flâneur

Nils Maetzel

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on the atlas — 8

highlights — 6

  • Adapt to B2B2C and B2B2B sales motions. Although some financial institutions operate with channel partners, many are accustomed to serving end customers directly. Those using direct channels will need to build a new set of capabilities to support distributors in selling embedded-finance products to their consumer or business customers.
    Embedded finance trends | McKinsey
  • First, many embedded-finance distributors began by offering deposit and payment products before extending their product range to lending products such as credit cards and merchant financing. Deposit and payment products are attractive to distributors not only because they represent substantial revenue pools and promote stickiness, but also because they are a powerful tool for building customer relationships and capturing customer data that can be used to inform underwriting decisions for future higher-margin lending products.
    Embedded finance trends | McKinsey
  • For example, according to McKinsey research, the majority of revenues from embedded-finance lending products (55 percent of $14 billion in the United States in 2021) accrued to the balance sheet provider—the firm bearing the risk of credit default. However, where payments and deposit products were concerned, the distributors who owned the end-customer relationship benefited most. In lending, for instance, they earned $4 billion of the remaining $6 billion revenue pool, equal to 30 percent of total revenues.
    Embedded finance trends | McKinsey
  • Despite these constraints, we estimate that products suitable for offering via embedded finance could account for as much as 50 percent of banking revenue pools.4
    Embedded finance trends | McKinsey
  • Customer value is the sum of (a) the price of the customer’s best available alternative and (b) the subjective, customer-specifc value of all the diferentiating features that dis - tinguish the supplier’s own ofering from the customer’s best available alternative (Nagle and Holden, 2002). Customer value is thus the quantifed sum of the customer-specifc benefts accruing to purchasers as a result of purchasing the ofering. This sum is the maximum price that rational buyers will be prepared to pay. The price diference between the supplier’s own ofering and the customer’s best available alternativ…
    Value-first-then-price-2e_2022.pdf
  • If we will not endure a king as a political power, we should not endure a king over the production, transportation, and sale of any of the necessities of life. If we would not submit to an emperor, we should not submit to an autocrat of trade, with power to prevent competition and to fix the price of any commodity.”155
    Yale Law Journal - Amazon’s Antitrust Paradox