「ロボアドバイザーはアイスクリームのように…フレーバーは多種多様!」

Six ice creams in cones on white background 来週、11日に東京で開かれるセレントイノベーション・フォーラム にスピーカーとして参加することになっており、今からわくわくしています。 それに先立ち、注目度が急上昇するこの分野のキーワードを紹介したいと思います。まず、最も基本的なコンセプトから始めましょう。
  • ロボアドバイザー: この言葉は自動投資アドバイス(Automated Investment Advice)の略語のように使われることがありますが、正確には全くの同義ではありません。「ロボアドバイザー」は人的介入が全くないことを前提としているのに対し、「自動投資アドバイザー Automated Investment Advisor」は完全に自動化されたモデルと人間のアドバイザーを補完して自動化テクノロジーを使うモデルの両方を指します。スタートアップ企業の多くは、「自動投資アドバイザー Automated Investment Advisor」を好んで使っています。こちらの方がよりプロらしい(かつより正確な)響きがあるからでしょう。
ロボアドバイザーには基本的に2つのモデルがあります。
  • B2Cモデル: ロボアドバイザーの第一世代は、個人顧客向けで、ほとんどが人的介入のない、完全自動化モデルでした。しかし、個人顧客の獲得コストが嵩んだことから、人間のアドバイザーをロボで補完するハイブリッド型モデルにその多くが移行しました。
  • B2Bモデル: 2007年頃に登場したロボアドバイザー企業のうち、人的介入のない完全自動化モデルを固持しているのはWealthfront(運用資産残高は30億ドル超)だけです。その他のプレーヤーは、B2Bまたはハイブリッド型モデルに転換することで成長を実現しました。例えば、BettermentはFidelity Investmensと提携し、同社の数千人のアドバイザーをロボテクノロジーでサポートしています。
このように、ロボアドバイザーのビジネスモデルの強さと独自性を決めるのは、提供する商品自体(多くの場合はプレイン・バニラのETF)ではなく、どのように提供するか、デリバリー方法におけるイノベーションであるといえます。ロボアドバイサーの特長は、スムーズで直観的なユーザーエクスペリエンス、そして手数料の安さ(および透明性)にあります。どのロボアドバイザー企業もイノベーションを継続し、米国では退職金の資産運用をサポートするまでに成長してきました。現在はB2Bモデルが最も勢いを強めていますが、今後は、より強力な完全自動化モデルを持つプレーヤーがこの市場に参入してくることは間違いないでしょう。    

Call for nomination for Model Insurer Asia Award, deadline extended

Celent is still accepting nominations for our Sixth Annual Model Insurer Asia Awards. To nominate a firm, fill out the entry form at http://www.celent.com/node/31094 by November 13, 2015. Please read the Guidelines on the same page before you complete the nomination form. Questions? Email Wenli Yuan at wyuan@celent.com and copy KyongSun Kong at kkong@celent.com.

Disruption and Disruptors, Part 3: UX Disruption

This post illustrates how Japan’s mobile carriers, which have disrupted the mobile phone industry, are creating technology businesses that will form the core of the mobile Internet era. This is instructive in that it illuminates elements that will be essential for creative destruction. Ultimately, the challenges undertaken by mobile carriers should serve as a significant catalyst for the financial services industry.

The first addresses the initiatives of management. The second is about how the application of new technology is disruptive to existing and established ways of thinking. This third post deals with innovations in user experience (UX) portended by disruptive technology  that were also addressed at SoftBank World 2015.

 

3. Watson Global Partner (introducing corporate partner initiatives):

The presentation showcased a number of advanced initiatives undertaken at domestic and international corporate partners. These included efforts spanning in-store examples as well as customer service, advertising, work style, security, and contents delivery—all areas that hint at potential innovation applications in financial services. Here Celent  will touch upon cases in the area of user experience (UX) made possible by disruptive technology.

 

Go Moment: Mobile concierge to improve hotel stays through innovation

  • Go Moment caters to clients in the global hospitality industry. Major international hotel chains are increasingly subject to competition that goes beyond price as comparisons of service ratings online become more important. Go Moment is providing a UX that from the moment a guest checks in harnesses online support for a mobile, local, and personal touch.
  • It is easy to imagine  such a UX repurposed and applied at financial institution branches.
  • Ivy for hotels by Go Moment
  • Go Moment

 

Pathway Fit: Mobile mentor to coach users to better health

  • Pathway Fit is designed to meet many needs of consumers that want to live healthier lives. It is both mobile and personal, proposing optimal lifestyle choices for users in their daily lives. Pathway Fit’s UX takes the form of a virtual healthcare mentor, beyond which more formidable and reliable medical support can be expected.
  • It is easy to imagine innovative applications of this UX being used to offer support to insurance policyholders and underwriting.
  • Pathway Fit
  • Pathway

 

Disruption is coming to UX at financial institutions and in the financial industry, and, here again it is entrepreneurs steeped in the newest  technologies (IoT, AI, and smart robots) who have tired of existing financial service experiences that are the purveyors of this disruption .

 

SBWorld2015_2

 

ディスラプションそしてディスラプター(その3)

ソフトバンク株式会社とソフトバンク コマース&サービス株式会社は、2015年7月30~31日の2日間にわたってグループ最大規模の法人向けイベント「SoftBank World 2015」を開催、2日間で延べ約2万人の聴講者数は過去最高を記録と発表した。今年で4回目を迎えたこのイベントでは、ソフトバンクグループの経営陣およびゲストによる基調講演のほか、2日間合計で73の特別講演とセッションが展開された。

本稿では、日本のモバイルキャリア企業が、既成の携帯電話事業を破壊し、モバイルインターネット時代のコアテクノロジー事業を創造する姿を描出する。そこに は、創造的破壊に必要な、幾つかの示唆が見出せる。金融サービス産業は、こうしたモバイルキャリアの挑戦に、大いに触発されるはずだ。

第3回では、破壊的なテクノロジーがもたらすUX(ユーザー体験)革新について言及する。

 

3. Watson グローバルパートナー (パートナー企業の事例紹介から)

事例紹介のセッションでは、国内外のパートナー企業による、多数の先進事例が発表された。「店舗」「接客」「広告」「ワークスタイル」「セキュリティ」「コンテンツデリバリ」などの各適用領域で、いずれも、今後の金融サービス革新につながる多くの示唆が含まれた。その中から、破壊的なテクノロジーがもたらすUX(ユーザー体験)の事例を紹介する。

Go Moment: モバイルコンシェルジェが革新する、ホテルライフ

  • Go Momentの顧客は、グローバルなホスピタリティ産業である。グローバルメジャーのホテルチェーンも今や、比較サイトによる、価格以上の「レビュー」というサービスレーティングの圧力に晒されている。Go Momentの提供するUXは、ホテルにチェックインの瞬間から、モバイルでローカルかつパーソナルな、オンラインサポートを実現する。
  • このアプリが実現するUXから、日本の金融機関店舗に適用した姿が想像出来よう。金融機関店舗のUX革新がイメージされる。
  • Ivy for hotels by Go Moment
  • Go Moment

Pathway Fit: モバイルメンターがコーチングする、健康生活

  • Pathway Fitは、健康に暮らしたいあらゆる生活者の願望を叶える。モバイルに、パーソナルに、生活者の日常に対峙し、最適な生活習慣を提言する。Pathway FitのUXは、バーチャルなヘルスケア・メンターを提供する。そして、その先には、より確かな医療サポートが控える。
  • このアプリが実現するUXから、日本の保険の契約者サポートと事後査定商品に適用した姿が想像出来よう。保険サービスのUX革新がイメージされる。
  • Pathway Fit
  • Pathway

 

ディスラプションは金融機関、金融業界のUX(ユーザー体験)のなかから起き、ディスラプターは既存の金融サービス体験に飽き足らない、最新技術(IoT、AI、スマートロボット)を駆使した企業家である。

SBWorld2015_2

 

ディスラプションそしてディスラプター(その2)

ソフトバンク株式会社とソフトバンク コマース&サービス株式会社は、2015年7月30~31日の2日間にわたってグループ最大規模の法人向けイベント「SoftBank World 2015」を開催、2日間で延べ約2万人の聴講者数は過去最高を記録と発表した。今年で4回目を迎えたこのイベントでは、ソフトバンクグループの経営陣およびゲストによる基調講演のほか、2日間合計で73の特別講演とセッションが展開された。

本稿では、日本のモバイルキャリア企業が、既成の携帯電話事業を破壊し、モバイルインターネット時代のコアテクノロジー事業を創造する姿を描出する。そこには、創造的破壊に必要な、幾つかの示唆が見出せる。金融サービス産業は、こうしたモバイルキャリアの挑戦に、大いに触発されるはずだ。

第2回では、最新テクノロジーの適用による既成概念の破壊について言及する。

 

2. Disruption~最新テクノロジーによる創造と破壊~ (宮内 謙氏講演から)

宮内氏は、PepperとWatsonが破壊そして創造する対象として、「接客」と「ワークスタイル」を掲げた。

接客革命:

  • ロボットによる接客の時代が数年後にやってくる。ソフトバンクは、Pepperを、今後全国3000を超えるソフトバンクショップやワイモバイルショップに店員として投入することを計画している。
  • Pepperは月あたりのレンタルコストが5万程度。残業規制なく24時間稼働し、大幅なコスト削減が期待できる。加えて、すべての情報をクラウドで処理していることから、カメラやセンサなどから接客した人の属性や、接客時間、アンケートによる接客の感想などを、属人的なバイアスなく収集し、より最適化された接客につなげられる。

ワークスタイル革命

  • 「ワークスタイル」に革命を起こすのがAI。IBMと提携し、Watson の日本展開を進め、AIによるコグニティブ・コンピューティングを実現する。膨大なデータからさまざまな仮説や検証ができ、さらに経験から学習する能力(Deep Learning)も備えたWatsonが、今後幅広い業務に革命をもたらす。
  • Watsonのビジネス活用を提案すべく、自社内にWatsonを用いた業務支援システム「SoftBank BRAIN」を構築する。Watsonが持つ情報と自社のデータを組み合わせ、スマートフォンなどから利用することで業務効率に革命を起こす。

ここでも、経営者のイニシアチブは明確である。「自分たちで本当に使ってみて、完璧に生産性向上に貢献するものを広めようというのが我々のポリシー」。既に、ソフトバンクショップの一部機器にはその機能が搭載されており、統計データをもとにアドバイスする仕組みを設けている。今後はコールセンターや法人営業など、複数の部門での導入を進め、検証を進めていくとしている。破壊する対象も明確である。それは、企業内に存在する様々な既成概念と業務プロセス。そして、創造のためには、「創業以来、最先端のテクノロジーを自ら発掘し、自身の既存事業を破壊する新しい技術であっても積極的に採用してきた」。

 

SBW_2015_2

SoftBank World 2015 基調講演 宮内 謙

 

接客とワークスタイルの革命の必要性は、全ての企業に該当する。IoT + AI +スマートロボットによって創造的に破壊される対象として、正に、産業革命の予感がある。

勿論、日本の金融機関においても、その試行は着手されている。

次世代チャネル構築への取り組みについて

独自のアプリケーションを搭載した「Pepper」を導入

 

ディスラプションは金融機関、金融業界の既成概念の内で起き、ディスラプターは金融サービス以上にそのテクノロジーの破壊力を熟知し、自ら実証した企業家である。

 

Innovation and Legacy Modernization in Japan

As a regional unit, Celent Asia covers all of the industries under Celent’s purview: Banking, Insurance, and Securities & Investments. So it can be a bit of a challenge when we put on a Celent conference in Asia to find topics that resonate across all these verticals. Our recent (and sold out) Insight and Innovation Day in Tokyo hit the target by examining two interrelated themes of vital import to many financial firms today: strategies for innovation, and legacy renewal to support these strategies. The event was anchored by not one but two surveys Celent carried out this spring in Japan. A survey of 1,000+ Japanese consumers initiated by Celent’s CEO Craig Weber suggested that highly digital consumers are the best targets for innovative financial services. The challenge, as this survey revealed (and contrary to popular belief outside Japan), is that digitally savvy consumers are still just a tiny minority in Japan. This implies that financial institutions in Japan must not only innovate, but also educate and lead their customers into the digital financial future. The second survey, organized by Celent Senior Analyst Eiichiro Yanagawa, looked at legacy modernization trends at more than 60 banks, insurers and investment firms in Japan. Core system replacement is in full swing, with a majority of firms either planning or in the midst of their legacy transformation initiatives. Significantly, survey respondents indicated that the primary driver for replacing the core is to improve customer service and satisfaction. Which increasingly will require digital support for the customer experience. In a word, innovation. These surveys were modeled on the Celent reports Targeting Innovation: How Your Customers Might Respond and Tracking the Progress in Core Systems Replacement (Global Life and Global P&C editions). We’ll be publishing our analyses of the Japan surveys shortly. This is what our team does best and, I believe, uniquely: apply our global experience to the markets here in Asia to help firms deliver value.

Pushing beyond apps

It struck me while I was driving this morning: First-gen mobile apps are fine, but virtually everyone is missing high-volume opportunities to engage with their customers. Allow me to back up a step. I was stuck in traffic. Not surprisingly, that gave me some time to ponder my driving experience. I found myself thinking: Why can’t I give my car’s navigation system deep personalizations to help it think the way I do? And how do I get around its singular focus on getting from Point A to Point B? I explored the system while at a red light. It had jammed me onto yet another “Fastest Route,” disguised as a parking lot. My tweaks to the system didn’t seem to help. I decided what I’d really like is a Creativity slider so I could tell my nav how far out there to be in determining my route. Suburban side streets, public transportation, going north to eventually head south, and even well-connected parking lots are all nominally on the table when I’m at the helm. So why can’t I tell my nav to think like me? I’d also like a more personal, periodic verbal update on my likely arrival time, which over the course of my trip this morning went from 38 minutes to almost twice that due to traffic. The time element is important, of course. But maybe my nav system should sense when I’m agitated (a combination of wearables and telematics would be a strong indicator) and do something to keep me from going off the deep end. Jokes? Soothing music? Directions to highly-rated nearby bakeries? Words of serenity? More configurability is required, obviously, or some really clever automated customization. Then an even more radical thought struck. Why couldn’t my nav help me navigate not only my trip but my morning as well? “Mr. Weber, you will be in heavy traffic for the next 20 minutes. Shall I read through your unopened emails for you while you wait?” Or, “Your calendar indicates that you have an appointment before your anticipated arrival time. Shall I email the participants to let them know you’re running late?” Or (perhaps if I’m not that agitated), “While you have a few minutes would you like to check your bank balances, or talk to someone about your auto insurance renewal which is due in 10 days?” What I’m describing here is a level of engagement between me and my mobile devices which is difficult to foster, for both technical and psychological reasons. And it doesn’t work if a nav system is simply a nav system that doesn’t have contextual information about the user. But imagine the benefits if the navigation company, a financial institution, and other consumer-focused firms thought through the consumer experience more holistically. By sensibly injecting themselves into consumers’ daily routines—even when those routines are stressful—companies will have a powerful connection to their customers that will be almost impossible to dislodge. Firms like Google have started down this path, but financial institutions need to push their way into the conversation as well.

Nominations for the 2015 Asia Insurance Technology Awards (AITAs) are now open

The Asia Insurance Technology Awards (AITAs) recognize excellence and innovation in the use of technology within the insurance industry in the Asia Pacific Region. Nominations for the 2015 AITA Awards are now open. Please find more information on Celent website http://www.celent.com/aita, and you can download the nomination form from there. The deadline for submitting the nomination form is 26 June 2015. The importance of the quality of the nomination itself, and of the supporting information, cannot be overemphasized. The nomination should be as specific, accurate, and complete as possible. Keep in mind that in most cases those involved in the selection process will have no personal knowledge of the nominated initiative and will lean heavily on the information provided in the nomination form to make reasonable judgements. AITA AWARDS CATEGORIES IT Leadership This award honours an individual who has displayed clear vision and leadership in the delivery of technology to the business. The recipient will have been responsible for deriving genuine value from technology and has demonstrated this trait with a specific project or through ongoing leadership. Nominations accepted from insurers. Vendors are welcome to assist their client insurers with their nominations, however vendors/suppliers are not qualified to receive this award. All nominations MUST include insurer contact information, and all follow-up will be done with the insurer, not the vendor. Best Insurer: Technology This award honours the insurer who has made the most progress in embracing technology across the organization. Nominations accepted from insurers. Vendors are welcome to assist their client insurers with their nominations. However, vendors/suppliers are not qualified to receive this award. All nominations MUST include insurer contact information, and all follow-up will be done with the insurer, not the vendor. Digital Transformation This award honours an insurer or broker who has made the most progress in implementing digitization initiatives, such as sale and service of products online, eco-system integration (such as with business partners, repair shops, medical providers, distribution, etc.), leveraging social networks, work-place enablement (such as BYOD, collaboration tools, etc.), business process automation (STP), engaging user interface design, or analytics (analyse customer behavior, propensity, risks, etc.). Nominations accepted from insurers. Vendors are welcome to assist their client insurers with their nominations, however vendors/suppliers are not qualified to receive this award. All nominations MUST include insurer contact information, and all follow-up will be done with the insurer, not the vendor. New Business Model Leveraging Mobile Applications This award recognises the insurer who has developed a new, perhaps disruptive business model involving the innovative use of mobile technology. Nominations accepted from insurers. Vendors are welcome to assist their client insurers with their nominations, however vendors/suppliers are not qualified to receive this award. All nominations MUST include insurer contact information, and all follow-up will be done with the insurer, not the vendor. Best Newcomer This award recognizes the best new player in the insurance technology field. The recipient will have introduced a game-changing solution to the industry. Nominations accepted from insurers or vendors. Innovation This award recognizes the innovation business model or in the usage of technology. Nominations accepted from insurers or vendors.

Emergence for South Korea’s Online Life Insurance

Last year, South Korea’s first online dedicated life insurer, named Kyobo Lifeplanet Insurance was launched. Kyobo Lifeplanet Insurance is a subsidiary of Kyobo Life Insurance, third largest life insurer in South Korea. This year, four mid-tier life insurers are in preparation for launching online insurance. In South Korea, online life insurance market is far and away immature. It will be difficult for online life insurance to get traction in the nation although other online financial services like banking services and brokerage services have already been saturated. South Korea’s online life insurers should strategically design their insurance products in line with the characteristics of the online channel. Online channel is easy for customers to get in touch with an insurer but it may be difficult for them to purchase insurance without any in-person communication. The coverage period of life insurance is usually longer than P&C insurance, and is a more significant decision for the consumer. Therefore, customers are likely more sensitive about purchasing life insurance online. Online insurance products must be simple and clear to help customers understand and purchase them easily. Online insurers should choose which products are appropriate for online sales and how they should design products for online sales. Seen in some cases abroad, online life insurance is not easy to grow in the market. However, Celent believes that there are niche spaces for online insurers. The time has come to select various ways of financial services, so-called omni-channels. Niche players must be welcomed and required in the South Korean insurance market. If they have a proper strategy for online insurance, they are sure to grow in the future.

Invitation to the Asia Pacific insurance CIO survey

Celent is conducting its seventh annual survey of Asia Pacific insurance CIOs. The survey focuses on trends in IT strategy, budgetary issues, and emerging technologies.  If you are a CIO (or in a similar position such as IT Manager) in the insurance company in Asia Pacific,  we invite you to participate in the survey. The survey will take about 20 minutes to complete. All responses will be treated as confidential, and no respondent or company will be cited by name.  After our report is published, survey participants will receive a complimentary PDF document with consolidated survey results. Please click the link below and complete the survey online: Celent Insurance CIO Survey APAC For your reference, please find the Press Release of former Celent Asia Insurance CIO survey reports by click the links below: Insurance in Asia 2014: The CIO Perspective  Insurance in Asia 2013: The CIO Perspective 2012 Asia Insurance CIO Survey 2011 Asia Insurance CIO Survey Asia Insurance The Year Ahead: The CIO Perspective (2010) Trends in Asian Insurance 2009: A Business and Technology Outlook Based on a Survey of Asian Insurance CIOs If you have any questions, please contact me by email: wyuan@celent.com