Keeping up with a mobile world

Banksoft specialises in developing mobile banking solutions for banks, seamlessly integrating new systems into old ones and always moving with the times

Common sense suggests that it will be difficult to use, follow or catch something that is constantly changing. This highlights the challenge that banks and their software and service vendors have been facing for the past few years with mobile technology advancements. On the other hand, powerful mobile technology with banking services is bringing high-value customer segments to the fore that most bankers are looking to attract.

From a technical perspective it looks challenging to develop and maintain software that runs across a variety of devices and mobile operating systems, all while keeping pace with the wider industry, which is seeing new models of mobile phones released almost weekly. The strongest market players – from Apple and Microsoft to Samsung, HTC, Sony, Nokia and many others (see Fig. 1) – have progressed mobile technology to incredible levels, and where mobile phones were once simply devices for sending and receiving calls and texts, they are now internet browsers, music and video suites, and much more.

Thanks to all this new technology, mobile phones have become a central point of our business and private lives. So it makes perfect sense to also have a powerful banking service on mobile smartphones. Banking customers these days are quite spoiled and well informed compared to the decades gone by, and in some cases are more willing to change banks as a direct result of the technological services they do or do not offer. Customers simply want comfort, and the power to do their business wherever and whenever they want, quickly and simply and with minimum technical requirements. Most people carry their phones around with them wherever they go, and so the market is in-built. The technology, for the most part, is already there.

The challenge of change
A few years ago, the Croatian company Banksoft recognised this trend and invested in analysis of the banking markets and mobile phones in order to come up with a way of coping with the ongoing changes in the mobile technology industry. The goal was to ensure that its clients (in this case banks) would be able to stay ahead of the game and have mobile banking services on the majority of the latest smartphones.

In addition to Banksoft’s comprehensive CoreBank banking product suite, which has been on the market for almost 20 years, the company designed and developed the MobileBank module, which uses platform-independent Java technology and supports over 80 percent of today’s mobile smartphones, from iPhone/iPad with iOS to all Android OS based phones. See Fig. 2 for an illustration of how Banksoft went about this.

“When we completed initial analysis,” says Zoran Brkic, Managing Director of Banksoft, “we concluded that server portion needs to be platform-independent so customers can choose lower-cost servers if they want to. On the mobile phone side we realised that there is strong demand for mobile banking among Android and iOS-supported devices. This gave us a technological frame that we wanted to use in our solution development.” The company’s mobile banking solution was designed in Java language in order to perfectly fulfil those technical requirements.

Dealing with different operating systems and mobile phone vendors to tailor solutions to their standards was the next opportunity to find optimal design. “We came across demanding initial requirements with Apple and their environment, which required investment into their standards and technology,” says Brkic, “but we eventually found that well-known Apple look and feel. With Android-supported phones it was interesting dealing with multiple vendors’ phones to develop a common set of functions and behaviour which would give us coverage for approximately 60 percent of the total market share of smartphones.”

An easy decision
Another challenge was the fact that most of today’s targeted mobile users don’t actually visit bank branches on a regular basis, so Banksoft prepared a full MobileBank sign-up and contracting service over the internet. Some customers also requested that older phones were not forgotten, and so to maintain continuity with previous SMS banking services, that also became a part of the MobileBank solution. On top of this, Banksoft included standard support for banking transaction data security and enabled solutions for distribution via different channels provided by mobile phone vendors, and an all-round solution was ready to go. Return on investment started coming quickly because Banksoft customers appreciated the company’s efforts to maintain that crucial competitive edge.

Banks have quickly recognised in recent years that the power of additional marketing and communication channelled through smartphones to reach their existing customers is strong. Mrs Trlaja, Member of The Board of one of Banksoft’s MobileBank customers, said: “Our customers were openly saying that they will switch their primary banking to us in order to have mobile banking functionality on their mobile phone, so our decision to invest in MobileBank and attract those prospective customers was quite easy.”

With systems like Banksoft’s MobileBank, banks are getting integrated, sophisticated
mobile banking solutions that can be used easily and quickly at pretty much any given time or place.

Integrating with core banking
With database technology developments and standardisation in the past decade it is much easier now to integrate new modules into banks’ overall IT systems. Most core banking solutions use well-known databases like IBM DB2, Oracle DB or others, and they support the stored procedures concept. It enables external modules to ‘call’ those stored procedures and to perform an inquiry or submit financial transactions to be performed on core banking accounts.

Banksoft even expanded the capabilities of stored procedures because the system was designed in Service Oriented Architecture (SOA) and any new solution module is using assigned ‘services’ to access core data or perform any financial transaction on core accounts. This architecture gives flexibility to its clients so they can develop, test and apply new modern technology channels like mobile banking quite quickly, while maintaining the continuity and stability of their core banking functions.

Mrs Trlaja continues: “In parallel with the mobile banking project we were busy on the latest EU-related regulatory changes with tight resources and deadlines, but once we and Banksoft assigned project teams the MobileBank implementation was really smooth and easy, including our front-end testing on iPhone and Android smartphones and related core banking services.”

For more information: www.banksoft.hr

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The May – June 2013 Issue

Highest corporate tax
rates in Europe

European countries are scrambling to raise every last penny of funds through taxes. But some countries may have gone too far...

Belgium

Though all business taxes in Belgium can be paid online with little effort and preparation, the rates are still sky-high at 57.7 percent, including a staggering 50.8 percent total rate on profits only in social security contributions.

Belarus

In Belarus, a company spends up to 338 hours annually preparing for and paying ten different taxes and duties. The total tax rate has incredibly been lowered to 60.7 percent, from 117.5 percent in 2008.

France

A company in France pays seven different taxes and duties, the sum of which can amount to 65.7 percent of profits; though President François Hollande has announced a wave of business tax rate cuts coming up.

Estonia

A business in Estonia pays 67.3 percent of profits in tax, 37.2 percent exclusively in social security contributions. The country has gone against the grain in Europe by raising businesses taxes from 48.6 percent in 2008 to the current rates.

Italy

While corporate income tax (IRES) in Italy is limited to 38 percent of taxable profit, a company operating in Italy can expect to pay 14 other taxes and duties, including social security contributions, bringing their total payable tax to 68.7 percent of profits, according to the World Bank.

Norway

Norway taxes motor fuels twice, with a road use tax and a CO2 emissions tax. Combined with strikes in the energy sector that have curbed output, the price of gas at a local pump has soared to $10.12 per gallon.

Turkey

Though Turkey sits on the Suez Canal and neighbours many oil rich countries, the price of a gallon of average gas clocks in at $9.41 in Turkish pumps, because of a 60 percent share of taxes. 

Israel

Like Turkey, Israel is surrounded by oil-rich neighbours, but drills very little itself. Gas prices are controlled by the government, so about half of the $9.28 per gallon goes to taxes.

Hong Kong

There are few gas stations in Hong Kong, but the ones available charge up to 76 percent more per gallon than mainland China, where the government caps the cost of fuel. A gallon at the pumps will cost around $8.61 on the island.

Netherlands

Expensive labour costs make the Dutch petrol prices the dearest in Europe, at $8.26 per gallon; though the 57 percent tax add-ons don’t help.

The credit crisis

8 February 2007
HSBC warns of subprime mortgage losses

2 April 2007
New Century goes bus

14 September 2007
Wholesale markets have dried up

17 March 2008
Rescue of Bear Stearns

7 September 2008
Rescue of Fannie Mae

15 September 2008
Lehman Brothers file for bankruptcy

3 October 2008
US congress approves $700bn bailout

14 February 2009
$787bn stimulus approved by congress

 

The effects of the current financial crisis are global and irrefutable. With the collapse of Lehman Brothers, the domino effect of irresponsible public monetary policies, huge levels of unsustainable debt, and a deregulated financial sector, has escalated to the point where no corner of the globe has been left untouched.

1973 oil crisis

October 1973
Syria and Egypt launch an attack on Israel on Yom Kippur and set off a twenty day war;

1977
US President Carter creates Department of Energy, which develops the US strategic petroleum reserve

 

The Organisation of Petroleum Exporting Countries (OPEC) used their oil reserves as a weapon with the Arab Oil Embargo against those who supported Israel. By January 1974, world oil prices were four times higher than they were at the start of the crisis, especially in the US, and the shock led to a huge drop in the stock market with NYSE losing $97bn in just six weeks.  The embargo lasted five months, and the effects are still seen today.

German hyperinflation

1922-1923

Hyperinflation
1923 – 1924
Stabilisation

 

The trouble began when Germany missed a repatriation payment, worth about one third of the German deficit in this period. Inflation was already high but by 1923 it was raging. Prices doubled within hours, and by late 1923, it cost 200bn marks to buy a single loaf of bread. People burned money as it was cheaper than buying firewood. Germany eventually regained control of its economy when it introduced the Rentenmark into circulation in 1923, and then the Reichmark in 1924.

The Great Depression

1929-1933
The Great Crash
1934-1939
Recovery and Recession

 

After the decadence of the Roaring Twenties, the 1930s saw the biggest economic slump of all time. The stock market crashed on 29 October 1929, and optimism and decadent living tumbled along with the figures. The GDP fell from $103.6bn in 1929, to $66bn in 1934 and the subsequent years of recovery were the most dramatic in US history.

1907 bankers’ panic

1907
Otto Heinze and his brother Augustus Heinze bought shares of United Copper.

 

The stock market was already cautious over the tight money supply, but the US was thrown into a depression after the stock market fell nearly 50 percent from its peak in 1906. The Heinze brothers thought they could influence market shares but ended up bankrupting lenders that provided the financing to buy the stock. A chain reaction left nine institutions bankrupt. By February 1908, the panic was over and the government created the Federal Reserve system, to prevent banks from exercising too much control over the economy.