to any bank account, using Bitcoin and other crypto-currencies. Established in 2014, Living Room of Satoshi have facilitated hundreds of millions of dollars in payments and are fully regulated, operating under their own Australian Financial Services Licence.

The company is named in honour of Satoshi Nakamoto, the pseudonymous and mysterious creator of the original Bitcoin software.

Its CEO said with the astronomical rise in prices in the last six months, to provide an option for regular folks in Australia to also join this burgeoning ecosystem. The simplest and most pain-free way is to have a small percentage of your wage converted and sent to you when you get paid, he said.

In India

While there is no major trend of payment in Bitcoins in India, engineers and developers at crypto firms in India are being paid in kind.

Many young engineers and freelancers are accepting payments in cryptocurrency due to the ease of transferring it across borders, lower transaction costs.

With the dramatic surge of bitcoin value, those who accept the pay in such unit have reaped a huge windfall.

The risks

There have been times when thousands of dollars in value have been wiped overnight, and there is no guarantee the price will not continue to fluctuate in the future.

After a huge surge post Coin Base listing, bitcoin is down over 14% from record highs.

Still, there are signs that cryptocurrency has arrived on Main Street.

Growing popularity

Recently Mastercard said it expected to directly support some forms of cryptocurrency on its network in 2021, with one executive claiming that “digital assets are becoming a more important part of the payments world”.

Earlier this year, the City Commission of Miami has pledged its support to a proposal that would allow workers in the city to accept cryptocurrency as part of their salaries in the future.

the city’s mayor, Francis Suarez, said on Twitter that after his resolution was supported by local officials, a suitable vendor will be “procured” to “be able to offer our employees to get a percentage of their salary in Bitcoin (BTC).”

“This allows our residents to pay for fees in Bitcoin, and would also allow the city manager to cooperate with Miami county for taxes to be paid in Bitcoin,” Suarez announced. “This allows our residents to pay for fees in Bitcoin, and would also allow the city manager to cooperate with Miami county for taxes to be paid in Bitcoin,” the city’s mayor, Francis Suarez, the city’s mayor was quoted as saying.

The proposal has also been put forward to the state legislature for allowing BTC to be considered “an acceptable currency for us to potentially invest in, in the future.”



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The Future of Credit Cards; Will Virtual cards take over?, BFSI News, ET BFSI

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The credit card market is about to be disrupted and the tech companies are leading the charge.

Almost all FinTech startups these days are venturing into lending. They use non-conventional data points to extend lines of credit to people who otherwise wouldn’t have had access to them, thereby greatly expanding the pie to whom credit can be made available and grow fast.

Digital credit cards

Digital credit card or a virtual card is fundamentally different from the plastic credit card offered by banks as it doesn’t use Master-Visa Payment rails, but UPI, which has a larger acceptance for both P2P and P2M payments.

Digital credit cards can originate the customers at huge lower costs and with limits as small as Rs 15,000 – can potentially reach a market of 300-500 million Indian customers in addition to the global market.

Also, digital cards are more secure than plastic credit cards as there is no chance of physical card theft. There is no card data on the device and the mobile phone acts as an authentication device.

Even if the mobile phone is stolen the MPIN acts as a safety check while in the case of higher spending, the mobile camera is switched on for face recognition to authenticate payments.

A hacker with a cloned mobile number cannot use the credit card as the OTP and the device information is locked to the physical device.

Buy now, pay later

In the last couple of years, ‘Buy Now, Pay Later’ (BNPL) products are making a big entrance and gaining widespread popularity as an alternative payment method.

Applying for credit cards is a more lengthy process that can often take days, sometimes weeks, to get approved. Moreover, younger generations also often can’t get approved for a credit card because they don’t have a credit history in order to be eligible. Lastly, the BNPL customer user experience via intuitive apps is much better than most credit card interfaces.

The current credit cards cater only to 30 million salaried employees owing to legacy business models, underwriting methods, and expensive costs of operations. On the other hand, there are 900 million debit card users in India and over 450 million PAN card numbers with some credit history, which can be serviced through digital cards.

The business has too many costs, about Rs 4,000 per card issued needs to be paid to cold-callers, call centres need to be maintained, The companies have to deal with billing disputes and frauds, offer reward programmes to run, which makes small-ticket earnings unviable.

Will credit cards become a thing of the past?

It may be a long time for credit cards to vanish. First of all, credit cards do have the advantage of having a significantly higher card acceptance at merchants globally. A BNPL customer is currently unable to pay at places like Woolworths or Coles for their everyday grocery shopping, or secure a rental car overseas. Visa and Mastercard have created a truly global point of sales and online payment ecosystem and their cards are accepted by more than 40 million merchants globally. BNPL providers have contracts with merchants in place that are a fraction of those. In addition, cross border payments with BNPL are not a reality yet.

Also when BNPL customers pay their instalments, the transactions are done via payment rails of existing schemes (VISA, Mastercard) or via a bank account. This means the schemes are not completely taken out of a BNPL transaction.

Also, the payment and unsecured credit providers in the ecosystem will benefit from forming partnerships to leverage each other’s strengths.



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Mastercard to invest $100 million in Airtel Africa

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Airtel Africa, on Thursday, said it has signed an agreement under which Mastercard will invest $100 million in Airtel Mobile Commerce BV (AMC BV), a wholly-owned subsidiary of Airtel Africa plc.

AMC BV is the holding company for several of Airtel Africa’s mobile money operations. It is intended to own and operate mobile money businesses across Airtel Africa’s 14 operating countries.

Also read: Retail payments: Half-a-dozen consortiums set to apply for NUE licence

The transaction values Airtel Africa’s mobile money business at $2.65 billion on a cash and debt-free basis. According to sources, Mastercard would get around 3.75 per cent stake in the company.

Mastercard will hold a minority stake in AMC BV upon completion of the transaction. Airtel Africa continuing to hold the majority stake, Bharti Airtel, the parent company of Airtel Africa, said in a statement.

The transaction is subject to customary closing conditions, including necessary regulatory filings and approvals and the transfer of specified mobile money business assets and contracts into AMC BV, it said.

“With today’s announcement, we are pleased to welcome Mastercard as an investor in our mobile money business, joining The Rise Fund, which we announced two weeks ago. This is a continuation of our strategy to increase the minority shareholding in our mobile money business with the further intention to list this business within four years,” Raghunath Mandava, Chief Executive Officer, Airtel Africa, said.

The transaction will close in two stages — $75 million will be invested at first close, once the transfer of sufficient mobile money operations and contracts into AMC BV has been completed, with $25 million to be invested at second close upon further transfers, the company added.

 

 

———-

Airtel Africa on Thursday announced that Mastercard would invest $100 million (about ₹733 crore) in its wholly-owned subsidiary Airtel Mobile Commerce BV (AMC BV).

Mastercard would hold a minority stake in AMC BV on completion of the deal, with Airtel Africa continuing to hold the majority stake, an Airtel statement said.

 

Sources privy to the development said Mastercard would get about 3.75 per cent stake in the company.

AMC BV is currently the holding company for several of Airtel Africa’s mobile money operations and is intended to own and operate the mobile money businesses across all of Airtel Africa’s 14 operating countries.

“Airtel Africa, a leading provider of telecommunications and mobile money services, with presence in 14 countries across Africa, announces the signing of an agreement under which Mastercard, a leading innovator and global technology company in the payments industry, will invest $100 million in Airtel Mobile Commerce BV…,” Airtel statement said.

The transaction values Airtel Africa’s mobile money business at $2.65 billion on a cash and debt-free basis.

The transaction is subject to regulatory nod, and the transfer of specified mobile money business assets and contracts into AMC BV.

Also read: Indian consumers aim to spend more than APAC post Covid-19: Mastercard survey

“Alongside the investment, the Group and Mastercard have extended commercial agreements and signed a new commercial framework which will deepen their partnerships across numerous geographies and areas including card issuance, payment gateway, payment processing, merchant acceptance and remittance solutions, among others,” the Airtel statement said.

The proceeds from the transaction will be used to reduce Group debt and invest in network and sales infrastructure in the respective operating countries.

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To capitalise on India, you must be entrenched, says Piyush Gupta of DBS Bank, BFSI News, ET BFSI

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Many managers of Indian origin occupy the corner rooms of global companies but few match the leadership style of Piyush Gupta, CEO of Singapore’s DBS Bank. How did he manage to shake up a government-owned bank? What are the key principles of his management strategy? Why did DBS choose to take over Lakshmi Vilas Bank? What did he learn from the streets of Delhi where he grew up? Gupta shares his value systems and strategies in an interview with ET. Edited excerpts:

The ET jury has chosen you, the CEO of DBS, as the Global Indian of the year. Twenty-six years ago you decided not to join HDFC Bank and instead pursue your own goals. How do you feel when you juxtapose the two?
I have thought about it often. I continue to be very close to Aditya Puri, so we have compared notes and the journey. With the kind of franchise he built, I sometimes wonder whether it was a smart decision at that time and it would have been interesting to be part of that great building journey. On the other hand, given that he stayed in his job for 26 years, what it would mean is that I would have been number two and never the number one. The reality is that at some stage it is always helpful to execute your own strategies. On balance I can’t complain. Not taking that step at that time actually helped me through a different journey, which was quite fulfilling in its own way–multiple countries, roles, including a failed entrepreneurial stint which I would not have seen either.Last year was extraordinary for you – the acquisition of Lakshmi Vilas Bank. You dared to do what no international bank has. Why?
When we raised our hands to subsidiarise in India, a lot of people asked how come you want to subsidiarise when nobody has done. And, I have maintained all along that we want to subsidiarise because we are genuinely bullish about the future of India and to capitalise on that you must be entrenched. You cannot be a niche player that operates in the top 10% of the market–you got to go down deep. If you see all the growth in India in the last 20 years, it is the consumer financing space, SME space and if you really want to benefit from it you have to be in that part of the market, and for us the only way was to subsidiarise. We were already thinking about these opportunities –what would make sense and had a strategic road map. We were mentally prepared and had done some homework around a range of possibilities and that allowed us to respond very quickly.

Does the role of white knight remain valid?
One of our basic things in doing inorganic deals is we must have the bandwidth. It’s got to be strategically aligned with what we want to do, it has to make economic sense and you must have the management bandwidth to go ahead. And therefore, if it’s a much bigger deal, we may not have the management bandwidth to do justice to it. If it was a much bigger challenge, I don’t think we would have been able to handle. For the next couple of years we have our hands full in integrating LVB. We are going to focus on aligning the culture, technology and build on what they have for now.

Cryptocurrencies are being called the 21st century gold or tulip depending on whom you talk to. Where are you in this debate?
We launched the first bank-sponsored digital exchange in December, which lets you tokenise assets and securities. It also helps you custodise digital services. It also helps us buy and sell cryptocurrency. So by our action we are creating capabilities for crypto, digital currencies and tokenisation for the future. But Bitcoin as a replacement for money is still challenging. Money is a medium of exchange, a unit of account and store of value.

Bitcoin seems to be all the rage…
Bitcoin is not a good medium of exchange because even though Elon Musk says he will take it for Tesla, it is very hard to do transactions because you can only do nine transactions per second while Visa and Mastercard can do hundreds of thousands. It’s also difficult to make it a unit of account because it is so volatile. When the value changes 60% to 70% every two three days, how do you take it as a unit of account? However, as a store of value it can work because if you think of gold, which has no intrinsic value, but we collectively as humanity have decided it is a good for jewels and a good asset. So we can collectively build a story that this limited supply asset is a store of value and that might happen. You could get to a stage when Bitcoins serve the nature of digital gold as opposed to digital money.

You have had a leadership role for decades. What did it mean when you started and what is it now?
A couple of things about leadership don’t change — to set a true norm, a sense of direction, build a culture in a company, to create a team — these things don’t change. Hallmarks of leadership are willingness to take accountability, to come up with ideas and have initiative, to question the status quo and most importantly to inspire people to go down a path they don’t even know exists. What does happen is the ways you express leadership tend to change over time. In the three and half decades I have been there, it’s quite clear, as generations and technology change, the manner and method you lead needs to evolve. You move from more top-down vertical leadership to horizontal leadership and learning to lead people through influence and being participative in your leadership format and ideas. But the fundamental is having a clear sense of purpose, focusing on building culture and getting the right empowered team , which don’t change very much.

You talk about culture and change. Aren’t they conflicting – isn’t one stationary while the other is not?
I am a big believer in shaping culture by design. Often you will find that there is a culture of a country and then you go to a company, which has completely different culture. Why is it that the company culture trumps the country culture? It happens because you can shape culture in a way. In DBS for example there is a sense of camaraderie, a family spirit and Asian values, which I kept. But there was another part of the culture which I shook up and that was (being an) offshoot of the government. A lot of decision making was quite bureaucratic. We went through committee structures. People were scared to take decisions. It was quite sarkari in many ways. I had come from an orientation where entrepreneurship, risk taking, individual accountability were important. So to me the big question was—how do I marry the culture of individual enterprise with the culture of harmony and collective operations that DBS has?

While institutions require change, there is resistance. How do you handle it?
In our case we stumbled on it. It was not a well-thought-through thing. We drafted a programme of change which had three basic pillars — becoming customer centric, changing the technology architecture and the culture change. As I reflect back, the first pillar of putting customer at the centre liberated everything else. We hired people for customer design, we taught people customer journey but underlying that was the belief that if it makes sense for the customer the bank will support the activity with what needs to be done. The main thing that changed the culture and overcame resistance was the people’s belief that they had a simple rubric—“If it makes sense for the customer, it’s okay to do.”

But there are various stakeholders pulling in different directions…
But if you want to drive change like this, it has to come right from the top, the board. I was quite blessed because my board and the chairman right at the top bought into this culture change and driving a transformation of DBS very early. So much so, that they were willing to take short-term pain for long-term gain. Early in our journey, I remember they gave me an X amount and said you spend it to drive the change I wanted and they will deal with the shareholders and the market because it was the right thing to do. So I think you need to make the investments for the long-term and for that you need the commitment not only from the senior management but all the way to the board. Once you see that the message goes down to the troops, that helps overcome resistance. As adults we are also anchored by the way we do things, so you’ve got to create an atmosphere for people to experiment and learn by doing and you’ve got to reduce the premium on risk so it’s okay to make mistakes. Because if people are scared of making mistakes, they won’t take a chance.

Where did you learn the lessons of management?
Most of the things I learnt about banking come from Citibank. I spent more than 25 years there and many of these things — getting your hands dirty, entrepreneurship, leadership — I learnt at Citibank. But a large part of leadership skills I learnt fundamentally do go back to being in India. I grew up in India in the 70s and many of the traits that I have acquired come from high school and college — the capacity to have a world view, to put things together coherently, to be able to communicate, and taking people along, to look for solutions. All these predate Citibank.



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Axis Bank launches wearable payment device for Rs 750, BFSI News, ET BFSI

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Axis Bank, country’s third-largest private sector bank, has stepped up their game in the contactless payments segment by launching its own range of wearable contactless payment devices. With the launch of its wearable devices brand, ‘Wear ‘N’ Pay’, Axis Bank has become the first bank to introduce a new line of wearable devices that can be incorporated into existing accessories or worn easily to carry out contactless transactions on the go.

These devices come in a variety of accessories like band, key chain and watch loop that factor in practical usage and are available at a fee point of Rs. 750,

The wearables are directly linked to the customers’ bank account and function like a regular debit card. This allows purchases to be done at any merchant who accepts contactless transactions.

Sanjeev Moghe, EVP & Head-Cards & Payments, Axis Bank said, “Contactless payments are the future of the payments industry in India. To tap into this market, our Wear ‘N’ Pay program brings in convenience in contactless payments at a budget friendly price point, offering a safe and secure mode of payments on the go.”

He added, “Not only are these devices contemporary looking, but are also designed in a way that it becomes a part of our daily lives, thus increasing adoption of cashless transactions for everyday requirements.”

Vikas Varma, COO-South Asia, Mastercard, said, “Mastercard is constantly innovating technologies that securely and seamlessly integrate contactless payments into people’s day-to-day lives. Given that the wearable tech space is an integral part of driving contactless payments, this launch and partnership is a further testimony to Mastercard working towards building a secure and inclusive payments ecosystem.”



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Federal Bank to launch credit cards in next few months

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Federal Bank is set to launch credit cards in coming months and remains bullish about growth opportunities on the retail portfolio.

“We are in the process of getting into credit cards. In a couple of months from now, we will be there,” said Shalini Warrier, Executive Director, Federal Bank.

The bank has tied up with Mastercard and will initially start issuances for its own customers. It has also tied up with Fiserv to enable the digitisation of the end-to-end card issuance and processing cycle.

“We have a very good customer base. Once we have made enough inroads into our existing customers, at some point we will start new to bank business,” Warrier told BusinessLine, adding that between personal loans and credit cards, the portfolio will grow and that will help contribute to the return on assets.

Noting that the bank offers personal loans only to existing customers, Warrier said the portfolio is small and it will never be a very big portion. “But clearly, there is a need to increase that a little bit,” she said.

Personal loans is at about ₹1,800 crore for the bank.

Meanwhile, Warrier is also very optimistic about the retail portfolio and said the momentum for credit demand continues.

“Our momentum is higher than January 2020. It was higher in January 2021, and is continuing in February,” she said, adding that there is a high level of confidence in the market.

The bank expects the retail portfolio to grow at about 13 per cent to 15 per cent.

Federal Bank’s retail advances grew by 16 per cent in the third quarter of the fiscal and contributes 54 per cent of the loan book, as against 46 per cent from the wholesale business.

Inward remittances

According to Warrier, the lender’s inward remittance business has also grown despite the pandemic.

“The reason why we have not seen a decline in our remittance business was because we’ve been gaining market share. The overall pool may have come down a little bit, the fact remains that our pool has actually been increasing,” she said.

As on December 31, 2020, the banks market share in personal inward remittance business increased to 17.5 per cent. It has also processed over $ 1 trillion inward remittances processed in calendar year 2020.

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