SWISS PRIVATE BANKING ID
(KYC Utility and more)

Benefits

Client

Reputation

Prestige

Savy Investor - share achievements among peers

Increase my Personal Value

Easy-Access-to-Private Banks

Request for Investment Proposal

Improved Onboarding Experience

Value-Add-Services

Concierge Services

Affiliate-Offerings

Lounges

VIP Card

"Pay with your good name" High Value Payments

VIP Club Cards (SoHo House, Business Clubs)

Peers Network

Co-investing clubs

Granular Control over their data

Transparency in the Onboarding Process

Means of Authentication

Improved Security

Qualified Digital Identity

authorities

KYC Data Portability

Bank

Reduced Cost

Cost Sharing of scarce/expensive specialists

Solution for GDPR & MIFID Transparency & Confirmation Requirements

Reduced onboarding times

Prospecting Tool Qualified Leads

Reverse Enquiries from Clients

Improving the RM and Investors Officers value and quality measurement

Explore and test for new sources of Revenue

Platform approach - open collaboration for Fintechs/Banks and lower cost of Innovation

Regulator and Authority

Improved AML (holisitc view)

Transparency Increase

Challenges

Agree on Data-Structure and Interfaces

Security

Technology

Geographic diversity

Multilanguage

Information Capture & Corroboration

Chicken and Egg Problem

Marketing Costs

Network and Stakeholders

BANKS

Invest and Capital Markets

Wealth Managements

Financial Services

Affiliates

Luxury Industry

Real State

Travel Industry

Insurance

Fintechs

FINMA

Cross Border

Getting it Done

Data-Structure

Party Model

Person

Country of Residence

Documents ID

Social Network

Education & Profession

AML Risk

Source of Wealth

Personal Information

Knowledge and Experience

Preferences and Restrictions

Role in the Business relationship

Power of Attorney

Family

Beneficial Owner

Account Holder

Personal Link

Legal Entity

Legal Type

Controlling Person

Bank Client Data

Portfolio and Positions

Risk Profile

Investment Strategy

Risk Appetite

Risk Capabilitiy

Investment Goals

Cash Flows

Time Horizon

Restrictions

Account

Account Type

Investment Team / Organisation

Mandate Management

Legal Signature

Risk

Geographical Assessment

Operating Monitoring

Documents

Digitalization

Contract and Documentation

Storage

Physical Archiving / Doc Transportation

Instrument Data

Audit Data

Required Technology Partnerships

r

If you look at their recent filings with the SEC, Twitter reports that as at 31st March 2015 they had 302 million active users and paid $142 million in the three months to 31st March for "Cost of Revenue" which they describe as:Cost of revenue consists primarily of data center costs related to our co-located facilities, which include lease and hosting costs, related support and maintenance costs and energy and bandwidth costs, as well as depreciation of our servers and networking equipment, and personnel-related costs, including salaries, benefits and stock-based compensation, for our operations teams. Cost of revenue also includes other direct costs, amortization of acquired intangible assets, capitalized labor costs and allocated facilities.Note the caveats in that, so we can't assume that 4 x 142 is the amount paid per year on equipment and power. However we do see that there is roughly $50 million increase in their fixed assets over the same three months, so let's make an assumption that there is operating costs over and above that so we get to something like $400 million per annum. Note that I'm not an accountant and they don't conveniently separate out data centre costs, so this is just my reading of the figures.Taking all the above into account we see that Twitter is currently running at approximately $1.32 per active user per year.I'd be happy for someone more familiar with the numbers to point out any obvious mistakes.

Data Providers

LexisNexis

WorldCheck

Other Due Diligence Providers DBs

Social Networks

Transaction Monitoring

Actimize

Mantas

Analytics

Hosting

Swiss Hosted

Operations

Risk and Mitigations

Client

Data Security Concerns

Bank

Loss of Competitive Advantage

Lowers the Entry Barrier for new entrants (FINTECS)

Untertopic

Increased Price Transparency

Easier Churn

Costs

MITIGATIONS

Data Security by Design

Personal Data Remains with the Client

Bank Data remains with the Bank

Entity Keeps only AUDIT and LOG Data