#retail banking system

[wellnesstribe]

Retail Banking System Market Trends: Navigating the Future of Financial Services

The retail banking system Market has undergone dramatic shifts in recent years, driven by rapid technological advancements, changing consumer preferences, and the evolving regulatory landscape. These shifts have paved the way for a new era in banking, one that emphasizes digital innovation, personalization, and financial inclusion. As we move into 2025 and beyond, the retail banking system market is set to experience further transformation. Understanding the key trends that are shaping the future of financial services is essential for both banking institutions and consumers to navigate this evolving landscape.

1. Digital and Mobile Banking Innovation

The most significant trend in the retail banking system market is the rise of digital and mobile banking. Technology has completely reshaped the way consumers interact with their financial institutions. Digital transformation in the banking sector was already gaining momentum before the COVID-19 pandemic, but the crisis accelerated the adoption of digital banking services as consumers and businesses sought safer, more convenient ways to manage their finances without physically visiting bank branches.

Mobile banking applications have become the cornerstone of this transformation. These apps provide customers with 24/7 access to their accounts, enabling them to check balances, transfer funds, pay bills, apply for loans, and even invest in stocks with the touch of a button. Furthermore, the increasing penetration of smartphones and improved internet connectivity globally has expanded access to these services, especially in emerging markets.

Alongside mobile banking apps, digital-only banks (also known as neobanks) have gained traction. These banks offer a fully online experience, with no physical branches, providing consumers with lower fees, higher interest rates, and user-friendly interfaces. Neobanks are often more agile than traditional banks, enabling them to offer innovative financial products and better customer experiences. As these digital-only banks grow, traditional banks are investing heavily in their own digital banking solutions to stay competitive.

2. The Integration of Artificial Intelligence and Automation

Another prominent trend is the increasing integration of artificial intelligence (AI) and automation within retail banking systems. AI is transforming the banking sector by enabling banks to offer more personalized services, improve operational efficiency, and enhance customer experience.

AI-driven solutions, such as chatbots and virtual assistants, are becoming commonplace in retail banking. These tools can provide customers with real-time support, assist with transaction queries, and offer financial advice at any time of day. For example, AI-powered chatbots are helping to reduce the need for human intervention in customer service, which not only enhances efficiency but also lowers operational costs.

Moreover, banks are using AI to analyze vast amounts of customer data to gain insights into consumer behavior and preferences. This data can then be used to personalize product offerings, recommend services, and improve overall customer satisfaction. Machine learning algorithms are also being employed to detect fraudulent activity in real-time, improving security and minimizing risk.

Automation, powered by AI and robotic process automation (RPA), is also streamlining many of the repetitive, time-consuming tasks that were previously handled manually by bank employees. These processes include data entry, transaction processing, and compliance checks. By automating these tasks, banks can improve accuracy, speed, and efficiency, while freeing up human resources for more value-added activities.

3. Open Banking and API Integrations

Open banking is one of the most disruptive trends in the retail banking market. Open banking refers to the practice of sharing financial data and services across different banks and third-party providers via secure application programming interfaces (APIs). This trend allows customers to access a broader range of financial products and services that can be integrated into their banking experience.

The implementation of open banking is being driven by regulatory changes, such as the European Union’s Payment Services Directive 2 (PSD2), which mandates that banks must allow third-party providers to access customer data (with the customer’s consent) to foster innovation and competition in the financial sector. In many cases, open banking enables consumers to access services such as budgeting tools, personalized investment advice, and alternative lending options from non-traditional financial institutions.

Open banking has also paved the way for financial technology (fintech) companies to partner with banks and offer new services that were previously unavailable. For example, many fintech firms now provide loans, payments, and insurance products directly through banking platforms. This collaboration between banks and fintech companies is driving innovation and creating more diverse offerings for consumers.

With the rise of open banking, banks are increasingly focused on API integration and developing platforms that enable seamless, secure data sharing between institutions and third-party providers. This trend is transforming how financial services are delivered and is expected to continue to gain momentum in the years ahead.

4. Emphasis on Financial Inclusion

As the global financial landscape evolves, there is a growing emphasis on improving financial inclusion, especially in developing regions. Traditionally, a large portion of the global population has been excluded from formal banking services, particularly in emerging markets. However, the increasing adoption of digital banking solutions, mobile phones, and internet connectivity is helping to bridge this gap.

Digital financial services, such as mobile wallets and mobile money platforms, have emerged as powerful tools for promoting financial inclusion. These services provide individuals in underserved or unbanked areas with the ability to access basic banking functions, such as money transfers, bill payments, and savings, using just their mobile phones. Companies like M-Pesa in Africa have revolutionized the way people access and manage money, bringing financial services to millions who previously had no access to banking.

Retail banks are also recognizing the importance of extending their services to underserved populations. Many are investing in mobile-first solutions, microloans, and digital lending platforms to provide financial access to small businesses and individuals who may not have the credit history required to access traditional banking products. Additionally, fintech companies are playing a key role in promoting financial inclusion by offering low-cost financial services and innovative lending solutions tailored to the needs of underserved groups.

Conclusion

The retail banking system is undergoing a profound transformation, driven by key trends such as digital banking, AI and automation, open banking, and financial inclusion. These trends are reshaping how banks interact with customers, streamline operations, and offer new, innovative financial products. As consumers increasingly demand more personalized, accessible, and convenient banking experiences, retail banks must continue to adapt and innovate to stay relevant.

As we look toward the future of financial services, the importance of technology in shaping the industry will only grow. Retail banks that embrace digital transformation, collaborate with fintechs, and focus on customer-centric solutions will be best positioned to thrive in an increasingly competitive and dynamic market. By navigating these emerging trends effectively, financial institutions can continue to meet the evolving needs of customers and remain at the forefront of the retail banking sector.

[mrunalijadhav]

Retail Banking System Market Continues to Evolve with Digital Transformation and Customer-Centric Solutions

The retail banking system market is undergoing a transformation fueled by technological advancements, changing customer preferences, and regulatory demands. These shifts are redefining how financial institutions deliver services, creating opportunities for innovation while posing challenges for traditional players.

Digital Transformation in Retail Banking Digitalization has become a cornerstone of the retail banking system market. Banks are investing heavily in technologies like mobile banking apps, online platforms, and automated customer support to cater to tech-savvy customers. Digital-only banks and fintech players are disrupting the market with their user-friendly interfaces, faster processing times, and lower costs. This trend highlights the necessity for traditional banks to innovate and enhance their digital offerings to remain competitive.

AI and Machine Learning as Game-Changers The adoption of artificial intelligence (AI) and machine learning (ML) is revolutionizing retail banking operations. These technologies enable predictive analytics, personalized marketing, and fraud detection, providing banks with a competitive edge. AI-powered chatbots and virtual assistants are transforming customer service by offering instant, 24/7 support. Furthermore, ML algorithms analyze customer data to tailor financial products, fostering greater customer loyalty.

Focus on Enhanced Customer Experience Customer expectations have evolved significantly, emphasizing convenience, personalization, and transparency. The retail banking system market is responding by offering omnichannel experiences, integrating physical and digital touchpoints. Advanced analytics tools are enabling banks to gain insights into customer behavior, helping them create bespoke solutions. Additionally, loyalty programs and rewards are being optimized to retain customers in a highly competitive market.

Cloud-Based Banking Solutions The shift to cloud-based banking solutions is another pivotal trend in the market. Cloud technology offers scalability, cost-efficiency, and enhanced security, making it an attractive choice for financial institutions. Banks are leveraging the cloud to streamline operations, improve disaster recovery, and ensure compliance with evolving regulations. The migration to cloud platforms also facilitates seamless integration with third-party applications, fostering innovation.

Regulatory and Compliance Challenges As the retail banking system market evolves, regulatory frameworks are becoming increasingly stringent. Compliance with data privacy laws, anti-money laundering regulations, and cybersecurity standards is crucial. Banks are adopting advanced compliance management tools to navigate these challenges while maintaining trust with their customers. The emphasis on robust governance frameworks is reshaping operational strategies across the industry.

Financial Inclusion through Technology Promoting financial inclusion is a significant focus area within the retail banking system market. Technological advancements are enabling banks to reach underbanked and unbanked populations through mobile banking, digital wallets, and micro-lending platforms. These initiatives not only expand the customer base but also contribute to economic growth and development.

Sustainability and ESG Initiatives Environmental, Social, and Governance (ESG) considerations are gaining prominence in the retail banking system market. Banks are aligning their strategies with sustainable practices, offering green financing products, and reducing their carbon footprint. Customers increasingly favor institutions that demonstrate a commitment to ethical practices, pushing banks to integrate ESG principles into their operations.

Emerging Trends to Watch The retail banking system market continues to witness rapid advancements, including the rise of blockchain technology, biometric authentication, and open banking frameworks. Blockchain enhances security and transparency, while biometric solutions improve authentication processes. Open banking, enabled by APIs, fosters collaboration between banks and fintech firms, offering customers more choices and control over their financial data.

Conclusion The retail banking system market is at a critical juncture, characterized by rapid innovation and dynamic customer expectations. Financial institutions must embrace digital transformation, invest in emerging technologies, and prioritize customer experience to thrive in this competitive landscape. By navigating regulatory challenges and leveraging new opportunities, the retail banking system market can pave the way for a more inclusive and sustainable future.

[mosaic233]

How Mosaic Development Systems Can Enhance Retail Banking Sales Strategies

In today's competitive financial industry, retail banking sales strategies need continuous refinement to meet customer demands and drive revenue growth. By integrating Mosaic Development Systems, banks can streamline their operations, enhance customer experiences, and improve overall sales performance. This article will explore how these systems can revolutionize the retail banking sector and lead to increased success.

What Are Mosaic Development Systems?

Mosaic Development Systems refers to a comprehensive framework that assists organizations, particularly in the banking sector, in managing customer relationships, sales, and service efficiency. These systems are designed to provide a holistic view of operations, combining data analytics, customer insights, and automation to improve both customer and internal processes.

When applied to retail banking, Mosaic Development Systems can help banks develop better marketing campaigns, increase their product offerings, and respond swiftly to customer needs. This makes them a valuable asset in any bank’s toolkit for creating more targeted and effective retail banking sales strategies.

Why Retail Banking Needs Innovative Sales Strategies

Retail banking plays a critical role in serving individuals and small businesses with essential financial services, from savings accounts to loans. However, in recent years, competition has increased significantly. Fintech companies, online banking platforms, and evolving customer expectations have put pressure on traditional banks to innovate their retail banking sales strategies.

Banks that rely solely on traditional methods are often left behind. Today's consumers are tech-savvy, expect seamless digital experiences, and want personalized solutions. This shift in expectations calls for sales strategies that are customer-centric, data-driven, and adaptable to changing market conditions.

Mosaic Development Systems can assist banks in these efforts by providing them with the tools necessary to analyze customer behavior, anticipate needs, and create targeted solutions.

Key Benefits of Using Mosaic Development Systems in Retail Banking

Data-Driven Decisions Mosaic Development Systems enable banks to harness vast amounts of customer data and use it to shape their retail banking sales strategies. With real-time data analytics, banks can better understand customer preferences and market trends. This allows for personalized offerings, improving customer satisfaction and loyalty.

Automation and Efficiency In a fast-paced retail banking environment, manual processes often slow down productivity. Mosaic Development Systems offer automation features that streamline routine tasks, such as customer service, account management, and sales processing. By automating these operations, banks can free up their staff to focus on more value-added activities, such as relationship building and sales growth.

Enhanced Customer Relationship Management (CRM) CRM is at the heart of any successful retail banking sales strategy. Mosaic Development Systems integrate powerful CRM tools that help banks track interactions, identify potential leads, and nurture long-term relationships. By gaining deeper insights into customers’ financial behaviors, banks can offer products and services that truly meet their needs.

Improved Cross-Selling and Upselling Opportunities Understanding customer needs allows banks to offer tailored products at the right time. Mosaic Development Systems empower retail banks to effectively cross-sell and upsell financial products, such as credit cards, insurance, and loans. With accurate customer profiles and predictive analytics, banks can recommend relevant products, thus enhancing their sales potential.

Implementing Mosaic Development Systems for Retail Success

When integrating Mosaic Development Systems into a bank’s operations, it's essential to have a clear plan. Here are some steps that can lead to a successful implementation:

Evaluate Current Sales StrategiesBefore adopting Mosaic Development Systems, banks should assess their existing retail banking sales strategies. What’s working? What needs improvement? Conducting a thorough evaluation will help identify areas where Mosaic tools can make the most impact, whether it’s customer engagement, sales funnel efficiency, or lead conversion.

Employee Training and SupportEffective use of Mosaic Development Systems requires proper training for employees. Banks must ensure that staff members are comfortable using new tools and technologies. By providing ongoing support and training, banks can ensure their teams are fully equipped to make the most of these systems, improving both efficiency and customer service.

Leverage Customer Insights for PersonalizationOne of the primary strengths of Mosaic Development Systems is their ability to collect and analyze customer data. Banks should use this information to personalize their services. By understanding each customer’s preferences and financial goals, banks can tailor their offerings and communications, leading to more effective retail banking sales strategies.

Monitor Performance and AdaptThe financial industry is constantly evolving, and customer needs change rapidly. Banks must continuously monitor the performance of their Mosaic Development Systems to ensure they are getting the most out of them. Regular performance reviews can reveal new opportunities for optimization and allow banks to adjust their sales strategies as needed.

The Future of Retail Banking with Mosaic Development Systems

As banks continue to innovate their retail banking sales strategies, Mosaic Development Systems will play a pivotal role in shaping the future of the industry. With their ability to automate tasks, provide data-driven insights, and enhance customer relationships, these systems are helping banks stay competitive in a challenging landscape.

Retail banking is moving towards a more personalized, efficient, and customer-centric model. Banks that adopt Mosaic Development Systems are positioning themselves for long-term success by leveraging technology to meet both current and future demands.

[rohroy]

ATMs & CRMs – Unveiling Their Benefits in India’s Evolving Payment Landscape | AGS India

Both ATMs and CRMs facilitate various banking transactions, CRMs offer the additional functionality of cash recycling, making them more advanced and sophisticated machines.

[nerdygirlramblings]

Hello! Ive been binging poly!141 and I keep coming back to your writing for my fix (because by now its basically an addiction😅)

I had this idea that the 141 are together with a civilian reader. And civilian reader works in retail, part time, and is mostly at home. Normally, they would be home by the time their boys came home, welcoming them with open arms, a hot plate of food, and time to rest and relax. But this time, the 141 get home early and realize where reader works: Walmart (or equivalent). Reader has been keeping this a secret cause they know its not cute like a coffee shop or cool. Its just their job. And now the most important men in their life know. Im thinking the 141 found out because they went grocery shopping and happened to come across reader or something similar to that.

I work at Walmart and it sucks🥲 thought that maybe something like this might help😅

Tysm, nonny! So happy to hear you like the writing. I hope this does your idea justice. (Walmart doesn't have stores in the UK, but they own ASDA.)

Also, thank you for my first request! 🫶🏻🫶🏻

pure fluff, bad accents (per usual)

Your boys find out you work part-time at ASDA on a random rainy Thursday in March.

You don't really need a job. All four of your lovers are officers with the British army. Prior to you, they all lived in base barracks. Prior to you, they lived fairly Spartan existences. Prior to you, most of their income sat in the bank, quietly accumulating.

They have plenty of money saved up that they love using to spoil you, when you let them. You know that if you asked, they'd give you everything, but you draw the line about asking them for an allowance like some tradwife. You want some pocket money of your own. Thus, the part-time job at the ASDA in town.

You're a people person, good at handling big personalities. You need to be to keep up with your boys. Between John's need for control, Simon's stoic dominance, Johnny's aggressive enthusiasm, and Kyle's blinding charisma, you aren't some shrinking violet. Within a week of your hire, your manager watches how you weather a nasty piece of work trying to demand concessions you aren't permitted to give and immediately puts you in customer service.

You're nearly unflappable in the face of frustrated pensioners and harried parents and entitled young professionals. Over and over, you're the one they call when a customer is going spare. Which is how your boys find out about your job.

They've been deployed for over two weeks, and you have no idea when they'll return. John had originally said they'd be gone for at least a month, so you aren't expecting them home any time soon. However, they'd come home much earlier than anyone thought, and they wanted to surprise you.

You're always so good about making the house feel like a home, with your bright smile and warm laughter, your home cooked food and soft touches in decor. You make them feel like people, not weapons, and they want to return the favor. This last deployment had been hard, and all four of your boys were missing your sweet voice and tender care. They wanted to show you that they loved and cared for you the way you always showed your love and care for them.

It was Johnny's suggestion to prep a meal for you as both a surprise and a thank you. After debrief, they pile into the car and decide to stop at ASDA for everything they need before heading home to surprise you. It's John who causes the code call.

You hear Susan's voice over the store-wide address system. "We could use a little Sunshine in the floral department." That's your cue. You finish with the pensioner at your till as Jacob, your manager, comes over to relieve you.

You take a deep breath and square your shoulders. In your experience, a Sunshine call in floral is a man angry the store doesn't have the fancy arrangements listed on the website. You wish the signage on the site would be more clear that the beautiful bouquets are online orders only. It would save you having to explain why the offers in store are so limited.

You hear him before you see him, smokey voice grumbling, "But if they show the bloody thing on the site as available, you should have it hear." You'd recognize the voice anywhere. He's not angry, not really, but Susan doesn't know that. Add in the sheer size of him, and Simon looming over his shoulder, it's no wonder she called for support.

You have never wanted to walk away from a situation as much as you want to right now, but before you can make an escape, Susan notices you over John's shoulder. Her little wave is enough for your men to notice, and they turn as one to see you coming towards them. Immediately their demeanor shifts. Simon's back sags as though his strings were cut, leaving him loose-limbed. John stands a little straighter, chin up as if to impress you. They've both broken out in smiles, though Simon's are only evidenced by the laugh lines you know to look for. It's only as you get close do they zero in on the badge on your shirt.

"I've got this, Susan," you say to your co-worker. "Jacob's on my till. Can you cover?"

Susan wrings her hands. "Are you sure you don't want me to stay and-"

"They're nothing I can't handle," you tell her, cutting off her worried rambles. There's a cheeky glint in your eye as you flick your gaze at your men. You clap your hands together and say, "Right, let's get this settled, then."

Susan takes one quick look between you and the now slightly less intimidating men and heads towards the front of the store.

Once she's out of earshot, John's face breaks into a frown. "What're you doing here, love?" He glances at your name on your chest again. "You work here?" He sounds almost hurt by the revelation. You can tell Simon wants to reach for you, and the only thing stopping him is you working.

You hear heavy footfalls behind you as Johnny's Scottish lilt reaches your ears. "Och, Cap! Ye said ye'd only be a moment. Gaz and I had a hell of a time getting the trolley on its lift ta find ye. How hard is it to buy bon..." His question dies on his lips as you turn around. "Bonnie?" He, too, sounds hurt to find you working here.

You can see Kyle over Johnny's shoulder, confusion written across his features. This is not how you wanted your boys to find out about your job, if you ever wanted them to actually find out. You thought maybe you'd surprise them with tickets to Hereford FC's opening game in a few months. And if they asked how you afforded them, you could handle this conversation then, but it's out of your hands now.

And as much as you don't want to have this conversation, especially not in the middle of the floral department, you can't stop the wide grin at seeing your boys again, home and whole.

"Hi, boys," you say, opening your arms. Disappointed he might be about finding you here, Johnny's no fool. He immediately steps into your embrace, and the others quickly follow suit. You're swallowed up by the smell and feel of them. The hug lasts one minute. Then two. Then they all slowly step back.

You can see the questions and cut them off before they get started. "I have another three hours before I'm off. We can talk at home, and I'll tell you anything you want to know."

John nods first. He recognizes your tone. You won't let them derail you for answers now, and they would be wasting their breath to try. "You heard the lady, lads. Let's get home."

They start to walk away when you tease, "Captain? Was there a reason you were arguing with Susan about the flowers?"

He halts his steps and turns to you, flush creeping up his neck. He brings his hand up to rub it as he says, "Er, I, we, wanted to get ya something nice, but they don't have the same ones as online."

You melt a little, watching the way your men shift nervously behind their captain. You smile softly and reach over, plucking a bouquet of rainbow poms from the rack. "These are what I usually get for myself when you're away."

John takes them gently from your hand and passes them to Gaz to put in the trolley. "We'll see you at home, love," he murmurs, leaning over briefly to kiss your cheek. Simon kisses the top of your head, fabric brushing your hair. Johnny pulls you in for another bruising hug and kisses your other cheek. Gaz puts his hands on your waist, drinking in the sight of you, before taking your hands in his and kissing your palms.

You watch them leave, wondering how you'll make it through the rest of your shift.

Three hours and fifteen minutes later, you cross the threshold of your shared home to the most delicious scents wafting from the kitchen. After slipping your shoes off next to the piles of boots at the door, you follow your nose back to the kitchen and the spread laid out on the large wood-topped island. There's a roast and mushy peas and mashed potatoes and stewed carrots and battered cod and crisps and spinach all surrounding the flowers you'd suggested, nestled in the vase you love most, the Caithness one Johnny'd bought you on your first trip with them to Scotland.

At the table, your men sit, plates made for everyone, waiting on you. They've changed since you saw them. Gone are any traces of fatigues and tactical gear. Instead they're all in casual civvies, truly home for the first time in nearly three weeks. Simon stands as you come in and pulls out your chair, smile on his scarred lips. "Come sit, doll," he tells you, not quite an order.

You look quickly around. "Let me change," you say, tugging at your uniform top. "I won't be but a minute." You back out of the room before they can stop you. You hurry to your bedroom, pulling your top off as you go. Once behind the door, you slip from your trousers into comfortable leggings and a large jumper, one of Kyle's you think.

By the time you make it back to the kitchen, your men are more than a little antsy. Simon's smile is a little strained, Johnny is fidgeting, Kyle keeps glancing between you and John, and John is staring at you. Your chair is still out. He waves a hand at it, and gently says, "Come sit, love." It's couched as request, but you know a command from your lover when you hear it.

You take your seat at the table. "Listen-" you start, but John cuts you off.

"Are we not providing for ya, love?" You see the hurt in his eyes, how much it bothers him to think he, they, aren't doing enough for you.

"Oh, John, dear, no!" you reply, putting your hand over his on the table. "It's not that at all."

"Then what?" Simon asks.

You look at them all, the expectant faces waiting to hear how they failed you. "I get restless sometimes. I love you, and I love our life. I'm happy to take care of the house and make sure you're all fed after a long day. But I wasn't built for sitting around doing nothing. I like people; being home on my own all day can get lonely. Especially when you're deployed. I also like having my own pocket money."

John opens his mouth, and you know what he's about to say, so you continue. "I know you'd give me any money I need or want, but I like having my money. Money I earned myself." You look around at them, willing them to understand. "It's only part time. Helps me keep a little busy and have a little extra to spoil you and me with."

Johnny is frowning, but you see Kyle, head cocked, looking at you as a puzzle. "I think I understand," he says softly. "You were making you way just fine before us, and you gave up everything for us."

At his words, the crease between John's brow deepens, and you're sure he's remembering the job you had, that you'd somewhat enjoyed, when you'd first met them. You'd been working at RAF Lakenheath, living in a cozy flat in Cambridge, near The Backs, when the 141 had been coming through the base after an op. An injury had put Kyle in the med center for a week, and while he could have been transported to Hereford once stable, Laswell had worked it out for the whole team to have some R&R near the base.

You'd quite literally run into John one day, rushing to your office, after which he suggested lunch as an apology. You quickly became close with all four, smitten with them from the start. In turn, they fell hard for you. They wooed you over the course of several weeks, stopping through Lakenheath on deployments to spend some time with you. Six months in and you were completely gone on all four of them, so when they'd asked you to move to Hereford, you did without ever looking back. But it meant giving up the life you'd led.

Somewhere along the way, your happiness overshadowed all you'd left behind. After a few weeks, being home alone while your men worked started to feel isolating. You liked being a little busy, and there weren't enough projects around the house to keep you busy enough. You'd always been independent, but you didn't want to be stuck in a job with long hours anymore. You wanted to be home for your men. So you'd found the job at ASDA.

Kyle reaches over to where you hand is still on John's. "I'm sorry we didn't ask how you were coping us being gone all day," he says. He looks you in the eye as he continues. "I understand wanting to do something, wanting to be a little busy, and if this makes you happy, then I'm all for it, doll." He gives you a small smile and squeezes your and John's hand.

"Gaz is right," Simon rumbles. "We were so happy to have you here we didn't think about what you did all alone all day." He puts a heavy hand on your thigh, the warmth of him seeping through your thin leggings. "'m glad you have something to keep you from getting lonely."

"Sorry, hen," Johnny murmurs, just above a whisper. "We didnae think a' ye enough." You smile widely at him.

"Johnny, you think of me all the time. This isn't about neglect at all!" You try to catch his eye, but he's looking hard at the table in front of him. "You did nothing wrong, love," you tell him gently.

He looks at you, blue eyes bright. "Ye sure?" You've never seen him this nervous before, and you break a little.

"I'm sure love."

He smiles then, a little smile, but it brightens his face and shifts the mood in the room. You look at John who's been surprisingly quiet this whole time.

He's smiling, but it's a little sad. "I know ya said we didn't do anything wrong, but we feel like we did. We didn't notice you were bored, didn't ask if you were lonely." He flips his hand over under yours and threads your fingers with his. "Yer giving us a gift by not blaming us, and we'd be stupid not to take it, even though it feels like yer giving us an out. Thank you." He brings your hand to his lips and kisses it softly.

"Thank you. I was worried you'd be mad," you admit.

"Never could make us mad with something like this, hen," Johnny reassures you. "I'm sorry we had to spoil your day is all."

You turn back to look at the food on the island. "You didn't spoil my day. You made it. You're home early, and you made such a lovely spread. I think we should tuck in, yeah?"

Simon chuckles. "Point made, doll," he says, scooping a heaping helping of mash onto his fork. The rest take it as a sign to start eating too.

The room is silent save for the sounds of food savored until John pipes up, "Why'd ya come to florals, love? We might have missed ya altogether if not for that."

You giggle. "The sunshine call, John."

"Yeah?" He clearly doesn't understand.

"It's the shop call for a difficult customer. When I'm on shift, it's my job to handle those." You look at each of your lovers in turn. "Seems I've got a knack for dealing with muppets," you tell them with a smirk.

main masterlist

[mostlysignssomeportents]

The reason you can’t buy a car is the same reason that your health insurer let hackers dox you

On July 14, I'm giving the closing keynote for the fifteenth HACKERS ON PLANET EARTH, in QUEENS, NY. Happy Bastille Day! On July 20, I'm appearing in CHICAGO at Exile in Bookville.

In 2017, Equifax suffered the worst data-breach in world history, leaking the deep, nonconsensual dossiers it had compiled on 148m Americans and 15m Britons, (and 19k Canadians) into the world, to form an immortal, undeletable reservoir of kompromat and premade identity-theft kits:

https://en.wikipedia.org/wiki/2017_Equifax_data_breach

Equifax knew the breach was coming. It wasn't just that their top execs liquidated their stock in Equifax before the announcement of the breach – it was also that they ignored years of increasingly urgent warnings from IT staff about the problems with their server security.

Things didn't improve after the breach. Indeed, the 2017 Equifax breach was the starting gun for a string of more breaches, because Equifax's servers didn't just have one fubared system – it was composed of pure, refined fubar. After one group of hackers breached the main Equifax system, other groups breached other Equifax systems, over and over, and over:

https://finance.yahoo.com/news/equifax-password-username-admin-lawsuit-201118316.html

Doesn't this remind you of Boeing? It reminds me of Boeing. The spectacular 737 Max failures in 2018 weren't the end of the scandal. They weren't even the scandal's start – they were the tipping point, the moment in which a long history of lethally defective planes "breached" from the world of aviation wonks and into the wider public consciousness:

https://en.wikipedia.org/wiki/List_of_accidents_and_incidents_involving_the_Boeing_737

Just like with Equifax, the 737 Max disasters tipped Boeing into a string of increasingly grim catastrophes. Each fresh disaster landed with the grim inevitability of your general contractor texting you that he's just opened up your ceiling and discovered that all your joists had rotted out – and that he won't be able to deal with that until he deals with the termites he found last week, and that they'll have to wait until he gets to the cracks in the foundation slab from the week before, and that those will have to wait until he gets to the asbestos he just discovered in the walls.

Drip, drip, drip, as you realize that the most expensive thing you own – which is also the thing you had hoped to shelter for the rest of your life – isn't even a teardown, it's just a pure liability. Even if you razed the structure, you couldn't start over, because the soil is full of PCBs. It's not a toxic asset, because it's not an asset. It's just toxic.

Equifax isn't just a company: it's infrastructure. It started out as an engine for racial, political and sexual discrimination, paying snoops to collect gossip from nosy neighbors, which was assembled into vast warehouses full of binders that told bank officers which loan applicants should be denied for being queer, or leftists, or, you know, Black:

https://jacobin.com/2017/09/equifax-retail-credit-company-discrimination-loans

This witch-hunts-as-a-service morphed into an official part of the economy, the backbone of the credit industry, with a license to secretly destroy your life with haphazardly assembled "facts" about your life that you had the most minimal, grudging right to appeal (or even see). Turns out there are a lot of customers for this kind of service, and the capital markets showered Equifax with the cash needed to buy almost all of its rivals, in mergers that were waved through by a generation of Reaganomics-sedated antitrust regulators.

There's a direct line from that acquisition spree to the Equifax breach(es). First of all, companies like Equifax were early adopters of technology. They're a database company, so they were the crash-test dummies for ever generation of database. These bug-riddled, heavily patched systems were overlaid with subsequent layers of new tech, with new defects to be patched and then overlaid with the next generation.

These systems are intrinsically fragile, because things fall apart at the seams, and these systems are all seams. They are tech-debt personified. Now, every kind of enterprise will eventually reach this state if it keeps going long enough, but the early digitizers are the bow-wave of that coming infopocalypse, both because they got there first and because the bottom tiers of their systems are composed of layers of punchcards and COBOL, crumbling under the geological stresses of seventy years of subsequent technology.

The single best account of this phenomenon is the British Library's postmortem of their ransomware attack, which is also in the running for "best hard-eyed assessment of how fucked things are":

https://www.bl.uk/home/british-library-cyber-incident-review-8-march-2024.pdf

There's a reason libraries, cities, insurance companies, and other giant institutions keep getting breached: they started accumulating tech debt before anyone else, so they've got more asbestos in the walls, more sagging joists, more foundation cracks and more termites.

That was the starting point for Equifax – a company with a massive tech debt that it would struggle to pay down under the most ideal circumstances.

Then, Equifax deliberately made this situation infinitely worse through a series of mergers in which it bought dozens of other companies that all had their own version of this problem, and duct-taped their failing, fucked up IT systems to its own. The more seams an IT system has, the more brittle and insecure it is. Equifax deliberately added so many seams that you need to be able to visualized additional spatial dimensions to grasp them – they had fractal seams.

But wait, there's more! The reason to merge with your competitors is to create a monopoly position, and the value of a monopoly position is that it makes a company too big to fail, which makes it too big to jail, which makes it too big to care. Each Equifax acquisition took a piece off the game board, making it that much harder to replace Equifax if it fucked up. That, in turn, made it harder to punish Equifax if it fucked up. And that meant that Equifax didn't have to care if it fucked up.

Which is why the increasingly desperate pleas for more resources to shore up Equifax's crumbling IT and security infrastructure went unheeded. Top management could see that they were steaming directly into an iceberg, but they also knew that they had a guaranteed spot on the lifeboats, and that someone else would be responsible for fishing the dead passengers out of the sea. Why turn the wheel?

That's what happened to Boeing, too: the company acquired new layers of technical complexity by merging with rivals (principally McDonnell-Douglas), and then starved the departments that would have to deal with that complexity because it was being managed by execs whose driving passion was to run a company that was too big to care. Those execs then added more complexity by chasing lower costs by firing unionized, competent, senior staff and replacing them with untrained scabs in jurisdictions chosen for their lax labor and environmental enforcement regimes.

(The biggest difference was that Boeing once had a useful, high-quality product, whereas Equifax started off as an irredeemably terrible, if efficient, discrimination machine, and grew to become an equally terrible, but also ferociously incompetent, enterprise.)

This is the American story of the past four decades: accumulate tech debt, merge to monopoly, exponentially compound your tech debt by combining barely functional IT systems. Every corporate behemoth is locked in a race between the eventual discovery of its irreparable structural defects and its ability to become so enmeshed in our lives that we have to assume the costs of fixing those defects. It's a contest between "too rotten to stand" and "too big to care."

Remember last February, when we all discovered that there was a company called Change Healthcare, and that they were key to processing virtually every prescription filled in America? Remember how we discovered this? Change was hacked, went down, ransomed, and no one could fill a scrip in America for more than a week, until they paid the hackers $22m in Bitcoin?

https://en.wikipedia.org/wiki/2024_Change_Healthcare_ransomware_attack

How did we end up with Change Healthcare as the linchpin of the entire American prescription system? Well, first Unitedhealthcare became the largest health insurer in America by buying all its competitors in a series of mergers that comatose antitrust regulators failed to block. Then it combined all those other companies' IT systems into a cosmic-scale dog's breakfast that barely ran. Then it bought Change and used its monopoly power to ensure that every Rx ran through Change's servers, which were part of that asbestos-filled, termite-infested, crack-foundationed, sag-joisted teardown. Then, it got hacked.

United's execs are the kind of execs on a relentless quest to be too big to care, and so they don't care. Which is why their they had to subsequently announce that they had suffered a breach that turned the complete medical histories of one third of Americans into immortal Darknet kompromat that is – even now – being combined with breach data from Equifax and force-fed to the slaves in Cambodia and Laos's pig-butchering factories:

https://www.cnn.com/2024/05/01/politics/data-stolen-healthcare-hack/index.html

Those slaves are beaten, tortured, and punitively raped in compounds to force them to drain the life's savings of everyone in Canada, Australia, Singapore, the UK and Europe. Remember that they are downstream of the forseeable, inevitable IT failures of companies that set out to be too big to care that this was going to happen.

Failures like Ticketmaster's, which flushed 500 million users' personal information into the identity-theft mills just last month. Ticketmaster, you'll recall, grew to its current scale through (you guessed it), a series of mergers en route to "too big to care" status, that resulted in its IT systems being combined with those of Ticketron, Live Nation, and dozens of others:

https://www.nytimes.com/2024/05/31/business/ticketmaster-hack-data-breach.html

But enough about that. Let's go car-shopping!

Good luck with that. There's a company you've never heard. It's called CDK Global. They provide "dealer management software." They are a monopolist. They got that way after being bought by a private equity fund called Brookfield. You can't complete a car purchase without their systems, and their systems have been hacked. No one can buy a car:

https://www.cnn.com/2024/06/27/business/cdk-global-cyber-attack-update/index.html

Writing for his BIG newsletter, Matt Stoller tells the all-too-familiar story of how CDK Global filled the walls of the nation's auto-dealers with the IT equivalent of termites and asbestos, and lays the blame where it belongs: with a legal and economics establishment that wanted it this way:

https://www.thebignewsletter.com/p/a-supreme-court-justice-is-why-you

The CDK story follows the Equifax/Boeing/Change Healthcare/Ticketmaster pattern, but with an important difference. As CDK was amassing its monopoly power, one of its execs, Dan McCray, told a competitor, Authenticom founder Steve Cottrell that if he didn't sell to CDK that he would "fucking destroy" Authenticom by illegally colluding with the number two dealer management company Reynolds.

Rather than selling out, Cottrell blew the whistle, using Cottrell's own words to convince a district court that CDK had violated antitrust law. The court agreed, and ordered CDK and Reynolds – who controlled 90% of the market – to continue to allow Authenticom to participate in the DMS market.

Dealers cheered this on: CDK/Reynolds had been steadily hiking prices, while ingesting dealer data and using it to gouge the dealers on additional services, while denying dealers access to their own data. The services that Authenticom provided for $35/month cost $735/month from CDK/Reynolds (they justified this price hike by saying they needed the additional funds to cover the costs of increased information security!).

CDK/Reynolds appealed the judgment to the 7th Circuit, where a panel of economists weighed in. As Stoller writes, this panel included monopoly's most notorious (and well-compensated) cheerleader, Frank Easterbrook, and the "legendary" Democrat Diane Wood. They argued for CDK/Reynolds, demanding that the court release them from their obligations to share the market with Authenticom:

https://caselaw.findlaw.com/court/us-7th-circuit/1879150.html

The 7th Circuit bought the argument, overturning the lower court and paving the way for the CDK/Reynolds monopoly, which is how we ended up with one company's objectively shitty IT systems interwoven into the sale of every car, which meant that when Russian hackers looked at that crosseyed, it split wide open, allowing them to halt auto sales nationwide. What happens next is a near-certainty: CDK will pay a multimillion dollar ransom, and the hackers will reward them by breaching the personal details of everyone who's ever bought a car, and the slaves in Cambodian pig-butchering compounds will get a fresh supply of kompromat.

But on the plus side, the need to pay these huge ransoms is key to ensuring liquidity in the cryptocurrency markets, because ransoms are now the only nondiscretionary liability that can only be settled in crypto:

https://locusmag.com/2022/09/cory-doctorow-moneylike/

When the 7th Circuit set up every American car owner to be pig-butchered, they cited one of the most important cases in antitrust history: the 2004 unanimous Supreme Court decision in Verizon v Trinko:

https://www.oyez.org/cases/2003/02-682

Trinko was a case about whether antitrust law could force Verizon, a telcoms monopolist, to share its lines with competitors, something it had been ordered to do and then cheated on. The decision was written by Antonin Scalia, and without it, Big Tech would never have been able to form. Scalia and Trinko gave us the modern, too-big-to-care versions of Google, Meta, Apple, Microsoft and the other tech baronies.

In his Trinko opinion, Scalia said that "possessing monopoly power" and "charging monopoly prices" was "not unlawful" – rather, it was "an important element of the free-market system." Scalia – writing on behalf of a unanimous court! – said that fighting monopolists "may lessen the incentive for the monopolist…to invest in those economically beneficial facilities."

In other words, in order to prevent monopolists from being too big to care, we have to let them have monopolies. No wonder Trinko is the Zelig of shitty antitrust rulings, from the decision to dismiss the antitrust case against Facebook and Apple's defense in its own ongoing case:

https://www.ftc.gov/system/files/documents/cases/073_2021.06.28_mtd_order_memo.pdf

Trinko is the origin node of too big to care. It's the reason that our whole economy is now composed of "infrastructure" that is made of splitting seams, asbestos, termites and dry rot. It's the reason that the entire automotive sector became dependent on companies like Reynolds, whose billionaire owner intentionally and illegally destroyed evidence of his company's crimes, before going on to commit the largest tax fraud in American history:

https://www.wsj.com/articles/billionaire-robert-brockman-accused-of-biggest-tax-fraud-in-u-s-history-dies-at-81-11660226505

Trinko begs companies to become too big to care. It ensures that they will exponentially increase their IT debt while becoming structurally important to whole swathes of the US economy. It guarantees that they will underinvest in IT security. It is the soil in which pig butchering grew.

It's why you can't buy a car.

Now, I am fond of quoting Stein's Law at moments like this: "anything that can't go on forever will eventually stop." As Stoller writes, after two decades of unchallenged rule, Trinko is looking awfully shaky. It was substantially narrowed in 2023 by the 10th Circuit, which had been briefed by Biden's antitrust division:

https://law.justia.com/cases/federal/appellate-courts/ca10/22-1164/22-1164-2023-08-21.html

And the cases of 2024 have something going for them that Trinko lacked in 2004: evidence of what a fucking disaster Trinko is. The wrongness of Trinko is so increasingly undeniable that there's a chance it will be overturned.

But it won't go down easy. As Stoller writes, Trinko didn't emerge from a vacuum: the economic theories that underpinned it come from some of the heroes of orthodox economics, like Joseph Schumpeter, who is positively worshipped. Schumpeter was antitrust's OG hater, who wrote extensively that antitrust law didn't need to exist because any harmful monopoly would be overturned by an inevitable market process dictated by iron laws of economics.

Schumpeter wrote that monopolies could only be sustained by "alertness and energy" – that there would never be a monopoly so secure that its owner became too big to care. But he went further, insisting that the promise of attaining a monopoly was key to investment in great new things, because monopolists had the economic power that let them plan and execute great feats of innovation.

The idea that monopolies are benevolent dictators has pervaded our economic tale for decades. Even today, critics who deplore Facebook and Google do so on the basis that they do not wield their power wisely (say, to stamp out harassment or disinformation). When confronted with the possibility of breaking up these companies or replacing them with smaller platforms, those critics recoil, insisting that without Big Tech's scale, no one will ever have the power to accomplish their goals:

https://pluralistic.net/2023/07/18/urban-wildlife-interface/#combustible-walled-gardens

But they misunderstand the relationship between corporate power and corporate conduct. The reason corporations accumulate power is so that they can be insulated from the consequences of the harms they wreak upon the rest of us. They don't inflict those harms out of sadism: rather, they do so in order to externalize the costs of running a good system, reaping the profits of scale while we pay its costs.

The only reason to accumulate corporate power is to grow too big to care. Any corporation that amasses enough power that it need not care about us will not care about it. You can't fix Facebook by replacing Zuck with a good unelected social media czar with total power over billions of peoples' lives. We need to abolish Zuck, not fix Zuck.

Zuck is not exceptional: there were a million sociopaths whom investors would have funded to monopolistic dominance if he had balked. A monopoly like Facebook has a Zuck-shaped hole at the top of its org chart, and only someone Zuck-shaped will ever fit through that hole.

Our whole economy is now composed of companies with sociopath-shaped holes at the tops of their org chart. The reason these companies can only be run by sociopaths is the same reason that they have become infrastructure that is crumbling due to sociopathic neglect. The reckless disregard for the risk of combining companies is the source of the market power these companies accumulated, and the market power let them neglect their systems to the point of collapse.

This is the system that Schumpeter, and Easterbrook, and Wood, and Scalia – and the entire Supreme Court of 2004 – set out to make. The fact that you can't buy a car is a feature, not a bug. The pig-butcherers, wallowing in an ocean of breach data, are a feature, not a bug. The point of the system was what it did: create unimaginable wealth for a tiny cohort of the worst people on Earth without regard to the collapse this would provoke, or the plight of those of us trapped and suffocating in the rubble.

Support me this summer on the Clarion Write-A-Thon and help raise money for the Clarion Science Fiction and Fantasy Writers' Workshop!

If you'd like an essay-formatted version of this post to read or share, here's a link to it on pluralistic.net, my surveillance-free, ad-free, tracker-free blog:

https://pluralistic.net/2024/06/28/dealer-management-software/#antonin-scalia-stole-your-car

Image: Cryteria (modified) https://commons.wikimedia.org/wiki/File:HAL9000.svg

CC BY 3.0 https://creativecommons.org/licenses/by/3.0/deed.en

[reality-detective]

Q Phone or named Pi phone - Information and video demonstration

Say goodbye to all our 'spy phones'.

Then we can get rid of those ugly and dangerous cell towers everywhere.

The Q phone has been developed and manufactured in Germany and the UK with final software updates in the US.

This smartphone is three-dimensional and of the highest quality.

It will become one of the main credit tools and most urgent expenditures in daily life for retail consumption and domestic and international commercial business. and is a subserver to exploit and maintain the quantum system with Stellar + Starlink.

This is a $500 billion manufacturing operation in three countries. And some other countries like Japan..

They are built in various warehouses around the world. Q phones will be delivered free of charge to everyone in the world.

This Quantum Space Q Phone will be used for internet connectivity...texting and calling...banking...voting and more.

It has a 3D interactive holographic display. (watch video)

QFS will create a private Internet network running on triple code and perhaps an 8G network for SATCOM. 🤔

[sixth-light]

https://x.com/csoandy/status/1814252032884146636

good commentary on the crowdstrike incident

Yes, this is good technical commentary. It's noticeable that different companies have had very different levels of difficulty managing the incident and preparation will certainly have played a role, along with the timing and the number and distribution of systems.

For the less technical (because I've noticed some confused reblogs): Crowdstrike is an enterprise-level, i.e. for large organisations managing many computer systems, set of antivirus tools. It is very good - this is why many, many large organisations with high security needs (such as banks and airlines) use it. Since it defends against malware and viruses, its tools are constantly receiving automatic updates.

About eighteen hours ago, one of those automatic updates accidentally blue-screened Windows machines and servers worldwide that had one particular Crowdstrike tool installed. This was quickly deemed to be fixable without too much hassle, except for one really major issue: individual systems need someone with technical expertise to start them up *directly, in person* in order to be fixed. Imagine you're an airline with computers at every airport. A bank with ATMs nationwide. A retail chain with computers in every store...

Anyway, this is going to take some organisations a while to fix. It is extremely, extremely fixable! But it's gonna take a minute. And some of the orgs not directly affected are reliant on other ones which are. So yeah, soz to IT teams everywhere about their weekend.

[xaharadesert]

What Crime They Would Commit (Modern) - Headcanon

Arcana Characters (Main 6)

A/N: I got a new phone, so it was time for my single yearly post :) let me know if there are any spelling or grammar mistakes

❤️Julian❤️

Robbing some rich guy’s off-shore bank account

Definitely the kind of person to say it doesn’t count if the victim is rich (he’s right)

He’s gotten away with it dozens of times because he never took enough for it to be noticeable

He got a little cocky because he was trying to impress someone while drunk, hence being arrested

🧡Portia🧡

Blackmail and/or accidental insider trading

She is very much the kind of person to not think these crimes are serious, claims they are just “silly” (she is also correct)

Has been committing these crimes for so long that she doesn’t even bother to hide it anymore (and frankly, most people don’t bother to stop her because she seems harmless)

They let her go pretty quick though

Definitely because she’s innocent, and not because she has dirt on everyone in the legal system

💛Lucio💛

War crimes (canon)

Unfortunately he’s a famous and rich white guy, so he will not be facing consequences for his actions

💚Muriel💚

Committed no crime, was just in the wrong place at the wrong time

Dude has the worst luck; this happens to him all the time because he happens to be a great way of blocking cameras and shoplifters love him for it (they are why he now avoids shopping at busy times of day)

At this point the police don’t even have to question him, they just let him go because they know he’s a good guy

💙Asra💙

Shoplifts from major retail chains (not when Muriel is around, he knows what the poor guy goes through and wouldn’t dare)

Also believes that it’s not a crime (he is right)

Actually does not get caught because the workers are not paid enough to care— he’s actually on friendly terms with most of them

Possibly accidental tax evasion as well (he knows how to pay taxes, but with the strange variety jobs he has he probably writes off a lot of purchases that he’s later questioned about— they have yet to actually arrest him for anything though, he is somehow always right)

💜Nadia💜

Genuinely has never done anything wrong ever

Except

One time when she was a teen, she bricked a police windshield at a protest

Never got caught though, and she knows enough to keep quiet

Would probably do it again if she knew she wouldn’t be caught

[havah-haariah-ssav]

I don't think people realize just how potentially bad the switch 2 launch actually is.

I can't confirm anything and I can't say if anything is intentional for certain. However what I can say is that the current prices are very very high for games on the Switch 2. The current prices I'm seeing are $80 for digital and $90 for physical. On top of that I'm seeing information about some "physical" games being just game keys on cartridge.

I think what bothers me most about this is that it's being done in a very strange way, and while I can't prove it's intentional, I suspect there is obfuscation.

Let me elaborate.

Consider the following: during the Nintendo Direct on the 27th of March, Nintendo announced digital cartridges for their Switch consoles. Now the concept of physical versus digital media has been controversial for some years now. I have also seen a few instances of these sort of "key on cartridge" formats from Nintendo's website. There could be a possibility of them becoming more common (unconfirmed), in combination with this new digital cartridge service, it seems as though Nintendo may have learned from the backlash against other companies over the years and downplayed and obscured this element. I must highlight though that this is all speculative.

Let us next talk about the prices and a potential consequence of alleged obfuscation: I'm going to say something that might be a bit controversial but hear me out, I'm not going to suggest that Kirby Air Rider and Donkey Kong Bananza don't both have their fans. However I suspect their fan bases and market may be very much smaller in comparison to Mario Kart which has consistently sold quite highly.

With this in mind, at the moment they are selling a combo pack of the Switch 2 with Mario Kart installed for only $50 more.

Now imagine if a lot of people were to buy the Mario Kart World edition of the Switch 2 without even considering the other games immediately. There's only two months until the release of the Switch 2. A bunch of people could end up in a situation where they've purchased the system and the game with it only to realize that they've sunk money into a system with expensive games in its first party titles. The sunk cost fallacy being what it is could cause some people to continue to buy in.

Undoubtedly this isn't a viable marketing strategy and obviously Nintendo wouldn't be banking its entire market on such a slimy move in and of itself. I cannot prove nor am I suggesting that this is an intentional move on the part of Nintendo, and I would highly doubt that it is in fact intentional. But the fact that this can even happen to anybody speaks to the way what is being communicated to the public is very sketchy.

I'm not saying any of this is intentional although I am very suspicious. My point is rather that the way that the elements of cost and digital ownership appear to be obfuscated can potentially cause a lot of problems because of the way that it's being done. And while people could and sometimes do go to Nintendo's website for information, it's not uncommon for people to just purchase whatever from their local retailer or Amazon or something. The only people who might notice this immediately might be people wanting to get the new Frommsoft game as they would have to immediately interact with it.

I suspect that Nintendo knows that people do not want to (and honestly for many of us plainly can't) pay $80-90 for games and that some people don't like the idea of not being able to own their games physically even in a limited capacity. And I suspect as a result they are attempting not to call too much attention to this. However I suspect also that the way they are approaching it will have consequences for people. And that concerns me.

As for me personally, after years of getting Nintendo consoles and so on, it may finally be too expensive for me to do so.

[pilawturkey]

Electronic Maintenance of Commercial Books Starts in Turkey

Electronic maintenance of commercial books unrelated to accounting of the business starts in Turkey. That is a sign of a new era in the field of  Corporate Governance and Commercial in Turkey.

Table of Contents

Introduction

What is Corporate Governance?

Which Companies are Obligatory for Electronic Keeping of Books in Question?

What is meant by System User?

Conclusion

Introduction

The electronic maintenance of commercial books unrelated to accounting of the business has been officially introduced in Turkey. That is declared by the Communiqué in the Official Gazette dated 14 February 2025 and numbered 32813. The present article will analyze long term implications of the regulatory change upon Turkish markets. Turkish business lawyers  should update their corporate governance consulting process because of new developments.

What is Corporate Governance?

Corporate governance encompasses rules, practices, and processes guiding proper management and oversight of a company. Corporate governance encompasses the rules, practices, and processes that guide a company’s management and oversight. Typically, a company’s board of directors holds the responsibility for these activities, which include organizing senior management, overseeing audits, and managing board and general assembly meetings according to both national and international standards.

Regarding more information about how the system operates for corporate governance consulting take a look at our practice area: Corporate Governance

Scope of Electronic Keeping of Commercial Books Companies are now permitted to maintain certain commercial books electronically, provided these books are unrelated to accounting records. Article 2 of the Communiqué designates the following books as eligible for electronic storage:

share ledger [pay defter in Turkish],

board of directors’ resolution book [yönetim kurulu karar defteri in Turkish],

board of managers’ resolution book [müdürler kurulu karar defteri in Turkish],

general assembly meeting book [genel kurul toplantı defteri in Turkish],

negotiation book [müzakere defteri in Turkish].

It means that the aforementioned books will be kept electronically under the new Communiqué by companies for and beyond 2025. 

Which Companies are Obligatory for Electronic Keeping of Books in Question?

Those companies are obligated to electronic keeping of commercial books:

Companies whose incorporation is registered with the Trade Registry as of 1 January 2026

Bankings, financial leasing companies, factoring companies, consumer finance and card services companies, asset management companies, insurance companies, holding companies established as joint stock companies, companies operating foreign exchange kiosks, companies engaged in general retailing, agricultural products licensed warehousing companies, commodity specialization exchange companies, independent auditing companies, surveillance companies, technology development zone management companies, companies subject to the Capital Markets Law numbered 2499 and free zone founder and operator companies.

Companies not included in this mandatory list may voluntarily opt for electronic bookkeeping. However, those choosing to transition to electronic records must obtain a closing certification for their physical books from a local notary. In this case, all books shall be kept in an electronic environment. Companies wishing to voluntarily maintain their commercial books electronically should obtain a closing certification for their physical books before local notaries.

What is meant by System User?

System users play a critical role upon electronic keeping of commercial books. System users are defined by the company management or managing partner managing partners. Therefore a system user can be a member of the management body, one of managing partners or a third party.

Companies are obligated to scrutinize closely and regularly the System user’s transactions and take appropriate steps if necessary for any unintended consequences.

Conclusion

Having regard to the aforementioned considerations, keeping commercial books not related to the accounting of the business electronically is made obligatory for the companies listed above. In summary, the mandatory electronic keeping of specified commercial books marks a significant transformation in corporate governance and regulatory compliance in Turkey. This requirement applies to companies listed in the Communiqué, while others may voluntarily adopt electronic bookkeeping starting July 2, 2025. This regulatory shift is expected to enhance transparency, efficiency, and regulatory oversight, ultimately strengthening corporate governance frameworks in Turkey.

[vorenado-m]

happy disability pride month! please consider helping me take back my life as a disabled person!

the TL;DR is that for the last 3 months i have had an absolutely soul-sucking miserable minimum wage retail job that, due to the way scheduling works (and the app being broken as fuck) has prevented me from having access to literally any of the life-saving mental health/medical care i need as a disabled person.

my disability is best managed through a combination of medication, therapy, and casework-- not a single one of which i have had since march! :) contextually, up until i got this job, i took three daily medications and had casework once a week and therapy once or sometimes twice a week. these services are offered at an affordable cost to me through a local organization that is threatening to close my case due to lack of participation.

ill make another, more detailed post later with some of the services i can offer for money (i draw! i code! i write!) but until then here is a code you can scan if you have a few dollars to spare:

there are more details beneath the cut (idk about you guys but im kinda nosy so i wrote some more stuff in case anyone else is also nosy) but thats the gist of it. you can also always ask for details. i dont have a therapist right now so it might feel good to say things.

my plan is as follows: i would like to take the month of july more or less "off" from work to get my affairs in order, starting with scheduling appointments for therapy and casework and getting back on my meds. i am actively looking for a job, but i would like the ability to be somewhat picky instead of applying everywhere i think might have me for the sake of having money coming in to pay rent.

for the last two years i have made less than $800/mo and i can survive on roughly $600-$650 a month. my july rent ($550) is paid and my august rent (at least $500) is most likely also squared away, through a combination of some cash i was hoarding, a previous donation, my last expected paychecks from my current job, and my brother generously offering to cover whatever is left over. the extra $100ish is for roughly a months supply of the food that is part of my daily routine that i get cranky without (i have tea every morning, for instance.)

i have a fantastic roommate who is not struggling as much financially who will do everything in her power to make sure i have access to staple foods (rice, eggs, etc) so i really just need to buy the things only i consume (kimchi, milk, etc.) there is a food bank i go to, so i am not worried about food, but i can only go to it once per month. we have a barter system where i trade her the things i dont want from the food bank and she buys me things i will eat; alternatively, i sometimes give her things i get from the food bank (eg meat) that she turns into meals for both of us.

i live independently/"alone" with roommates and do not have support from my family pretty much at all. they have never been particularly useful for emotional support and have openly denied me financial support since i was a teenager. moving in with them/getting help from them/talking to them is not an option.

i have emailed my caseworker at the mental health organization i work with as well as my caseworker with the disability vocational program i work with to help me find a new job that is "back of house" and requires less customer interaction. i did this over the weekend, so i expect to hear back from them sometime this week. in the meantime, i am searching for jobs on my own in places like indeed, jobhat, careerbuilder, etc. as well as checking company websites of places like chain grocery stores to see what is available in my area.

my job pool is a bit limited due to the fact that i cannot drive (due to both my disability and the medication im supposed to be taking for it) but i am very well-versed at taking the bus, which is free. getting to and from work is not a concern for me; it is being able to do the job without being driven to the edge of a mental breakdown that is the problem.

the disability vocational program is my ticket out of poverty! last month i had a follow-up evaluation (i had to call out of work for it, but frankly i was at the end of my rope then too) where they approved my career goals as a web developer and we are in the process of deciding what my next steps are! the program will likely (depending on what route i take) help pay for vocational training, too, but i obviously have to pay rent while in training. which i think i can do if i have a job that doesnt make me want to die.

i have some other things that make my life a bit harder (im mixed race, i am nonbinary + gay, etc) but i would say those things dont really impact my ability to get a job as much as the disability does LOL which is why i did not feature them prominently in this post. like, the reason i cant get a job isnt because people dont want to hire me because i have blue hair and pronouns, its because im obviously disabled.

if you have any other questions, no matter how intrusive you think they might be, feel free to send a DM or an ask, and i will try to answer.

[gingerofsuburbia]

BDS Consumer Boycott Targets

Everything here is copied over from the BDS website.

Hewlett Packard Inc (HP Inc)

HP Inc (US) provides services to the offices of genocide leaders, Israeli PM Netanyahu and Financial Minister Smotrich. HPE, which shares the same brand, provides technology for Israel’s Population and Immigration Authority, a pillar of its apartheid regime.

Chevron (including Caltex and Texaco)

US fossil fuel multinational Chevron is the main corporation extracting gas claimed by apartheid Israel in the East Mediterranean. Chevron generates billions in revenues, strengthening Israel’s war chest and apartheid system, exacerbating the climate crisis and Gaza siege, and is complicit in depriving the Palestinian people of their right to sovereignty over their natural resources. Chevron has thousands of retail gas stations around the world under the Chevron, Caltex, and Texaco brand names.

Siemens

Siemens (Germany) is the main contractor for the Euro-Asia Interconnector, an Israel-EU submarine electricity cable that is planned to connect Israel’s illegal settlements in the occupied Palestinian territory to Europe. Siemens-branded electrical appliances are sold globally.

PUMA

Since 2018, we have called for a boycott of PUMA (Germany) due to its sponsorship of the Israel Football Association (IFA), which governs teams in Israel’s illegal settlements on occupied Palestinian land. In a major BDS win in December 2023, PUMA leaked news to the media that it will not be renewing its IFA contract when it expires in December 2024. Until then, it is still complicit, so we continue to #BoycottPUMA until it finally ends its complicity in apartheid.

Carrefour

Carrefour (France) is a genocide enabler. Carrefour-Israel has supported Israeli soldiers partaking in the unfolding genocide of Palestinians in Gaza with gifts of personal packages. In 2022, it entered a partnership with the Israeli company Electra Consumer Products and its subsidiary Yenot Bitan, both of which are involved in grave violations against the Palestinian people.

AXA

Insurance giant AXA (France) invests in Israeli banks financing war crimes and the theft of Palestinian land and natural resources. When Russia invaded Ukraine, AXA took targeted measures against it. Yet, Axa has taken no action against Israel, a 75-year-old regime of settler-colonialism and apartheid, despite its ongoing genocidal war on Gaza.

SodaStream

SodaStream is an Israeli company that is actively complicit in Israel's policy of displacing the indigenous Bedouin-Palestinian citizens of present-day Israel in the Naqab (Negev) and has a long history of racial discrimination against Palestinian workers.

Ahava

Ahava cosmetics is an Israeli company that has its production site, visitor center, and main store in an illegal Israeli settlement in the occupied Palestinian territory.

RE/MAX

RE/MAX (US) markets and sells property in illegal Israeli settlements built on stolen Palestinian land, thus enabling Israel’s colonization of the occupied West Bank.

Israeli produce in your supermarkets

Boycott produce from Israel in your supermarket and demand their removal from shelves. Beyond being part of a trade that fuels Israel’s apartheid economy, Israeli fruits, vegetables, and wines misleadingly labeled as “Product of Israel” often include products of illegal settlements on stolen Palestinian land. Israeli companies do not distinguish between the two, and neither should consumers.

Non-BDS Grassroots Boycotts:

McDonald’s (US), Burger King (US), Papa John’s (US), Pizza Hut (US), WIX (Israel), etc. are now being targeted in some countries by grassroots organic boycott campaigns, not initiated by the BDS movement. BDS supports these boycott campaigns because these companies, or their branches or franchisees in Israel, have openly supported apartheid Israel and/or provided generous in-kind donations to the Israeli military amid the current genocide. If these grassroots campaigns are not already organically active in your area, we suggest focusing your energies on our strategic campaigns above. 

Recently, McDonald’s franchisee in Malaysia has filed a SLAPP lawsuit against solidarity activists, claiming defamation. Instead of holding the Israel franchisee to account for supporting genocide, we are now witnessing corporate bullying against activists. For both these reasons, we are calling to escalate the boycott of McDonald’s until the parent company takes action and ends the complicity of the brand.

Remember, all Israeli banks and virtually all Israeli companies are complicit to some degree in Israel’s system of occupation and apartheid, and hundreds of international corporations and banks are also deeply complicit. We focus our boycotts on a small number of companies and products for maximum impact.

[rohroy]

Prepaid Cards – Empowering Secure Transactions in India’s Digital Payment Landscape | AGS India

Prepaid card market in India is projected to witness a CAGR of 31.5% during 2021-2025, reaching USD 89.8 billion by 2025, up from USD 30 billion in 2020.