In an industry driven to deliver alpha, where might financial services firms find
opportunities when investing in application innovation?
The answer is data.
Every financial services firm understands the importance of data. More is better.
Sooner is better. Accessing it, understanding it, and taking advantage of it before
the competition is better. That’s how data delivers alpha.
Published By: SendBird
Published Date: Nov 14, 2019
Why buyer-to-seller chat for marketplaces?
Experts understand marketplace apps as a challenge in scaling both
supply- and demand-side at the same time. Once trust and sufficient liquidity
are achieved, the value of marketplaces shift to fostering transparent and
There’s no better way to connect buyer and seller than in-app messaging.
Real-time messaging connects your marketplace’s buyers and sellers across
multiple apps and platforms so they can engage and inform both supply and
demand to transact more quickly. This creates more efficient transactions for
the marketplace platform.
Jeff Jordan, former eBay and current General Partner of Andreessen
Horowitz, said that to manage a marketplace well you need to “Maintain
complete transparency in the marketplace so that participants (especially
buyers but sellers too) have perfect information on products and their
pricing [...] Focus heavily on safety so the marketplace is as safe as possible
to create the trust requi
In this paper, we examine the evolution of the bond market through three interconnected lenses: the liquidity environment, market structure and product preferences. By submitting this form you agree to share your contact information with BlackRock and to follow-up communication. Investing involves risk, including possible loss of principal. Prepared by BlackRock Investments, LLC. iSHARES and BLACKROCK are registered trademarks of BlackRock, Inc., or its subsidiaries. All other marks are the property of their respective owners. BlackRock, Inc. is not affiliated with The Economist. 483635
While the accumulated knowledge of a portfolio manager should not be undervalued, a move toward more systematic instrument selection could ultimately enhance fund returns. This material is provided for educational purposes only and is not intended to constitute investment advice or an investment recommendation within the meaning of federal, state, or local law. Investing involves risk, including possible loss of principal. This study was sponsored by BlackRock. BlackRock is not affiliated with Greenwich Associates, LLC, or any of their affiliates. iSHARES and BLACKROCK are registered trademarks of BlackRock, Inc., or its subsidiaries. All other marks are the property of their respective owners. Prepared by BlackRock Investments, LLC, member FINRA. BlackRock, Inc. is not affiliated with The Economist. 530180
Discover specific actions companies can take to ensure high cash-flow velocity and vital liquidity. Get answers to these key questions: How can I protect the health of my commercial cash flows? How can I gain better visibility into sources and uses of cash? And how can I increase control over my global cash balances?
With the business intelligence functionality in SAP® Business All-in-One solutions, your company can gain visibility, insight, operational alignment, and accountability to increase revenue, margins, and liquidity; streamline processes; improve agility; and become a best-run business.
Banks and financial institutions have faced a spate of regulations centered on capital adequacy since the financial crisis started in 2008. The Basel Committee on Banking Supervision (BCBS) initiated a series of reforms to strengthen risk, capital and liquidity rules across banks. Among the important changes recommended are new rules for calculating Tier I and Tier II capital and the inclusion of additional risk measurement components for market risk, liquidity risk and counterparty risk. Despite these changes, a key drawback of the Basel framework is its focus on historical capital adequacy. While being useful, it does not help assess the impact of stress events on banks from an ex-ante basis. Hence regulatory agencies in several jurisdictions have mandated banks to define a forward-looking capital plan that incorporates stress scenarios.
The concept and practice of stress testing has been around for many years. While traditional stress testing methodologies are still valid for firmwide scenario analysis and stress testing, special techniques and attentions are needed to successfully achieve the goal of firmwide capital adequacy in forwardlooking stress scenarios. During the 2007 financial crisis, many financial institutions were not sufficiently prepared for the ensuing liquidity crunch and capital drains. Perhaps if banks had worked through different economic scenarios prior to the crisis, they would have been in a better position to weather the storm. Inadequate preparation for crisis can lead to systemic risk and severe economic and political turmoil.
The financial crisis that began in 2007 highlighted the major shortcomings of the regulatory framework around minimum capital requirements and liquidity requirements. In response, the Basel Committee on Banking Supervision made substantial revisions to its guidelines - specifically, by including more demanding capital and liquidity requirements now commonly referred to as Basel III framework. National banking authorities around the world are adopting the new Basel III framework as a way to eliminate systemic liquidity risk and promote greater transparency of risk management practices.
“Convergex takes a great deal of pride in making its clients’ interests and service needs of top priority,” says CIO Ann Neidenbach. “We like to tackle the industry’s toughest challenges—from complex trades to complex business solutions. Since regulation changes in 2008, there’s been a proliferation of places to trade. In the US alone, there are over 50 light pool (LIT) and dark markets. This makes it incredibly expensive, complicated, and very difficult for our customers to find best execution. They’re seeking liquidity and trying to figure out the best place to fill their orders. We’re trying to simplify that for them. “Convergex historically had consisted of several different affiliated companies, which meant that we had silos of trading systems, technology solutions and data. As a result, it was difficult to understand the revenue and profitability for each client across our businesses.” “My number one objective is to help us improve operational efficiencies, and I’m doing that in