Зміст:
There are some topics that sound dry until you understand the underlying concepts. Revenue management as an enterprise capability is one of them. At first glance, it seems like an internal issue of a bank’s IT architecture, with little impact on the market as a whole. Artem Lyashanov, founder of a payment platform, believes otherwise and explains why this discussion is significant far beyond the bank’s IT department.
Why is this even being discussed now
Previously, tariffs, interest, billing, and debt collection existed as separate, loosely coupled processes within different product lines. As long as the bank sold standardized products through its own channels, this fragmentation didn’t create critical problems.
But banking is increasingly integrating into other ecosystems through BaaS and embedded finance, which automatically complicates the revenue structure itself. Revenue is now generated not from a single source, but from a chain of partnerships with revenue sharing among several parties.
What does Artem Lyashanov believe is behind this
Artem Lyashanov highlights several factors that, in his observations, are most often cited by market participants when discussing this topic:
The increasing complexity of business models. Embedded finance and BaaS create revenue-sharing chains between multiple parties instead of a single source of income;
What exactly is this?
Embedded finance is when a financial service (payment, loan, insurance) is built directly into a non-financial company’s product, rather than being processed separately by the bank.
BaaS (Banking-as-a-Service) is the infrastructure layer that makes this possible: a licensed bank provides its banking functions via an API to other companies, which do not need to obtain their own license.
As a result, revenue from a single transaction is distributed among several participants: the licensed bank, the BaaS provider, the brand visible to the customer, and the payment processor.
- Growing regulatory attention to tariff transparency, billing accuracy, and pricing fairness;
- Competition from digital-first players offering personalized and dynamic tariff models;
- Macroeconomic instability;
- Legacy infrastructure limitations, where any change to commercial logic requires rebuilding multiple systems at once.
Individually, a bank can address each of these factors locally, comments Artem Lyashanov. But when they operate simultaneously, fragmented revenue management apparently becomes unsustainable, and this likely explains why the topic has moved beyond the realm of highly specialized IT discussions.
What, in his opinion, is the real problem
Artem Lyashanov points out that this type of revenue management creates not only operational inconveniences but also strategic blindness. If pricing, billing, and collections reside in separate systems and are blind to each other, the bank risks losing value where it doesn’t see the connections.
For example, failing to notice that a loyal customer with a high total income receives exactly the same pricing terms as a random new user.
Why is this important for the market, not just for individual banks
Here, according to Artem Lyashanov, lies the main reason why this topic deserves attention beyond industry publications.
Banks that continue to manage revenue as a set of isolated processes gradually lose speed. Any new commercial offer, monetization model, or partnership requires the manual rebuilding of several systems. Banks that move revenue logic to a separate horizontal level gain the ability to flexibly change commercial terms without rewriting the product infrastructure.
This is a conversation about which banks will be able to quickly adapt their business model to changing market conditions, and which will spend years coordinating a simple tariff change between three departments, says Artem Lyashanov.
In his opinion, it is the speed of adaptation, not the mere presence of a modern platform, that will distinguish the banks that will remain competitive in the next few years.
At the same time, Artem Lyashanov emphasizes that the transition to such a model is unlikely to be rapid or universal across the entire market.
