Andrew Raymond, CEO of Bolero International, shares his advice with Finance Monthly.

Reliance on paper documentation and manual processes means banks are struggling to meet the needs of exporters and importers as we emerge from the COVID-19 crisis.

The demand for fast digital services with minimal human involvement is gathering pace as global trade prepares itself for the big task of recovery. The WTO (World Trade Organisation) estimates trade could plummet by anything between 13% and 32% this year alone.

The critical role of paperless trade systems in fostering recovery is recognised in the ten-point plan issued by UNCTAD (The United Nations Conference on Trade and Development), which makes their introduction a key priority.

Apart from sheer speed of transfer, electronic versions of essential trade documents have the distinct advantage of not being held up at borders or lost during movement restrictions. This has become a vital attribute. Bills of lading, for example, are crucial trade documents that serve many purposes. Created by carriers, they can be used by exporters to draw under letters of credit from the buyer’s bank payable at sight, or to obtain finance in case of deferred payment. As “documents of title”, they confer ownership of a shipment and are forwarded to the buyer’s bank in exchange for payment against the letter of credit. The buyer will also use the bill to claim the consignment, once delivered.

The demand for fast digital services with minimal human involvement is gathering pace as global trade prepares itself for the big task of recovery.

Clearly, severe consequences ensue if documents such as bills of lading go missing or are held up. Fees and penalties mount as cargoes sit in port longer than necessary. This is where the advantages of digitisation are most obvious. Exchanged on a secure, purpose-built trade digitisation platform, trade finance instruments, electronic bills of lading (eBLs) and other digitised trade documentation, take hours to process instead of days or weeks for paper equivalents.

This is why banks are more likely to invest in paperless systems in the aftermath of the coronavirus pandemic. Yet digital trade finance solutions vary hugely and corporates must take care they do not sign up to services that are poorly designed, lack connectivity or have little acceptance in the wider trade sphere.

Here, then, are five points for corporates to ask a bank when it comes to trade digitisation.

1. Can you manage everything end-to-end from a single interface?

Any digital solution in trade finance must be comprehensive in every sense. From a single interface it should be possible to manage all the documentation required to support a transaction.

A single interface should provide simple access to multiple banks for fast comparison of credit lines, rates, fees and offers. This is the primary means by which corporate treasuries will improve their cash flow and use of working capital. Fast access to a wide choice of credit lines also reduces the need for expensive bank instruments.

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2. Does the solution bring everyone together?

Buyers, sellers and carriers – they all need to be on one platform. There needs to be a good, secure flow of information between all parties. Your bank’s digitisation solution should connect seamlessly with your back-office and your own eco-system, giving access to alternative funders and third-party providers such as logistics companies, carriers, insurers and counterparties. This is connectivity that should be easy and open to increase efficiency and provide customisation.

3. Does the bank and its proposed solution have the necessary expertise in-built?

It’s vital to ask if a bank and its solution-providers have the necessary understanding of trade flows and how your business fits in. Does the proposed solution have a proven network of users among banks and significant corporates, and is it sanctioned by national authorities and recognised within the trade community? Many platforms focus on their integration with emerging blockchain solutions. This is important but still requires a current network of users and documents based on real working practices in global trade.

4. Is the platform secure, compliant and fit for trade after COVID-19?

A critical electronic document such as an eBL must be underpinned by a respected body of law, such as English common law, to give both yourself and customers greater confidence. A platform must also conduct compliance checking in line with international trade rules such as those prescribed by the International Chamber of Commerce eUCP which govern letters of credit.  For many corporates, the immediate post-COVID era will be one in which they cannot be certain of the solvency of their trading counterparties. Know Your Customer protocols need to part of the solution but not so laborious they become a barrier.

A critical electronic document such as an eBL must be underpinned by a respected body of law, such as English common law, to give both yourself and customers greater confidence.

5. Does the solution offer visibility of bills of lading as well as letters of credit from multiple banks?

A digital platform must give corporates access to electronic bills of lading (eBLs) as well as letters of credit and other trade finance options.  As we have seen, bills of lading are critical documents, but often subject to change, which requires visibility and vigilance.

Ideally, a bank’s trade finance digitisation platform should offer you the ability to use critical trade documents such as eBL under any transaction. With so much competition in some of the toughest conditions ever experienced, open account trading is set to continue its dominance in cross-border transactions, so having access to eBLs is an important requirement.

These are just five points but they cover the main areas that corporates need to explore. It is important to weigh up the options quickly, but also to take the right decisions on trade document digitisation in order to maximise revenues as the world recovers from the pandemic and new rules apply.

Mobile payment solution M-Pesa is widely adopted in Kenya and across the wider continent, with over 30 million people using the service to send and receive money. TymeBank is also hoping to become a household name in South Africa. It claims to be South Africa’s “first fully digital bank”, and recently launched its EveryDay account.

However, the big traditional branches are also getting in on the digital action and Standard Chartered is making a big play. A multitude of digital banks have been launched, and there are more to come. Jaydeep Gupta, region head of retail banking, Africa and Middle East at Standard Chartered, tells Global Data’s Retail Banker International that this is just the beginning.

“We have now launched digital banks in eight markets within 15 months as we have seen a growing demand for convenient banking in Africa. In line with this, we will be launching our digital bank in Nigeria which follows the eight digital banks which we have already launched so far. We are also working on the roll-out of the SC Keyboard to additional markets in Africa. This includes launches in Botswana, Zambia, Zimbabwe and Nigeria throughout the rest of the year.

“The SC Keyboard platform allows customers to access a variety of financial services from within any social or messaging platform without having to open the banking app. It can be configured as the default keyboard on any smartphone, making banking quick and seamless for customers who no longer need to log into their SC Mobile app for basic banking services.”

Africa is generally perceived as a cash focused continent, and while cash is still popular mobile money is catching up fast.

Gupta says: “There is still quite a high prevalence of cash usage on the continent, but you just need to look at how well mobile money has taken off over the past decade to know that Africa is moving away from cash. Mobile money is now active in 31 countries in Africa, with 84 million active mobile money accounts.”

This massive expansion in digital begs the question of whether there is still a need for the old brick and mortar establishments?

Gupta concludes: “Retaining the ‘human’ element in banking remains crucial. While digital channels are undoubtedly more efficient, hold lower error rates and have decreased cost-to-serve ratios, finding the balance between traditional and digital banking services is the key to providing exceptional customer service. Customers will always require an element of human interaction and, at Standard Chartered, we are focusing on fusing these offerings in order to provide a seamless customer experience.”

Intertrust, a global leader in providing expert administrative services to clients operating and investing in the international business environment, surveyed over 500 capital markets executives to identify the impact that disruptive technology is having on jobs and skills. Of these, one in six (14%) believe that AI has already surpassed human-based systems.

In recent years, the data sources used in credit decision-making have become increasingly broad and non-traditional, now including social media activity, retail spending habits and even political inclinations.

The research revealed a division in the industry about the impact of using such data on the quality of decision-making. While a third (30%) of respondents believe that using a broader range of data reduces subjectivity, a fifth (18%) think AI exacerbates existing prejudices in the credit decision-making process.

Intertrust’s study also highlighted privacy concerns regarding expanded data sets. Although almost a third (31%) of respondents think that the use of non-traditional data such as and personalised algorithms leads to better credit decisions than just relying on detached data, 36% believe tighter legislation is required to protect borrowers’ rights when they apply for funding and to restrict the information included in the assessment. A fifth (20%) suggested that the use of non-traditional data has already overstepped the ethical line and needs to be better controlled.

Cliff Pearce, Global Head of Capital Markets at Intertrust said: “The use of AI in credit decision-making has become increasingly commonplace, with the potential to make quicker more accurate credit decisions based on an expanded set of available data.

“A challenge in this area is that AI systems are only as good as the information programmed into them. For example, while a prospect may look like a poor risk at first sight, there may be extenuating circumstances overlooked by the system that a human would have noted. Put simply, AI underlines the contrast between the prime and more specialised non-conforming lending markets.”

(Source: Intertrust)

China's economic growth is slowing down. But what's really going on in the world's second largest economy? In this video, Dharshini David takes a look at the figures behind the headlines for Reality Check.

According to the Independent, many companies are struggling to decide on importing and exporting in light of confusion over the direction Brexit will take businesses.

But what is the current state of the nation’s trading with the wider world? In this article British brand Gola, that is renowned for its classic trainers, take an in-depth look at the UK’s imports and exports, from the items we sell the most of to what we’re buying in, as well as which countries are our top import and export locations.

Terminology rundown

With so much talk in the tabloids and newsrooms about trade and Brexit, you might be wondering what some or all of the terminology springing up means.

Before we delve further into what the UK has to offer in terms of trade, let’s break down some of the terminology:

• Import and export — an easy one to start with, imports are items and goods we buy into the country. Exports are items and goods we sell to other countries.
• Trade deficit and trade surplus — these two terms come under the umbrella of the balance of trade. It is essentially the difference between monetary value of a country’s exports and imports. If a country is importing more goods than it is exporting, then the country has a trade deficit. A trade surplus occurs if a country is exporting more than it is importing. Generally, a trade deficit is considered concerning as it is seen as the country being unable to produce enough goods to supply its people, requiring them to import more.
• “Special relationship” — The oft-cited “special relationship” with the US boils down to our trade relationship. In 2016, the UK exported £100 billion worth of goods and services to the US, running a trade surplus with the US of £34 billion.
• Single market — The European Single Market is a single market that guarantees the free movement of goods, services, capital, and labour within the EU.
• Customs Union — A customs union is where a group of states or countries agree to charge the same import duties to each other.

It is important to note that, regarding the “special relationship” with the US, the UK does export more to the US than any other country. However, when considering the EU as a whole with the same trade laws etc, rather than 27 separate countries, the EU imports more from the UK than the US by far.

What are we exporting?

According to the Observatory of Economic Complexity (OEC), in 2016 the UK’s top export item was cars, which accounted for 12% of the overall $374 billion export value that year. One of example of this is the world renowned Mercedes-Benz, which offer a variety of cars, including the Mercedes Gle.

Other popular UK products were gas turbines (3.5%), packaged medicaments (5.2%), gold (4.0%), crude petroleum (3.4%), and hard liquor (2.1%).

We also export a fair amount of food and drink, with items such as whisky and salmon popular abroad.

The BBC also points out that exports and imports are not just physical goods. In this digital age, it’s easier than ever to offer services as exports too, and the UK does just that, via financial services, IT services, tourism, and more.

Where are we exporting to?

In 2016, our top export destinations were:

1. United States (14%)
2. Germany (9.5%)
3. The Netherlands (6.0%)
4. France (6.0%)
5. Switzerland (5.1%)

China, one of the countries the UK is eyeing up for a potential trade deal after Brexit, accounted for 5%. Again, it is worth considering that Europe as a whole accounted for 55% of our top export destinations.

What are we importing?

We are importing rather similar items as we’re exporting. Top imports into the UK in 2016 included gold (8.2%), packaged medicaments (3.1%), cars (7.8%) and vehicle parts (2.5%).

Where are we importing from?

For 2016, the top origins of the UK’s imported products were:

1. Germany (14%)
2. China (9.8%)
3. United States (7.5%)
4. The Netherlands (7.3%)
5. France (5.8%)

The UK’s trade deficit

Despite our popular products, the nation is sitting with a trade deficit to the EU — we import more from the EU than we sell to the EU. In 2017, we exported £274 billion worth to the EU, and imported £341 billion’s worth from the EU. In fact, the only countries in the EU that bought more from us than we bought from them were Ireland, Sweden, Denmark, and Malta. Our biggest trade deficit is to Germany, who sold us £26 billion more than we sold to them.

The UK also has a trade deficit with Asia, having sold £20 billion less in goods and services than we bought in.

As previously mentioned, we have a trade surplus with the United States, as well as with Africa.

A trade deficit is generally viewed in a poor light, as it is basically another form of debt: the UK imported $88.4 billion from Germany in 2016. Germany imported $35.5 billion from the UK, making a difference of $52.9 billion owed by the UK to Germany.

With uncertainty abound about the impact of Brexit on imports and exports, it remains to be seen how UK businesses will continue to trade abroad, and if focuses will shift.

Sources:

https://atlas.media.mit.edu/en/profile/country/gbr/

https://www.ons.gov.uk/businessindustryandtrade/internationaltrade/articles/whodoestheuktradewith/2017-02-21

https://www.bbc.co.uk/news/business-41413558

https://www.independent.co.uk/news/business/news/brexit-uk-imports-exports-uncertainty-british-import-export-business-a8589796.html

https://www.investopedia.com/articles/investing/051515/pros-cons-trade-deficit.asp

https://fullfact.org/europe/what-trade-deficit-and-do-we-have-one-eu/

https://www.dw.com/en/is-germanys-big-export-surplus-a-problem/a-18365722

In 2018 RAK ICC made two key appointments to its team. The appointment of Alan Bougourd as Registrar in February was followed in April by the appointment of Dr Sameer Al Ansari as CEO. These appointments were made as part of the firm’s journey towards achieving global brand recognition as a premium jurisdiction for company formation.

Dr Sameer, a UK qualified Chartered Accountant brings over 30 years of expertise and deep industry knowledge in private equity and investment banking, having managed private equity (PE) funds, investment banks (Shuaa Capital) and investment companies (Dubai International Capital). Dr Sameer was also a Board Member of Dubai International Financial Centre (DIFC) for 12 years.

Commenting on Dr Sameer’s appointment at the time, RAK ICC Chairman, His Highness Sheikh Ahmed bin Saqr Al Qasimi, said: “We are extremely pleased to welcome Dr Sameer as the CEO of RAK ICC. As a much-respected senior figure, his time as a Board Member at the DIFC and Hawkamah as well as his extensive knowledge of the private equity and institutional investment markets reflects his tremendous know-how and it is clear that he will lend substantial credibility to RAK ICC.”

Alan joined as Registrar after having worked in the Guernsey financial services industry for over 25 years, including six years as the Head of the Registry on the island and brings the experience needed to ensure world-class standards of compliance and service at RAK ICC. To hear more about their appointments and the company, Finance Monthly speaks with Dr Sameer and Alan.

RAK ICC is responsible for the registration and incorporation of international companies in Ras Al Khaimah - what are the most important legal considerations that should be taken into account by your clients? How can non-residents avoid difficulties when attempting a company formation in Ras Al Khaimah?

Alan Bougourd: The most important legal considerations to be taken into account, once establishing a sound rationale for operating an International Business, are the stability of the jurisdiction and the legal certainty it provides. As the leading business jurisdiction in the region, the UAE provides a business-friendly environment in a strategically important location. RAK ICC operates under Common Law legislation and companies have access to the Common Law Courts of the Abu Dhabi Global Markets (ADGM) and the Dubai International Finance Centre (DIFC), as well as the local courts in Ras Al Khaimah.

What would you say are the typical issues that RAK ICC faces when advising during the first stages of company registration and incorporation?

Sameer Al Ansari: I am pleased to say that the formation of a RAK ICC company is a relatively straightforward process. We work in close partnership with a large number of agents. Some of them are global firms and others are local businesses, so there is an agent suited to meet the requirements of every potential shareholder. Some of the global firms will have representation in the location of the shareholders and others deal directly with their clients from the UAE - whatever the scenario, the agents are well placed to explain the benefits of, and the requirements for, a RAK ICC company in meeting the international requirements for compliance.

How are these resolved?

Sameer Al Ansari: Choosing the right agent for the individual circumstances of the client is key to a successful on-going relationship. We are updating our Register of Agents to make this process easier. The agent will of course need to meet its own compliance requirements and many of the these are around identifying the client, the underlying beneficial owner, the activities of the company and the source of funds, so being able to provide this information comprehensively is key to getting the relationship off to a good start.

Alan Bougourd: We know that in addition to the RAK ICC company, clients will be looking to open bank accounts, either in the UAE or in other financial centres or indeed in their locality. RAK ICC and its agents work closely with many banks to ensure that their requirements are understood and can be clearly conveyed to clients. As banks increase their due diligence, the key requirement is an understanding not only of the company but also its counterparties in the jurisdictions in which it operates.

You were both appointed as CEO and Registrar respectively earlier this year – what are the responsibilities that you were tasked with and what are the changes/achievements that are expected from you?

Sameer Al Ansari: As CEO, I am tasked with the transformation of RAK ICC into a leading premium jurisdiction whilst also maximising the growth of value-added, knowledge-based, technically advanced and innovative business practices in Ras Al Khaimah – a task I have enormous confidence in meeting, despite global challenges. Reputational risk is a serious matter for our government, however, we are well positioned to become a high-quality jurisdiction and I am delighted to now be a part of RAK’s journey as it plays an increasing role in this sector.

HH Sheikh Ahmed said at the time of Alan’s appointment that: “Evolving client priorities are driving a shift from traditional offshore centres to high quality jurisdictions. Mr Bougourd’s appointment is a clear signal of RAK ICC’s goal of achieving global recognition as a premium jurisdiction for the provision of company formation services with a focus on high-level compliance in line with global standards. We trust that, together, they will work to further align the strategy of RAK ICC to the government of RAK in its overall drive towards building a diversified economy.”

The appointment of Alan and myself, marks the beginning of a journey and will be followed by key appointments to further develop the reach of RAK ICC in the global marketplace. We will be making key appointments to support development in key markets as we look to develop strong long-term relationships and I would encourage anyone that is interested in developing a relationship with the UAE to contact us. We have seen an increased demand from companies looking to move to a quality jurisdiction that is strategically located and is able to meet their requirements is an efficient, sustainable and cost-effective manner. More and more companies are investing time and effort in our systems, processes and product offering, so we ensure that we continue to develop these strengths.

How have the first few months of your appointments been thus far?

Alan Bougourd: Both of us have very much enjoyed meeting with Agents to understand their requirements and to ensure we build long-term relationships with them, in support of their own business objectives, to our mutual benefit. For Dr Sameer, it has been fascinating to adapt his extensive business knowledge to this key market for economic growth and for me, to adapt living and working in the UAE. However, I am enjoying working in a multi-cultural environment and aligning working practices to the highest international standards.

We both have travelled internationally to understand the requirements of international clients and to ensure that RAK ICC’s practices are aligned to the global market and international registry environment.

Dr Sameer, as the organisation’s CEO, what are your short and long-term objectives and goals for the development of RAK ICC?

Sameer Al Ansari: My short-term objectives are to ensure that RAK ICC is meeting the needs of the market it serves and longer term, we want to ensure that we have the appropriate strategy to take full advantage of the changes to the market for International Business Companies. We recognise that the market will be adapting to changing requirements for transparency and substance and are committed to ensuring that RAK ICC will develop its Regulations and Products to align with the future requirements of this market place. We are at the final stages of developing a five-year strategy which we look forward to rolling out in 2019.

With holiday season in full swing, people will either be looking to book something last minute or counting the days until they set off. Aside from dreaming of stunning beaches or culture-rich city getaways, there’s a good chance many of you will be imagining the prospect a nice relaxing beer abroad. On top of that, the world cup calls for a few more pints.

For those who enjoy a tipple on their travels, it’s good to know how much you’re likely to spend – especially in an unfamiliar place. Price comparison experts Money Guru have looked at 29 of the world’s most popular city destinations to produce an essential holiday beer guide.

Their research has identified that the cheapest pint is available in Prague where you’ll only be shelling out £1.17 per beer. At the opposite end of the scale, to get yourself a pint in Dubai you’re looking at £9 each.

Here is the rundown of the top five priciest and cheapest pints you’ll find across the globe.

Top 5 – Priciest Pints

• Dubai, UAE - £9
• Oslo, Norway - £7
• Hong Kong - £6
• Singapore - £5.94
• New York, United States - £5.32

Top 5 – Cheapest Pints

• Prague, Czech Republic - £1.17
• Johannesburg, South Africa - £1.63
• Taipei, Taiwan - £1.77
• Krakow, Poland - £1.79
• Rio De Janeiro, Brazil - £2.21.

Iconic tourist destinations like London (£5.19), New York and Paris (both £5.32) seem to be taking full advantage of their popularity by bumping up the cost of beer. Nordic countries also demand higher prices for pints with Copenhagen (£4.81), Stockholm (£5.14) and Oslo (£7) all sitting in the more expensive half of the leaderboard.

An eclectic mixture of destinations populates the middle of the leaderboard with Toronto (£4.10), Barcelona (£4.18), Kuala Lumpur (£3.81) and Tokyo (£3.53) all providing beers at prices that aren’t likely to make people perform a double take.

However, for the more price conscious traveller there are plenty of options available, with a range of popular bucket list destinations including Johannesburg (£1.63) and Rio de Janeiro (£2.21) offering beer prices that won’t break the bank.

There are also some surprises to be found, cities that most would consider to be on the costly end of the spectrum such as Berlin (£2.72) and Seoul (£3.28) are actually relatively reasonable when it comes to beer.

Commenting on the findings, James MacDonald, Head of Digital at Money Guru said: “It’s eye-opening to uncover such a large difference in the price of a pint of beer across the globe. The disparity in cost turns what should be an enjoyable experience into a penny-pinching exercise. Luckily Money Guru’s research highlights the top cities to get more pint for your pound.”

So, whether you’re a beer aficionado, a social drinker or just like a couple every so often, it’s wise to factor alcohol into your holiday budget. For more information on their findings, you can see the entirety of Money Guru’s research here.

Multi-currency payments provider FairFX has revealed that since the Brexit referendum, the Euro has decreased 13% against the pound increasing financial pressure on businesses who operate cross border.

Uncertainty over future trade agreements alongside fluctuating currency rates have put the spotlight on the cost of doing business internationally and highlights the importance of monitoring foreign currency transactions.

An estimated 17% of UK based SMEs are doing business internationally, boosting their own bottom line, as well as the UK economy.  Whilst international expansion offers access to new markets, ambitions for growth need to be well planned financially, starting with the basics.

35% of SMEs state cashflow is a barrier to growth, making smart currency moves essential when it comes to international payments, and by getting the best value for every international transaction, both business ambition and cashflow can be supported.

FairFX Top tips for getting the best value when making international payments:

1. Know what you want

To get the best international payment provider for your business you need to know what you want. Consider how regularly you’ll be sending and receiving money overseas, how many currencies you’ll need to transact in and understand the costs associated with making both singular and regular transactions.

Fees and charges can vary by transaction type, day, time and speed you require the transaction to be completed in, so list out the different transaction types you may want to make and understand how the fees and charges can vary so you don’t get caught out. Understand how currency rates are set and how they compare to other providers. This can be confusing to unpick so speak to a currency expert if necessary.

2. Review your current payment package

High street banks don’t offer the best value when it comes to international business payments. Using your current banking provider to handle international as well as domestic transactions may be convenient but defaulting to them might mean you’re missing out on better rates and lower fees.

As your business grows and develops, your business banking needs will also evolve and if you’re transacting regularly small charges can add up, meaning you could be paying a high price for an unsuitable service. 

3. Select a transparent, convenient and consistent service

If you’re regularly buying from and selling abroad, fees could soon take a portion of profit from your bottom line. Pick a provider whose fees are transparent and made clear upfront so you can better manage your expenses. Look for a service where rates are consistently good – don’t be lured with teaser offers that expire and leave you trapped or unaware of post introductory fees and charges.

4. Understand the market you’re operating in

Keeping track of currency movements can be easier said than done, so sign up for a reliable rate watch service, like the one provided by FairFX which alerts you when currencies you operate in have moved in your favour. This way you can make international payments when rates give you a commercial advantage.

5. Maintain your standards

The rigorous standards you set for expenses and payments at home don’t stop when your employees pass border control, so find a solution where you are confident in who is spending what. Consider prepaid corporate cards which allow you to transact with competitive exchange rates and top-up in real-time, giving your staff the funds they need to travel for work, providing peace of mind and control over expenditure on a global scale.

6. Watch the way your employees pay

When it comes to travel, regardless of whether your staff are hosting meetings or need to cover the cost of their own accommodation and essentials, make sure you’re in charge of the exchange rate they are using for their payments.

If staff are currently paying their own expenses and then claiming back, make sure they don't fall into any exchange rate traps. Advise them to always pay in the local currency when travelling and avoid exchanging at the airport.

The FairFX corporate prepaid card allows staff to pay for expenses with the amount of money you have approved them to spend, whilst you can track and report on spending on the integrated online platform, so there is no reliance on employees using their own payment methods, choosing the exchange rate and fees charged and reclaiming the cost from your business.

7. Benefit from the best rates

Exchange rates fluctuate from day to day with the euro currently 13% lower than before the Brexit referendum announcement, a sum that on a large transfer could make the difference between profit and loss. Consider a forward contract to ensure you can benefit from peak rates by fixing international transactions up to a year in advance.

8. Ask an expert

If you are regularly making international payments it is worth finding an expert to help you with services not offered by your bank to help minimise risk and maximise the return of doing business overseas.

9. Set up a stop loss or limit order

Protect your business against market downturns with the aid of a Stop Loss, which will ensure any losses are limited if you’re aiming for a higher rate and the market takes a turn.

Also consider a Limit Order where you set up ‘target’ exchange rates and ask your currency dealer to process the transaction when the rate you’ve set is achieved to give you certainty over how payments will affect your bottom line.

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Ian Stafford-Taylor, CEO of FairFX said: “Easy access to international currency at market-leading rates whether travelling abroad or sending and receiving payments is vital for businesses breaking into and operating successfully internationally, especially in a market where rates are constantly fluctuating.

“Many small and medium sized businesses settle for high street bank accounts which can charge extortionate fees for international transactions and offer poor service. The right account and sensible planning could add up to big savings, something that SMEs can ill afford to waste in a competitive marketplace.

“As future trade agreements post Brexit become clearer businesses could find themselves with heavy workloads as they adjust the way they operate, so finding a trusted payment provider and reaping every possible benefit when it comes to currency will continue to be crucial for success.”

(Source: FairFX)

It is becoming clear that trade digitisation has huge potential to unlock access to world trade for small-to-medium-sized enterprises (SMEs). The move away from laborious, manual, paper-based processes will lever simpler access to trade finance, now that it is being provided by more agile, technology-friendly alternative funding providers. Here Simon Streat, VP of Product Strategy at Bolero International, discusses the new wave of digital change and the drive it’s providing for SMEs worldwide.

Regulatory burden has meant that SMEs often don’t fulfil certain criteria for banks to justify lending to. The demands of anti-money laundering (AML), Know Your Customer (KYC) rules, sanctions and other banking stipulations have been deemed too time-consuming and too costly to be worth the trouble where smaller exporters and importers are concerned. This is a significant blow, since by some estimates, more than 80% of world trade is funded by one form of credit or another. Until now, if your business was deemed too small to be worth considering for finance, there was hardly anywhere else to go.

The result has been deleterious to the prosperity of SMEs and detrimental to international trade. In 2016, the ICC Banking Commission’s report found that 58% of trade finance applications by SMEs were refused. This, as the authors pointed out, hampered growth, since as many as two out of every three jobs around the world are created by smaller businesses.

This rather depressing view was supported by a survey of more than 1000 decision-makers at UK SMEs which was conducted in February this year by international payments company WorldFirst. It found that the number of SMEs conducting international trade dropped to 26% in Q4 2017, compared with 52% at the end of 2016. Economic conditions and confidence have much to do with this, but so does access to trade finance.

There is a growing realisation, however, that if digitisation makes sense for corporates seeking big gains in speed of execution, transaction-visibility and faster access to finance and payment, it definitely will for SMEs. The ICC Banking Commission report of 2017 estimated that the elimination of paper from trade transactions could reduce compliance costs by 30%.

Over the past few years, for example a number of trade digitisation platforms have emerged offering innovative business models for supplying trade finance and liquidity, while optimising working capital, and enhancing processes for faster handling and cost savings. Progress is under way, but it requires expertise.

Fintechs in trade hubs such as Singapore, where there is huge emphasis on innovation, are taking the lead, transforming the availability and access to finance for SMEs. By making the necessary checks so much faster and easier and opening up direct contact with a greater range of banks, digital platforms enable customers to gain approval for financing of transactions that would otherwise be almost impossible. Not only that, they enjoy shorter transaction times and enhanced connectivity with their supply chain partners.

If we scan the horizon a little further we can also expect to see SMEs benefit from the influence of the open banking regulations, which require institutions to exchange data with authorised and trusted third parties in order to create new services that benefit customers.

Although the focus of these new regulations is primarily the retail banking sector, the tide of change will extend to trade finance, creating a far more sympathetic environment for the fintech companies and alternative funders. Yet the fintechs cannot do it alone, they need to be part of a network of networks that operates on the basis of established trust and digital efficiency.

No technology can work unless it is capable of satisfying the raw business need of bringing together buyers, sellers, the banks into transaction communities. That requires the building of confidence and the establishment of relationships, along with – very importantly – a real understanding of trade transactions and the processes of all involved. It also requires on-boarding and you can only achieve that once everyone knows a solution will deliver the efficiency gains it promises, as well as being totally reliable, secure and based on an enforceable legal framework. All this requires a level of expertise and insight that cannot simply be downloaded in a couple of clicks.

Nonetheless, it seems pretty obvious that thanks to digitisation, the market for SME financing in international trade is set for real expansion.

Despite a well-developed electronic payment infrastructure, cash remains a dominant payment instrument in Singapore with 58.7% of transaction volume made at POS terminals in 2017, according to leading data and analytics company GlobalData.

In addition, more than 75% of transactions made at hawkers and wet markets are carried out in cash. This can be primarily attributed to the limited acceptance of electronic payments among small-sized merchants such as street vendors, food stalls and hawkers due to the high cost associated with POS terminals.

Singapore has for a long time been at the forefront of the payments innovation. Acceleration of electronic payments in the country has been one of the key objectives of the government’s Smart Nation Vision and in this regard, the country has invested substantially in building long-term infrastructure for cashless payments. Overall, the POS terminal penetration (number of POS terminals per thousand inhabitants) in Singapore stands at 35, compared to its Asian peers: Australia (39), Hong Kong (22), Japan (18), China (21), Indonesia (4) and India (2). In Singapore, card-based payments accounted for 32.8% of total payment transaction volume in 2017, increasing from 24% in 2013.

Singapore has a very high concentration of small and medium-sized enterprises (SMEs). According to the Department of Statistics, Singapore, there were 220,100 business enterprises in the country in 2017, with 99% of them being SMEs. To encourage adoption of electronic payments among SMEs in particular, the government along with other payment participants is increasingly considering QR-based payments as a viable alternative for cash.

Kartik Challa, Payments Analyst at GlobalData, comments: “The economic rationale for QR codes is stemmed from the difficulty banks had in persuading smaller merchants to begin accepting payment cards. The QR-code based payment acceptance eliminates the need for a significant expenditure, as merchants can now either display a printed QR code on their stall or download the merchant app on their mobile phones to accept electronic payments.”

In November 2017, the Singapore Payments Council announced the development of a common standard for Singapore Quick Response Code (SG QR) payments, designed to work across all schemes, e-wallets and banks. Unlike the existing NETS QR system, which focuses on domestic market, the new system will accept electronic payments through both domestic and international payments. The SG QR, developed by an industry taskforce co-led by the Monetary Authority of Singapore (MAS) and Infocomm Media Development Authority, will be deployed throughout 2018. Furthermore, as part of the process, the existing NETS QR will also be integrated into the new system and will be replaced with SG QR at all merchant locations.

Singapore's banks have also agreed to update their mobile payment apps/wallets to support SG QR. To expand the scope for SG QR, the Association of Banks in Singapore agreed to bring in banking P2P service –PayNow under the purview of SG QR. All seven participating banks of PayNow service, Citibank Singapore, DBS Bank, HSBC, Maybank, OCBC Bank, Standard Chartered Bank, and United Overseas Bank – enable their customers to transfer funds via SG QR.

Challa concludes: “The SG QR system is an important milestone, and to win over merchants, payment solution providers need to support the large number of e-wallets, offer quick payment settlement process and pricing benefits. Similarly, incentivizing consumers is a key factor to pique consumers’ interest in the new payment system. With the SG QR making a good headway, cash payments in Singapore are likely to soon become passé. Once again Singapore is at the forefront of innovation in payments, and other markets in Asia and globally are likely to follow the suit.”

(Source: GlobalData)

Companies are losing out on $20bn globally in unclaimed VAT, research by recovery experts, VAT IT reveals.

The figure is largely due to the complex and time consuming European rebate system, resulting in businesses not claiming back money that is rightfully theirs.

The company says the global figure is a result of more than one-fifth of companies who incur VAT in foreign countries claim they are unable to recover it, due to procedures being too complex and burdensome.

Global business travel is worth $1.4trillion, with 5% relating to reclaimable VAT. Industries such as engineering, pharma companies and IT firms are among the worst affected, as well as large companies with complex global structures. VAT IT has argued that the eye-watering figure is serving to restrict company growth and investment.

European Managing Director, Ann Jones, said: “Companies are effectively leaving fortunes in the hands of overseas treasuries which they could – and should - rightfully reclaim. This is money that bosses have said goodbye to, but which could be reinvested across businesses. Much of the reason for this is down to nothing more than a lack of knowledge and the difficult-to-manage reclaim procedures designed to hinder - not help - companies in this process.”

“These problems extend across Europe, US, Africa and Asia. Of course, foreign governments do not wish to give up VAT so easily, so firms must step up to the plate themselves. The findings come at a time when cash flow issues are becoming increasingly problematic for UK companies, as the impending exit from the Single Market and Customs Union creates increasing financial uncertainty.”

CEO of VAT IT, Brendon Silver, said: “Reclaim procedures are long, complex and time consuming when undertaken in house but this isn’t just a bureaucratic issue, there’s a shift that needs to be made in the general attitude businesses have towards their tax reclaims. We have seen that despite the directive stating that any refund due must be made within six months of the date of submission, many administrations do not respect this deadline. It becomes clear that when some companies wait up to two years to receive a refund, they are simply just putting off claiming in the first place.”

(Source: VAT IT)

By Zak Goldberg

Much like any new venture with a business, it’s a smart idea to first fully assess a number of key financial considerations with your international expansion, to make sure it’s the right move for your company.

International expansion can bring a wealth of benefits including: increased sales, more exposure for your brand, opportunities to work in other niches and much more. So, before you start making your first steps abroad, think about some of the following to get your finances in order:

The Cost of your Expansion

The first place to look is at the possible expenses incurred from your expansion. This might cover a variety of areas like:

• Time and staffing dedicated to researching and scouting overseas locations and markets
• The costs of purchasing a new headquarters
• Travel time between your current and new location
• General staff recruitment, training and provisions
• Machinery, tech and facilities for your new site(s)
• A new fleet of vehicles for your logistics

The next step here is simply be realistic about whether or not a full-scale overseas expansion is something your business can afford.

Potential Sales Revenue

When researching the location for your expansion, you will have probably looked at aspects like how receptive the markets are to your products or services. As well as this, you should use this information to inform the potential revenue you could expect from successfully working in this new country. Having a clearer idea of the possible ROI at stake could also help you determine how quickly you could recover financially from your expansion investment.

Extra Overseas Operational Costs

You’ll already appreciate just how much you need to manage and think about for your overall domestic operations and ultimately the same will apply for any locations you set up and start running overseas. You can’t simply double the typical costs of this though as you might also need to pay for local staffing or external support in areas like:

• Translation work on your company’s website, products, branding
• Networking and understanding the cultural nuances of the country
• International supply chains to support your company
• Sourcing materials and goods for any manufacturing
• The general work carried-out on and off-site

Additional Support

After you’ve done some initial planning, you may also want to look into how you can source additional funds to support this. The bigger your cash reserves the better placed you’ll be to facilitate your growth and there are several different ways you could go about this.

You might want to look at securing a business loan from a bank or lender, or pitch your expansion ideas to your investors to see if they put forward more capital for this. Anything you can gain financially, whether large or small, can be incredibly valuable.Final Thoughts

Once you have taken the above into consideration you should then be in a better place to go ahead with your expansion. A final piece of advice here would be to make sure you regularly report and reassess your financial situation, as there might be instances or circumstances where you need to spend more than you first thought. This way you can move money around to support the different areas of your company that may need it.

About the Author:

Zak Goldberg is a Law & Business Graduate from the University of Leeds who has chosen to follow his aspirations of becoming a full-time published writer, offering his expertise on FinTech and business economics.