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  1. zerpfoot

    Ripple's 2018 progress

    https://reconsider.wordpress.com/2018/06/06/ripples-2018-progress/ List of 2018 Ripple announcements and a little commentary.
  2. There is a website being developed that's creating a collective list and status of partnerships that Ripple has. There is a form at the bottom to enter in new information. It is incomplete but it is a good start. http://therippening.com/
  3. What types of Ripple partnerships is it going to take for XRP to sore?
  4. RipMcGillicuddy

    Ripple Hedge

    Hello All, First time poster, short time lurker. I am a beginner investor in every sense, but I did my due diligence over a few months before jumping in to Ripple just before the latest spike. I love a good message board, so it has been fun watching and learning the overall personality of this group. You're an intoxicating bunch. These are intoxicating times, both in the best ways. As I continue to form my opinions and develop a strategy to complement my hodling, I was curious about the following: To me, it makes sense to have a stake in the companies that partner with Ripple just in case the XRP play never fully translates. To this point, I know it's mostly banks. I've searched on here a bit and done a bit of googling and reading but have not found a complete list, however. Usually, it's something along the lines of "100+ banks including..." Does anyone have, or could anyone direct me to a comprehensive list of partners? I want to build a sort of Ripple-specific portfolio of current and potential users of Ripple tech. If it's a slow adoption, then the balance sheets of these companies will start to look better and better every quarter. Thanks for any assistance, and to good fortunes for everyone on here (who is not a useless troll).
  5. Who better than the most beloved cryptography genius, MVP of coding, limousine riding, jet flying, Oracle Arena strutting, kiss-stealing, wheelin' n' dealin' son of a gun to make the partnership announcement? Nobody. Let's hear those household names during the live stream.
  6. AMAZON partners with DCG who works with ripple as shown below in the DCG link. Maybe more proof a ripple Amazon partnership is coming. https://www.google.com/amp/s/www.forbes.com/sites/laurashin/2016/05/02/amazon-steps-up-blockchain-commitment-web-services-partners-with-digital-currency-group/amp/ http://dcg.co/portfolio/
  7. In this post, I want to discuss technology 'diffusion' in general terms and share some reflections about current and potential partnerships, speed of platform adoption, and incentives. The path to technology adoption Ripple is a technology and innovation company. New technology typically follows a 'diffusion' path to market penetration. Below is the well-known Rogers technology adoption curve, with the timeline going left to right. Later modifications to this graph show a gap between early adopters and early majority, called a 'chasm', that takes significant work to bridge. And this is a table describing typical characteristics of organizations falling in one of the 5 groups under the Rogers curve. With that out of the way, and credit where it's due (these were borrowed for illustration purposes from hundreds of similar Google images and are not mine), I come to my own comments and questions. What's in a partnership? The Ripple Cheat Sheet (thank you, @tomb) shows the by-now 100+ partnerships with banks and FIs, mostly large ones. Now, in trying to classify any of them under one or two of the categories above, I would tend to put banks under the two rightmost ones, that is, slow adopters and laggards, burdened, additionally, by much regulation. No surprises there, I believe. As to these 100+ partners, I ask myself: are they truly innovators (according to the characteristics above), or are they just being thought of as such because they signed up, yet, despite it, are still traditionally slow and even reluctant adopters? Is there a contradiction there, or not? Can you partner with someone while not really committing to doing much for quite a while? I seem to recall recent news to the effect that, among those presumably on board, hardly anyone is using XRP and that there are no plans to start using it -- yes, there's Cuallix. Speaking of Cuallix, was it a one-off event or are they now in full-blown XRP usage mode? And, if Cuallix is a KYC/AML-compliant player, how hard can it be for others to become so? As to XRP, I also hear that '....and there's no need to use it,' but that it would be cost-effective to do so and that this should become self evident in time. I always think of time as the one commodity that we never have enough of, and where complacency equates to likely extinction at the hands of others with a greater sense of urgency or just better aim. Think you are always behind the eight ball, act accordingly, and you may not end like a turkey at Thanksgiving, or the dinosaurs, who should have been looking up, not down. Quiet confidence and far horizons are great things, but wear a helmet and carry a big stick just in case. I have been through various corporate enterprise transformations. It's always some sort of 'journey.' These days, whenever I hear of a long journey with approximate dates (3-5 years) to reach level Z, I want to know what this means in terms of level W six months from now, level X a year from now, and level Y two years from now. Journeys without specific milestones, fleshed-out steps, and clear deliverables are more wishful thinking than plans to execute to. In this sense, I admit to my unabashed preference for 10 very active partners today, as opposed to a growing list of 100 or even 200 partners in name, who may be essentially observers. What do these partnerships commit Ripple's counterparts to doing, if anything, and in what time frame? What is their value? And what is needed to go from stage-one passive partners to stage-two active users of the platform and product (XRP)? What about potential partners that may fall under the leftmost two categories under the curve? Do any of the current ones qualify there, or is Ripple actually targeting the sector that is always the last one to come on board? Are these current partners forward-thinking firms, chomping at the bit to get things done, or are they idly curious hedgers no different from their not-yet-partnered competitors? Is this an attempt by Ripple to completely reverse the technology adoption curve (because of who is being targeted first)? If not, what is being done to 'seed' interest among those who may already be found in other sectors more to left under the curve? Of incentives and potential partners I wonder about the recently announced financial incentive/accelerator program meant to encourage partners to start using different bits of Ripple's platform and technology, and to the actual size and agility of potential partners, as follows: 1. Incentives: Are the incentives needed because of the very conservative attitudes of many/most/all of the 100+ partners? Are the incentives a roundabout way for Ripple to try to move laggards to the left under the Rogers curve and make them more 'innovator-like'? Is this a sensible thing to do or hope for? Who are these incentives targeting, specifically? How likely is a financial incentive to actually get someone who refuses to cross a go/no-go gate to actually do it? Does money work at all in this instance? Has the 'mental (or other) hurdle' been correctly identified, and is a financial incentive the right approach? Better to have a war chest than not, but it does not eliminate the need to clearly understand what may be behind the resistance. If one insists on defining early partners as those being innovative and eager to embrace change, why are incentives needed at all? What is it about the overall concept that is not persuasive enough that a subsidy is needed to get their attention? I am wary about incentives and how they are used, and the corresponding expectations. If banks are waiting for the final word on regulations to take a step, and if this is unlikely to happen for a number of years, why would incentives work now? Throwing money at a problem can help, do nothing, or even backfire, depending on the circumstances. 2. Size/nimbleness of potential partners: Are there any payment providers under the leftmost two categories that, perhaps due to their small size, are not being explicitly targeted by Ripple as potential partners in the cross-border payment space? Is going after mega players and mega players alone a comprehensive enough approach, or would it be valuable to target smaller payment providers as well? Do they even exist, and are there any among the current partners? If not, why not (is it due to the need to focus limited marketing resources on firms perceived as more relevant because of sheer size), and would it be worthwhile to try to bring some of these into the fold, so to speak? What about those who might have a strong use case for Ripple and XRP, just not in cross-border payments? Conversations are going on in fintech about viewing payments as one thing, with borders eventually becoming part of the old way of thinking and framing problems. Does this very narrow current focus pose a threat long term? Small businesses: definition and impact US Census Bureau data, as reported by the SBA (Small Business Administration), show that in 2014: -- there were 5.83 million employers/businesses in the US. -- 5.81 million businesses (99.7%) had fewer than five hundred (500) employees, and were therefore classified as 'small businesses.' -- 5.21 million small businesses (89.4%) had fewer than twenty (20) employees. -- small businesses were responsible for 46% of private-sector output. -- small businesses made up 98% of businesses exporting goods. -- small businesses made up 33% of businesses exporting value. Ripple itself is a small business. Are there potential partners in that peer-space? The focus on Asia and huge FIs makes me wonder if potential US-based partners of smaller size are being overlooked and if that may be a marketing strategy worth pursuing. Conclusion Many people might have waited until there was definite proof that Earth was not flat before venturing from Europe towards the West Indies and risking a terminal fall off the edge. Such proof would never be available until someone had gone and run the risk of never coming back. These wait-and-see laggards, those that dread making mistakes and shy away from innovation and breaking new ground until their true genetic makeup as terminally risk averse is eventually confirmed via an anticlimactic and butt-dragging 'me too', are alive and well today. In executive circles, especially in the US, where originality is frowned upon, not losing your bonus and your job is a top priority, leading to groupthink and usually losing the race to those smaller players more willing to take the plunge. Columbus just up and went, and got the deed done on the strength of sheer commitment while literally navigating a sea of uncertainty and adversity. Are we looking with false expectations to significant outcomes from some of these partnerships, and are there any latter-day, overlooked Columbuses out there that, even with KYC and AML and the rest of the constraints, can more quickly move to Ripple's platform/ILP, and full-blown XRP adoption and usage while needing no additional incentives to do so? I refer here to a broader spectrum of true innovators, nimbler than the financial Goliaths and perhaps focused on areas complementary to cross-border payments or even beyond. These are some of the questions I ask myself today.
  8. Very nice find presented on chatbox by Da970 Source: http://www.prnewswire.com/news-releases/dh-partners-with-ripple-to-deliver-innovative-payment-capabilities-and-to-create-foundation-for-future-disruptive-payment-innovation-531944911.html D+H Partners with Ripple to Deliver Innovative Payment Capabilities and to Create Foundation for Future Disruptive Payment Innovation "trusted by nearly 8,000 banks, specialty lenders, community banks, credit unions, governments and corporations."