To reinvent- and reposition single-role Investment-/Merchant Activities - that is much needed - especially for Small- and Mid-sized Enterprises (SMEs) of the real economy and its communities, e.g. villages and urban clusters with- or without local, regional and national Enterpriser Associations. The large majority of SMEs do not have “Names” in media and markets. Therefore they are underserved by the transaction-fee driven incumbents of today’s financial industry looking for repeat business with the “Names” of financial markets. This will change.
Change can be achieved in real economies of maritime regions by Social Enterprise for Impact Investing - organized as Collaborative Value Networks (CVNs) - to assemble strengths from many self-directed investors interested in spreading risk to build capacities and facilitate capital formation - resulting in social impact by perceived improvements (read: innovation).
Such a Collaborative Approach for Impact Investing must offer - always at Arm's length - affordable access to trustees/fiduciaries for SMEs without "Names" in media and markets.
The Economist's special report February 25th, 2012 re: "Real financial innovation with social impact" pointed e.g. to crowd funding and impact bonds in order to stimulate enterprise/innovation and job creation.
The Economist's special report May 4th 2019 re: "Tech's raid on the banks" focused on borrowing/ lending, account management and payments by mobile phones. There was not a wink about all those SMEs without "Names" in media and markets, who are underserved by incumbents of the financial industry - for example when access to equity capital for pro-active restructuring is concerned.
A CVN-Approach for Impact Investing can be scaled-up as to- and aligned with Bankier.co's participation in HBS.edu New Venture Competition 2017. It’s future REACH into the Real Economies of Maritime Regions will be helped by real financial innovation with social impact* and changes in corporate doctrines mainly caused by perceived climate changes**.
*) A. o. applications of cyber-secure Fintech benefiting all those without "Names" in media and markets - underserved today by the incumbents;
**) Cf. an article by Gillian Tett in FT Weekend “Capitalism – a new Dawn” Sept. 7, 2019 - look to a “Change the World Issue” of Fortune.com 9-2019.
Basic Infrastructure Activities (BIAs), such as banks, should operate according to the intent of public licenses and always put customers' needs first. BIAs should be influenced by citizens / users / participants. Regional development of BIAs is much needed by SMEs. However, BIAs are often organizations with a narrow corporate culture, i.e. controlled by somebody with "power of office", which can open up to possible abuse. Cf. the Latin word: "Imperium".
Remedies to avoid negative impacts of a narrow corporate culture are:
Economic co-responsibility/accountability and empowerment resulting in shared interests - as well as a parallel practice of offering a value proposition to the atomist (read: the individual without influence alone). Thereby an organization can express its purpose (French: Raison d'Être).
This is exactly what a trustee/fiduciary of a Social Enterprise for Impact Investing – organized as a CVN - will do when establishing a peer-to-peer relation with an owner/enterpriser or investor of a SME or a BIA – for example to make a relation better prepared to meet the market. Its CVN also consists of an InvestCo for assembling stakeholders, including capital partners, and a Protection Club for those interested in spreading risk and building capacities to facilitate effective impact investing. For more details look below - and to the other pages of this website.
Let us apply a common term for the incumbents of the financial industry to whom there should be supplementing alternatives; namely, the “Banking Monsters” (read: Multi-Role Financial Groups). Massive stimulus directed to the large banks (“too big to fail”) have not been as productive as the “stealth”, continuous efforts a. o. for job creation by "Community Banking" – without any State support and stimulus.
According to FT.com - US “Community Banking” with less than 1 billion USD in Assets account for > 10% of the financial industry’s total assets, but provides 40% of the financial industry’s capital to small businesses. And some of them are already raiding competitors and themselves by fintech - i.e. by combining new and old.
US Federal Deposit Insurance Corporation has an ongoing initiative to support America's “Community Banking", including a project to gather more knowledge about this understudied sector. FDIC has observed that "Community Banks" are central to USA's job creation.
Therefore FT.com asserts: "The idea of being Small / Local / Specialist / Boutique is no longer taboo. Community Banks fit the times. They are the banks that politicians can be seen to embrace".
In South America, Europe, the Mid-East, Africa and in Asia the financial structures have different standards, reach and qualities – reflecting their nations’ diversity of industries and cultures – as well as their different exposure to Influences from other parts of the World.
According to FT.com - representatives of US Authorities do acknowledge lack of information about today’s "Community Banking", which contribute more than others to the real economy. This is also true in other Parts of the World.
A sub group of “Community Banking” are “Utility Banks”, like mutual saving & loans, credit unions and building societies based respectively on deposits and bond issues – to lend against collateral. Needless to say - they deal primarily with CREDIT-/ DEBT INSTRUMENTS.
Another sub group are Single-Role Investment-/Merchant Activities and Social Enterprise for Impact Investing - organized as Collaborative Value Networks (CVNs). These investment activities can deal with owner-/ enterpriser dynamics and viable innovation in Small and Mid-sized Enterprises (SMEs) based on resources-/ competencies in the fields of equity-capital finance, ownership and owner-governance.
Note: The CVN-approach can reach into the real economies of maritime regions by means of Regional Network Partners (RNPs) exercising the role of trustee/fiduciaries in peer-to-peer relations with owners/enterprisers and investors of Small and Mid-sized Enterprises (SMEs), hereunder family-owned firms, as well as directors of regional basic infrastructure activities. Most SMEs and regional basic infrastructure are not "Names" in media and financial markets. Therefore they are underserved by transaction-fee driven, central financial players.
SMEs stand for more than 80% of BNP in developed nations and an even larger share of Job creation. Such initiatives can reposition Investment-/ Merchant Activities and position a CVN-Approach to assemble liable capital from many. Thereby capacities can be built by systematic spreading of risk to facilitate e.g.: Access to intermediate financing and/or EQUITY CAPITAL.
As already mentioned above - there is a need of affordable access to confidants and trustees / fiduciaries, like those of Bankier.co, who act as an impartial "Wedge" - always at arm's length to insurers, brokers, banks and fund managers. Thereby Bankier.co can contribute to real financial reform; namely:
1. Financial structure also for SMEs of the real economy, hereunder family-owned firms;
2. Separation of the roles to achieve impartiality;
3. Financial innovation; i. e. with social impact.
Please look to the last page of this website. It refers to an article in the Economist on October 22nd 2016, which sheds light on the stealth growth of Private Equity Funds (P-E funds) and the growing riches of their managers. The vitality of the Private Equity has seen it replace investment banking as the most sought after job in finance, according to the Economist.
The page asks the reader to take a stance on the P-E funds. Please evaluate the Creditas-Initiative as an alternative. It is a Social Enterprise for Impact Investing - organized as a Collaborative Value Network (CVN) - co-operated and co-owned by self-directed capital partners. They have a right, but not an obligation, to become Members of a Protection Club. Each member has an individual master account. Members can assemble, spread risk and build capacities to facilitate effectively a. o. pro-active restructuring - and they avoid extreme management fees.