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The corporate world is currently debating the Protection of Personal Information Bill (PPI) which will soon be promulgated. Much of this debate centres on how onerous the minimum requirements for compliance will be, how long organisations will be given to comply and what the cost implications are likely to be.

Want to learn more about the Protection of Personal Information Bill? Visit the Deloitte Protection of Personal Information Bill website or contact Dean Chivers at dechivers@deloitte.co.za or Daniella Kafouris at dkafouris@deloitte.co.za.

Some companies have chosen to take a ‘wait and see’ approach. “Those companies that see regulatory changes as an opportunity for increasing business value adopt a more positive, proactive approach and also spend considerably less in achieving compliance over the long term,” comments Dean Chivers, Director Deloitte Legal, at Deloitte. “They are able to link compliance requirements to the entire value chain of the business so that each functional area buys into its importance, realises the value that can be delivered to the business and collectively bring about change to realise this value.”

Chivers cautions that companies should implement PPI compliance as prudently as possible. “Be realistic – your organisation may not be completely compliant by the time the Act is promulgated. PPI is not exclusively an IT or legal or a process or a security issue, it’s a combination of all of these. Create the framework within which PPI will be managed within your organisation, and then build awareness amongst staff around both PPI and your entities PPI compliance framework. This will start to drive PPI issues into your framework, thereby facilitating a proactive, self-regulating model.

Chivers recommends that a response strategy be established, with the responsible person being one who understands what the law requires.

“Decide on your corporate ethics policy and define and communicate it, teaching your organisation to look out for problems,” says Chivers. “If and when a problem arises, react quickly and correctly to deal with it and close the loophole. Look for triggers that indicate your processes are not working properly.”

According to Chivers, the PPI Bill will be the catalyst for companies to add value while achieving compliance. They should engage with their customers in the process and use it as an opportunity to build customer trust in the company by highlighting the company’s efforts to treat customer’s personal information with respect and confidentiality.

The following are just some of many opportunities:

There is tremendous advantage to be gained from proactively engaging customers ahead of promulgation, for example:

• Positive customer approvals are more likely to be obtained prior to promulgation and prior to the market being flooded with requests
• Valuable insights can be obtained from a company’s existing customer database now, ahead of customer requests for data deletion.
• Customers will become aware of the fact that PPI  will result in the protection of their personal information, something most  people will appreciate.
• Companies who lead the market in becoming PPI  compliant will gain customer respect and loyalty.

PPI can also deliver many potential positives within a company, to name a few:

• Technology gets the budget go-ahead for  middleware and data warehouses, new SAP modules, data security upgrades, etc, which  add value when linked to the overall business strategy.
• Data analysis of personal information for  purposes of PPI compliance can yield significant useful information around  customers and markets.
• Provides positive motivation to interface with  customers, alumni, potential employees, personal networks.
• Employee files get updated and remain up-to-date.
• Contracts are reviewed and updated and may even  be better than before.

Chivers recommends that the initial step should be a quick  start process prior to promulgation, followed by detailed design and implementation of value-adding initiatives. This will allow the company to gain  momentum and build a platform for future opportunities. Firstly, understand the  extent of PPI impact on customer and channel strategy, brand positioning and  employee proposition; determine possible impacts on people, processes,  technology and systems; and define key data requirements for business  sustainability.

Thereafter, look at the following opportunities:

• Identify value-adds beyond minimum compliance
• Design customer interactions to increase market share
• Realign processes for a more customer focused organisation
• Link to other initiatives such as process streamlining, productivity improvement and employee communication
• Select technology to support more than just data integration, e.g. non-intrusive technology options ranging from cloud technology, to separate software and simple upgrades
• Build the customer focused organisation by digging deeper into existing customer data
• Use an approach that first establishes the organisational needs and gaps before moving to an ‘all ends at once’ implementation
• Adopt a ‘build to last’ approach for ongoing organisational sustainability

In summary, organisations can gain measurable business performance improvements by approaching the Protection of Personal Information Bill as a strategic opportunity rather than an onerous compliance cost. Realising this potential value from the Bill, however, requires a shift in organisational mindset.

“Don’t be limited or restricted by your existing database,” says Chivers. “Use it as a contact list and first cut segmentation, design a meaningful database for future strategy and populate it by means of an automated permission campaign; don’t be restricted to a single tool or methodology – select those which are most appropriate for your needs; ensure your approach is strategic. Include change management in your implementation; don’t be purely focused on data analytics, ensure that your approach is aligned to your business priorities as well as people, process, technology and system enablers.

Chivers goes on to say “Understand how PPI affects your IT, legal, process and security options before jumping on the analysis bandwagon. Analyse the options and consider the best process for your company. There are a number of options, so give yourself the best chance of adopting the most appropriate one for your company.”

Want to learn more about the Protection of Personal Information Bill? Visit the Deloitte Protection of Personal Information Bill website or contact Dean Chivers at dechivers@deloitte.co.za or Daniella Kafouris at dkafouris@deloitte.co.za.

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Rapid technology developments in wireless connectivity and mobile devices marked the beginning of the mobility revolution. Next came the apps renaissance, when intuitive, engaging pieces of software, tailored for smartphones and tablets, began to change our day-to-day lives. The revolution has now reached business. Many organizations today find mobile initiatives popping up in every business unit, in every region and in every department. The floodgates have opened. Now what?

For some, the path forward might begin by pushing existing solutions and processes to mobile channels, without blue-sky thinking of how business might change if location constraints disappeared. For others, disciplined experimentation can reveal compelling scenarios, which can lead to doing traditional things differently, as well as doing fundamentally different things. When left to its own devices, each faction – individual, department or organization – will struggle through the learning process towards its own vision of mobile enlightenment.

In this chaotic environment, CIOs face three challenges. First, they need to build capabilities to deliver intuitive, user-friendly mobile applications that can meet or exceed expectations set by consumer technologies. Mobile delivery requires new skills, new mindsets, new application architectures, new methodologies and new approaches to problem-solving. Above all, solutions must focus on usability – design-led thinking with mobile mentalities. Scope should be reined in to create well-defined, elegant solutions that address explicit problems, not broad collections of functionality. User experiences should be mobile-centric, based on touch/swipe/talk, not point/click/type. Leonardo da Vinci’s description of simplicity as the ultimate form of sophistication might be a foreign concept to many central IT departments today, but it is also a prime directive. As mobile becomes increasingly important in customer and employee interactions, the complexity of applications, or apps, will naturally grow with heightened integration, security and maintenance needs.

The second challenge for CIOs is to help the business deliver innovative applications with significant potential for positive disruption. Experimentation can be a good way to show progress and help crystalize opportunities, but many use cases remain uncharted. Until users interact with an early prototype, they may not know what they want, much less what they need. CIOs can become beacons of big-picture thinking and tactical adjudication by embracing the proliferation of mobile initiatives, and accelerating the mobile adoption learning curve across the organization.

The third challenge is that mobility introduces yet another level of complexity that CIOs must manage and support at an enterprise scale. What’s an effective way to deal with pressure to get behind each “next big thing”? Should employee-owned devices be allowed on enterprise networks? And if so, what data, applications and services should they be permitted to access? How should IT practices change to support mobile applications? True enterprise-class mobility requires governance, security, privacy and compliance policies – with effective management of mobile devices, enterprise app stores, mobile middleware and more. The trick is to build a solid foundational infrastructure without throttling the business. As you likely know, the business can’t – and won’t – wait for a fully formed mobile enablement roadmap to be defined and put into place.

If you have any questions relating to this article, or require a more detailed discussion, contact Kamal Ramsingh (Head of Technology – Deloitte South Africa) at kramsingh@deloitte.co.za

Would you like to read the full article? Click Here to download Deloitte Tech Trends 2012

Do you have any comment or feedback? We would love to hear from you!

What are the Deloitte TMT Predictions?

What started in 2001 with ten predictions about mobile telephony has evolved and grown into one of the Technology, Media & Telecommunication industry’s most anticipated research publications, covering all three industries individually. Launched in 46 countries, translated into almost 10 languages, downloaded and viewed by tens of thousands of people around the world, the Predictions have a significant medium and long term impact for organisations in the industry.

Forecasting on topics like Social Gaming, Tablets, Mobile, Online Ads and 3D printing, the 2012 TMT Predictions highlight immediate trends, future possibilities and industry changes within these fast paced and ever-changing environments.

Download the Predictions here

Deloitte also presents its first ever South African hosted 2012 TMT Predictions seminar with global research director of Technology, Media & Telecommunications, Paul Lee. Over and above producing the Deloitte Global Mobile Consumer Survey, Paul has written five books, including Convergence Conversations and Digital Dilemmas. A TMT Predictions eventis to be held on Tuesday 31 January 2012 at The Michelangelo Hotel in Sandton, and will provide practical insight into the very real challenges facing the industry. The discussion will no doubt include discussions on the broad and often complex area of TMT and key issues all businesses should be aware of. This will be followed by an interactive dialogue with a panel of experts , clarifying important business considerations that the Deloitte TMT Predictions raise. Follow the conversation on Tuesday on Twitter. The official hashtag is #TMTPredictions or follow @DeloitteSA.

Deloitte 2012 TMT Infographic

Click here to view the full infographic

The following document is the fourth of a five part series that Deloitte South Africa is publishing regarding mobile payments. The market is rife with activity and we’re taking a deeper look at the inner workings of this market space.

Sharoda Rapeti, a Deloitte Director focused on Technology, Media and Telecommunications (TMT), gives us her take on the mobile payments debate.

The mobile payments and money industry has doubled in size over the past year and Africa continues to play a dominant role in terms of mobile money adoption*. Mobile phone adoption is high in several African countries in terms of individual mobile phone subscriptions usage (above 75%). For example, South Africa (92.7%), Algeria (93.8%), Botswana (96.1%) and Morocco (79.1%) all have relatively high mobile phone adoption**.

Clearly mobile phones will continue to emerge as Africa’s most popular connection device. Given the falling costs of voice calls and data in Africa, mobile operators will increasingly come under pressure to pursue new revenue streams. As industries converge and the boundaries between financial services and telecommunications erode, MNOs may increasingly find mobile payments lucrative.

MNOs that seek operations in the ‘mobi-payscape’ would be able to speed up the introduction of mobile payment services since they do not have to establish and manage partnerships and they own the mobile channel. However, MNOs should not seek to become a bank as mobile operators have infrastructure that is geared towards accessing the lower and middle markets of the unbanked pyramid in Africa. In other words, MNOs should allow for their infrastructure to be used as a value adding service without becoming a fully fledged bank.

MNOs frequently treat mobile payments as a value-added service and generally take the route of ‘home grown’ products, therefore lacking the agility and ability to scale market demand. Their model is geared to service the prepaid market, while banks have a more formal approach to risk in this market segment.

Mobile payments generally present an opportunity to lower broker commissions as it allows brokers to sell airtime directly to their customers. In general mobile operators see payments as more of a vehicle to cross-sell other services and that they generally play the role of building stronger relationships with the mobile operator’s clients, thereby decreasing customers from deferring to a competing operator.

Source: * GMSA Mobile Money for the Unbanked Annual Report 2011

Source: ** World Economic Forum

We would like to hear your comments regarding mobile payments. Do you agree or disagree with the points above? Use the hashtag #mobipayscape on twitter to contribute your points of view.

Stay tuned for the next part in the mobile payments series where we will be looking at point of view from Alistair Moorhouse, a Deloitte Senior Executive Lead focused on the Retail industry.

To find out how Deloitte can assist you in integrating these please contact us on twitter @DeloitteSA or contact Sharoda Rapeti via email srapeti@deloitte.co.za

Deloitte South Africa recently delivered two large client events that had a strong social media integrated strategy. Not only were the events successful, but analysis of the metrics demonstrate the importance of Social Media in the marketing plan. With 7.4 million impressions, and 204 815 unique users reached for two events, the proof lies in the numbers.

Social media is quickly becoming a standard channel in any communication or marketing plan. However, there is still a large degree of confusion around the application, measurables and actual success of these platforms at the centre of the debate on the relevance of social media in the B2B environment.

Deloitte South Africa recently ran two large campaigns, namely the CIO Forum that ran over two days in four hour sessions and focused on Tech Trends 2011, and the annual Deloitte Best Company to Work For Survey awards banquet, which lasted two hours. Both campaigns had a strong social media strategy and presence, although most focus was placed on Twitter.

With only an estimated 1 million Twitter users in South Africa, the Markets team in Deloitte South Africa recognised that a successful campaign needed a solid foundation, and focused on the three fundamentals:

1. Influencers and Relationship Networks: The team ensured they had high influencers at both events. Bringing them into the strategy and the event allowed for a strong “signal” when tweeting as opposed to noise, and allowed them to communicate with their respective networks, thereby giving the Deloitte brand greater integration with new markets.
2. Internal and External Influencers: This point concentrated on ensuring that the Deloitte message not only reached external markets, but the internal audience too. The South African team believes that the personal eminence of Deloitte staff is not only beneficial to them, but allows for greater penetration into the Twitter-sphere and assists in creating eminence for Deloitte.
3. Content: No campaign can be successful without having interesting and great content. The team focused on creating “stamps” for both events – these are pieces of content that are prepared beforehand and are easy Retweets. They are short statements, sum up a point of view and give a definitive opinion. These are scheduled into the Twitter handle, and some are then circulated to internal thought leaders to be posted.

The metrics of success

Using an array of reporting and analytical tools, the South Africa team was able to accurately gauge their success and view the impact of their three fundamental points of departure. The following shows the results of the campaigns:

The above reports were then imported in a Visual Data Analyser, which showcases influencers in real-time, and highlights the conversation participants and place within the topic. The visual data gives even greater insights, for example, the higher the bubble, the bigger the “signaller” or thought leader within the Twitter topic. It also shows influence; the bigger the bubble, the bigger the influence within the conversation, and it shows the connections and centrality between participants.

[youtube=http://www.youtube.com/watch?v=AAwzpCqHLPE]

[youtube=http://www.youtube.com/watch?v=_RG5cATIbNc]

If you have any questions or would like additional information on the campaigns or the Visual Data Analytics, please contact Greg Comline on gcomline@deloitte.co.za or Mithun Kalan on mkalan@deloitte.co.za

Twitter is increasingly being used as a source of breaking news. This is a good source of content but the level of context does not paint the full picture. For example, a person can say something that is positive or damaging to your brand, however, viewing this on a twitter feed of a hashtag could result in the trend setter being lost as the conversing community grows. More importantly, it is not always obvious how influential participants are coming into the conversation (within their specific social networks), nor how influential they are during a specific conversation.

Deloitte South Africa is able to overcome both of these problems with a visualisation of a twitter feed. The person that started a conversation will appear in the center of a map of the conversation. As the conversation grows, the people that contribute the most to the discussion (hash tag) will move to the centre of the map. In addition, you are able to quickly identify who the most influential participants are (represented by the size of the node) as they join a conversation. Finally, one is able to map multiple conversations at the same time using multiple hashtags (represented by point of entry and node colour).

To illustrate this, Deloitte created a visualisation of the twitter conversation during the South Africa – Fiji rugby match on Saturday 8am (GMT+2). The hashtags used for the search were #RWC2011 and #BOKKE. The video below shows a small clip of how the twitter conversation started. Visuals are richer than plain text, so we will explain what the video represents. Each node that appears is a unique user on twitter. The purple nodes are the users that used the #BOKKE tag and will enter the screen from the left. The light green nodes are users that tweeted with the #RWC2011 tag and will enter the screen from the right. A line between the nodes represents a tweet from one person to the other. This is so that we can visualise a tweet where one person mentions multiple people with multiple lines. The size of the node is the Klout score. Klout is an online tool to estimate numerically the level of influence a person has. During the video I will be able to rotate the map along the z-axis and you will be able to see a difference in the height of the nodes. The difference in the height is due to the number of mentions that particular user has. The greater the number of mentions, the higher the level of the node.

http://www.youtube.com/embed/T9wWaCnGvUs

An important analysis of the map is that the people in the center of the map are visually and literally the center of the conversation. This is intuitive as the nodes in the center are usually bigger, implying a high Klout score.

The graph below shows the number of tweets that arrived during the match. The green line is the #RWC2011 tag and the blue line is the #BOKKE tag. We noticed that twitter becomes more frenzied as a point is scored. People also make more comments after a match.

The application for this technology is that you can map a conversation to understand the creators of the content, their relative level of influence, and the context in which a conversation is flowing. This enhances traditional Online Reputation Management. Businesses are now able to understand both historical and real time influence within conversations and manage the viral spread of a breaking topic with far greater precision using these solutions.

To find out more information about how this technology can give you an advantage please contact Andre Hugo @maxrsa or Mithun Kalan @mithunkalan on twitter.

Twitter is increasingly being used as a source of breaking news. This is a good source of content but the level of context does not paint the full picture. For example, a person can say something that is positive or damaging to your brand, however, viewing this on a twitter feed of a hashtag could result in the trend setter being lost as the conversing community grows. More importantly, it is not always obvious how influential participants are coming into the conversation (within their specific social networks), nor how influential they are during a specific conversation.

Deloitte South Africa is able to overcome both of these problems with a visualisation of a twitter feed. The person that started a conversation will appear in the center of a map of the conversation. As the conversation grows, the people that contribute the most to the discussion (hash tag) will move to the centre of the map. In addition, you are able to quickly identify who the most influential participants are (represented by the size of the node) as they join a conversation. Finally, one is able to map multiple conversations at the same time using multiple hashtags (represented by point of entry and node colour).

To illustrate this, Deloitte created a visualisation of the twitter conversation during the South Africa – Fiji rugby match on Saturday 8am (GMT+2). The hashtags used for the search were #RWC2011 and #BOKKE. The video below shows a small clip of how the twitter conversation started. Visuals are richer than plain text, so we will explain what the video represents. Each node that appears is a unique user on twitter. The purple nodes are the users that used the #BOKKE tag and will enter the screen from the left. The light green nodes are users that tweeted with the #RWC2011 tag and will enter the screen from the right. A line between the nodes represents a tweet from one person to the other. This is so that we can visualise a tweet where one person mentions multiple people with multiple lines. The size of the node is the Klout score. Klout is an online tool to estimate numerically the level of influence a person has. During the video I will be able to rotate the map along the z-axis and you will be able to see a difference in the height of the nodes. The difference in the height is due to the number of mentions that particular user has. The greater the number of mentions, the higher the level of the node.

Watch the Youtube video

[youtube=http://www.youtube.com/watch?v=T9wWaCnGvUs]

An important analysis of the map is that the people in the center of the map are visually and literally the center of the conversation. This is intuitive as the nodes in the center are usually bigger, implying a high Klout score.

The graph below shows the number of tweets that arrived during the match. The green line is the #RWC2011 tag and the blue line is the #BOKKE tag. We noticed that twitter becomes more frenzied as a point is scored. People also make more comments after a match.

The application for this technology is that you can map a conversation to understand the creators of the content, their relative level of influence, and the context in which a conversation is flowing. This enhances traditional Online Reputation Management. Businesses are now able to understand both historical and real time influence within conversations and manage the viral spread of a breaking topic with far greater precision using these solutions.

To find out more information about how this technology can give you an advantage please contact Andre Hugo @maxrsa or Mithun Kalan @mithunkalan on twitter.

The following document is the third of a five part series that Deloitte South Africa is publishing regarding mobile payments. The market is rife with activity and we’re taking a deeper look at the inner workings of this market space.

Roger Verster, a Deloitte Partner focused in the Financial Services Industry, gives us his take on the mobile payments debate.

Given the lack of broad-based banking services in Africa, mobile payments offer numerous benefits in terms of providing for financial inclusion and realising efficiencies and profits by tapping into previously underserved markets. Efficiencies are gained in lowering operating expenses and cost to serve as banks often have to put in costly branch infrastructure in rural areas to access unbanked markets, which requires a high volume of low-cost clients in order to justify the costs of the infrastructure.

Therefore, benefits can be realised by owning the mobile payments channel as it will allow banks to provide basic financial services to clients in these areas at a fraction of the cost. It’s not a matter of throwing the baby out with the bath water altogether for banks, as they can also use their strong existing ATM and vendor location network by upgrading them to support mobile payment withdrawals in more developed areas.

It is important to take cognisance of the fact that mobile payments act as a gateway to offering other products such as savings, credit facilities and insurance products. If mobile operators seek to provide these products they would most likely need financially trusted partners, such as banks and financial service providers who are familiar with these products and are regulated in accordance with the financial regulators in most African countries**.

The experience and licenses that banks have in the mobile banking space gives them the clout and ability to offer a selection of payment options, that include services like inter-bank transfers that the mobile and retail operators cannot currently match in the race to own the mobile payments value chain. Mobile payments generally necessitate the development and maintenance of a transactional platform to host the transactions of multiple individual users in order to keep track of client details, money movements, the customer interfaces and the general back-end function of the mobile platform. For banks, the technology infrastructure associated with mobile payments is the largest pain point. However in comparison to branch infrastructure costs, the costs of the technology today, will pay-off for years to come. In terms of consumer adoption, security concerns are the single biggest barrier to consumer adoption of mobile payments. Therefore, effective data management and consumer education will be essential to overcome this barrier.

Banks do appear to have the upper hand in offering secure mobile payments to consumers due to the very nature of the industry and having already established mobile banking and ewallet services. Ultimately, there is a strong business case for banks to be involved in the ‘mobipayscape’ and to take up a leadership position in developing Africa.

Source: ** GMSA Mobile Money for the Unbanked Annual Report 2011

We would like to hear your comments regarding mobile payments. Do you agree or disagree with the points above? Use the hashtag #mobipayscape on twitter to contribute your points of view.

Stay tuned for the next part in the mobile payments series where we will be looking at point of view from Sharoda Rapeti, a Deloitte Director focused on Technology, Media and Telecommunications (TMT).

To find out how Deloitte can assist you in integrating these please contact us on twitter @DeloitteSA or contact Roger Verster via email rverster@deloitte.co.za

The following document is the second of a five part series that Deloitte South Africa is publishing regarding mobile payments. The market is rife with activity and we’re taking a deeper look at the inner workings of this market space.

The following table looks at points of view from banks, mobile operators and retailers, taking into account the context of their respective industries. We’ve added in an interesting counterpoint to their points to increase the richness of the debate.

We would like to hear your comments regarding mobile payments. Do you agree or disagree with the points above? Use the hashtag #mobipayscape on twitter to contribute your points of view.

Stay tuned for the next part in the mobile payments series where we will be looking at point of view from Roger Verster, a Deloitte Partner focused in the Financial Services Industry.

To find out how Deloitte can assist you in integrating these please contact us on twitter @DeloitteSA

The following document is the first of a five part series that Deloitte South Africa is publishing regarding mobile payments. The market is rife with activity and we’re taking a deeper look at the inner workings of this market space.

Who will dominate the “mobi-payscape” across Africa?

The current amount of press coverage, merger and acquisition activity and product launches in the mobile payments arena cannot and should not be ignored. From a technology perspective most mobile payments in Africa have been WAP or message based.

Two-way SMS has allowed for bill payments, funds transfers, mini statements requests, chequebook requests and balance enquiries. While one-way sms has been for notifications such as salary payments in, overdrawn accounts, account balance checking, currency fluctuations, card payments, account movements and marketing promotions.

However, new mobile payment technologies are coming into play in the form of mobile money transfers, virtual currencies, the tap and go near-field communication technologies (NFC) and even using a mobile device as a payments processor using hybrid clip-on devices. Over the next couple of years it is likely that we will see a combination of these mobile payments mechanisms being used in the market rather than one specific method dominating another. Indeed this rapid technological change breeds a disruptive state of flux in the mobile payments arena.

A key issue that is heating up is the rivalry between previously non-competing industries, as they move swiftly to dominate the mobile payments space. Mobile network operators (MNOs), banks, retailers and a host of secondary services are all vying for their slice of the mobile payments market. Mobile payments or transactions, to a larger extent, present a highly attractive income stream for potential payment providers in Africa, where mobile phone subscriptions are estimated to be pegged at over 500 million*, indicating that the penetration of mobile phones on the African continent has more than doubled in the past three years.

Mobile phones are not only currently outstripping the distribution of debit and credit cards, but over the next four years it is possible that more people will have access to a mobile device than to electricity in Sub-Saharan Africa. There is an undeniable connection between technology and economic development and with this form of intense mobile growth and the witnessed success regarding the Kenyan mobile payments product, M-Pesa, there is no question that mobile payments present an exciting opportunity to many industries.

However, given mounting social, competitive and technological pressures, it is worth considering how the ‘mobipayscape’ may appear in the future. It is worth considering the different arguments for and against why banks, MNOs or retailers would seek to be involved in mobile payments or on the other hand, what is holding them back?

Source: * Informa Telcoms and Media

Indeed, banks, once the original payments gatekeepers, have much to gain and lose from altering their “Payments as usual” approach.

We would like to hear your comments regarding mobile payments. Do you agree or disagree with the points above? Use the hashtag #mobipayscape on twitter to contribute your points of view.

Stay tuned for the next part in the mobile payments series where we will be looking at points of view from banks, mobile operators and retailers. We’ve added in an interesting counterpoint to their points too.

To find out how Deloitte can assist you in integrating these please contact us on twitter @DeloitteSA