Yn y fifio'r fidei fy yw weithio felly yw'n gofyn ni bwysig arweithio'r corff ddych yn gwybod hks. Rwy'n meddwl i fwy o'n bobl ychydig yn mynd, ond ei fath o bwysig arweithio'r corff fynd yn ffwy o'r bwysig, a'n gweithio'r oedd yw'r cydlo sy'n gobeithio eich gyfod yn y ffwysig. Cef mailing o'r cynnwys yng nghyrch yn y fath o bwysig arweithio'r cydlo gan maen nhw'n fath o'r cydlo yn y ddechrau. Felly mae'r amser yn dweud o'r meddwl yn y dyfodol, rwy'n meddwl meddwl yn gweithio, a'r meddwl yn gyngor, ac wrth gwrs, yn gyfynnodol yn gweithio'n meddwl, ac mae'n meddwl yn y cyflwyno'r arweinio'r meddwl yn gyflwyno'r meddwl. Felly mae'n meddwl yn gweithio'r meddwl yn gweithio'n meddwl, ac mae'n meddwl yn gweithio'n meddwl. Yn gyflwyno, byddai'n meddwl yn cael ei gyrfa mewn i gyrfa. Felly, mae'n dweud o'r 1.5 miliwn llai o'r fawr, yn cael ei ddweud, ond mae'n dweud o'r llai o'r 1.5 miliwn llai o'r fawr. Argynfest yn hygrif, mae'n dweud yn hygrif stocs, yn y ddysgu'r industry. Felly, mae'n dweud o'r stocs yn dweud yn y ddweud o'r industry ffynn te cuts, y industry baratol seithio gei'r industry. Felly, mae'n dweud o'r e-Vs, y industry cyllidau cyllidellol ac sydd y brosledau dod o ddysgu'r industry wedi defnyddio dyfu. Mae'r industry'r industry cychwyn croffau ardal, yn fawr o wneud gwneud a swyddi'r rhai software o ddwyll. Mae'r cyfnodd sy'n ei ddweud. ac uch credol o ran gael wneud y cwrs ac yn ydy rhan oedd y bod yn ymdweudions o ddweud. Mynd weithio bleddaf yn gweithio, rwy'n ddweud, mae'r perfforiad ei gofynu'r pwysydd fel hyn yn holl ac mae'r holl ddweudas chi'n ddweud. Mae'r holl mewn o'r 1,5 mili ddweud yn cyfwrit o'r gwaith. Rwy'n gweithio, ac i'w fathio ar gyfer y ddweud. Dyna gweithio bod ydym yn digwydd chi'n gwahanol o'r byswyr sydd oedd ei fawr o bwysigol i'r fawr. Mae ogylched yn dda i'r bwysigol i'r bwysigol i'r bwysigol o'i'r bwysigol o'r fawr. Byddw'n eu bodai o'r byswyr o'r bwysigol i'r bwysigol. Felly, mae erbyn erbyn i pam le pob yn ei wawr o bwysigol o'r bwysigol, Ond o a Llywodraeth, mae'n ogylched yn cael ei gweithio'r stoc cwmparu o'r cwmparu'r bobl. Rydym yn ogylched yn cael ei gweithio cwmparu, a'r cwmparu i'n gweithio'r lŵn. Mae'n ogylched yn cael ei gweithio'r cwmparu sy'n cymryd yn cael ei gweithio'r stoc cwmparu. OK, bythog. Roeddw i'r meddwl,'r meddwl i'r meddwl sydd wedi myfyr Food Store, ac rydw i'n meddwl i'r meddwl gwybod gwybod bodeau. Roedd am yma'r meddwl ei fod yn ddiddordeb y meddwl, yn ôl i'r meddwl i'r meddwl i'r meddwl i'r meddwl. Ac rydw i wedi'n meddwl i'r meddwl i'r meddwl i'r meddwl i'r meddwl i'r meddwl. Roedd yr yma meu ym mhugwr llei hwn i gael eu perioedd iawn, ac yr ymwmpio ar y einem yn y gamea rhagoriftyffur ym mwy flynedd. ac ydych gyntwy'r cyfo'r cyfnodd yn y pwysig ar y youtube setj. Yn amser ymateb gyda'r video ar y youtube setsj ac mae wedi'i amser yma yna dda'r ysgrifennu'r cyfnodd ond yw'r cyfan, os ydych yn rhoi gyflyg. Yn gilydd y chanel, o Herm yw'r cyffinu, mae'r cyddi'r cyfan yn unig Cyfryddol sy'n ddweud ar yr hynny. A nhw'n gweithio. So'r cyffinodd hefyd o'r dorfwyng os yna'r cyffinodd yn y cwateriolaeth. oes, ac mae'n rhoi ychydig o'r cyfnod o'r company. Mae'n gwneud am ydyddai cyfnodau cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno. Ond rwy'n gwybod i'r ffordd o'r gweithio, o'r ffordd o'r ffordd o'r gweithio. Mae'r cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno cyflwyno prefferedd i ni, ac yn dweud i ni'n gweithlio'r hun yn llwyddu ein hyn sydd yn ei gweithio'n gweithio, mae hynny yn gallu gwithaig yma Gweithio. Diolch yn ysgrifennu 12 yma, mae'r cwrs ar ysgrifennu yn gweithio'r wir iawn i gweithio'r perthwylo i hun o'r 180,000 seff Persiwn Cyfrwyr. Mae gennych yma mae'n brolygu 6.3 bilion i gweithio eisiau o cwrdd Eulog. is supposed to be for electric vehicles, hybrid technologies and all alternative fuels. The problem is that USPS is only saying that it will send out a request for proposals by a Q1 of 2021. This is another delay since originally the market was thinking for the final contract would be won by the end of 2020. So having this continuous delay in these large contract orders now that is where the reluctance comes in but we've got to understand that you know it's not just you got SPS that they're going to be building contracts with there's this focus on USPS and rightfully so because it is a large order and it's a large potential partner but what we've got to think about is also what are the potentials for them to build contracts with other companies as well and that needs to be considered within that so again this may be a long-term hold stop as they start to get things moving and rolling in terms of these contracts you know there's a bit of downward trend to the stock based upon the contracts it's very much the stock price is very much interlinked with the success of these contracts there because these are large orders and so so there is that there to be bearing in mind there but what are some of the good points about workhorse obviously they've got key investors you know they've got investors that are a really good track record in actually making the right investments on stocks again you've got arc invest continuously cafe woods of arc invest continuously buying this stock okay they continuously buy it it's actually got good cash on the on the balance sheet you know there's a good good a good healthy cash there it's got good strategic contracts contracts in the future and but they really need to start really finalizing these contracts to get things moving but i understand that you know it's not necessarily a straightforward process this is a lot of money involved so no wonder there is some you know hesitancies in certain delays etc and it's more of a drawn out process why because it's a large contract and there's a lot needed to be you know thought about and that's got to be bearing bearing mind there but i think you know this is a long-term slower stock player and that's not necessarily a bad thing some of the stocks you get they're not going to triax in two weeks you know some of the stocks we get are going to be going up gradually over time and i think where course is one of those particular stocks i think that this is going to go up gradually eventually he's been consolidating recently a particular price which will go into but i think as the announced more contracts as they build up more strategic partnerships with companies then that is what's going to increase the stock price but again this is the sort of contracts don't happen overnight this is a process okay and you've got to be patient with this stock i think compared to potentially other EV stocks which it's a bit of a different beast shall we say because it's B to B it's business to business stock right and business to business stocks in terms of electric you know vehicles etc um then that that that takes a bit longer in terms of getting the the contracts there um it's obviously a bit different to be business to consumer because he's selling to a customer uh you know that's just buying a singular vehicle whereas where course is business to business where it's all about um you know a fleet of vehicles essentially or a wholesale chunk of vehicles uh as a contract so it's a different dynamic okay uh i know that goes without saying but it's just something to kind of bear in mind so where core where core stock where we at so we're at uh 21 15 and after hours 21 22 so around this level and it has been this way for since the 3rd of december to the 16th of december it's been hovering around the 20 to 22 sort of 22 range there 22 23 so it has been hovering around that point there it's been consolidating a little bit um there and and obviously previously in the november it was nearly 30 so i think that this is a potential buying opportunity if this drops a bit further maybe if we can drop it can drop into like 19 or 18 i think ultimately that is an incredibly cheap price and a good buying opportunity even at this price it might be best to put up small positioning and then maybe hope to average down over time um i think that this stock's got some potential um another company not exactly the same but similar to it is c i i g arrival um i really like that company um arrival i think they've got a lot of potential as well um and i like their micro factories approach and the kind of the way that they're doing their process of manufacturing and the workforce is like 90 percent engineers in arrival so i'm not going to compare the two and say i'll prefer this stock over the other i'm just saying that arrival is is is one of my bigger holdings when it comes to this area because i think it's got a lot of potential i'm already up 70 80 percent of it i remember calling out and and you know it's it's one of those stocks that is going to increase over time as well much like this one because it's a growing industry electric vehicles is a growing industry there's an abundance of demand for this and as long as they produce a good quality products build up these strategic contracts as they are there's a lot of potential for them okay i'll stop rambling on that so if you enjoyed this video if it was useful in any sort of way then please leave the video a like because like i say it helps it out get it up in the youtube algorithm you know so more people find the channel and that'd be brilliant and you'd be doing a service for us there and that'd be fantastic if you can do that but also subscribe to the channel if you're new and and it will be great for you to do that and i will be producing more content i don't ask for anything you know everything's free uh here um you know i'm not selling courses or anything all i ask is to like and subscribe that's all i ask uh and hopefully this was helpful for you and i will speak to everybody later


Right. Welcome everybody. Lovely to see you here this bright sunny afternoon. I can see a few friendly faces in the crowd and some new ones. This is the latest in a series of events that we have been doing for the Chartered Institute of Marketing. My name is Jacob Howard. I work here in marketing at Deutsche Bank so I'm kind of hosting two times today, hosting for Deutsche Bank and hosting for the Chartered Institute of Marketing I'm the chair of the financial services group. So last year we did some events on digital marketing and GDPR, everyone's favourite topic. This is the first event of this year, but we have other events planned. And after the panel today, I'm inviting you all to come downstairs with me and we're going to the pub. So please do if you can, join us. And during that networking evening we want to gather more ideas from you about other activities you want to see in this space. I've already heard in the past 30 minutes, I didn't know this was happening. Can we do more of this? So let's get all of your ideas and start to form this community and do more things that are relevant to you and financial services marketers. So we've got a fantastic panel today. Open Banking, what does it mean to financial services marketers? And I'd now like to invite the moderator, Daniel Hederson, from Athlon to come up and introduce his panel. Good afternoon all, thanks for coming along. Quick intro about me. So I'm managing partner Athlon. We're an experienced design and transformation company. We work with banks, fintechs and open banking, but I'll try not to be biased. So what I'd like to do is just welcome up the panel so maybe we can start with Eduardo if you'd like to join me and if you want to do a quick intro about yourself to everyone. Hello everyone. I'm Eduardo Martinez Barrios. You can tell that I'm Spanish, right? So yes, I've been working with Santander UK in order to deliver all the open banking initiatives that has been set up for the past two years. And definitely has been a journey besides that. Well, I've been working with the Santander group for the last 11 years working in the group wide initiatives and as well in the UK, the US and other regions where we operate. Also invite Jasper if you can come up and do the same. Do the same. Obviously different company. So yeah, I'm Jasper. I work in marketing for Pension Day, which is an online pension manager in the UK. So I joined the company four years ago as number four. We're now at 60. So it's been quite a journey. Making pensions simple and engaging, which is something that I guess we all agree the pension industry is not being very good in doing. So a really challenging, challenging, challenging brands had a lot of fun along the way in building a pension brand from the ground up. Before this, I was working as well. I was working for a company called Simply Business, which is an online insurance provider also in marketing. So in total, I think 15 years of financial marketing experience work, making boring products cool, I guess. Cool. And last but not least, Miles from Open Banking. Good afternoon everybody. So I'm Miles Cheathaman from Open Banking. I'm head of propositions. You might ask what on earth is that. My job is really to understand what the customer wants. That's either the man in the street or the small business. Understand what they want. Make sure that's reflected in what Open Banking actually builds. I've been at Open Banking literally since day one.  Absolutely fascinating to see this thing go from a piece of paper called the CMA Order. In fact, the CMA Report when I first got there. Come to life and spring out of this piece of paper and turn into something which is now starting to gather a huge amount of momentum. Prior to that, not really a banker. I'm not a banker at all. And a little bit of payments experience. But most of my life I've spent in telecoms working here in Europe for Vodafone and in Africa for MTN. Mainly in digital product development over the last 20 years or so. Something like that. Great. So we've got obviously a very varied audience, or panel which I think is really good. About you first. Just a little show of hands to help us gauge where you're coming from and where you're at and your understanding.  OK, that's expected and CIM. Who understands what Open Banking is? Let's be honest with ourselves here. OK, but half the audience. And can you raise your hand if your company is in the process of embracing Open Banking? OK, OK. There's a few.  But maybe we can start there with quite an open question. I'll direct it to you first, Miles. Can you just help explain what Open Banking is for those who aren't so sure? And why is marketers they should all care? Yeah, sure. So Open Banking is basically about allowing third party providers access to your bank account so that you can draw out the information, the transaction information, the account information from your bank and to initiate payments on your account. And that kind of might sound a bit scary, but let me assure you it's totally secure. It's all under customer control and it uses a trust framework which means that nobody can get access to your bank account without your permission. And what this means is that third party providers can start to deliver services which effectively run on the banking infrastructure. So if you imagine you have your banks and that provides all the plumbing for the banking industry it means that new value-added services will emerge and are emerging using that infrastructure plugged into the banks and that will spur innovation right across financial services. And that's really why it's so interesting for marketers because it's a kind of step change. What the Competition and Markets Authority did when they initiated this and wrote the order was they did something that no other comparable body has ever done anywhere in the world that is to mandate access to bank accounts. Simply hasn't been done before. The UK is well ahead of the rest of the world. The rest of the world actually, by the way, is following and very, very interested in what's going on here. But we're making great strides in the UK as an industry in adopting this technology. What that means is that customers will have a far greater choice in the products and services that are available to them. Some of the things which beforehand would perhaps have been a bit exclusive now can become automated so there will be broader coverage of services, things that we'd have to pay for advice and things like that. Those kind of things can be automated. And it will start to breed much greater innovation across the piece and it will change the relationship that people have with financial services over the next five to ten years. It will get carried away. It's not going to happen as a big bang. It is happening quite quickly. But you'll see this happen over the next few years. On that, we'll see it's about sparing innovation. You just tapped on the end. It's five to ten years before we'd probably see the full breadth of that. It's been a recent report and I'll direct this one to you about the failure of some of the big banks to adequately deliver on open banking for their customers. Is it a competitive opportunity? Is it a market disruption? Definitely.  It's a whole network of rails that at the moment banks have the opportunity to provide as many services as we want. Of course, that will be levied through all the potential partnerships with third-party providers. I think this is a very important point that at the moment what we are facing is a new way to interface the consumer. It's not just across the regular channels that we as a bank may have. It's actually now we are opening the door to start working with other companies, fintechs, third parties, where we can start amplifying our product and services to reach out the consumer public. So, saying this, what I'm trying to say is that definitely I think is up to the competitive space of each of the banks to take advantage of these new rules because in the end it's a set of rules and knowing very well the rules that we need to play with is about how do we do better and at least this is the journey that we are heading towards. I think the opposing view from a fintech is quite interesting. I know that pension be done quite well recently, you've been voted. Was it tech company of the year by evening standard? Yeah. So, well done for that. But it would be good to know your views. Nominated. Nominated. Has it been announced yet? Not yet. Okay, okay. I know the taxes in the... Okay, so if you can tell us from your perspective what the opportunity is, what do you think is required to succeed in this space? I guess what we have always looked in terms of the advantage open banking might have for us is it will make products like pensions actually much more accessible, much more understandable because pensions is like your money for tomorrow. And if you can see that alongside your money of today, that's what open banking enables you to do. So we knew that we would never be the place where all the account aggregation would take place. We will always be the provider of that data to banks because that's where people naturally will find that information in one place. So, but suddenly for the first time people were able to see their pension balance, a life balance that fluctuates daily. They can make contributions from their bank account into a pension pot and they can see it all in one place. That's never done before, you know. Most pension providers would still communicate with you on paper and ask for red signatures and stuff. Some of them actually fortunately had an online portal and now suddenly you can actually see that in a banking app. And I think that's been really helped us to enable people to understand pensions and to actually encourage people to engage with their pension and save more.  So suddenly it just didn't went to a cashizer. It actually went straight into a long-term savings product. How cool is that? And I think that is kind of like for the bank itself. It creates a lot more brand, customs are much more happier with their bank because their bank enables them to actually take control over a product the bank might not offer. They will stay with the bank for longer and there might be more lower customers to that bank because they just provide the view of those products in one place. So could you just expand slightly maybe the marketing angle? How have you got from idea to where you are? Being a brand that has been nominated for awards, some of you have probably seen the advertising on the side of the train lines. Can you talk a bit about the message? It is obviously very important for open banking that there are parties who are talking about it because the end consumers don't know much about it. So talk a bit about the marketing channels and messages. So for us a third of our customers daily are signing up through open banking partnerships. So from a marketeas perspective there is a huge opportunity from an acquisition point of view. So one example I can, one of the banks you work with is a challenger bank which is a Starling bank. Starling bank has been at the forefront of rolling out marketplace where people would be able to shop around and add more products to their portfolio. You can imagine that people signing up through an app like Starling for example. We've made it super easy to sign up to a pension B product to start to find and combine process of pension consolidation all in one place. All of those open banking partnerships combined that's a third of our acquisition daily coming into pension B. So it's been very significant in actually building our brand from the ground up. So we're not just using our direct to consumer channels whether that is more performance led or whether that's more brand led. But actually the partnerships like we have with Starling but also with Yolt, Money Dashboard and some of the non-banks more account aggregators has been quite vital in actually building acquiring customers. So there is really that customer acquisition point. So from providers like pension B it's an opportunity there. Okay, and in round the trustee of open banking recently was talking about how we're starting to see the end of the beginning of open banking. People as organisations outside of move beyond the regulation was starting to see adoption in market. And it's been reported that many are saying that open banking marks the end of traditional financial services. So good to get your thoughts on maybe on the impact on the market landscape and maybe how marketers should be treating their audiences differently. Yeah, so I think the market landscape is going to change fundamentally. If you look at where we are at the moment we've got something over 100 companies that are enrolled on our directory and live or about to go live on the market and a queue of about another 200 sitting behind that that have applied for authorisation the FCA. That's significant number of companies. That is going to have an impact on the marketplace. There are varying sizes in there. Some of those businesses are small. Some of them are rather large. I think one of the things that inevitably we're going to see is the arrival of some very big names in the marketplace over the next two to three years. And these will be companies with much more of a kind of, I want to say big tech but much more digital thinking, very customer focused, very much thinking about the experience, the totality of the experience that they're delivering. And I think this will have quite an impact on how people start to perceive financial services and that will ripple right across everything. I think it's inevitable that we see some quite interesting market entrance as a result of what we've done at Open Banking and that will change this landscape I think markedly. You won't feel the impact immediately, but if you roll forward, as I said, certainly five years you'll see that it's had an impact in ten years, I suspect we'll be surprised at how much of an impact we've seen or change in the market landscape as a result of what we've done with Open Banking. Potentially a count of you, maybe not, but market awareness and adoption is still low. Have you got any thoughts made from your observations or a certain perspective? Why that is and what needs to happen? Definitely I think it's about raising awareness. An example, I was in an event, I would say a couple of months ago, where a lot of university students were there and no one was aware about Open Banking and actually I think that's a good indicative of what's going on here. I mean, as Miles was highlighting, we're talking about that there are around 230 TPPs that are in the process of getting certified by the FCA or the National Competitive Authority and start activity within the Open Banking ecosystem, but I think what is important, what we need to mature, is in the entrance of ideas that will generate use cases that will be generating at the same time much more engagement with the public. Jasper has been raising their use case that is about pensions. That's just one. Focus on a particular topic. You can apply these to whatever you want. It's about triggering ideas, triggering implementations that are appealing to the customer, that needs to be very much customer orientated. That's what will generate the awareness to the market because it's not about that we're going to publish papers about what is Open Banking, what can bring to the public. No, no, no, that needs to happen through actually products and services that are released to the market. That probably don't talk about Open Banking? Indeed. Why should they? The whole thing, we don't talk about Open Banking. We talk about the fact that you can see your money from tomorrow with the money of today and therefore you enable people to save more for retirement. Great, there must be other use cases, but let's stop calling it Open Banking because that sounds very technical. Indeed, nobody's going to go up in the morning and say I need some Open Banking. Yes, I need to do some Open Banking today. No, that's not what you want. I want to download and get some of my accounts in one place. That's what you want. Last year, because it was implemented, there was lots of talk about Open Banking, also in the press, and I think a lot of people just went over their heads. That message is obviously really important. Is there an advantage to being a start-up of FinTech who can have a single focus versus maybe a large bank who has a multitude of messages and consumer scenarios you need to talk about? Did you find there was an advantage coming to the market knowing that you were just going to solve one customer problem? Well, the thing is like, there's always a danger when you develop a product that there will be more requests coming in for product extensions or a lot of other stuff. So, for example, do you offer a child's pension for children? Or do you offer a self-employed pension? Or can I open a new pension which we don't? We do pension consolidation and we build a technology platform that you just tell us where you've worked. We know where your pension is. It still does take us a lot of resource and work to do. We're not big, so we don't have deep pockets to branch into other areas. So we're very good at solving one thing. Without open banking, you can imagine that might become a bit too narrow moving down the line because you might have other needs. I want an ISA, but we don't offer ISAs. We're not going to offer ISAs with pensions. So this is the opportunity that open banking brings to more niche players or specialists. The thing about having everything from one brand, I think that's gone with open... Well, open banking will actually accelerate that. So people will have maybe, for example, a first direct bank account. I have a first direct bank account, but I also have a first direct mortgage. I can see them all in the app how great is that. But I do have a market savings account because first direct doesn't offer very good interest rate at the moment like 0.0001%. So I'd rather want to have 1.5%. A 123 account, please. I'll switch tomorrow. But the thing is like, but with open banking... Get the format. Sorry. But with open banking, I can just pull my market's data into my banking app. And so therefore niche players will have the advantage there to actually offer a product and do it really well. And I think the big players, like banks, you will have some of the products from them, but they might not be good in everything. And they just pull that product within the banking app. I think that will be perfect. So inertia has obviously been a friend to the bank for a while. And Santander has historically done well. You've won your customer experience award, which is great. How do you compete against the new players? You dropped your 1, 2, 3 message there, but are there any specific messages that a customer focus that can fend off the fintech competition? I don't think it's about fencing up. This is a particular view. Perhaps another colleague in the bank will say, no, no, no. Don't say that. No, but it's about that, literally, with these rules, it's a mandate that we need to open up our interfaces to the fintechs. So why be reluctant about that? I mean, we need to do it as simple as that. So let's identify ways where we can partner up with them so we can offer, first of all, to the consumers, the highest level of quality in terms of products and services. And how can we do that? Well, identifying where we can apply synergies. As you were saying, you specialize in pensions. That's it, pensions. Well, Santander specializes in multiple things. But, of course, we will see some room of improvements in certain areas where we can actually work alongside with a specific third party provider that they might be experts in those areas where we identify room of improvement. Miles, do you agree? Did you think that banks, this approach of partnerships is the right one? Is there more they could and should be doing for the consumer to understand it and encourage them to adopt the new platforms? I think there's a lot more that they could be doing. I'm going to be a little bit provocative. That's why we sat down here. Insofar as I mentioned that I'm not a banker in my background is telecoms. What's really interesting in telecoms is how organizations, the big telecoms players, have seen their revenues dramatically impacted by the arrival of Skype and WhatsApp and WeChat and Facebook Messenger.  They use the telecoms infrastructure in the same way as open banking uses the banking infrastructure. What's happened here is that you have a product like Skype or WhatsApp, as examples, who have a fundamentally different, as a fundamentally different business model, and actually the telecoms players have not been able to compete with that. It makes it very, very difficult when actually as a telecoms provider you're faced with competition from somebody who is playing in an entirely different way where their revenues are not coming from subscriptions and messaging in the same way that you are as a traditional telco. I think that's one of the cultural changes that the banks are going to need to adapt to is that they're not on a level playing field and that in a world where, for example, revenue can be made from data mining and advertising and you have a business model that's fundamentally different to the one that you are used to, that can be incredibly disruptive and I think that's one of the effects that we will see. The banks, in my view, are not moving fast enough and don't recognize that threat as clearly as they should do. I can tell you I've spent many, many hours and years working in innovation and in business planning in telcos to know just how wrong I personally got it on some occasions. With hindsight, I think a lot of telcos would have moved further and faster and would have listened to this kind of competitive threat at a time when they could do something about it and now many of them are on the back foot and struggling. But is this a case that, correct me if you disagree, but maybe the banks aren't seeing the consumer demand and therefore why invest in being proactive in innovation? Is there one that trumps the other? Do we need consumers to be demanding new services for the banks that go, hang on, we need to provide it? I tell you what is that, what happens is these things can pop up so quickly and culturally, large or any corporation has at least a minimum of 18 months to be able to introduce something new. Whereas a small digital start-up can bring a new product to market in let's say three to six months if they really work hard at it. What you have is almost like a Darwinian effect where you have digital products which evolve and iterate so quickly and adapt themselves to customer demand that the larger corporations struggle to keep up with that rate of innovation. And what happens is customers see something they want to. They get on board really quickly, you see this in the digital world and before you know it then the large corporation is hemorrhaging revenue, it's hemorrhaging customers in that particular area and it's usually something specific and you'll find that actually then they have to start playing catch up all the time. And that's the challenge with all of this. I think that there is a scope for a huge amount of disruption in the marketplace. And in fairness to the large banks you've had to weather the GDPR storm which we all had fun dealing with and then this regulation comes along and there's a lot of stick and no carrot. How do you adapt from doing what you've regulated to do into meeting the consumer demand and spearheading that? It's a good question. I think there are examples where you can see that there are some clashes between what we're doing through the CMA order and PSD2. And at the same time there are other regulations that more or less raises some kind of friction in terms of how to do this particularly for the authorized push payments regulation from the FCA where we need to be quite straight to the consumer when they are prompted to do an authorized push payment. That means that every time that you do a payment and that payment perhaps goes out of your regular payments you need to be asked multiple times about if you are sure to do the payment. So literally from the customer experience perspective it's not a friendly way to implement this kind of requirement against a supposed to be super slick interface in order to facilitate the consent journey for a consumer to authorize a third party to access or to be able to initiate a payment itself. So there are, I think, plenty of opportunities to do this better as Malcolm was saying. The UK has been the first one to implement in such a way this because you see other markets that in an auto-regulated way they have introduced some kind of initiatives but has been implemented here in the UK where the first and many other markets are literally looking at us in order to understand how can they implement this set of standards in other markets. So I think definitely some maturity needs to happen and banks we need to just acknowledge that there are some risks and we need to be mindful about how to tackle those risks but I would say from a positive way I mean because literally these are the set of rules that we need to work with and I've been saying this already several times. So I mean we all know the UK is a great hub for fintech and for new products and it feels like in some ways we are a guinea pig there are probably some cretis to iron out but we are seeing success with fintech so I'd be curious to know if you can cast your mind back to the day you thought, ah, pension V what was the insight, what made you think you know what we can do something about open banking? I think the first request, I think the first idea when we could use open banking initially was when we have a lot of self-employed customers and they don't say for pension but they struggle to contribute on a regular basis because their income is irregular so why wouldn't you want to connect your bank account with your Beehive, your online account or your pension B app and every time your client pays a percentage of that invoice is being paid into your pension that means that you need to connect your business bank account with that hasn't happened yet by the way it's something we are scoping out but that's basically all the enrollment for self-employed if you think about that, how cool is that? Sorry I used to word cool now twice today but that is a really good solution for somebody who struggles to save for retirement because you don't do it on the monthly basis on the invoice, that's where you thought wow that would be great, that would be possible and then we started to talk about and then we met Starling which was our first open banking partner and they talked about account aggregation so it was all about seeing all your balances in one place we didn't saw the business case initially if I'm really honest but then I saw it myself in the app and I was like wow I didn't know you could do this and I think when it comes back to is this consumer driven or is this innovation driven it's sometimes one or the other in case of the balance it wasn't consumer driven because I wasn't really like research and our customer feedback didn't show that customers wanted that until we've actually build it and we tested it and suddenly overnight we had to stay late and mend the live chat and the sign up because we could not stop the influx of people signing up to pension before the Starling app and it was just great but it was like why didn't we saw this coming so sometimes you need to create something for a consumer to think oh wow this is absolutely great but on the other hand with the self-employed that was definitely driven by customer feedback and having worked on the new experience design for open banking I'm well aware there's obviously some challenges through the consent process you used the word call a lot but were your customers using call because from a marketing perspective they've got to think if we do something what's the backlash what are the challenges we're going to have in our comms and our brand perception so were they all saying call? No they weren't all saying call some of our customers are 65 plus because they're drawing from their pension I say we typically especially our first wave of customers are definitely early adopters absolutely think fix we do are cool as in like you know innovative 80% of our customers are not based in London so we often say we don't do it for bearded James and shortage but we do it for Jane and Cardiff and that's kind of like our real customer she is pension B customer has an average pension of 40k and isn't into open banking all of that stuff she might use as the open banking app but that's our bread and butter for our customers today so I would say it's definitely we're building products for her and she might not think we're cool but we solved the problem and that was lost pensions and she can now see it in one place I'm going to come back to target audiences and propositions I think that's really important for this because I like to delegate work it's your turn so Jacob you've got a microphone go on quick question you talked in the beginning about data security but when we're talking about all of our status in new oil it's not just the security it's integrity ownership on that one so I'd like to have your views on what you think about the actual ownership of data and what happens if along that process some mistake creeps in say for instance you've got a customer with his behavior suddenly gets a foul credit rating and everything is shared immediately and spread immediately how can this person be under control again in correcting this information and who would he or she point at with the wrong information because we currently just look at the fantastic bright future everything is cool, easy and stuff but imagine later on in the future that you're almost scared to share something but you do not know where it ends up and who owns it so can you tell us about that because as a banker the first thing that I learned is risk management like it was hammered in my head first of all from the bank perspective okay but this is already happening you have technology alpha that is called screen scraping where you are allowing as a consumer to a third party and to impersonate you because you provide the credentials of your bank to access your bank account and this is to me the big risk because literally you give that access and they can do whatever they want I mean the TPP may say I'm doing this but the technical method itself to access I mean could is accessing your bank account like you might be doing it yourself so that's happening already what happens with APIs is actually that you provide a specific consent a specific authorization to access a specific set of data so it's not a blank check to the third party to do whatever they want so this is the first point and then in terms of controlling who access because you perhaps have granted authorization today and in six month time you perhaps have granted I don't know how many authorizations and you forgot so banks needs to provide a consent dashboard where the customer have visibility on all the authorizations that has granted and can turn off the consents as the customer considers appropriate so that's a way to control the data that actually of what is happening at the moment and a lot of the work we did with you guys and we did like 200 prototypes on the APIs and these journeys to identify the understanding and communication now there also is a lot of concern around data how important was thinking about the consumer journey and that concern users may have in the work that Open Banking were doing it was paramount this goes nowhere unless customers trust this and in order to trust it we need to have control so it was absolutely fundamental one of the very first things that we started to work on was how are we going to build this and how are we going to make sure that this remains within the control of the customer because if we can't achieve that then all this is for naught Edwardo has said I think we are actually in something of a kind of a step change in the way that customers see and perceive the level of control they've got over their data because if you think about where we are today people have been cheerfully sharing their personal data through social media through all manner of things and Google things and all of that is built up this big profile about them and actually they have very little control over that and I think one of the things that we are hoping that will emerge as a result of the work that we are doing is that people will begin to understand that it is possible to have very tight fine grain control over what they do and don't share so building on the things like the dashboards and the way that you grant consent and how you revoke consent and all of those kind of things and this is a continuing theme in open banking last year we published the customer experience guidelines and that basically spells out in detail what you need to do not just from a regulatory point of view but in order to deliver a good customer experience and that is really all about providing this level of control throughout the customer journey and making sure that the customer is doing this in an informed way but we are continuing to work on how you would for example raise the level of comprehension or speed up the time that customers take to comprehend what is being presented to them and that is presented to them in ways which is easy to assimilate that it works within the framework of the customer journey and actually improves the propensity to share their data through these third party providers it is no small task but there has been some very interesting work done through the Department of Business Energy and Industrial Strategy and the Behavioral Insights team have recently done some work which is about to be published which looks carefully at this thing about scroll scroll scroll scroll scroll scroll I agree when you are signing up to something and they have broken that down and looked at techniques to try to improve the level of understanding and so on and they have come back with some very interesting and simple things that you can do and we are working with that organisation and we will be assimilating that within our customer experience guidelines we are also talking to other parties and sharing experience from around the world where this is also developing in Australia the consumer data right legislation which is about open data is a more broad open data initiative it includes open banking it touches on other sectors as well they have a very similar kind of challenge and we are getting perspectives from what those guys have learned as well and we will assimilate all of this but it all goes together to create a world which we expect where we expect the customer to have much greater understanding about what they are doing, what they are sharing what the purpose is and to be able to control and revoke the consents that they have granted it is extremely important Hi, Ed Koch, Repute Associates Given the context of the financial services industry which hasn't got a particularly strong reputation particularly around the retail the big retail banks I wanted to get your views on what you see as the biggest reputation advantage to adopting open banking and the flip side I expect building on the previous question is what's the biggest risk you see from a reputation perspective so how can you leverage something apparently as strong as this to the brand's advantage rather than simply kind of adopting it because it's a good thing to do Who wants to go first on that one? I'll take that That's a really good question because why just do something for the hell of it there's got to be a real advantage in it for the customer the first question is in any proposition what's in it for me as a customer and I think what we can do through open banking is provide a much richer much more informed experience all around and develop better products simply because we have a much better view of the customer so if you just think about account information in a way it's like a window into your soul into your life everything that you do and what we're beginning to see is people that are developing products which are which are kind of trying to ask the question of how can we take this information and make it truly valuable for our customers and how can we combine that with other data sets in order to deliver things which go above and beyond and help people to genuinely live their lives you know a lot of what we do is about saving time or saving money or making money and I think what we'll start to see is those brands that resonate more clearly with the customer will be those ones that can show how the customer in the value exchange when I say I'm going to share my data with you Mr third party that I get something back which I feel genuinely enhances my life and the tasks that I've asked you to do and that's where I think the brand strength comes into it the better you can meet that need then the greater the brand affinity that people will have you know it's not rocket science you know it's common to any kind of product development but I think what we're doing now is we're starting to take that into sort of new levels there's a great deal of potential for really developing things in a very very interesting way you know and it's not I'm kind of just going to talk about something slightly to one side of this as well is that there are some very interesting initiatives I'm aware of initiative in Edinburgh that I'm partly involved in where the University of Edinburgh is bidding to create what they call a global open finance centre of excellence where they're going to start by developing a sampet for third party providers to test their algorithm and to combine that data set from the financial services side with data sets from other industries I think this is a very interesting thing which ultimately will deliver some very very exciting products very very early days they're doing it in I think quite an intelligent way where it's not just infrastructure based but also investing heavily in training for data engineers and the skills required for artificial intelligence that to me is a kind of fantastic building block for products which in the future really go straight to the heart of the things that people want to do the tasks that people are faced with every day making life easier simpler kind of cutting out a lot of mundane stuff making things more accessible that weren't accessible previously you know I think we're on an interesting journey from my perspective what I'm seeing amongst the companies that are talking to us is that they've gone out of the regulatory phase now they're in the what do we do and it always starts with that proposition piece what's our right to play what do our consumers want should we just be doing it because others are doing it so maybe there's a piece and that's a very important point and regarding to the branding part I mean from a bank perspective definitely we are very cautious because literally you will see third party providers that they will I mean they are already knocking on the door trying to do things with you based on open backing standards and they trying to perhaps lever their brand using the banks brand itself so it's about how you maintain an equilibrium because I mean something definitely is that yes we deliver the standards we are more than compliant we are keen to operate within the ecosystem but it's as well to how do you maintain the integrity of your brand at the same time playing within the new rules and identifying ways to lever your brand as a bank with innovative propositions that will actually be a good service or a good new product to the market so it's not easy because this is new nobody knows perfectly what to do it's about understanding how things are evolving being very careful with the steps that we do but I think the direction is set up we just need to look forward to keeping the pace quite steady If I give two examples just very short two examples of how a bank for example could really add value to something that's available like open banking what if your customer could see if they should overpay their mortgage or they should pay into a pension what if your bank could answer that question because of that information is all available and that's value by offering a tool or calculation or an algorithm to it what if and that's the second example what if the bank could give me an answer how much I should pay into my pension so I get a good retirement because I can see the pension me pension oh well I also have an alter-enrollment pension from work and that's also available through open banking so for example we believe that the pensions dashboard through open banking shouldn't be a very closed knitted thing that's been developed for the last 15 years or so and it's still a couple of years open banking can answer those questions for the customer who's banking with that particular bank how would the customer feel if he or she would get answers to those questions I think that's what we need to think about and that's what open banking can provide I might collect up two lots of questions thank you I have a question about going back to explaining or communicating to customers what open banking is it necessary or at all a bit of background I work for account technologies which is a fintech company we have around 400,000 customers using screen scraping at the moment as was just discussed for most of them but we are on the verge of while we have a lot of customers on open banking already with around 30,000 and before end of September we need to migrate all those customers on to open banking so that's a big task and we are already the largest consumer of APIs in the market at the moment 1 million API calls a day my question is migrating all those customers on to open banking do we need to explain anything to our customers because as Eduardo was saying it's very great because it's about innovation and product which is something that is done between TPPs and banks or together but people who are now using financial services and moving over to open banking do they need to know anything is it about explaining more the safety part of it that is more secure than screen scraping or is there anything else to explain what's the key message of actually in line with that and in line with what Christof said and I agree a lot of the stuff that's happening is cool but when opportunities like this exist everybody is thinking about how cool would it be if we do this but when it goes wrong no one is to be seen so sorry Gunnar Steve now work for Soctrin in the corporate investment bank and we've had our fair shares of experiencing what happens when it goes wrong and so the question is your granny in Cardiff does she care how it works age 65 who does she talk to when things go wrong talking about things you talked about when you scroll scroll scroll I agree but what if it goes wrong not just when I agree who do they talk to so what would be interesting is what work has been undertaken to address issues when it goes wrong because it will go wrong but what I think is open banking and therefore it lends itself to cyber attacks etc etc probably two questions there what's the key message from a marketing perspective and how do you mitigate maybe brand risk from a communication perspective on the first question it's difficult for me to answer that question because we're not in that process of migrating but I would say it feels to me like doing contactless payment cards is kind of like it's the new standard it's safer it's transparent and easy but then again I'm not the best person to answer the question on the Jane from Cardiff question what if something goes wrong I think it's really important when you are connecting when you are providing that information for banks to be used within their banking app that the first point of contact in this case is and has always been pension B when people have made mistakes or things happen at the moment if I'm really honest there's no been money transaction taking place between pension B and banks so for example we are running trials now on payments directly from banks into a pension B product or if somebody makes a mistake and somebody is in a pension wrapper so what kind of process do you put in place so you know cooling off periods all of those things we've also talked about the specific permission you've given a party to connect together revoking that access how easy do you make that to revoke it there are some pretty pretty rigid standards there otherwise we wouldn't even be allowed to connect so putting that aside if something does go wrong if people have questions in our case every customer has their own dedicated account manager and that's point of call to contact to answer your question I would like to add is that the key point here is that open banking dynamics established the liability model where first of all third party providers needs to be regulated I think this is the key point because until now the screen is great person the TPPs were not regulated are not regulated so that's the issue is there now within this dynamics there is a liability model and there are some rules that needs to mature and there is a lot of room of improvement I can tell you two weeks ago we faced that I'm not going to name the TPP but I'm going to name the use case itself a TPP started activity of paymentization services that TPP is processing payments for an airline we had two customers that they arrived to the airport to take the flight and the payment was not processed and the customer first of all calls the bank but the issue was not in the bank was with the TPP they didn't process correctly and they acknowledged that they didn't process correctly the payment they had an issue and they reimbursed the money to the customer because actually the money was and the payment was executed but in the end the customer missed the flight and there was a gap so things may go wrong definitely the liability model and all the let's say all the process that needs to be in place in order to tackle those situations a lot of importance on customer centric product and service design and on the TPPs to make sure that they have that blended model of digital first but maybe backed up with customer support and good integration I can add a couple of things to that as well I think it's important to note a piece of work that's going on around creating a dispute management system which will go live in some of which allows any party to talk to another party within the open bank ecosystem and a set of rules that help to resolve any kind of issues that may come up so that will go some way towards improving the way that the industry deals with these things but I think there's another point which is that we operate a thing called the consumer forum where we invite customer advocacy groups and charities and so on to come and discuss with us all the key issues around open banking and the points you make have been widely discussed so we understand exactly the responsibility there so those do get taken very seriously as Eduardo has said the liability issue the dispute management system those are some of the things we can do I think there is a bigger question and that is around the regulatory framework now to some extent with payments it's fairly straight forward because there's a regulatory framework for all of that I think that there is a gap and I know that there are quite a few people that would agree with me there is a gap in so far as if something goes wrong with the data you share then GDPR of course is quite a significant fine 4% of turnover nobody wants that but what it doesn't do is really do anything for the customer the customer today the customer journey they have to take something goes wrong it has some catastrophic consequence for them doesn't matter what they have to then go to the ICO the information commissioners office and take their case to the ICO the ICO will judge on that they will give you their view on what's happened and then you can then take that to court and take that company to court nobody is doing that and rightly so because it's a stupid thing to imagine that people are going to do that there is a huge regulatory gap that needs to be addressed and that is that there should be much greater control for the customer there should be much greater compensation particularly for things like consequential loss a result of a data breach or something like that and I think that's something where actually the government needs to be applying some real thought making sure that that kind of thing is addressed and I'm optimistic that when we really see what's emerging from this discussion about having a data regulator with real power that that's one of the things that emerges is that there's much greater emphasis on making sure that the customer has looked after because the more data is shared and it will happen a lot over the next 10 years or so people will increasingly share their data the more people will need the protection and the compensation when things go wrong so I think it's a really important regulatory question as well conscious of time one question over here hold on hi so when you look at financial services so great transition questions from the previous one when you look at financial services here we have banking we have funds so off and then we forgot the coolest and sexiest industry insurance sounds a little bit like off-topic but it says what does financial services market here mean so will there ever one fine day be an open insurance or like can you please like financial sentendia do you have an instagram for sentendia UK pardon me do you have a sentendia UK instagram as I can find a handle you responsible for instagram I'm not responsible for that we have a media group and they have everything and do we know of anything that's going to be similar right now I don't other than people talking about yes would it be a good idea but I'm convinced it'll happen I can't tell you more than that one last question hi David Hetling SDLPLC I wonder to how open banking can get in terms of globalization how likely is it and in what time frame do you think organisations from abroad will be able to join the trust framework that you've been talking about this afternoon so if you are an EU company under PSD2 you can passport in you can operate on the open banking trust framework today no problem with that beyond that there are all kinds of discussions going on across different markets and a strong desire to bring greater compatibility between the different standards and you know there are discussions around standardising the standards if you like so I think we're on a journey I imagine that's something that will come along I can't say it's definitely going to happen but I'm pretty sure it will do I think it's only a matter of time it just needs to evolve really it depends as well on the reality of the other markets give you an example here in the UK we have been working with faster payments for more than 10 years already if you go to Brazil that would be a considerable market to compare with they are going to start faster payments scheme as of 2020 so reality is different for instance a payment initiation service without a faster payment capability I mean it doesn't have the competitive advantage like we may have here in the UK so it's things that you need to concede in order to scale up to different regions so as Miles was highlighting the standards are converging in terms of what has been done in open backing with BST2 in Europe so we can start working properly between the European economic area and the UK in particular but then if we're talking about integrating with the US or Latin America or going to other regions time definitely or we're seeing interest from Canada so I'm going to do some quick questions one word answers if possible ok open banking obviously you can influence a lot what's the most interesting set to service you think it will be applied to obviously nothing as exciting as insurance but where do you think it might be most excitingly applied outside financial services inside financial services we've got pensions maybe that's your answer maybe not what's exciting is going to come I think the impact for small businesses is going to be that's where you're going to see an economic impact first and that's really exciting if not pensions I'd say more holistic view on your personal finances financial guidance actually what I see is that regardless of the segment in particular perhaps on the retail one processes that have been taken I don't know days weeks to apply for you will start to see that those processes timelines will shrink considerably because the capability of sharing the data then is about all the KYC can happen in a much faster pace and therefore you will see a lot of those processes that implies that you need to apply and then share data that before was more or less manual you needed to handle a bunch of papers etc that will happen in matter of seconds so the process itself of the application for XYZ kind of product or service will be a matter of time so that's going to change dynamics that is not just financial services but it's actually everything that depends on financial services so if you need to share your bank account details and other things that will reduce and final question what one quick bit of advice would you give to a marketing audience about open banking think about it what it means to have a customer relationship I want to say that ok don't underestimate the acquisition opportunity open banking can bring to your business a third of our customers are quite for open banking everyday cool I would say that technology normally goes quite faster that what people can understand the benefits that that technology may bring marketeers have a very interesting task that is actually understanding what technology puts on the table and therefore translate that into a simpler way in a simple message so people can understand what they can benefit from open banking standards I would say we're a little bit over so I'll let Jacob conclude but obviously thank you very much guys for the sharing of your thoughts if you're hanging around and you guys hanging around there'll be a chance to interrogate you a little bit further because I'm sure there's 101 more questions thank you very much please a round of applause for our panel to the pub that's how I'll end this we're going to go downstairs to Ball's Brothers Awesome Friars which is just a short alleyway from here so very close to the building this is just one of a number of events we want to do so we want to get your ideas for future events we're planning a big one at the end of the year the CIM Financial Services Summit with the World Media Group so stay tuned for more on that and thank you for attending today


It's time for the Lawn Jean Chronoscope, a television journal of the important issues of the hour, a presentation of the Lawn Jean Wittner Watch Company, maker of Lawn Jean, the world's most honored watch, and Wittner, distinguished companion to the world-honored Lawn Jean. Good evening. This is Frank Knight. May I introduce our co-editors for this edition of the Lawn Jean Chronoscope? Mr. William Bradford Huey, editor and analyst, and Mr. Hardy Burt, author and correspondent. Our distinguished guest for this evening is Lord Birdwood, one of Great Britain's most discerning writers on international affairs. Lord Birdwood, our viewers are tremendously interested in the Middle East today, and you, sir, I believe, have served at least something like 16 tours of duty over there during your adventurous lifetime, so I'm certain that we would like to have some of your expressions tonight, sir. First of all, it's true, isn't it, sir, that western prestige, that is, the influence of both Britain and America, has been deteriorating in the Middle East for some time now, hasn't it? Yes, I'm afraid that's probably true. I think it dates back to World War I, probably. In other words, since the end of the First War, why our prestige, our influence in the Middle East, has been progressively going down. Now, sir, recently, this week, we heard of this agreement that's just been reached between Britain and Egypt relating to the Sudan, and some Americans feel that maybe this means a reversal of that loss of prestige, and they regard this as a very hopeful thing. Now, first of all, can you tell our viewers just what the Sudan is? Well, yes, I welcome this chance, because I think probably the world regards our association with the Sudan as just another kind of imperial adventure. It has been a British colony, has it? No, it's been a condominium, a government of one country by two, ever since 1899. But by natural processes, the fact remains that Britain has taken a major share in the development of Sudan. Now, where is the Sudan? It's south of Egypt. The Sudan is an enormous tract of country about a million square miles. I don't know how that compares with ending in America. I don't know. I'd like to know how it compares, for instance, with Texas. It was even bigger than Texas. What is the importance of Sudan to the British in particular? Why is it important to them? First of all, there's a perfectly normal material interest. The Sudan depends upon a cotton economy. The cotton of the Sudan is its wealth, and that cotton, of course, is linked very closely to our Lancashire cotton industry. Well, now, I understand after about three years that Sudan will be given an opportunity to more or less declare its freedom from both Egypt and Britain. Does that mean that you're going to lose a great share of that cotton? What is it? Are you going to lose anything there? Well, it very much depends. I would answer that in these terms. After three years, as I see, the Sudan is going to give them a choice. It's going to be able to say whether it wants to continue in complete independence, or whether it wants some kind of association with Egypt, or, and this is not entirely clear, whether it wants to have an association with Great Britain. Well, were you pressured to get out of this Sudan with Egypt? Did you have to do it? What was the reason for getting out? Well, I think we would possibly... Mind you, all the time I would emphasize this, that I'm only expressing entirely my own view. It would be not quite fair to say that what I... The views I express are necessarily Her Majesty's government. I am expressing my own view. Now, we in Britain, as I see it, regarded the Sudan, although it is a condominium, as our most successful and magnificent experiment in colonialism, we started with a community from scratch, the semi-nomadic people, and we have raised them now to the level where they are able to choose their own destiny. The importance at the moment of the Sudan, sir, is this. Britain and Egypt have been disputing over it for many years, and now this week, apparently some agreement has been reached between the two countries. The important... The big, big thing now is agreement. Now, do you think that agreement will, will lead, perhaps, to an agreement on the Suez Canal area? I would say that if there has been real agreement, yes. Obviously, psychologically, it paves the way for a very happy background to further negotiation in regard to the defense... Well, you have about... You have about 50,000 troops now guarding the canal, and Egypt wants you to move them. Yes? Is the worldwide significance of this new policy and agreement in Sudan rarely mean that you will have better control of the Suez area now? Is that the real meaning of it from a worldwide standpoint? No, no, no. May I explain this, that the Egyptians have always, in the past, up till the advent of Nagin, been insistent that both the Sudan and the defense of the area, based on the canals, should be treated as one problem. Now, for the first time, Nagin has been prepared to recognize them as two separate problems, and therefore, if we have negotiated an agreement with Egypt over the Sudan, it quite obviously paves the way for presenting a favorable background to negotiation on the other issue. Well, now, do you want to... Does Britain want to continue to keep those 50,000 troops in the canal area, sir? Now, I'm speaking only for myself. When I say just this, the British taxpayer is paying 960s income tax in the pound. The canal is not a very salubrous kind of climate. It's not the kind of climate the British soldiers would choose if he had his choice. I would say that if the North Atlantic treated powers were prepared to recognize what we would say would be the creation of a strategic vacuum in this very important area, Britain would find it very difficult to be able to wish to continue to keep troops there. Does that mean, sir, that you'd like for us to send some troops over there to help you police that area? I think we would. I think we regard this issue of the defense of the Middle East as an international, more particularly a North Atlantic treaty responsibility. As Premier Naguib of Egypt, my understanding is that he's very sympathetic to the British cause and as much as keeping British troops in the Suez area. Is that correct? I wouldn't say that. I wouldn't say that because, after all... More sympathetic than the previous governments. Oh, it's undoubtedly much more logical and rational to deal with. And, of course, he's a soldier and presumably therefore understands the problem, the defense of the area as a soldier. Well, hoping, sir, that we are making some progress in Egypt, let's move on to that other emotional issue, the problem of Israel. Now, first of all, sir, how do you interpret the new anti-Semitic tactic of the Russian government? Is it going to be effective and difficult for us to combat in that area? Well, now, Mr. Hewitt, let's first of all get clear our ideas about the motive behind it. I personally don't believe that there's a kind of studied, extremely skillful process of winning over the Arab world as a priority objective. I think it's obvious that Israel and Zionism and Jewry all over the world represents that one remaining bridge between the Iron Curtain and the West. I think that that being so, the Soviets would wish to close that bridge. And what more reasonable than their point of view, therefore, that they should turn to a policy of anti-Semitism, completely closing any possibility of communication one way or one way or the other. Now, I'd add to that, of course, in doing so, they're perfectly prepared to cash in on the obvious attractions that that kind of policy has for the Arab world. Now, sir, is the feeling in Britain, would you say, Lord Birdwood, that the Arabs are right and Israel is wrong in their disputes? I think the feeling in Britain is that the Arabs have had an unfair deal. I know from my studies of past history that Arab confidence has been lost in international negotiation. That dates back to World War One from the time of broken prejudice to the Arabs. And I'm very unfortunate that kind of situation has been inherited by the United Nations. And obviously, siding with, against Israel and with the Arabs, do you think that the Soviet Union has any long-range plan in the Middle East? Well, now, if I could answer that, I might probably be foreign secretary. But I would say this. It was expressed to me in terms of men who knows more about the oil in the Middle East than probably most. He would say this, that oil is a wasting asset in America. Oil is an increasing asset in the Middle East. The Soviets are short of oil. The last published figures they gave were 52 million tons. Well, 52 million tons isn't very quite enough for their objectives. It's not very much more than what the Aramco Company is turning out in its own. Well, therefore, about 300 miles away from the Soviet curtain, we have the richest prize in peace or war that any aggressor could wish for. Surely, perhaps the future of the Middle East is to be dictated by that kind of situation. Who is going to own that oil? Is it going to be by an aggressive process, either physical or political? Well, sir, I'm sure that our viewers have appreciated these expressions from you tonight, sir, and thank you for being with us. The opinions that you've heard our speakers express tonight have been entirely their own. The editorial board for this edition of the Lawn Jean Chronoscope was Mr. William Bradford Huey and Mr. Hardy Burt. Our distinguished guest was Lord Birdwood of Great Britain. Over the years, there have been made, under the most difficult conditions, hundreds of practical tests of the durability and dependability of Lawn Jean watches. Now, one such test was the recent Paul and Neil Victor Arctic expedition of 1949-1950, on which we've just received a detailed report. Thirty-four members wore Lawn Jean watches continuously, including two months on the great polar ice cap, in temperatures ranging from 44 degrees above to 60 degrees below zero. One watch stopped momentarily at 68 degrees below, but started again when warmed in the hands. Now, the accuracy of the 34 Lawn Jean watches throughout the expedition can only be described as remarkable. A few of the Lawn Jean watches which you see here will be called upon to withstand the life so rugged, but all Lawn Jean watches, regardless of type, are made with such meticulous care that under all ordinary circumstances, they will deliver in full measure the greater accuracy, the unfailing dependability, and the long years of service, which are built into them. And the satisfaction that comes from owning a Lawn Jean watch is priceless. Lawn Jean, the world's most honored watch, the world's most honored gift. Premier product of the Lawn Jean Wittner Watch Company, since 1866, maker of watches of the highest character. We invite you to join us at Lawn Jean Chronoscope, a television journal of the important issues of the hour, broadcast on behalf of Lawn Jean, the world's most honored watch, and Wittner, distinguished companion to the world-honored Lawn Jean. This is Frank Knight, reminding you that Lawn Jean and Wittner watches are sold and serviced from coast to coast by more than 4,000 leading jewelers who proudly display this emblem. Agency for Lawn Jean Wittner Challenging Entertainment, omnibus, on the CBS television network.


Sorry to interrupt. Could I just stop you a moment to say... Hold on please. I just wonder if I could make it clear what I mean. Um, excuse me. May I say something here?


In this video, I'm going to be telling you about how you can get more views on your YouTube videos by improving your click-through rate and specifically how you can find those opportunities to improve click-through rate using the CTR tool or CTR opportunity tool, I should say from TubeBuddy. So let's jump straight into TubeBuddy and we'll have a look at how to do this. So I'm in my YouTube studio. I'm going to come up to the top here, click on the little TubeBuddy icon and this is actually something that is in this click magnet tool. So I've just come to the top heading here, click on this TubeBuddy tool and it brings up this selection here, and it's this specific one here, click through or click magnet, I should say. So we're going to launch the click magnet. There's actually four different tools in here, but we'll click on Get Started.  And as I say, this is four tools in one really, but I'm going to just focus on one specific tool within here. So what we're looking for is this one, this CTR opportunities. And it says get the most bang for your buck when focusing on improving these videos. So it is looking for videos, essentially, if I click on this, these are videos where I've basically got good engagement on the videos once people get there. However, not many people are getting there because the click-through rate is low. So as I come down this list, what you'll notice is we've got the opportunity here. So it's saying very high. And the reason why it's very high is because it's getting good engagement. This is one about my YouTube studio build with acoustic panels. The title is not really that catchy there. I probably need to work on that. That's probably one of the reasons. But you'll notice here that the green performance is the performance of the video, but the click-through rate CTR is the one that is quite low here. So I've got a 2.2 percent click-through rate, 2.24 percent click-through rate. But the performance is good once people actually get onto it. As you come down, you can see here 1.63, 2.33, 2.25. So they're all pretty low in terms of click-through rate, certainly compared to other videos on my channel. One there, very low, 0.98. That is a very low click-through rate for what is usual for my channel, certainly. So it is all relative, by the way, just to bear that in mind. This is all going to be looking at relative to my channel. There may be some people who, you know, even my high figures might look bad and vice versa. So it is all relative to your channel. So here, what we can do, though, is now that we can see these different opportunities, we can perhaps go and do a little bit more analysis. So whilst this says that these are performing well, you may just want to go and have a look at, like, overall, the amount of time that you're investing in doing all of this stuff and the sort of long-term sort of payoff in terms of that. So there's some videos on my channel, which are, by default, you know, going to be out of date at a certain point in terms of, you know, I cover a lot about beta software, so the Ecam Live, Betas and things like that. At some point, those features all become part of the, you know, the latest release and things like that. So they're very sort of time-sensitive. So this one, I would say, you know, the click-through rate on this one is quite low. But that's because it's about a particular beta release that was out, you know, four or five months ago before the latest new release of the software was out. So that one, I would just sort of bear that in mind. Whereas these ones, you know, using Shortcut's app with photos on Mac, you know, that is actually really one of some of my latest content and is technically up to date as well, you know. So that is one that I definitely would want to focus on in terms of trying to improve that click-through rate of people actually getting onto the content. One thing about click-through rates is, you know, it's very easy to look at these and think, you know, or 1.6 compared to 2 or 3 or something like that is not a massive difference. It's only like a percent difference or something like that.  But actually, you've got to look at the relative improvement. So going from a 1% click-through rate to a 2% or going from a 4% to an 8%, those are, you know, both 100% increases. So it's all sort of relative to what the starting point is. So just bear that in mind when you're looking at these click-through rates and the possibility for improvement. But this now then gives basically a long list of of all the potential videos that you may want to go and improve upon. Now, when it comes to actually improving upon these videos, then what we need to do is we need to look at basically doing some real analysis on this, not just sort of changing up things, you know, ad hoc without really giving it any thought. We want to really then go and drill down and start doing some form of split testing. And so I'll be talking about split testing in the next video that's coming up and showing exactly how you can do that on thumbnails, titles and descriptions.


Once I've everybody jco for jatsby's case brace calm. We've just sold out Another filler here for this $1600 Super Bowl card mixer giveaway with this 2018 prison football Holly pack break number five as you can see number six has already been posted and Tonight only guys we're getting away five free spots. So take advantage of that guys And we'll do the break first a randomized goes to names top five get free spots We'll paste them randomized names teams distribute the hits out there at the end will randomize the original list and the top Name at the top gets that spot. So here we go. Let's do the break first one of the six seven times top five get free extra spots one two three four five six and seven One of the six seven seven Michael Steven John Monty and Steve Herrick. All right, let's save this for later two as well and Five times here are seven times here one two three four five six Steve Herrick down to Brett Broncos and all the chargers. All right, so here you go guys Now stick to what you got because it is just a pack filler Well, let's just see what you guys got Here we go. We have a Jim Kelly and A Darius guys brought him back there for the commanders to 275 And we got Mike Gosecki and Justin Watson Now let's switch on the scenes and let's do that main giveaway so Top name at number one gets that spot roll it five and a two seven times one two three four five six and seven Seven times seven times five and a two. Oh, sorry sport port damn But Zach T congratulations, buddy. You just want a spot in the mix And Zach, I think yelling grab me what one or two spots, maybe there you go, buddy Congratulations, man So I'll put your name in here prison number five And like I said, another one's in the store Jasky's case breaks calm


You probably didn't know this, but there are some powerful ways you can fall asleep even if you're not tired. So stick around because this is really gonna be a powerful way. If you're insomniac, if you're just trying to fall asleep, if you're staying up late gaming or whatever it is you're doing, and you just can't seem to actually make your body fall asleep, there's probably some powerful things that you could learn here. So number one, you need to, in the daytime, and this is where the preparation starts really.  If you're not tired enough, then you can have a hard time anyway. So the first step is to make yourself tired enough that your body actually needs sleep and wants to go to sleep fast. Secondly, you need to make sure your circadian rhythm is in check. So what I mean by that, you need to get outside in the daytime for long enough that the sunlight can actually enter your eyes, help you produce serotonin, and then eventually in the evening, when the sun goes down, you need to stop looking at the light, stop looking at blue light, stop looking at your phone, okay? Stop looking at videos like this on YouTube on your laptop screen and let your body start producing melatonin, which is the hormone that actually helps you fall asleep. Without melatonin, you'll have a very hard time sleeping and they actually prescribe melatonin as a sleep aid, as a sleep supplement. And that's because it works so well, so effectively, because your body produces it naturally every single day, but if you're looking at screens and TVs and laptops in the evening, your body won't be able to produce that melatonin, so you just won't fall asleep. So if you want to fall asleep faster and you're not tired yet, then that's probably something to focus on tomorrow or the next day, is to actually make sure you're getting enough sunlight in the day and then you need to restrict your light that you're getting in the evening. You need to make sure it's a really clear contrast between, so when you wake up, the curtains are wide open, the light's flooding in, you know, you're going outside, you're looking around, you're in the sunlight, in the evening, however, you want to make things as dark as possible. You want to have mood lighting. You want to have like moon candles and LED soft light strips, candles even. You don't want to have screens on if you can help it. You don't want to be looking at your phone. You want to avoid all of that because that's going to keep you awake. So that is the powerful tip I wanted to share with you, is to make sure that in the daytime, lots of light in the evening, not much light. Now, when you're actually laying there in bed and you're trying to fall asleep, this is what you're probably here for, right? There's a few things you can do. Number one, don't really bother counting or trying to visualize sheep going over a fence and things like that because that's going to keep your mind awake. That's going to keep you focused on something. And actually that's not a good way to fall asleep. There's a good way to lose a dream because you're meant to keep your mind awake to lose a dream. However, to fall asleep faster, if you're not tired, that's probably one of the worst things to do because you're going to be starting to think about things. You imagine the sheep jumping over the fence and they start thinking about sheep. Now you're thinking about steak and food, what you want to eat for breakfast, what you're going to do after lunch. It becomes a chaotic mess. Don't think about anything other than counting one to 10 your breaths. You can either do that or you can just not even bother counting them. Literally just experience the breath. Just remember, you're breathing in, you're breathing out and just keep focusing only on that process, just on your breathing and tell yourself that as you focus on that, you'll be more and more relaxed with every single breath. This is such a powerful way of doing it and if you want to make this even more effective, by the way, you can combine this with what is called box breathing. Now box breathing, the military used this to actually fall asleep faster and also to limit their stress response to really stressful situations. So here's how you do it. You're going to count, count to four. So you're going to count four seconds with your breathing in.  So each part of this box is going to take four seconds. So I'll do one process now just so you can get the idea.  And that's one box. That's one set and you can continue to do this and already I feel more relaxed actually but you can continue to do that and your body will fall asleep really fast even if you're not tired, even if you've been neglecting the other things I mentioned, the exercise, the circadian rhythm, you know, getting yourself out and getting enough sunlight, that box breathing method will help you fall asleep really quickly. So leave a comment letting me know how long it takes you to fall asleep normally. I'd really like to know and also don't forget to check out my other videos on my channel about lucid dreaming, sleep tips, sleep health and all of that stuff and I'll see you next time. Thanks for watching guys, this video and this channel was supported by my Patreon followers. Please consider giving just a dollar a month to support this channel or just click the links in the description you'll find links to various lucid dreaming products, articles, techniques and tutorials. If you did enjoy this video please click the notification bell and subscribe and I'll see you next time.


Hello friends. I am Sanjay Gupta. I welcome you on Sanjay Gupta Tech School. In this video I am going to demonstrate how you can create object specific quick action to send emails in Salesforce Lightning experience. Before starting, if you want to watch more Salesforce training videos, you can search my name Sanjay Gupta on YouTube and open my channel, go to playlist and here you can see various videos related to Salesforce and other programming language. So now coming onto the topic, so to create a quick action, you need to open any object through object manager. So I open contact then I am under button links and action. So once you click on this option, so at right inside you can see this new action option is available. So click on this.  So from here you need to select send email, then type label, so send email to contact. So this I am choosing, then I am clicking on save. So this way I created one action. Now here it is displaying its page layout. So it is selecting all the fields by default. If you want to remove any field like you don't want to show related to, so you can remove it from here. And this way this page layout is available and you can click on save. So this page layout will be available while you will be clicking on the send email to contact action. Then here you can see we have predefined field values. So if you want to populate any field default with the default value, then you can click on new and set that value. Now after setting these requirements, you need to click on page layout, open respective page layout on which you want to show that quick action. So here you need to select mobile and lightning action. Then inside this mobile and lightning experience action, you need to put that, you need to put this quick action that is created. Right. So here you can see this is available. Now I'm clicking on save. So first I created action then I modified its layout. Then I put it on the respective page layout on which this action will be available. Now I am opening a count tab. Here you can see the records are available. So open any record and go to activity and see here that action will be available, send email to contact. And if you click on this, write email. So all the fields that we chose for that page layout are available. So from to VCC subject, here you can type your messages along with these formatting options. And here we have attached file option. We have insert must field option. We have insert created update template option. We have preview email option. We have a clear email and river option. And we have a pop out option. So this way you can choose these options. Those are available. Right. So if you write a particular email, fill all these information into you can see contact record is available. So if this contact is having any email. So on this email, email will be sent automatically when you click on this send button. Right. So this way I hope you understood how you can create action that is for sending email. So this is totally custom action that is created. So you can customize it as per your requirement. So this way you can create action for sending emails for a specific object in Salesforce like me. I hope you understood whatever I demonstrated in this video. If you want to watch more Salesforce training videos, you can open my channel, go to playlist and there you will find various videos related to Salesforce and other programming language. Thank you for watching this video.