Internet of Things in Banking & Financial Services Market by Component (Hardware, Services, Software), Connectivity Technology (Cellular, LPWAN, Satellite), Application, End User - Global Forecast 2025-2032
Description
The Internet of Things in Banking & Financial Services Market was valued at USD 3.49 billion in 2024 and is projected to grow to USD 4.07 billion in 2025, with a CAGR of 17.49%, reaching USD 12.68 billion by 2032.
A concise strategic framing of how connected devices, analytics, and integration imperatives are transforming financial institutions’ customer propositions and operational models
The Internet of Things (IoT) is reshaping how financial institutions interact with customers, manage risk, and operate infrastructure. Increasingly, banks, fintech firms, and insurers are piloting connected devices, sensor networks, and analytics platforms to unlock new service models and operational efficiencies. As connectivity improves and platforms mature, IoT moves from experimental proofs of concept to strategic initiatives that touch payments, fraud detection, asset tracking, customer experience, and risk orchestration. Consequently, leaders must reconcile architectural complexity with regulatory constraints while designing systems that deliver measurable business outcomes.
This analysis synthesizes technology trends, policy movements, and industry responses to create a concise executive view that informs strategic planning. It focuses on the convergence of devices, connectivity, analytics, and enterprise systems, highlighting where commercial value emerges and where structural barriers persist. The narrative foregrounds practical considerations-interoperability, data governance, and vendor selection-so that senior executives can prioritize investments, identify critical partnerships, and design governance that balances innovation with resilience. By framing IoT as a catalyst for service differentiation rather than merely a cost or operational play, this introduction sets the stage for deeper exploration of shifts, segmentation, regional dynamics, and recommended actions.
How edge compute, real-time telemetry, and platform-centric architectures are reconfiguring competitive advantage and operational risk in financial services
The banking and financial services landscape is undergoing transformative shifts driven by a combination of technology maturation, changing customer expectations, and evolving regulatory demands. First, the proliferation of low-latency connectivity and edge compute has enabled real-time analytics at the point of data capture, which in turn supports frictionless payment experiences and more timely fraud detection. Second, the migration from siloed pilots to platform-oriented deployments has accelerated demand for modular software architectures that integrate device telemetry with core banking systems and risk engines. Third, competitive pressure from fintech firms has compelled incumbents to adopt service-led business models that use device-driven insights to personalize offerings and optimize operational flows.
Moreover, privacy and security imperatives now shape design choices: encryption, device attestation, and secure update mechanisms move from optional features to compliance essentials. As a result, partnerships across telecom providers, cloud platforms, and specialized systems integrators become strategic rather than tactical. Together, these shifts create new commercial levers-improved customer retention through contextual services, reduced loss through sensor-enabled cash logistics, and efficiency gains from predictive maintenance of critical infrastructure-while also raising the bar for governance, vendor risk management, and skills development within organizations.
How 2025 tariff adjustments reshaped procurement strategies, supplier diversification, and resilience planning for device-led initiatives across financial institutions
The imposition and adjustment of tariffs in 2025 introduced new cost dynamics for technology procurement, supply chain planning, and device lifecycle management within financial services IoT ecosystems. These tariff changes influenced hardware sourcing decisions, encouraged diversification of supplier footprints, and accelerated interest in modularity so that critical subsystems could be sourced or upgraded separately. In practice, tariffs amplified the importance of total cost of ownership calculations and pushed institutions to scrutinize the long-term economics of device fleets versus software-led services.
In response, many organizations revised procurement strategies to emphasize regional suppliers and to extend device lifespans through over-the-air update capabilities and standardized gateways. Consequently, integration and managed services that reduce vendor lock-in and support multi-sourcing became more attractive, while security and platform investments were prioritized to preserve value across a heterogeneous device base. Importantly, the cumulative effect of tariffs also nudged strategic conversations toward resilience: finance organizations began embedding supply chain risk assessments into IoT program governance, ensuring that contingency plans, alternate logistics channels, and qualification processes for substitute components were in place. This shift supports continuity of critical services and reduces exposure to future trade policy volatility.
Comprehensive segmentation analysis connecting components, connectivity stacks, and applications to illuminate practical adoption pathways for financial services stakeholders
Deep segmentation reveals how technology choices and application priorities intersect to shape adoption pathways across stakeholders in banking and financial services. When assessing components, decision-makers must distinguish between hardware elements such as gateways, sensors, and wearables; services including integration services, managed services, and support and maintenance; and software layers composed of analytics software, platform, and security software. Each component tier has distinct procurement cycles and lifecycle implications: hardware requires certification and physical deployment planning, services demand ongoing supplier governance, and software needs robust update and security practices. Therefore, an enterprise strategy that coordinates these layers will reduce integration friction and accelerate value realization.
Connectivity technology choices further influence architecture and use-case viability. Cellular options span legacy 3G and 2G, established 4G, and emerging 5G profiles that enable ultra-low-latency use cases. LPWAN alternatives such as LoRaWAN, NB-IoT, and Sigfox support long-life, low-bandwidth telemetry, while satellite links provide redundancy for remote deployments. Short-range connectivity including Bluetooth, NFC, and Wi-Fi plays a central role in proximity-based payments and in-branch customer interactions. The selected connectivity stack determines device power profiles, data throughput, and interoperability with existing infrastructure, which in turn affects operational and compliance planning.
Application-level segmentation reveals natural paths for return on investment. Asset tracking use cases, including cash tracking and vehicle telematics, yield immediate operational savings by improving logistics and loss prevention. Customer analytics applications like behavior analytics and segmentation analytics enable personalized offers and loyalty programs. Fraud management leverages biometric authentication and real-time analytics to reduce false positives and speed decisioning, while payment solutions that adopt contactless payment and mobile payment technologies expand convenience and reach. Risk management functions draw on IoT streams to monitor credit exposure indicators and operational risk signals. Finally, end-user segmentation shows clear variance in priorities: banks emphasize regulatory compliance and payments scale, fintech firms prioritize agile integration and customer-facing features, and insurance companies focus on telematics and risk modeling. Aligning component, connectivity, application, and end-user considerations provides a coherent blueprint to prioritize pilots and scale programs effectively.
Regional market dynamics and regulatory landscapes that determine procurement choices, connectivity preferences, and go-to-market approaches across global financial hubs
Regional dynamics exert a significant influence on strategy, procurement, and deployment of IoT solutions across financial services. In the Americas, investment focuses on scaling customer-facing use cases and modernizing cash logistics through integrated telematics, while regulatory frameworks emphasize consumer privacy and cross-border data flows that shape architecture and vendor selection. Consequently, organizations in this region often favor cloud-native platforms and strong analytics capabilities to support rapid product iteration and data-driven personalization.
In Europe, Middle East & Africa, diverse regulatory regimes and infrastructure maturity drive differentiated approaches. In mature European markets, stringent data protection laws and detailed oversight encourage architectures that prioritize data localization, strong encryption, and auditable consent frameworks. In parts of the Middle East and Africa, there is growing adoption of satellite and LPWAN connectivity to bridge infrastructure gaps, and insurers and banks are exploring telematics and mobile payments to increase financial inclusion. Across this combined region, partnerships with regional telecom providers and system integrators are common to manage legal complexity and interoperability.
In Asia-Pacific, high mobile penetration and rapid 5G rollouts create fertile ground for real-time applications such as biometric authentication and instant settlement flows. Fintech innovation clusters in the region accelerate the introduction of contactless and mobile payment models, prompting incumbents to pursue strategic partnerships or digital-first spinouts. Additionally, procurement strategies in Asia-Pacific often emphasize local manufacturing and supplier resilience, which supports quicker hardware refresh cycles and localized customization. Taken together, regional characteristics should inform vendor selection, integration planning, and compliance architecture to ensure scalable, sustainable deployments.
How vendor ecosystems, integrator capabilities, and strategic partnerships shape execution risk and the pace of IoT adoption across regulated financial environments
Competitive and partner landscapes play an outsized role in enabling or constraining IoT programs within financial services. Leading technology vendors provide integrated platforms combining device management, analytics, and security tooling, while specialist providers excel in narrow domains such as biometric authentication, telematics, or secure element provisioning. Integrators and managed service providers bridge gaps between product capabilities and enterprise requirements by offering customization, ongoing operations, and compliance management that many institutions prefer to internalize.
Strategic partnerships between financial institutions and telco operators or cloud providers accelerate time-to-value by aligning connectivity, compute, and data handling with enterprise policies. Equally important is the rise of niche vendors offering modular security and identity services that reduce project risk by standardizing authentication and device attestation. Competitive dynamics are further influenced by firms that offer rapid prototyping and pilot-to-production pathways, enabling enterprises to validate use cases under real operational conditions. For procurement teams, evaluating vendors on criteria such as interoperability, update mechanisms, SLAs for managed services, and track record in regulated environments yields better long-term outcomes than focusing solely on initial functionality or upfront cost.
Actionable phased playbook for executives to align pilots, governance, and procurement with security-first architectures and measurable business outcomes
Industry leaders should adopt a pragmatic, phased approach that balances experimentation with rigorous governance to capture IoT value while mitigating operational and regulatory risks. Start by defining clear business outcomes tied to specific use cases, such as reducing cash handling losses through telematics or improving fraud detection with device-derived behavioral signals. Following this, establish a cross-functional governance body that includes risk, legal, IT, and business stakeholders to set policies on data retention, consent management, and incident response. This governance structure ensures alignment between innovation teams and enterprise risk appetites.
Next, prioritize modular architectures that separate device management, connectivity orchestration, and analytics layers so that components can be upgraded independently. Invest in security-first design: implement device attestation, secure boot, end-to-end encryption, and robust update mechanisms. For procurement, emphasize suppliers that support multi-sourcing and regional redundancy to reduce exposure to tariff shocks and supply chain disruptions. Finally, build internal capabilities through targeted hiring and vendor-managed training to close gaps in edge computing, IoT security, and data science. By sequencing initiatives from low-friction pilots to scale-up programs and embedding measurable KPIs, leaders can convert pilot learnings into sustainable enterprise practices.
Transparent mixed-methods research approach combining interviews, literature synthesis, and scenario stress-testing to produce practical, risk-aware insights
This research applies a mixed-methods approach that combines qualitative expert interviews, secondary literature synthesis, and structured analytical frameworks to ensure balanced, actionable insights. Primary inputs included interviews with technology specialists, procurement leaders, and compliance officers across banking, fintech, and insurance organizations to capture first-hand operational challenges and strategic priorities. These perspectives were synthesized alongside secondary sources that document connectivity trends, device security best practices, and regional regulatory developments to create a coherent evidence base.
Analysis proceeded by mapping use cases to component requirements, connectivity constraints, and regulatory considerations, and then stress-testing these mappings against supply chain scenarios influenced by recent tariff developments. The methodology emphasized triangulation: validating findings across multiple data points to reduce bias and highlight robust patterns. Finally, practical frameworks for vendor selection, procurement resilience, and governance were derived from observed best practices and adapted to the unique constraints of regulated financial environments, ensuring recommendations are both implementable and aligned with enterprise risk management standards.
Clear strategic conclusions that emphasize platform thinking, governance, and partnership models as prerequisites for sustainable IoT value creation in finance
In conclusion, the Internet of Things represents a strategic opportunity for financial services to enhance customer experiences, reduce operational costs, and strengthen risk management through timely, contextual data. Realizing this promise requires more than pilot initiatives; it demands platform-oriented thinking, security-first engineering, and procurement strategies that account for supply chain volatility. Leaders should prioritize modularity in architecture, invest in device and data governance, and pursue partnerships that provide both technical capability and regulatory familiarity. By doing so, institutions can translate device-level telemetry into business-level outcomes that support differentiation and resilience.
Looking forward, success will be determined by the ability to integrate connected device insights into core decisioning systems responsibly and at scale. Organizations that align strategy, talent, and partners around clear outcomes will capture disproportionate value, while those that treat IoT as an isolated experiment risk operational complexity and compliance exposure. The path to maturity combines tactical pilots that de-risk assumptions with enterprise-grade platforms and disciplined governance to ensure sustainable delivery of benefits.
Note: PDF & Excel + Online Access - 1 Year
A concise strategic framing of how connected devices, analytics, and integration imperatives are transforming financial institutions’ customer propositions and operational models
The Internet of Things (IoT) is reshaping how financial institutions interact with customers, manage risk, and operate infrastructure. Increasingly, banks, fintech firms, and insurers are piloting connected devices, sensor networks, and analytics platforms to unlock new service models and operational efficiencies. As connectivity improves and platforms mature, IoT moves from experimental proofs of concept to strategic initiatives that touch payments, fraud detection, asset tracking, customer experience, and risk orchestration. Consequently, leaders must reconcile architectural complexity with regulatory constraints while designing systems that deliver measurable business outcomes.
This analysis synthesizes technology trends, policy movements, and industry responses to create a concise executive view that informs strategic planning. It focuses on the convergence of devices, connectivity, analytics, and enterprise systems, highlighting where commercial value emerges and where structural barriers persist. The narrative foregrounds practical considerations-interoperability, data governance, and vendor selection-so that senior executives can prioritize investments, identify critical partnerships, and design governance that balances innovation with resilience. By framing IoT as a catalyst for service differentiation rather than merely a cost or operational play, this introduction sets the stage for deeper exploration of shifts, segmentation, regional dynamics, and recommended actions.
How edge compute, real-time telemetry, and platform-centric architectures are reconfiguring competitive advantage and operational risk in financial services
The banking and financial services landscape is undergoing transformative shifts driven by a combination of technology maturation, changing customer expectations, and evolving regulatory demands. First, the proliferation of low-latency connectivity and edge compute has enabled real-time analytics at the point of data capture, which in turn supports frictionless payment experiences and more timely fraud detection. Second, the migration from siloed pilots to platform-oriented deployments has accelerated demand for modular software architectures that integrate device telemetry with core banking systems and risk engines. Third, competitive pressure from fintech firms has compelled incumbents to adopt service-led business models that use device-driven insights to personalize offerings and optimize operational flows.
Moreover, privacy and security imperatives now shape design choices: encryption, device attestation, and secure update mechanisms move from optional features to compliance essentials. As a result, partnerships across telecom providers, cloud platforms, and specialized systems integrators become strategic rather than tactical. Together, these shifts create new commercial levers-improved customer retention through contextual services, reduced loss through sensor-enabled cash logistics, and efficiency gains from predictive maintenance of critical infrastructure-while also raising the bar for governance, vendor risk management, and skills development within organizations.
How 2025 tariff adjustments reshaped procurement strategies, supplier diversification, and resilience planning for device-led initiatives across financial institutions
The imposition and adjustment of tariffs in 2025 introduced new cost dynamics for technology procurement, supply chain planning, and device lifecycle management within financial services IoT ecosystems. These tariff changes influenced hardware sourcing decisions, encouraged diversification of supplier footprints, and accelerated interest in modularity so that critical subsystems could be sourced or upgraded separately. In practice, tariffs amplified the importance of total cost of ownership calculations and pushed institutions to scrutinize the long-term economics of device fleets versus software-led services.
In response, many organizations revised procurement strategies to emphasize regional suppliers and to extend device lifespans through over-the-air update capabilities and standardized gateways. Consequently, integration and managed services that reduce vendor lock-in and support multi-sourcing became more attractive, while security and platform investments were prioritized to preserve value across a heterogeneous device base. Importantly, the cumulative effect of tariffs also nudged strategic conversations toward resilience: finance organizations began embedding supply chain risk assessments into IoT program governance, ensuring that contingency plans, alternate logistics channels, and qualification processes for substitute components were in place. This shift supports continuity of critical services and reduces exposure to future trade policy volatility.
Comprehensive segmentation analysis connecting components, connectivity stacks, and applications to illuminate practical adoption pathways for financial services stakeholders
Deep segmentation reveals how technology choices and application priorities intersect to shape adoption pathways across stakeholders in banking and financial services. When assessing components, decision-makers must distinguish between hardware elements such as gateways, sensors, and wearables; services including integration services, managed services, and support and maintenance; and software layers composed of analytics software, platform, and security software. Each component tier has distinct procurement cycles and lifecycle implications: hardware requires certification and physical deployment planning, services demand ongoing supplier governance, and software needs robust update and security practices. Therefore, an enterprise strategy that coordinates these layers will reduce integration friction and accelerate value realization.
Connectivity technology choices further influence architecture and use-case viability. Cellular options span legacy 3G and 2G, established 4G, and emerging 5G profiles that enable ultra-low-latency use cases. LPWAN alternatives such as LoRaWAN, NB-IoT, and Sigfox support long-life, low-bandwidth telemetry, while satellite links provide redundancy for remote deployments. Short-range connectivity including Bluetooth, NFC, and Wi-Fi plays a central role in proximity-based payments and in-branch customer interactions. The selected connectivity stack determines device power profiles, data throughput, and interoperability with existing infrastructure, which in turn affects operational and compliance planning.
Application-level segmentation reveals natural paths for return on investment. Asset tracking use cases, including cash tracking and vehicle telematics, yield immediate operational savings by improving logistics and loss prevention. Customer analytics applications like behavior analytics and segmentation analytics enable personalized offers and loyalty programs. Fraud management leverages biometric authentication and real-time analytics to reduce false positives and speed decisioning, while payment solutions that adopt contactless payment and mobile payment technologies expand convenience and reach. Risk management functions draw on IoT streams to monitor credit exposure indicators and operational risk signals. Finally, end-user segmentation shows clear variance in priorities: banks emphasize regulatory compliance and payments scale, fintech firms prioritize agile integration and customer-facing features, and insurance companies focus on telematics and risk modeling. Aligning component, connectivity, application, and end-user considerations provides a coherent blueprint to prioritize pilots and scale programs effectively.
Regional market dynamics and regulatory landscapes that determine procurement choices, connectivity preferences, and go-to-market approaches across global financial hubs
Regional dynamics exert a significant influence on strategy, procurement, and deployment of IoT solutions across financial services. In the Americas, investment focuses on scaling customer-facing use cases and modernizing cash logistics through integrated telematics, while regulatory frameworks emphasize consumer privacy and cross-border data flows that shape architecture and vendor selection. Consequently, organizations in this region often favor cloud-native platforms and strong analytics capabilities to support rapid product iteration and data-driven personalization.
In Europe, Middle East & Africa, diverse regulatory regimes and infrastructure maturity drive differentiated approaches. In mature European markets, stringent data protection laws and detailed oversight encourage architectures that prioritize data localization, strong encryption, and auditable consent frameworks. In parts of the Middle East and Africa, there is growing adoption of satellite and LPWAN connectivity to bridge infrastructure gaps, and insurers and banks are exploring telematics and mobile payments to increase financial inclusion. Across this combined region, partnerships with regional telecom providers and system integrators are common to manage legal complexity and interoperability.
In Asia-Pacific, high mobile penetration and rapid 5G rollouts create fertile ground for real-time applications such as biometric authentication and instant settlement flows. Fintech innovation clusters in the region accelerate the introduction of contactless and mobile payment models, prompting incumbents to pursue strategic partnerships or digital-first spinouts. Additionally, procurement strategies in Asia-Pacific often emphasize local manufacturing and supplier resilience, which supports quicker hardware refresh cycles and localized customization. Taken together, regional characteristics should inform vendor selection, integration planning, and compliance architecture to ensure scalable, sustainable deployments.
How vendor ecosystems, integrator capabilities, and strategic partnerships shape execution risk and the pace of IoT adoption across regulated financial environments
Competitive and partner landscapes play an outsized role in enabling or constraining IoT programs within financial services. Leading technology vendors provide integrated platforms combining device management, analytics, and security tooling, while specialist providers excel in narrow domains such as biometric authentication, telematics, or secure element provisioning. Integrators and managed service providers bridge gaps between product capabilities and enterprise requirements by offering customization, ongoing operations, and compliance management that many institutions prefer to internalize.
Strategic partnerships between financial institutions and telco operators or cloud providers accelerate time-to-value by aligning connectivity, compute, and data handling with enterprise policies. Equally important is the rise of niche vendors offering modular security and identity services that reduce project risk by standardizing authentication and device attestation. Competitive dynamics are further influenced by firms that offer rapid prototyping and pilot-to-production pathways, enabling enterprises to validate use cases under real operational conditions. For procurement teams, evaluating vendors on criteria such as interoperability, update mechanisms, SLAs for managed services, and track record in regulated environments yields better long-term outcomes than focusing solely on initial functionality or upfront cost.
Actionable phased playbook for executives to align pilots, governance, and procurement with security-first architectures and measurable business outcomes
Industry leaders should adopt a pragmatic, phased approach that balances experimentation with rigorous governance to capture IoT value while mitigating operational and regulatory risks. Start by defining clear business outcomes tied to specific use cases, such as reducing cash handling losses through telematics or improving fraud detection with device-derived behavioral signals. Following this, establish a cross-functional governance body that includes risk, legal, IT, and business stakeholders to set policies on data retention, consent management, and incident response. This governance structure ensures alignment between innovation teams and enterprise risk appetites.
Next, prioritize modular architectures that separate device management, connectivity orchestration, and analytics layers so that components can be upgraded independently. Invest in security-first design: implement device attestation, secure boot, end-to-end encryption, and robust update mechanisms. For procurement, emphasize suppliers that support multi-sourcing and regional redundancy to reduce exposure to tariff shocks and supply chain disruptions. Finally, build internal capabilities through targeted hiring and vendor-managed training to close gaps in edge computing, IoT security, and data science. By sequencing initiatives from low-friction pilots to scale-up programs and embedding measurable KPIs, leaders can convert pilot learnings into sustainable enterprise practices.
Transparent mixed-methods research approach combining interviews, literature synthesis, and scenario stress-testing to produce practical, risk-aware insights
This research applies a mixed-methods approach that combines qualitative expert interviews, secondary literature synthesis, and structured analytical frameworks to ensure balanced, actionable insights. Primary inputs included interviews with technology specialists, procurement leaders, and compliance officers across banking, fintech, and insurance organizations to capture first-hand operational challenges and strategic priorities. These perspectives were synthesized alongside secondary sources that document connectivity trends, device security best practices, and regional regulatory developments to create a coherent evidence base.
Analysis proceeded by mapping use cases to component requirements, connectivity constraints, and regulatory considerations, and then stress-testing these mappings against supply chain scenarios influenced by recent tariff developments. The methodology emphasized triangulation: validating findings across multiple data points to reduce bias and highlight robust patterns. Finally, practical frameworks for vendor selection, procurement resilience, and governance were derived from observed best practices and adapted to the unique constraints of regulated financial environments, ensuring recommendations are both implementable and aligned with enterprise risk management standards.
Clear strategic conclusions that emphasize platform thinking, governance, and partnership models as prerequisites for sustainable IoT value creation in finance
In conclusion, the Internet of Things represents a strategic opportunity for financial services to enhance customer experiences, reduce operational costs, and strengthen risk management through timely, contextual data. Realizing this promise requires more than pilot initiatives; it demands platform-oriented thinking, security-first engineering, and procurement strategies that account for supply chain volatility. Leaders should prioritize modularity in architecture, invest in device and data governance, and pursue partnerships that provide both technical capability and regulatory familiarity. By doing so, institutions can translate device-level telemetry into business-level outcomes that support differentiation and resilience.
Looking forward, success will be determined by the ability to integrate connected device insights into core decisioning systems responsibly and at scale. Organizations that align strategy, talent, and partners around clear outcomes will capture disproportionate value, while those that treat IoT as an isolated experiment risk operational complexity and compliance exposure. The path to maturity combines tactical pilots that de-risk assumptions with enterprise-grade platforms and disciplined governance to ensure sustainable delivery of benefits.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
184 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Real-time personalized banking experiences enabled by IoT wearable device integration
- 5.2. Deployment of smart ATMs with predictive maintenance and remote monitoring capabilities
- 5.3. Implementation of IoT-based biometric authentication for enhanced security in mobile banking
- 5.4. Use of connected office sensors to optimize branch operations and reduce energy consumption
- 5.5. Integration of insurance telematics devices for dynamic risk assessment and premium pricing
- 5.6. Adoption of IoT-enabled fraud detection systems leveraging device behavioral analytics
- 5.7. Development of contactless payment ecosystems using NFC-enabled IoT point-of-sale terminals
- 5.8. Application of IoT sensor networks for secure asset tracking in trade finance transactions
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Internet of Things in Banking & Financial Services Market, by Component
- 8.1. Hardware
- 8.1.1. Gateways
- 8.1.2. Sensors
- 8.1.3. Wearables
- 8.2. Services
- 8.2.1. Integration Services
- 8.2.2. Managed Services
- 8.2.3. Support And Maintenance
- 8.3. Software
- 8.3.1. Analytics Software
- 8.3.2. Platform
- 8.3.3. Security Software
- 9. Internet of Things in Banking & Financial Services Market, by Connectivity Technology
- 9.1. Cellular
- 9.1.1. 3G And 2G
- 9.1.2. 4G
- 9.1.3. 5G
- 9.2. LPWAN
- 9.2.1. LoRaWAN
- 9.2.2. NB-IoT
- 9.2.3. Sigfox
- 9.3. Satellite
- 9.4. Short Range
- 9.4.1. Bluetooth
- 9.4.2. NFC
- 9.4.3. Wi-Fi
- 10. Internet of Things in Banking & Financial Services Market, by Application
- 10.1. Asset Tracking
- 10.1.1. Cash Tracking
- 10.1.2. Vehicle Telematics
- 10.2. Customer Analytics
- 10.2.1. Behavior Analytics
- 10.2.2. Segmentation Analytics
- 10.3. Fraud Management
- 10.3.1. Biometric Authentication
- 10.3.2. Real-Time Analytics
- 10.4. Payment Solutions
- 10.4.1. Contactless Payment
- 10.4.2. Mobile Payment
- 10.5. Risk Management
- 10.5.1. Credit Risk
- 10.5.2. Operational Risk
- 11. Internet of Things in Banking & Financial Services Market, by End User
- 11.1. Banks
- 11.2. Fintech Firms
- 11.3. Insurance Companies
- 12. Internet of Things in Banking & Financial Services Market, by Region
- 12.1. Americas
- 12.1.1. North America
- 12.1.2. Latin America
- 12.2. Europe, Middle East & Africa
- 12.2.1. Europe
- 12.2.2. Middle East
- 12.2.3. Africa
- 12.3. Asia-Pacific
- 13. Internet of Things in Banking & Financial Services Market, by Group
- 13.1. ASEAN
- 13.2. GCC
- 13.3. European Union
- 13.4. BRICS
- 13.5. G7
- 13.6. NATO
- 14. Internet of Things in Banking & Financial Services Market, by Country
- 14.1. United States
- 14.2. Canada
- 14.3. Mexico
- 14.4. Brazil
- 14.5. United Kingdom
- 14.6. Germany
- 14.7. France
- 14.8. Russia
- 14.9. Italy
- 14.10. Spain
- 14.11. China
- 14.12. India
- 14.13. Japan
- 14.14. Australia
- 14.15. South Korea
- 15. Competitive Landscape
- 15.1. Market Share Analysis, 2024
- 15.2. FPNV Positioning Matrix, 2024
- 15.3. Competitive Analysis
- 15.3.1. Accenture PLC
- 15.3.2. Andersen Inc.
- 15.3.3. Armis Inc.
- 15.3.4. AT&T Inc.
- 15.3.5. Check Point Software Technologies Ltd
- 15.3.6. Cisco Systems, Inc.
- 15.3.7. Cognizant Technology Solutions Corporation
- 15.3.8. ESDS Software Solution Ltd.
- 15.3.9. Fiserv, Inc.
- 15.3.10. Huawei Technologies Co., Ltd.
- 15.3.11. InfiSIM Limited
- 15.3.12. Intel Corporation
- 15.3.13. Intellias Global Limited
- 15.3.14. International Business Machines Corporation
- 15.3.15. Itrex Group
- 15.3.16. Kiya.ai
- 15.3.17. Matellio Inc.
- 15.3.18. Motivity Labs
- 15.3.19. Relevant Software LLC
- 15.3.20. SAP SE
- 15.3.21. SAS Institute Inc.
- 15.3.22. Schneider Electric SE
- 15.3.23. Siemens AG
- 15.3.24. Sierra Wireless by Semtech Corporation
- 15.3.25. SRS Live Technologies Private Limited (SabPaisa)
- 15.3.26. Telefonaktiebolaget LM Ericsson
- 15.3.27. Thales Group
- 15.3.28. Vention Group
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