AK-DEVELOPER

In this section, we describe the system architecture along with implementation details. Functional diagram of the clearing house subsystem.

Clearing House Module:

The Inter-Bank Clearing and Settlement System consists of two subsystems (1) E-Check Clearing and Settlement System (2) Bank Gateway. ECCH interacts with participating bank gateway And Inter Bank Settlement System named Real Time Gross Settlement System (RTGS). This system has been recently implemented by the Reserve Bank of India (RBI). Communication between ECCH and bank Gateway is through JMS (Java Messaging Service) bridge. The communication between ECCH and RTGS is Through MQ (Message Queuing) bridge. ECCH has software modules, which carry out the following Activities: 

• Receives E-Check batches from the collecting bank gateway.

• Performs verifications and validations of these batches after decrypting them.

• Sorts E-Checks issuing bank-wise.

•  Creates E-Check batches for each issuing bank.

• encrypts the batch for each bank with the public key of that bank. The batches are digitally signed using private

• Key of the ECCH and forwarded to the issuing bank gateway.

• Receives confirmation or returned messages from the issuing bank gateway.

• Sorts returned E-Checks by collecting banks and forward them to respective collecting banks.

• for confirmed E-Checks, a net settlement matrix is prepared and the net settlement amount for each bank is arrived at.

• the net settlement file is digitally signed, encrypted, and sent to the RTGS

• Receives net settlement response from RTGS (can be either confirmation or rejection)

• decrypts the message received from RTGS.

FUNCTION DIAGRAM OF CLEARING HOUSE

The bank gateway receives E-Checks from the bank’s web server and performs necessary validations. The bank gateway functions both as the collecting bank gateway and the issuing bank gateway. The collecting bank gateway creates E-Check batches. The batches are digitally signed using their private key and sent to the ECCH. The issuing bank gateway is designed to accept E-Check batches from ECCH, validate the instruments, and send them to the core banking / TBA system of the bank. The transmission of E-Checks between the branches and the gateway system is the responsibility of the respective banks.

The functionality of these modules is Collecting Bank.

Competitor analysis or the monitoring of competitor use of e‑commerce to acquire and retain customers is especially important in the digital marketplace due to the dynamic nature Of the Internet medium. This enables new services to be launched and promotions changed much more rapidly than through print communications. The implications of this dynamism are that competitor benchmarking is not an Off Activity while developing a strategy but needs to be continuous.

Benchmarking of competitors’ online services and strategy is a key part of planning activity and should also occur on an ongoing basis in order to respond to new marketing approaches Such as price or promotions. According to Chaffey et al. (2009), competitor benchmarking has different perspectives which serve different purposes:

1 Review of internal capabilities:

2 From core proposition through branding to online value proposition (OVP).

3 Different aspects of the customer life cycle:

4 Qualitative to quantitative:

from qualitative assessments by customers through surveys and focus groups to quantitative analysis by independent auditors of data across Customer acquisition (e.g., number of site visitors or reach within the market, cost of acquisition, Number of customers, sales volumes, and revenues and market share); conversion (Average conversion rates) and retention such as repeat conversion and number of active Customers.

5 In‑sector and out‑of‑sector:

benchmarking against similar sites within the sector and reviewing sectors that tend to be more advanced, e.g., online publishers, social networks, and brand sites. Benchmarking services are available from analysts such as Bowen Crags & Co (www.bowencraggs.com). An example of one of their benchmark reports is Shown in Figure 8.11. You can see that this is based on the expert evaluation of the suitability of the site for different audiences as well as measures under the overall construction (Which includes usability and accessibility), message (which covers key brand messages and suitability for international audiences) and contact (which shows integration between Different audiences). The methodology states: ‘it is not a “tick box”: every metric is Judged by its existence, its quality, and its utility to the client, rather than “Is it there or is it not?’”

6 Financial to non-Financial Measures:

Through reviewing competitive intelligence sources Such as company reports, or tax submissions additional information may be available on Turnover and profit generated by digital channels. But other forward-Looking Aspects of

The company’s capabilities which are incorporated into the balanced scorecard measurement Framework should also be considered, including resourcing, innovation, and learning.

7 From user experience to expert evaluation:

The proliferation of unsolicited commercial e-mail messages has caused a reaction from technical and legal Points of view. Some technical solutions have been proposed [DN93, GJMM98, H97], but at this moment, not All of them have been implemented. The most extended technical solution is the use of a single e-mail address and a filter. The messages received are filtered, and all suspicious messages are deleted or stored in a different folder. Filters and Blockers may help to reduce the spam volume but cannot eliminate it entirely. If the filtering is realized by The receiver, then he must pay for the reception of the messages, before the filtering is done. Filtering in the Internet Service Provider (ISP) reduces the volume of messages received by the user, and the cost of Downloading. Filtering can be done in function of the sender address (if the sender address is identified as a Spammer’s address). However, spammers can use multiple addresses and discard the addresses already used. Filtering based on keywords (in the subject or in the body of the message) can also be used. However, this approach is not cent percent accurate and can produce the removal of desired or solicited messages. Another easy solution is the use of different addresses for different purposes. An address that has been collected by a spammer must be discarded. But the change of address is not suitable for the users, because They have to notify the change of address to all his correspondents. The channelization of a single address [H97] can be used to solve this problem. If a user defines a few Channels over his address, then can adjust the addresses from where the channel can receive messages, Creating public and private channels. A channel can be closed without any repercussions on other channels. Micropayments can also be used. If a coin of a fixed value is required for the reception of the message, The cost assumed by spammers can be discouraging. If a message is received from a not commercial source, The receiver can return the coin. This approach can be used in conjunction with channelization. The user Can open a public payment channel allowing the reception of messages from all sources. Spam on mobile devices can be considered an even worse intrusion, because the message is delivered directly to a person’s handset, and for this reason, the message will find the person immediately. Due to the Price of an SMS, spam makes money for wireless operators and makes fighting spam a complex dilemma For carriers. Carriers can deploy a network solution for protection against specific service attacks and allow Subscribers to improve the solution by setting up filters. In the mobile environment, the exploration of potential receivers’ addresses is different. Brute force Attack to every possible mobile address (phone number) is commonly used.

 Digital business transformation

Significant changes to organizational processes, structures, and systems implemented to improve organizational performance through increasing the use of digital media and technology platforms

Inbound Marketing

On the Internet, it is often the customer who initiates contact and is seeking information Through researching information on a website. In other words, it is a ‘pull’ mechanism where it Is particularly important to have good visibility in search engines when customers are entering Search terms relevant to a company’s products or services. Amongst marketing professionals, This powerful new approach to marketing is now commonly known as inbound marketing (Shah and Halligan, 2009). Google has referred to this consumer decision-making before the Visit to a retailer as the Zero Moment of Truth (ZMOT) in a handbook by Lewinski (2012). This Describes the combination of online and offline influences on the purchase

Inbound marketing is powerful since advertising wastage is reduced. Search marketing, Content marketing, and social media marketing can be used to target prospects with a Defined need – they are proactive and self-Selecting. But this is a weakness, since marketers May have less control than in traditional communications where the message is pushed out to a defined audience and can help generate awareness and demand. Advocates of inbound Marketing such as Dharma’s Shah and Brian Halligan argue that content, social media, and Search marketing do have a role to play in generating demand.

Social media marketing

The growth in popularity of social media is a major trend in digital business. In particular social network sites (SNS) such as Facebook, Google+, and Twitter and for business‑to‑business users LinkedIn and RSS feed. Some niche social media sites are independent of social networks, including virtual worlds such as Habbo Hotel, and blogs created by many individuals and businesses. Social media marketing also includes rich media Such as online video and interactive applications featured on specialist social networks such as YouTube or embedded into websites. All businesses need to understand the business and revenue models of the Major social networks and platforms which are today so influential in shaping people’s opinions About brands. Figure 1.3 summarises the main types of social sites that companies need to consider. Since there are so many types of social presence, it is helpful to simplify the options to Manage them. For this, we recommend these six categories based on chapters in Weinberg.

(you can see there’s more to social media than social networks):

1 Social networking. The emphasis here is on listening to customers and sharing engaging Content. Facebook tends to be most important for consumer audiences and LinkedIn for Business audiences.

2 Social knowledge. These are informational social networks like Yahoo! Answers, where You can help an audience by solving their problems and subtly showing how your products Have helped others. Wikipedia is another site in this category, although it has relatively little application for marketing.

3 Social sharing. These are social bookmarking sites like Delicious (www.delicious.com)Which can be useful for understanding the most engaging content within a category.

4 Social news. Twitter is the best-Known Example.

5 Social streaming. Rich and streaming media social sites for sharing photos, video, and Podcasting.

6 Company User-Generated Content and community. Distinct from the other types of social presence which are independent of companies, these are the company’s own social Space which may be integrated into product content (reviews and ratings), a customer support community, or a blog.