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@Ketharaman Swaminathan,

How the camera fixed recognizes and records the items paid for?

How much resources are spent to update/delete the 'source' of items?

Due to my experience on RFID technology, I still personally believe that an inexpensive RFID label is more practical, secure, swift, auditable, scalable and flexible. Isn't?

@Ketharaman,

You can read, write, change the data in the memory of a RFID label - just as 'scanned or un-scanned' status.

Also you can write on which shelf the item is located, to control your RTLS.

So, it really can be a solution within the 'Scan & Go', as the cost of RFID labels dropped to some fraction of cents.

And, yes, you can simply wheel out your cart through an exit RFID scan portal antenna and all items would be scanned at one shot.

The  'high cost of the labeling solution' is diminished if the manufacturers already incorporate the labels into the items.
Of course, if employees have to tag each item, the cost is increased.

The solution is very simple.

It is only putting an RFID label on each item.

Each un-scanned label is kept 'alive' and will be detected on the exit Antenna, activating security.

I'll never ever open my banking 'DarkSide' to anybody!

Let's make things clear:

One thing is having smart, nice, agile, simple tools to HANDLE cleverly my banking 'DarkSide' and history.
The other thing is to open my banking 'DarkSide' to everybody, which is inadmissible.

@Arjeh Van Oijen:
"Banks are doing everything (payments, cards, savings, loans, securities, asset management, etc.) to a many customer segments (retail, SME, corporates, private banking)"

This is exactly the point!

Banks need to change their strategy by changing the business Architecture, focusing in the Banking Business, rather than 'specifics everythings':

The Architecture proposes the processing of the financial business in a 'Corporate way' - Single Source of Knowledge - rather than processing by 'Lines-of-business' - Silos and DWs.

This approach drastically streamlines processes and eliminates silos and DWs, providing a single source of knowledge for all of the Corporation's business, allowing simplicity and agility to the customer experience.

The Operational Cost also drops hugely.

I'm open to discuss the subject with whoever is interested in.

Very well posted! Congrats.

The problem is how one understands 'financial services' today.
It is well known that whom establish the 'financial services' rules nowadays are the legacy systems with their overlapping layers and DWs, not the 'financial services' themselves, which are very simple.
Therefore, training professionals in distorted 'financial services' as they are today is spending time and money in vain.
And the worst is that FinTech solutions are being built upon the current backoffice legacy systems.
The priority is to 'eliminate' the current backoffice legacy systems, as they are today, simplifying drastically the management of the 'financial services'.

Changing humans by robots without re-engineering of business processes, is throwing money and time off!
Also 'shrinking' the bank (... and branch closures ...) thinking of cutting costs is unreasonable.

First of all you need to clean the house and then embark on new technological tools.

See on pg5 of the pdf below how is the DB's 'interior'.
And Deutsche Bank is not alone!

Long ago I have been preaching that Business Architecture for Banks, in order to coexist with new technologies, must abandon the processing by 'lines of business' and adopt the holistic processing 'Corporately'. No more backoffice legacy system, nor DWs, just STP. (yes, it's feasible!).

https://www.capgemini-consulting.com/resource-file-access/resource/pdf/bigdatainbanking_2705_v5_0.pdf

joao.bohner@gmail.com

Very well posted, Bastiaan.
Congratulations.

@Gerard,

fully agree with the last statement of your comment!