https://wishare.com/organization/samaky-group

EzDo - Affiliate Marketing, NA, LOM, Ta Ngov, Nirouth, Chbar Ampov, Pnom Penh, Cambodia, Phnom Penh (2026)

15/11/2022

Title: An Overview Of The Voicebot Conversational AI Landscape

See… https://cobusgreyling.medium.com/an-overview-of-the-voicebot-conversational-ai-landscape-a3741a2728f8

Below is a graphic depicting the current voicebot conversational AI technology landscape in terms of voicebot frameworks, orchestration engines, LLMs, NLU Design, ASR and Speech Synthe

11/11/2022

Evolution of platforms to Platform-based ecosystems (PBEs)

These are groups of organisations “linked through non-generic complementarities”, “or investments in mutual adaptation”.13 Members of a PBE have to coordinate to “create a unique value proposition” for the consumer.

The non-generic complementarity is related to thematically connected discreet transactions (the “customer journey”) coordinated through the formal participation in a shared infrastructure, the enabling digital platform.

The thematic journey is characterised by a theme. For example, “living a healthy life” includes a set of discrete actions and purchases that are all part of a healthy lifestyle. These otherwise unrelated transactions are facilitated, enabled or complemented by a common “platform” that binds them all, adding value for the customer through convenience and/or rewards.

Vitality is an example of a PBE that consists of a set of applications that attract, motivate and reward consumers for living a healthy life. Customers appreciate the convenience that the proposition offers. All participating organisations benefit from lower customer-acquisition and retention costs, while the insurer, Discovery, pays out less frequently on the policies it underwrites.

An example of this evolutionary dynamic is Square. Having started out as a linear business with a simple plastic dongle that enables small merchants to accept card payments in the US, Square’s payment value proposition evolved into a platform before becoming a PBE in less than nine years. Their value proposition now encompasses the whole range of tasks that are linked to running and growing a (small) business.

Their services quickly went beyond the development of software and hardware to process and accept payments with apps to manage payroll, taxes, work shifts or detailed sales reports.

In addition to these, Square has developed the Square Cash app, which is now evolving into a buyer/consumer focused platform in its own right.

The payer and payee focused solutions are complementary to each other, enabling, amongst other things, Square to be able to benefit from “on-us” transaction economies.

Source Arkwright Consulting

Digital Businesses Transformation

11/11/2022

What do WeChat – China’s dominant SuperApp – and Twitter have in common? Apart from a messaging functionality and sharing headlines lately not much. Let’s take a look.

Since Elon Musk’s recent acquisition of Twitter for $44 billion, there is no day that goes by without a different analysis of how Twitter can become an "everything app" or the WeChat of the west.

The term SuperApp goes back in 2010 when BlackBerry’s founder, Mike Lazaridis, coined it to describe an “ecosystem of apps that customers could use as a part of their life thanks to the seamless, integrated, and efficient experience”. Nowhere has this definition found more success than in Asia, where the likes of WeChat Pay and Alipay – the mobile wallets of Chinese BigTechs Tencent and Alibaba, respectively – have expanded to include all kinds of services from to money transfer to food ordering to taxi hailing to credit, taxes, and much more.

In the meantime, in the west a number of players – from Paypal, Revolut, Apple or Square – have been laying the ground for becoming a SuperApp, however none is anywhere near a WeChat model and chances are that this will not happen, at least in the way and to the extent that some have proclaimed. The reasons are diverse:

— China’s inexistence of a payments’ (it never developed the robust credit and debit card networks that are the backbone of cashless payments in and North America) together with lax regulation at the early 2000s and a huge unbanked population that was looking for ways to buy things, laid the ground for payments and messaging apps becoming all-encompassing SuperApps

— Many Chinese people have come to know the internet through WeChat and other SuperApps and for many still up to today their SuperApp is the equivalent of the internet

— WeChat isn’t just a single messaging app. Without it, life in China is almost impossible. People in the west with tens of different apps on their phones cannot understand the reality of just one app with dozens of submasks

— Consumers in the west have long-standing relationships with banks and brands that are difficult to be replaced by a single app

— privacy and security concerns as well as anti-trust policies in the west, present a structural antithesis to the model in

At the end of the day, the real challenge for any aspirant western SuperApp is the creation of an ecosystem – as opposed to providing mere access to an array of different services – with seamless, integrated, end-to-end experience across all aspects of modern life. However even if this succeeds, the closed-loop, walled garden approach that the model implies will probably prove a difficult fit for western consumers used to choice. SuperApps will inevitably come to the west as well, but they will not be the same as WeChat.

Opinions: Panagioti, Graphic source: Matthew Brennan
SuperApp for Digital Business

08/11/2022

SingularityNET is the world’s leading decentralized AI marketplace, running on blockchain. Our core mission is the development of Artificial General Intelligence (AGI) for a beneficial technological Singularity 🌐

07/11/2022

For a brief moment, Apple was bigger than Amazon, Alphabet Inc., and Meta combined, in terms of market cap.

Apple has managed to remain afloat through this rough market, and they seem ready for any storm that comes their way.

EzDo - Affiliate Marketing

02/10/2022

[Market Understanding] by Le Quang Hiep

☆ Consumer Insight: Types of Customer Psychology

In business, it is necessary to see the psychology of customers, to influence perception, and lead beneficial behavior for the brand: purchase, download the App, spend money in the App, upgrade to the Premium package, etc. In fact, there are 5 types of Psychology, different in nature, role as well as ability to create impact.

1. Category Insight: Reflects the point of view of brand experience, or product groups in that category.

❖ For example, the opinion of customers who do not want to buy mouthwash is “it is not necessary, brushing is enough”, “expensive compared to the feature of simply being more fragrant, the cooler than brushing”. ; The point of view of the workers about energy drinks is to "recover their strength so that they can continue working to support their families".

Understanding Category Insight helps to gain insight into customers' views & behaviors in the industry, especially explaining psychological barriers in industries with low pe*******on rates.

2. Related to product experience (Product Insight): reflects views & needs during the experience of a particular product, in terms of features, benefits, design, design, quality. .

❖ For example, the view after experiencing the Vision car is compact, elegant, can wriggle easily in urban areas with narrow roads, a deep trunk can hold many basic items such as raincoats, sun skirts, bags. bag, file holder, glasses.

Understanding Product Insight helps to see the strengths & weaknesses of our product compared to the competition.

3. Relating to the shopping experience (Shopper Insight): reflects the behavior and needs in the shopping process at an intermediary retail store, or showroom or private store.

❖ For example, the behavior of reading the information on the packaging reflects the concern about the product, standing hesitantly in front of the instant noodles promotion shelf reflects the mentality of "should I buy it, the promotion is so attractive, stay at home instant noodles not ta”.

Understanding Shopper Insight helps build a better shopping experience & organize the right retail activities to influence buying behavior such as beautiful mannequins, colorful candy booth displays , at a low level to attract children, let them ask their mother to buy, etc.

4. Related to the experience of surfing social channels & watching ads (Media Insight): reflecting tastes about the types of content or reading and watching on what channels, at what time.

❖ For example, surf Tiktok with your hands free for a short time, surf Lazada when you have free time at lunch break, ask colleagues to order milk tea at 3pm on Baemin, search for information about traveling, hunting plane tickets before the long holiday.

Understanding Media Insight helps to orientate on the type of content, broadcast on the Media channel at the right time, connect to make programs on suitable partner apps for the target audience.

5. Psychology is exploited to build Creative Communication Topics (Communication Insight): this is an important type of psychology that the Brand Team decides to choose from any type of Insight to build a Communication Theme, Since then, it has developed into an engaging story with a lot of complementary content, and then broadcasted on multiple channels.

❖ For example, Ice Cream Wall's exploits Insight related to the feelings of young couples "to show love by sharing", to build the theme "Delicious, dew, bear love", to facilitate sharing. ice cream cones become reasonable & create cohesion for young couples (one bite each, both delicious and fun). 🥰🥰🥰

01/08/2022

AI - Ready to Ride The Wave?

To take advantage of AI, leaders must embed it into their business and , and prepare their operating models.

Is ultimately a strategic, or a technological, endeavor? What is your opinion?

17/06/2022

Having re-shaped both and in the past decade, BuyNowPayLater keeps producing headlines: whereas some are proclaiming its death others are praising Apple for entering the game. Where is the truth? Let’s take a look.

What started as a niche segment offering from specialized players more than a decade ago, has become a multibillion industry that nobody can ignore: the global industry is worth about $US157 billion, according to WorldPay’s 2022 Global Payments Report.

The idea of facilitating installment is not new; it actually goes back decades to department stores (especially in the US), however the rise of e-commerce and FinTech , have played a catalyst role in transforming BNPL into what it is today.

Its modern FinTech reincarnation has led to huge success on the basis of a strong dual appeal to both consumers and merchants. For consumers it’s convenience through a streamlined, low-friction, integrated check-out experience, whereas for merchants is boosting conversion rates and average order value.

The pandemic has clearly marked a milestone for the industry with on-line (and mobile) shopping becoming the new norm and BNPL getting a significant chunk. However, the picture has changed dramatically as of late:

– Valuations around the globe have collapsed: US player Affirm now trades at a $5.33 market cap vs a $30 bn peak – a 75% change over a year – whereas in Australia, home to 15 pay-later stocks, the most of any bourse, more than $28 bn of market value has evaporated from the sector, according to Nikkei Asia

– None of the major pure-play BNPL players – the likes of Klarna, Affirm, Afterpay and Zip – is currently profitable

– Klarna, the biggest player of the lot with 147 mn active consumers across more than 400,000 merchants in 45 countries faces a 30% drop of its valuation (from $45.6 to $31 bn) and has announced laying off 10% of its workforce

The reasons are not hard to fathom: rising global interest rates amidst record inflation, a worsening macro environment and the war in Ukraine, mounting losses combined with rising investment focus on profits versus growth and increased regulatory scrutiny.

However, what seems at first glance as a dire situation, is very likely to be the inevitable adjustment following a peak, accelerated by unexpected macro changes:

— BNPL as a whole still holds a tiny market share of global e-commerce (2.9% in 2021) and has ample potential to grow (to 5.3% in 2025 and beyond)

— Apple’s recent move has only reinforced the appeal of the model and its prospects, if done right

— BNPL is clearly transitioning from a somewhat stand-alone proposition to a mass-customization tool that can find its way to wider ecosystems’ offerings as a credible alternative in an increasingly multi-polar payments

To rephrase Mark Twain, the reports of BNPL’s death seem to be greatly exaggerated.

Opinions: Panagiotis, Graphic source: FXC Intelligence

24/05/2022

15 Best Practices for (+ Framework )
Adapt the data governance practices all the way starting from the unaware maturity phase to the nirvana in the effective maturity phase.
Nevertheless, please find below a collection of 15 short best practices that will apply in general:
1. Start small. As in all aspects of business, do not try to boil the ocean. Strive for quick wins and build up ambitions over time.
2. Set clear, measurable, and specific goals. You cannot control what you cannot measure. Celebrate when goals are met and use this to go for the next win.
3. Define ownership. Without business ownership a data governance framework cannot succeed.
4. Identify related roles and responsibilities. Data governance is a teamwork with deliverables from all parts of the business.
5. Educate stakeholders. Wherever possible use business terms and translate the academic parts of the data governance discipline into meaningful content in the business context.
6. Focus on the operating model. A data governance framework must integrate into the way of doing business in your enterprise.
7. Map infrastructure, architecture, and tools. Your data governance framework must be a sensible part of your enterprise architecture, the IT landscape and the tools needed.
8. Develop standardized data definitions. It is essential to strike a balance between what needs to be centralized and where agility and localization works best.
9. Identify data domains. Start with the data domain with the best ratio between impact and effort for rising the data governance maturity.
10. Identify critical data elements. Focus on the most critical data elements.
11. Define control measurements. Deploy these in business process, IT applications and/or reporting where it makes most sense.
12. Build a business case. Identify advantages of rising data governance maturity related to growth, costs savings, risk and compliance.
13. Leverage metrics. Focus on a limited set of data quality KPIs that can be related to general performance KPIs within the enterprise.
14. Communicate frequently. Data governance practitioners agree that communication is the most crucial part of the discipline.
15. It is a practice, not a project.
Source: Profisee
– Your Consultancy

24/05/2022

𝗗𝗶𝗴𝗶𝘁𝗮𝗹 𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻: 𝗪𝗵𝗮𝘁 𝗶𝘀 𝗮 𝗱𝗮𝘁𝗮 𝗲𝗰𝗼𝘀𝘆𝘀𝘁𝗲𝗺?
Ecosystems (interconnected sets of services in a single integrated experience) have emerged across a range of industries, from financial services to retail to healthcare. Ecosystems are not limited to a single sector; indeed, many transcend multiple sectors.
For traditional incumbents, ecosystems can provide a golden opportunity to increase their influence and fend off potential disruption by faster-moving digital attackers. For example, banks are at risk of losing half of their margins to fintechs, but they have the opportunity to increase margins by a similar amount by orchestrating an ecosystem.
Many ecosystems focus on the provision of data: exchange, availability, and analysis. Incumbents seeking to excel in these areas must develop the proper data strategy, business model, and architecture.
A data ecosystem is a platform that combines data from numerous providers and builds value through the usage of processed data. A successful ecosystem balances two priorities:
𝟭. Building economies of scale by attracting participants through lower barriers to entry. In addition, the ecosystem must generate clear customer benefits and dependencies beyond the core product to establish high exit barriers over the long term.
𝟮. Cultivating a collaboration network that motivates a large number of parties with similar interests (such as app developers) to join forces and pursue similar objectives. One of the key benefits of the ecosystem comes from the participation of multiple categories of players (such as app developers and app users).
There are five questions that incumbents must resolve when setting up their data ecosystem:
𝟭. How do we exchange data among partners in the ecosystem?
𝟮. How do we manage identity and access?
𝟯. How can we define data domains and storage?
𝟰. How do we manage access to non-local data assets, and how can we possibly consolidate them?
𝟱. How do we scale the ecosystem, given its heterogeneous and loosely coupled nature?
The success of a data-ecosystem strategy depends on data availability and digitization, API readiness to enable integration, data privacy and compliance (for example, General Data Protection Regulation -GDPR), and user access in a distributed setup. This range of attributes requires companies to design their data architecture to check all these boxes.
𝙔𝙤𝙪 𝙘𝙖𝙣 𝙖𝙡𝙬𝙖𝙮𝙨 𝙘𝙤𝙣𝙩𝙖𝙘𝙩 𝙢𝙚 𝙞𝙛 𝙮𝙤𝙪 𝙣𝙚𝙚𝙙 𝙩𝙤 𝙠𝙣𝙤𝙬 𝙝𝙤𝙬 𝙩𝙤 𝙗𝙚 𝙨𝙪𝙘𝙘𝙚𝙨𝙨𝙛𝙪𝙡 𝙞𝙣 𝙮𝙤𝙪𝙧 𝘿𝙞𝙜𝙞𝙩𝙖𝙡 𝙏𝙧𝙖𝙣𝙨𝙛𝙤𝙧𝙢𝙖𝙩𝙞𝙤𝙣 𝙟𝙤𝙪𝙧𝙣𝙚𝙮.

07/05/2022

Crypto cards primarily come in two types: debit cards that convert cryptocurrency into fiat so that it can be used to make a payment, often with additional crypto rewards, and fiat-based cards that provide crypto as a cashback reward. Or, in the case of the Nexo Card, cardholders can use held crypto assets to open a line of credit and make purchases in fiat while using their crypto holdings as collateral.
Looking at the crypto card schemes on offer, we found the following trends:
📱 Some cards require you to be holding a certain amount of crypto to apply. For example, to obtain a virtual Nexo Card, users must have a portfolio balance amounting to at least $50.
🎯 With some cards, the crypto rewards you receive for purchases are based on the amount of crypto you stake. With the Crypto.com Visa Card, the number of CRO tokens you have staked determines the CRO rewards that the user will receive. For example, if your held tokens amount to a value of £300,000, you will receive the maximum CRO reward of 8% on transactions, whereas if you have less than £300 staked you will only receive 1% in CRO cashback.
💳 Rewards are received in a variety of cryptocurrencies, depending on the company. For example, Crypto.com Visa Card users can only receive their rewards in CRO, whereas Gemini Credit Card users can receive their rewards in one of more than 60 cryptocurrencies.
💰 The majority of crypto cards we track don’t have transaction fees for payments, except for the Binance Visa Card, with charges for transactions and ATM withdrawals up to 0.9%.
🌎 Many crypto cards don’t charge FX transaction fees, meaning they will convert crypto directly into the fiat currency needed to make foreign purchases abroad without any additional charge. Exceptions here were BitPay, which charges 3% FX fees for payments outside the US, and Nexo, which is only free of FX fees up to €20,000 (depending on the amount of NEXO tokens being held).
Many of the crypto cards have been launched in the last few years, which makes this a nascent area that will be subject to a lot of change as challengers continue introduce new offerings.
FXC Intelligence

19/04/2022

Where is CAMBODIA ? 😢👇

EzDo - Affiliate Marketing

15/11/2022

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