#low-code development platform market analysis

Transferring funds into Thailand is a routine necessity for expatriates, investors, retirees, and businesses. Yet, beneath this routine lies a complex ecosystem of regulations, fees, exchange mechanisms, and timing variables that can significantly impact the value and efficiency of each transaction. Choosing the optimal method is not a one-size-fits-all decision; it requires a strategic understanding of the amount, urgency, purpose, and cost tolerance. From the traditional banking corridors of SWIFT to the disruptive algorithms of fintech platforms, each channel offers distinct advantages and hidden pitfalls within the framework of Thailand’s regulated financial landscape.

The Foundational Rule: The Foreign Exchange Transaction Form (FETF)

Before exploring methods, one must understand the critical document that legitimizes the inward remittance of foreign currency for most significant purposes: the Foreign Exchange Transaction Form (FETF), also known as the Tor Tor 3 (TT3). When a transfer of 50,000 USD or more (or equivalent) arrives, or for any amount used to purchase condominiums, the receiving Thai bank will issue this form.

Purpose: The FETF is the irrefutable proof that foreign currency was imported into Thailand. It is legally required for condominium purchases to demonstrate the funds came from abroad, and it is essential for repatriating funds later. Without it, you cannot legally convert large baht sums back into foreign currency and export them.

Process: The sender must ensure the transfer's purpose (e.g., "for condominium purchase," "long-term stay support") is clearly stated in the transfer instructions. Upon receipt, the Thai beneficiary must request the FETF from their bank branch. It is not automatic.

Channel Analysis: From Banks to Digital Wallets

1. International Bank Wire (SWIFT) The traditional backbone of global transfers, using the Society for Worldwide Interbank Financial Telecommunication network.

Mechanics: The sender instructs their bank to send funds via SWIFT to the recipient's Thai bank account, using the bank's SWIFT/BIC code and the recipient's account number.

Advantages: High security, ability to transfer very large sums, and the issuance of an FETF for qualifying transactions. Ideal for property purchases, business investments, or moving substantial life savings.

Drawbacks: Cost Structure: Often the most expensive method due to multi-layered fees: 1) Outgoing fee from sender's bank ($25-$50), 2) Intermediary bank fees ($15-$30) if the banks lack a direct relationship, and 3) a receiving fee by the Thai bank (200-500 baht, or 0.25% of incoming amount at some banks). Exchange Rate Margin: Banks often apply a poor exchange rate, embedding a margin of 2-4% above the mid-market rate, which represents a hidden, significant cost. Speed: Can take 2-5 business days.

2. Specialist Money Transfer Operators (MTOs) This category includes established companies like Wise (formerly TransferWise), Revolut, Remitly, and WorldRemit, as well as traditional brick-and-mortar services like Western Union.

Mechanics: These operators use a different model. They pool currency flows—collecting funds in the sender's country and paying out from their pre-funded local currency accounts in Thailand—often avoiding the SWIFT network for the final leg.

Advantages: Transparency & Cost: They typically charge a low, upfront fee and use the real mid-market exchange rate, making the total cost significantly lower than banks for transfers under ~$10,000. Speed: Transfers are often completed within minutes or hours. User Experience: Fully digital, intuitive apps with tracking.

Drawbacks: Transfer Limits: Maximum transaction limits apply, making them unsuitable for multi-million baht property purchases. FETF Complexity: While some, like Wise, can sometimes generate documentation for proof of foreign transfer, they are not Thai banks. For a condo purchase, confirming with the developer or land office that they will accept a Wise transaction statement in lieu of a bank-issued FETF is absolutely crucial. It may not be accepted.

3. International Brokerage Transfers For those with investment accounts at global brokers like Interactive Brokers, Charles Schwab, or TD Ameritrade.

Mechanics: Users can fund their brokerage account in their home currency, convert it to Thai Baht within the platform at near-interbank rates, and then withdraw to a linked Thai bank account via a local Thai Baht transfer.

Advantages: Exceptional Exchange Rates: Arguably the best rates available to retail customers. Low Fees: Often just a nominal $2-3 fee for the currency conversion and withdrawal.

Drawbacks: Complexity & Compliance: Requires opening and funding a brokerage account. The withdrawal process must be meticulously documented to ensure the Thai bank correctly records it as an international transfer (to secure an FETF). Not all Thai banks seamlessly link to international brokerages.

4. Cryptocurrency Transfers An emerging, high-risk, and technologically complex method.

Mechanics: Purchase a stablecoin (like USDT or USDC) on an exchange, send it to a Thailand-based, licensed digital asset exchange (like Bitkub), sell for Thai Baht, and withdraw to a Thai bank account.

Advantages: Potential Speed & Lower Costs: Can be fast with relatively low network fees. Bypasses Traditional Systems: Operates 24/7.

Drawbacks: Extreme Volatility: (Unless using stablecoins). Regulatory Uncertainty: Thai SEC regulations are evolving. Thai banks may scrutinize or block transfers from crypto exchanges. Tax Implications: May trigger taxable events. No FETF: This method will almost certainly not generate an FETF, making it unsuitable for property investment or large, documented transfers.

5. Credit/Debit Card and PayPal Suitable for small, immediate needs.

Mechanics: Using a foreign card at an ATM (withdrawal) or for point-of-sale payments, or sending funds via PayPal.

Advantages: Extreme convenience for small amounts.

Drawbacks: Prohibitive Costs: ATM fees (220 baht per transaction in Thailand plus home bank fees), dynamic currency conversion (DCC) scams, and PayPal's poor exchange rates and high fees make this the most expensive method per baht received. Strict daily limits apply.

Strategic Considerations for Optimal Transfer

The Purpose Dictates the Method: A $500,000 condo purchase necessitates a SWIFT transfer via a major Thai bank to secure the FETF. Sending a $1,500 monthly pension is ideal for a fintech app like Wise. A $10,000 business transfer could be optimal via an international brokerage.

The True Cost Calculation: Always look beyond the stated fee. Calculate the total cost by comparing the amount of Thai Baht received against the mid-market rate at the time of transfer. The difference (the spread) plus any fees is your real cost.

Timing and Hedging: For large, non-urgent transfers, consider using a forward contract through a bank or specialist firm. This locks in an exchange rate for a future date, protecting against unfavorable currency fluctuations—a crucial strategy for property down payments or business investments.

Thai Bank Selection: Not all Thai banks are equal in handling international transfers. Bangkok Bank, Kasikornbank, and Siam Commercial Bank have extensive international networks, reducing intermediary fees and offering smoother processes. Their online banking platforms also allow easy download of FETF documents.

Conclusion: A Calculated Approach to Cross-Border Finance

Transferring money to Thailand effectively is an exercise in financial optimization, balancing regulatory compliance, cost efficiency, and speed. The old paradigm of relying solely on traditional bank wires is being rapidly disrupted by fintech solutions offering transparency and value. However, the immutable requirement for the FETF for significant, purpose-driven transfers maintains the critical role of the banking system for major financial commitments.

The informed sender must therefore adopt a bifurcated strategy: utilizing agile, low-cost digital platforms for routine living expenses and smaller sums, while reverting to the formal, documented banking channel for transactions that form part of their long-term financial footprint in the Kingdom. By matching the method to the mission, understanding the true cost, and meticulously securing the necessary documentation, individuals and businesses can ensure their financial currents flow into Thailand as efficiently and powerfully as possible.

We are witnessing a paradigm shift in the asset finance industry, a shift from traditional finance and leasing to delivering a more customer-centric holistic digital experience. Customers today want the ease and convenience of doing business on a channel and medium of their choice, and your employees need a platform to collaborate and add value to the business, irrespective of their physical location. 

Lessors today recognize that to survive in this digital age they need to constantly re-invent and become a more agile and smarter version of themselves. Your asset finance business needs to go beyond the restrictions and rigidity of legacy systems that are impacting your business growth. From application development to business operations- speed, efficiency, and scalability have become the cornerstones for success today. But while this leads to the belief that rethinking the technology landscape is an existential imperative, simply upgrading the “as-is” business via a new software suite or product is not enough.

To understand how asset finance leaders envision the future, how they plan to build for it, and what capabilities they need to be able to do so, we brought together a panel of industry experts, leaders and solution providers in a two-part webinar ( To watch webinar click here). As a part of the webinar, we also asked industry leaders strategies on adapting to this digital revolution. Read to find what your peers think are the top capabilities that a smart asset finance software should be able to essentially deliver.

1.     The Shift to Consumption-friendly Pricing

The current shift toward more agile and flexible business models are pushing Lessors to build new products and services. Lessees today want to have the flexibility of paying only for what they consume and avoid getting into significant upfront capital investments. Under-utilized assets may come out cheaper for customers when compared with conventional leasing.

From an economic perspective, it means that lessors now will have to find ways to predict asset usage to set their price accordingly. This is because, with consumption-based leasing, it is difficult to predict what portion of the fixed expenses such as tax, insurance and asset depreciation should get allocated to every customer. 

Needless to say, that this culture of product servitization is difficult to drive with manual or legacy systems. As these consumption models change the form, lessors will be left asking themselves – how

do we build core systems that provide enough flexibility and enables us to make corresponding changes as these newer consumption models develop and mature. 

A smart asset finance software will provide a coherent platform ecosystem that helps you to build stability for your core business operations today while provisioning for iterations and incremental changes in the future without upsetting the entire tech stack. A centralized, platform-based approach will streamline your current operations, provide a granular level view across all stages of a customer’s end-to-end journey so that you can monitor, measure and build transparent pricing models. 

2.       The Rise of the Low-code Platform

 Gartner forecasts low code to increase its share in application development activity to 65%, with three-quarters of large enterprises running on multiple low-code development tools by 2024. Low- code development platforms provide organizations with the much-needed agility and speed that have become the cornerstone of modern-day app development. 

Conventional legacy systems were never built for the kind of changes, speed and flexibility that the market demands today. These monolithic systems are closely interlinked and hence, changes to a single component can impact the functioning of the whole system. This pushes organizations into a vicious cycle of development, tests and fixes, eating into precious time, efforts and resources. 

A framework-based low code environment enables developers to leverage an existing set of codes, behavioural and structural models, and pre-built modules in the development environment. This allows for more automation in the development and testing process, faster development and

delivery, and lesser requirements for resources, skill sets and engineering efforts.  

The right asset finance software is designed as a rich technical ecosystem built on top of the underlying framework so that changes made to functional modules don't upset the core structure. The pre-built system components and the underlying power of the framework enable lessors to configure and customize application on-demand, extend or build new applications, and make quick changes. 

3.  Adapt, Accelerate, Scale

With more than 60% of the respondents choosing a faster time to market and scalability as some of the biggest business priorities, it is evident that the rigid, obsolete legacy systems are going to be inadequate to meet the demands of the future. An intelligent asset finance software will help transform how you operate, speed up policy implementation and decision making while maintaining strong compliance.

Conventionally, business processes have mostly been built keeping an inward view of a company’s operations- concentrating on optimizing and automating core transactional processes and systems like accounts payable/receivable, order management, procurement etc. However, an architecture that enables companies to perpetually evolve their businesses cannot focus only on the journey that customers use in purchasing their offerings. Many asset finance companies are looking at transforming to an outward view focused on the customer experience online and offline and an IT architecture that reflects a larger journey. 

Technology lies at the heart of this transformation- an agile IT ecosystem that can provide end-to- end asset-based functionalities, data intelligence and extensibility in one seamless platform to bring value across all dimensions of the leasing business. By standardizing and digitizing, companies can remove friction from processes and the time and effort taken in tedious, manual paperwork. By leveraging the power of mobility and APIs and portals, companies can deliver a superlative customer experience- by facilitating transactions from anywhere, at any time. Be a customer who wants to apply for a new lease or a vendor who wants to reduce the time to funding, it’s all down to the ease of the digital experience.

4.    Data is the New Oil

Traditional asset finance organizations are realizing that advanced analytics can enable them to make better decisions quickly and consistently. By embracing data intelligence and analytics at multiple points across the asset-management value chain, asset finance leaders can transform business efficiency, from providing valuable insights to customers and help them make better investment decisions to drive changes in the middle- and back-office productivity internally. 

However, to be able to leverage the power of data, the most critical step in addressing the problems of the source data. Data stored in legacy systems, siloes or spreadsheets are poorly documented and formatted and are difficult to collate and integrate. For any data intelligence strategy to work, it is important that there is a seamless flow of business data generated across all business and third- party applications, with minimal manual intervention, and that the data is centrally located and accessible to all in easy to understand formats.  

Companies can then use this granular data to build pay-per-use models or leverage visualization tools to generate reports for critical business insights. 

 How Odessa’s asset finance software can help you

Over the last two decades, product innovation at every stage has been guided by us asking ourselves the following questions

·       How do we enable our customers to scale their business and operations on demand?

·       How do we help our customers deliver seamless digital experiences to their stakeholders?

·       How do we empower our users with insights through real-time data analysis?

We knew that to counter these challenges, most businesses would conventionally have to opt for multiple product-based solutions, all bolted on top of each other and creating a complex

environment that is rigid and difficult to scale.  

To solve this we extracted the core technology framework and put it down as the foundation layer. The basic technology framework provides a robust functional core build to global standards. On top of this foundation, we build our functional layer which hosts all our products, functionalities, and the business logic and rules. The topmost layer is a highly user-friendly and intuitive UI that allows for

integration and customization unique to your business.  

The Odessa Core platform is an asset-based, cloud native, end to end management platform that can streamline your business operations, build a centralized database and provide the right platform for your teams to collaborate- saving cost, time and resources and making your business more efficient. By choosing to host your infra on the cloud you can leverage the scalability, agility and cost-

effectiveness of the cloud. 

Odessa tightly integrates with a host of complementary surround capabilities for and a comprehensive digital transformation experience. Odessa Build and DevOps enable companies can

integrate their core platform with third-party applications or build, extend apps and workflows easily without any hassle. Various enablement portals make it easy for the customers and partners communities to do business with your organization. A low-code development platform for applications, mobility, data intelligence and analytics services are some features that cater to all dimensions of a leasing enterprise across captives, large customers, mid-size enterprises.

Digital Marketing Services 24×7 have advanced Digital Marketing Programs which helps you to increase your business revenue.

Our Services:

Search Engine Optimization (SEO) Social Media Optimization (SMO) Content Marketing Digital Advertising (PPC) Email Marketing Website Analytics Online Reputation

Search Engine Optimization (SEO)

sohba digital marketing company search engine optimization expert with almost a decade of industry experience. Along with our team, sohba's goal is to help our customers dominate the search engines, and surpass their competition.

Few other consultants have the level and depth of experience that I have acquired. I’ve worked across all industries. From local search optimisation agencies, to extremely competitive service niches and national e-commerce. Clients widely consider our approach very different from many less-diligent SEO’s, many of which fail to incorporate simple necessities such as CRO (Conversion Rate Optimization). In short, that is the ways in which your website can be modified to improved to target an increased amount of sales for a given amount of traffic.

sohba digital not one to try and promote my services by highlights certifications and awards from unknown internet academies. I prefer to carefully walk you through example of my own online successes and search engine rankings of businesses that have used my services. To learn more, please get in touch. If you to quickly know why your website still isn’t ranking on the first page of Google, enter your URL for an free website analysis. The report will explain how you can improve your website in order to gain improved rankings in Google.

Social Media Optimization (SMO)

One of the biggest struggles brands and marketers have with content marketing comes from a lack of direction with their content strategy. All too often, we see brands fall into the trappings of making posts that do not connect with the audience, or otherwise fail to stand out in the feeds of their fans. The best remedy for this issue is to develop a standardized editorial calendar to bring consistency to your content strategy, and a base for recording activity and performance.

Here are some basic steps for getting started with creating an editorial calendar for content marketing.

Part 1 – Content Marketing

The first step with your editorial calendar is to decide on content that you will be sharing. This content should be a mix between materials produced in-house (e.g., blog posts, infographics, videos), and relevant materials created by other bloggers or content producers. To find sources of inspiration and material, research the thought leaders and social communities in your niche, and become active in them. Once you find sources that drive the trends in your industry, you’ll be able to deliver that message to your audience.

After you’ve found your content source, you need to switch gears and put yourself in the mindset of your audience. Ideally, you should have a basic knowledge of their pain points, consumption habits, and what makes them take action. With this knowledge, you can set the tone for your calendar by determining  how much content is needed to drive growth and interaction of your brand, what topics make the biggest impact with the audience, and how frequently will you will need to deliver content to the audience.

Part 2 – Build Your Calendar

Now that your content strategy is solid, you can focus on the mechanics of publishing. An editorial calendar can be as basic or detailed as needed for your business, but like everything else, more information will lead to better results. The best tool to use for your editorial calendar is an Excel Spreadsheet (or Google Docs Spreadsheet); if you are working with a team, you may want to consider collaborative tools like HiTask to manage assignments by person.

No matter what tool you use as your primary calendar host, you should include fields or sections that outline these specific details about the promoted content:

Title or Headline General content description Keywords or Tags Call to Action Assigned to Status of Post Where to Publish (blog, Facebook, Pinterest, etc)

Part 3 – Fill in the Gaps

At this point, you have a source of content, and a framework for distributing it across your website and social networks. With this in place, you have everything you need to begin a long term content marketing strategy.

Set aside one hour at minimum to plan the content you want to highlight in the upcoming days, weeks, or even months. By including all of the information and links in your calendar, you’ve made a single resource that you can refer to when deciding what to post. If you are delegating your social management to an employee or agency, they also should have access to the calendar to make sure that the strategy stays on track.

When planning for a long term content marketing strategy, be sure to take major events into consideration. Holidays, special business events, local events, conferences, major product releases, and other low-hanging fruit that will have a strong social buzz are perfect places to begin planning for in advance with direct content for your audience.

Creating an editorial calendar is the first step to elevating your brand’s caliber on social media; you’ll quickly discover that social media is not just “a place to be,” but a system to gain and interact with your perfect client or customer.

Digital Advertising (PPC)

Over the last few years it’s been hard to ignore the massive shift in the way brands can communicate with consumers and this has thrown up a lot of confusion as to where to start and how to implement. Everyday Sales and Marketing Managers are being approached by traditional and digital agencies touting their skills in new media but are becoming increasingly dubious as to who they should entrust with their strategy.

sohba digital marketing agency now have a multiplicity of platforms through which to promote their products and interact with their prospects and their existing customers, including mobile, email, websites, downloadable content, social media, retail technology etc. As such, the choice now available to customers teamed with their past experiences of brands means that in order to become a key differentiator in the market, Social Technologies have actually thrown up a further challenge to agencies and brands, with many brands unhappy with the advice they are getting on how to create effective ROI from their social media campaigns. At top didital marketing agency, we are shifting the focus from the social networks to the data that they provide. When one has access to this rich, new set of data, the ability to target the individual needs of a particular consumer grows considerably, therefore opening up a whole new level of return.

For those brands that are at the early stages of developing their contact strategy, the good news is that there are lots of ways that multi-channel can be delivered. Implementing this kind of approach does not necessarily mean that a brand must encounter a substantial cost outlay on channel development and/or Social CRM (sCRM) systems. By using profiling middleware, a brand can identify the best course of action for each customer, avoiding unnecessary communications costs. If delivered appropriately, the use of digital content and fulfilment in multi-channel activity can in fact save money.

However I would recommend taking a step back to look at the overall commercial approach. At soe company in pakistan we are changing the relationship between client and agency. Combining the best thought leadership of the consulting world with the leading capabilities of the marketing services industry, we provide our clients with a process to move from the olde r integrated model to the more relevant multi-channel experience model, delivering relevant customer experiences through technology. Built on the premise of the 3 R’s: Reputation, Relevancy and Recommendation, we differentiate the customer experience through our reservoir of analytical insight about each customer, leveraging it to foster engaging customer dialogues and learning from these interactions to make improvements in the future.

Email Marketing

The largest email database in pakistan - approx 1,300,000 double opt-in subscribers.

Whether your marketing objective is instant sales, brand awareness, new customers or member acquisition, our targeted email lists enable you to effectively & affordably promote your products & services to pakistani consumers nationally for a fraction of the cost typically associated with traditional "normal media" and regular direct marketing channels.

With the largest database of opt-in pakistani consumers, we can target and segment your campaign to provide you with an end list which gets results to produce the best possible results for your email marketing campaigns.

This is a highly customized and targeted list that has specific categories which may be highly beneficial to your financial growth.

Website Analytics

Website analytics is widely used by business to business and business to consumer online merchants to examine various markets and track their customers accurately. Web analytics is also becoming increasingly popular with webmasters of other websites as well. Since tracking visitors accurately is very important for most websites, most webmasters use web analytics to get customer conversion rates and other important data. Usually, web analytics software tracks visitor behavior by inserting a small piece of tracking code on each page of the site. The tracking code transmits information to the analytics software vendor’s data collection facility using a tiny gif image or a small JavaScript code. To identify returning visitors tracking ID stored in a cookie is used.  

Over the past decade, e-commerce retailers have become proficient with web analytics and have improved their website design to help customers navigate and complete the purchase process easily. Having completed this process, many retailers have become overloaded with additional data that adds no further discernable value. It is difficult for most companies to process the data to extract important information and understand what to measure next. Going forward, e-commerce companies are discovering that they need to be highly innovative and respond to the latent needs of customers. Web analytics software applications provide a wealth of information which can help them do that.

Interestingly a recent report by Jupiter Research sent shockwaves through the industry when it stated that increasingly high rates of cookie rejection and deletion by internet users makes third-party cookies, which is the default method for hosted analytics solutions to measure visitor activity, an unreliable method for collecting and reporting on web marketing results.

Focusing on finding new ways to improve the customer experience will simplify e-business and increase the customer conversion rate. Only by using web analytics and usability testing together can companies get a complete picture of user behavior and experience on an e-commerce site. This is a very powerful method to understand customers and make improvements to the site based on customer needs.

Online Reputation

Business Reputation Management Your Business Reputation Online

YOUR SMALL BUSINESS REPUTATION

Reputation management is big, and it’s going to get even bigger in the near future

Reviews for businesses are now posted online, and they are visible for anyone to see. They come up when searching for a niche/location and when potential clients/consumers search for your business name.

Bad reviews will keep those same people from setting foot inside your business.

So where do these bad reviews online come from?

Research has found that the majority of consumers will never leave a review.

Insurrectionary anarchism is not an ideological solution to all social problems, a commodity on the capitalist market of ideologies and opinions, but an on-going praxis aimed at putting an end to the domination of the state and the continuance of capitalism, which requires analysis and discussion to advance. We don’t look to some ideal society or offer an image of utopia for public consumption. Throughout history, most anarchists, except those who believed that society would evolve to the point that it would leave the state behind, have been insurrectionary anarchists. Most simply, this means that the state will not merely wither away, thus anarchists must attack, for waiting is defeat; what is needed is open mutiny and the spreading of subversion among the exploited and excluded. Here we spell out some implications that we and some other insurrectionary anarchists draw from this general problem: if the state will not disappear on its own, how then do we end its existence? It is, therefore, primarily a practice, and focuses on the organization of attack. These notes are in no way a closed or finished product; we hope they are a part of an ongoing discussion, and we most certainly welcome responses. Much of this comes straight from past issues of Insurrection and pamphlets from Elephant Editions, available from the addresses at the end.

1. The State Will Not Just Disappear; Attack

The State of capital will not “wither away,” as it seems many anarchists have come to believe — not only entrenched in abstract positions of ‘waiting,’ but some even openly condemning the acts of those for whom the creation of the new world depends on the destruction of the old. Attack is the refusal of mediation, pacification, sacrifice, accommodation, and compromise.

It is through acting and learning to act, not propaganda, that we will open the path to insurrection, although propaganda has a role in clarifying how to act. Waiting only teaches waiting; in acting one learns to act.

The force of an insurrection is social, not military. The measure for evaluating the importance of a generalized revolt is not the armed clash, but on the contrary the amplitude of the paralysis of the economy, of normality.

2. Self-Activity versus managed revolt: from insurrection to revolution

As anarchists, the revolution is our constant point of reference, no matter what we are doing or what problem we are concerned with. But the revolution is not a myth simply to be used as a point of reference. Precisely because it is a concrete event, it must be built daily through more modest attempts which do not have all the liberating characteristics of the social revolution in the true sense. These more modest attempts are insurrections. In them the uprising of the most exploited and excluded of society and the most politically sensitized minority opens the way to the possible involvement of increasingly wider strata of exploited on a flux of rebellion which could lead to revolution.

Struggles must be developed, both in the intermediate and long term. Clear strategies are necessary to allow different methods to be used in a coordinated and fruitful way.

Autonomous action: the self-management of struggle means that those that struggle are autonomous in their decisions and actions; this is the opposite of an organization of synthesis which always attempts to take control of struggle. Struggles that are synthesized within a single controlling organization are easily integrated into the power structure of present society. Self-organized struggles are by nature uncontrollable when they are spread across the social terrain.

3. Uncontrollability versus managed revolt: the spread of attack

It is never possible to see the outcome of a specific struggle in advance. Even a limited struggle can have the most unexpected consequences. The passage from the various insurrections — limited and circumscribed — to revolution can never be guaranteed in advance by any method.

What the system is afraid of is not these acts of sabotage in themselves, so much as their spreading socially. Every proletarianized individual who disposes of even the most modest means can draw up his or her objectives, alone or along with others. It is materially impossible for the State and capital to police the apparatus of control that operates over the whole social territory. Anyone who really wants to contest the network of control can make their own theoretical and practical contribution. The appearance of the first broken links coincides with the spreading of acts of sabotage. The anonymous practice of social self-liberation could spread to all fields, breaking the codes of prevention put into place by power.

Small actions, therefore, easily reproducible, requiring unsophisticated means that are available to all, are by their very simplicity and spontaneity uncontrollable. They make a mockery of even the most advanced technological developments in counter-insurgency.

4. Permanent conflictuality versus mediation with institutional forces

Conflictuality should be seen as a permanent element in the struggle against those in power. A struggle which lacks this element ends up pushing us towards mediating with the institutions, grows accustomed to the habits of delegating and believing in an illusory emancipation carried out by parliamentary decree, to the very point of actively participating in our own exploitation ourselves.

There might perhaps be individual reasons for doubting the attempt to reach one’s aims with violent means. But when non-violence comes to be raised to the level of a non-violable principle, and where reality is divided into ‘good’ and ‘bad,’ then arguments cease to have value, and everything is seen in terms of submission and obedience. The officials of the anti-globalization movement, by distancing themselves and denouncing others have clarified one point in particular: that they see their principles — to which they feel duty-bound — as a claim to power over the movement as a whole.

5. Illegality; insurrection isn’t just robbing banks

Insurrectionary anarchism isn’t a morality on survival: we all survive in various ways, often in compromise with capital, depending on our social position, our talents and tastes. We certainly aren’t morally against the use of illegal means to free ourselves from the fetters of wage slavery in order to live and carry on our projects, yet we also don’t fetishize illegalism or turn it into some kind of religion with martyrs; it is simply a means, and often a good one.

6. Informal Organization; not professional revolutionaries or activists, not permanent organizations

From party/union to self-organization:

Profound differences exist within the revolutionary movement: the anarchist tendency towards quality of the struggle and its self-organization and the authoritarian tendency towards quantity and centralization.

Organization is for concrete tasks: thus we are against the party, syndicate and permanent organization, all of which act to synthesize struggle and become elements of integration for capital and the state. Their purpose comes to be their own existence, in the worst case they first build the organization then find or create the struggle. Our task is to act; organization is a means. Thus we are against the delegation of action or practice to an organization: we need generalized action that leads to insurrection, not managed struggles. Organization should not be for the defense of certain interests, but of attack on certain interests.

Informal organization is based on a number of comrades linked by a common affinity; its propulsive element is always action. The wider the range of problems these comrades face as a whole, the greater their affinity will be. It follows that the real organization, the effective capacity to act together, i.e. knowing where to find each other, the study and analysis of problems together, and the passing to action, all takes place in relation to the affinity reached and has nothing to do with programs, platforms, flags or more or less camouflaged parties. The informal anarchist organization is therefore a specific organization which gathers around a common affinity.

The anarchist minority and the exploited and excluded:

We are of the exploited and excluded, and thus our task is to act. Yet some critique all action that is not part of a large and visible social movement as “acting in the place of the proletariat.” They counsel analysis and waiting, instead of acting. Supposedly, we are not exploited alongside the exploited; our desires, our rage and our weaknesses are not part of the class struggle. This is nothing but another ideological separation between the exploited and subversives.

The active anarchist minority is not slave to numbers but continues to act against power even when the class clash is at a low level within the exploited of society. Anarchist action should not therefore aim at organizing and defending the whole of the class of exploited in one vast organization to see the struggle from beginning to end, but should identify single aspects of the struggle and carry them through to their conclusion of attack. We must also move away from the stereotypical images of the great mass struggles, and the concept of the infinite growth of a movement that is to dominate and control everything.

The relationship with the multitude of exploited and excluded cannot be structured as something that must endure the passage of time, i.e. be based on growth to infinity and resistance against the attack of the exploiters. It must have a more reduced specific dimension, one that is decidedly that of attack and not a rearguard relationship.

We can start building our struggle in such a way that conditions of revolt can emerge and latent conflict can develop and be brought to the fore. In this way a contact is established between the anarchist minority and the specific situation where the struggle can be developed.

7. The individual and the social: individualism and communism, a false problem

We embrace what is best in individualism and what is best in communism.

Insurrection begins with the desire of individuals to break out of constrained and controlled circumstances, the desire to reappropriate the capacity to create one’s own life as one sees fit. This requires that they overcome the separation between them and their conditions of existence. Where the few, the privileged, control the conditions of existence, it is not possible for most individuals to truly determine their existence on their terms. Individuality can only flourish where equality of access to the conditions of existence is the social reality. This equality of access is communism; what individuals do with that access is up to them and those around them. Thus there is no equality or identity of individuals implied in true communism. What forces us into an identity or an equality of being are the social roles laid upon us by our present system. There is no contradiction between individuality and communism.

8. We are the exploited, we are the contradiction: this is no time for waiting

The 10 belongings you ought to kindle during a selling automation demo

Marketing budgets continued  to rise in 2016, advancing to 12-tone system of company revenue, on average, per Gartner. This current investment within the profession has left the bulk of marketers optimistic regarding the year ahead. However, with increased  defrayal power comes heightened scrutiny from those holding the purse strings, and a fair larger specialize in ROI.

So, whether or not marketers square measure considering investment in automation school for the primary time, or they require to boost the capabilities of their current platforms, there’s a true ought to apprehend right.

Any vender value their salt can conduct rigorous due diligence before deciding that trafficker to partner with, however with such a large amount of suppliers vying for sales, it’s straightforward for varied demos to simply merge into one. Pre-demo preparation is so crucial.

The longer that goes into formulating what inquiries to raise the automation supplier, the simpler and worthy every demo are going to be. By remaining targeted and protruding to a ‘game plan’, there’s a way larger likelihood of coming back away having learned what very matters.

Here square measure ten necessary things to raise once the demo is underway:

What results have they achieved before?

It’s maybe the foremost obvious question (after ‘how will it work?’) however it’s typically one that marketers square measure afraid to raise. however by peripheral around this subject, there may be no guaranteeing that the platform is verified. it's necessary to assess if it's already increased  conversions, boosted sales and created life less complicated for different brands. Details of existing shopper successes ought to so be requested.

The a lot of forthcoming a trafficker is, the a lot of seemingly they’ll be able to give purposeful support with the marketer’s own campaigns moving forward. It means that they understand what ‘good’ seems like and might feed back their learnings from wider activity.

What will ‘multi-channel’ communications really look like?

Successful selling automation depends on over simply email. Yes, the flexibility to nail personalisation, suffocation and deliverability is vital, however the school should be able to build really multi-channel journeys most relevant to the client. this suggests integration things like Google, unsolicited mail, SMS and Facebook.

How is email deliverability configured?

Email deliverability is changing into an enormous challenge for marketers and also the hurdles square measure solely getting to become harder in 2017 as ESPs increase their stringencies. Marketers so want support that their messages can reach recipients’ inboxes as spam protection evolves.

Does the technology embody associate integrated report builder?

Ask to ascertain the report builder in action and confirm it'll intuitively gift easy-to-digest information and analysis, mapped against specific KPIs. Campaigns can before long fall through and deliver restricted ROI if it isn’t attainable to live performance and learn from every activity.

How do they attribute ROI?

There’s a lot of to measurement ROI than merely viewing open rates and click on throughs, thus look very well at however the seller handles this modelling. can the platform attribute ROI exclusively per the last campaign clicked or will it conjointly account for previous campaign interactions and behaviour?

Where can information reside?

Safe harbour rules mean information protection is business sector, and with the coming General information Protection Regulation due in 2018, the subject goes to rise to the highest of marketers’ agendas. it's not a problem that may be unheeded.

It is crucial to so make sure that client information resides for good within the UK – in line with information sovereignty principles, it cannot leave or be accessed by anyone outside of the country.

Is coaching on the market to assist replace lost skill-sets?

Marketers square measure associate bold bunch regularly wanting to progress in their careers. So, if a team member moves on (or goes on holiday!) it's necessary that the automation supplier can give coaching support for any new starters and/or cowl skills gaps once resources square measure low.

What if you encounter a problem?

What is the provider’s keep a copy associated support infrastructure? If it becomes tough or not possible to complete an action among the automation platform, is it okay to develop the phone and speak to an ardent account manager? Or, can there be a ‘ticketed’ log system with very little sign of urgency? What regarding if a campaign is falling flat? can there be access to an inspired team of marketers World Health Organization will boost engagement and drive a lot of enquiries?

There’s a lot of to selling automation success than simply computer code thus a provider ought to be sought-after that gives full support, if and once it’s required.

How would you are doing X?

A generic demo is of very little price – it’s merely a pitch. That’s why specific requests ought to be asked, such as, ‘How would you create a refer an acquaintance idea work?’

A tailored demo can very aid the choice creating method, and it should simply generate some new ideas to tackle unchartered waters.

What will the merchandise roadmap look like?

The world of promoting – and school – is dynamic  by the day. Marketers so want confidence that there's an outlined product roadmap for the platform, to confirm it evolves long into the longer term. Otherwise, what seems like a sound investment these days might be associate noncurrent and restrictive investment tomorrow.

Low-code Development Platform Market Overview 

The Low-code Development Platform Market size is estimated at USD 26.30 billion in 2025, and is expected to reach USD 67.12 billion by 2030, at a CAGR of 20.61% during the forecast period (2025-2030). This growth is driven by the increasing demand for rapid application development, modernization of legacy systems, and rising adoption across various industries. Organizations are leveraging low-code platforms to streamline software development, meet regulatory requirements, and address shortages in skilled developers, making these platforms an essential part of their technology strategies. 

These platforms provide visual development tools, pre-built templates, and automated workflows that simplify traditional software development processes. From small enterprises to large corporations, businesses are utilizing low-code solutions to accelerate application deployment, reduce costs, and enhance operational efficiency. As adoption expands, the Low-code Development Platform Market Share is increasingly distributed across multiple industries, reflecting the growing importance of low-code platforms in modern enterprise technology ecosystems. 

Key Trends in the Low-code Development Platform Market 

1. Cloud-First Deployment Models Boosting Flexibility and Scalability 

One of the main trends shaping the Low-code Development Platform Market is the shift toward cloud-first deployment models. Cloud platforms now account for a substantial portion of low-code adoption due to their scalability, easy integration with existing enterprise systems, and reduced infrastructure costs. Organizations favor cloud-based low-code solutions because they support remote work, allow seamless updates, and enable better collaboration across geographically dispersed teams.  

2. Integration of Artificial Intelligence to Streamline Development Processes 

Another significant trend is the integration of artificial intelligence into low-code platforms. AI-powered tools, such as generative AI copilots, are helping developers automate repetitive coding tasks, generate data models, and optimize workflows. The use of AI in low-code platforms is enabling businesses to accelerate delivery timelines while also empowering citizen developers to contribute more effectively to application development, broadening adoption across the enterprise. 

3. Regulatory Compliance and Audit Requirements Encouraging Adoption 

Compliance and regulatory demands are increasingly influencing low-code adoption. Industries such as banking, financial services, insurance (BFSI), healthcare, and government require platforms that provide strong audit trails and support adherence to data access regulations. This trend is particularly strong in regions like Europe and Asia-Pacific, where stringent regulatory mandates are pushing businesses to adopt low-code solutions that simplify compliance management. 

4. Modernization of Legacy Systems Driving Enterprise Investment 

Many enterprises and federal agencies are replacing outdated COBOL and on-premises systems with low-code solutions to reduce maintenance costs, improve deployment speed, and increase operational agility. This trend highlights the role of low-code platforms in enabling enterprises to maintain competitive advantage by updating legacy systems without the need for extensive manual coding or prolonged development timelines. 

Check out more details and stay updated with the latest industry trends, including the Japanese version for localized insights: https://www.mordorintelligence.com/ja/industry-reports/low-code-development-platform-market?utm_source=tumblr  

Segmentation in the Low-code Development Platform Market 

By Component: 

Platform 

Services 

By Application Type: 

Web-Based 

Mobile-Based 

Desktop / Server-Based 

API-Centric & Micro-Services 

By Deployment Mode: 

Cloud 

On-Premise 

By Organization Size: 

Small and Medium Enterprises (SMEs) 

Large Enterprises 

By Industry Vertical: 

Banking 

Financial Services and Insurance (BFSI) 

Retail and E-commerce 

Government and Defense 

Information Technology and Telecom 

Healthcare and Life Sciences 

Manufacturing 

Energy and Utilities 

Education 

Media and Entertainment 

Others (Transportation, Real Estate) 

By Geography: 

North America: United States, Canada, Mexico 

South America: Brazil, Argentina, Rest of South America 

Europe: United Kingdom, Germany, France, Italy, Spain, Nordics, Rest of Europe 

Asia-Pacific: China, India, Japan, South Korea, Australia, Rest of Asia-Pacific 

Middle East and Africa: South Africa, Saudi Arabia, United Arab Emirates, Nigeria, Rest of Middle East and Africa 

Key Players in the Low-code Development Platform Market 

Salesforce.com Inc.: A global leader in cloud-based CRM solutions, Salesforce offers the Lightning Platform, a low-code tool for building enterprise applications. 

Microsoft Corporation: Provides the Power Apps platform, enabling users to create custom business applications with minimal coding using a familiar Microsoft ecosystem. 

Appian Corporation: Specializes in low-code automation, combining process management, AI, and RPA to help organizations accelerate application development. 

Oracle Corporation: Offers Oracle APEX and other low-code tools for rapid development of scalable and secure enterprise applications. 

OutSystems Inc.: Focuses on enterprise-grade low-code development, allowing organizations to build web and mobile applications quickly with integrated DevOps support. 

Conclusion 

The Low-code Development Platform industry report indicates robust growth as organizations seek faster, cost-effective, and flexible software development options. Businesses are increasingly turning to low-code solutions to meet compliance, modernization, and operational efficiency requirements. The adoption of cloud-first models, AI-driven development tools, and industry-specific solutions is expected to continue shaping the market. 

The global low-code development platform market size is expected to reach USD 35.22 billion by 2030, expanding at a compound annual growth rate (CAGR) of 22.9% from 2023 to 2030, according to a new report by Grand View Research Inc. The growth can majorly be attributed to the increasing digitization within the industry, coupled with the growing prevalence of BYOD (bring-your-own-device). The progress of Industry 4.0 and the shift toward digital workplaces leveraging innovative technologies present substantial growth opportunities for the low-code development platform sector.

Businesses around the world are actively seeking digital avenues to engage with their user and customer base and these businesses are increasingly adopting low-code development platforms to streamline the rapid creation of intricate web applications. The onset of the COVID-19 pandemic has positively impacted the market growth owing to the high demand for such platforms since the pandemic forced millions to learn and work from home.

The growth is being further driven by the continuous technological advancements introduced by the market players. For instance, in September 2023, Salesforce, Inc. announced the launch of its new Einstein 1 Platform which features significant advancements to both the Salesforce Data Cloud and Einstein AI capabilities. These developments are built on Salesforce, Inc.'s foundational metadata framework, making the Einstein 1 Platform a dependable AI solution for businesses. This platform allows companies to securely integrate diverse data sources, enabling the creation of AI-driven applications with low-code and the delivery of entirely fresh CRM experiences.

Gather more insights about the market drivers, restrains and growth of the Low-code Development Platform Market

Low-Code Development Platform Market Report Highlights 

• Based on application, the web-based segment is expected to witness a CAGR of over 22.0% from 2023 to 2030 primarily due to the rising demand for low-code development platforms. These platforms facilitate application development with resource efficiency comparable to conventional development methods

• The growth of large enterprises has been robust, driven by their need to streamline and accelerate application development processes. These organizations are increasingly adopting low-code solutions to enhance agility and cost-efficiency in software development, paving the way for significant market expansion

• Based on end-use, the IT & telecom segment accounted for a revenue share of close to 21.0% in 2022 driven by a growing demand within these industries to streamline their operations and accelerate the development of applications

• The North American market was valued at nearly USD 2.0 billion in 2022 owing to the rising adoption of digital technologies, early adoption of advanced technologies, and the presence of prominent market players in the region 

Low-Code Development Platform Market Segmentation

Grand View Research has segmented the global low-code development platform market based on application type, deployment type, organization size, end-use, and region:

Low-code Development Platform Application Type Outlook (Revenue, USD Million, 2018 - 2030)

• Web-based

• Mobile-based

Low-code Development Platform Deployment Type Outlook (Revenue, USD Million, 2018 - 2030)

• Cloud

• On-premise

Low-code Development Platform Organization Size Outlook (Revenue, USD Million, 2018 - 2030)

• SME

• Large Enterprise

Low-code Development Platform End-use Outlook (Revenue, USD Million, 2018 - 2030)

• BFSI

• Automotive & Manufacturing

• Retail

• Education

• IT & Telecom

• Transportation & Logistics

• Others

Low-code Development Platform Regional Outlook (Revenue, USD Million, 2018 - 2030)

• North America

o U.S.

o Canada

• Europe

o Germany

o UK

o France

o Italy

o Spain

• Asia Pacific

o China

o Japan

o India

o South Korea

• Latin America

o Brazil

o Mexico

• Middle East and Africa

o UAE

o South Africa