collection. With the advent of Blockchain in our lives a choice between two models
has appeared: public and private.
Rapid success of Blockchain in the domestic banking sector is hard to believe in
short perspective: there is completely no confidence between market players and the
need to respect confidentiality and bank secrecy. In order for the system to work with
an ordinary client, a traditional player must come into contact, to which there is
complete trust, that is, a bank. Lack of trust is one of the main reasons why the sites for
crowd financing and crowd investing do not become mainstream and cannot yet
compete fully with banks. So, even before the scandal with consumer loans, the retail
loan portfolio of Lending Club in the US was less than 1% of the market for these
loans.
From the end customer point of view, the service that came from the bank-2-bank-
market will be formalized as a service rendered by its own bank and fully
understandable to it (for example, bank A issues a loan to its client - small business
from the funds that came by the crowdfunding model from Bank B clients).
The nearest to the ideal here is a model of private blockchain, to which only a
limited number of players are admitted who have been tested according to regulated
rules of business practice and clearly allocated areas of responsibility. The presence of
banks and trusted companies on both sides of the transaction provides additional
guarantees to end customers, including protection from «Frod», the ability to partially
insure their losses when crowd investing etc.
If to look at the bank-2-bank model through the prism of the now trendy economy
of the general consumption (sharing economy), then there is a parallel with the service
of ordering an Uber taxi, but for banking products and sales channels. Imagine that the
client comes to the bank with a need that this bank cannot satisfy right now. This can
be, for example, equity investment in commercial real estate. To solve this problem,
the bank goes out with its bid to the market and place the client's money in the best of
the current offers, receiving commission income and carrying out cross-sales. In this
case, the bank does not waste time to create such a product and buys it on the market
if necessary [8].
The market of findelivery is, perhaps, one of the readiest to work on the model of
b2b-marketplace. The example of the "Tinkoff" bank with its growth, and crisis,
forcing banks to reduce their own branch networks, push banks to enter the market of
courier delivery of bank cards. For example, according to the data of the Central Bank
of Russia, 100-150 thousand cards are delivered there every month, and the output is
about 5-6 million. At the same time, the growth potential of the delivery market is 1
million cards per month [8].
Delivery promises to be an important tool in expanding the client base of the bank
and increasing marginality in the event of replacing the traditional service model with
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