3. 3
3.3
Why is it important to think
about what it takes to change
behavior when thinking about
consumer adoption of BB?
4. 3.4
Active v Inactive BB Customers…
What is the difference
between BB customers
who are ‘active’ & those
who are ‘inactive’?
What must happen for
‘inactive’ customers to
become to regular ‘active’
users of BB services?
ACTIVE
INACTIVE
Source: Mobile Money for the Unbanked 2013 Global Mobile Money Adoption Survey Findings (GSMA 2014)
5. 5
Active v Inactive BB Customers…
3.5
In 2013…
203 Million registered
accounts
But only
61 Millionactive accounts
Source: Mobile Money for the Unbanked 2013 Global Mobile Money Adoption Survey Findings (GSMA 2014)
6.
7. 3.7
CEBB is all about Behavior Change…
Do you know and
understand the
challenges faced
by your staff on
the frontline?
BB providers may also not fully recognize the important
role that their frontline staff have as educators, the
need for their capacity development or even the need
to prioritize CEBB training for their staff!
Frontline staff face two challenges as BB ambassadors
and educators: The staff may have limited knowledge
or exposure to BB services; and even if they know the
service, they may have difficulty explaining it
effectively to customers, in a way that customers can
easily understand.
8. 3.8
When talking ‘Behavior Change’ – What is your question?
How do customers’
perceptions, attitudes and
knowledge progress along
the behavior change path?
Where in the customers’
journey do various types
of CE interventions have
the most impact?
What ways
do people learn best?
What are the best
techniques to enable
behavior change?
What other questions
do you think are
important when
discussing behavior
change?
9. Why is it important to
understand the behavior change
process leading up to consumer
adoption of branchless banking?
3.9
11. 3.11
Think back to your first time using technology to
manage your money – for saving, transferring,
depositing, borrowing, making payments, etc.
Perhaps it was an experience with your mobile
phone, maybe it was simply using an ATM for the
first time…
What did you expect?
How do you rate the success
of your first experience?
What made your experience
successful or unsuccessful?
Are you a regular
user of that banking
service now?
Why or why not?
How do we succeed at behavior change?
12. 3.12
Internal v External Determinants of Behavior Change…
Some determinants may be external,
that is, relate directly to the service, such
as reliable access to the service when you
need it, or the stability of the mobile
network.
Other determinants may be internal,
personal circumstances or conditions that
make consumers less or more willing and
ready to change their behavior and adopt
BB.
It is this internal process that we will now
focus on and identify where CE has the
most potential for enabling behavior
change.
Many factors can contribute to the success or failure of a consumer’s first
experience with a BB service as your own answers likely suggest.
13. 3.13
Active v Inactive Customers…
A consumer’s perceptions, awareness and motivation can determine from the start
how open they are to change or to learn more about a BB service. Further, a
consumer’s experience either first hand or second hand can significantly affect the
level of self-efficacy and intent to take action and charge of his or her own situation.
Self-efficacy (the confidence or belief in themselves to be able to successfully carry
out the behavior change) indicates how prepared consumers feel they are to attempt
the change. Their perceived readiness can be as important as their actual readiness.
ACTIVEINACTIVE
14. What types of internal and
external determinants have the
most potential to enable
behavior change and support BB
adoption?
3.14
16. 3.16
The Customer’s Adoption Process for BB…
EXPECTATIONS EXPERIENCE
Thoughts & Perceptions Behavior Change
Motivational Intent
Expectations determine how open
consumers are to receiving information
about the potential behavior change,
such as consumers’ perceptions and
their awareness of the potential
benefits of the behavior change.
Experience is the actual behavior
change or attempt of it through
experimentation and trial. It is the action
that the consumer takes.
Customers’ level of motivation to leave their status
quo and change their behavior is often impacted by new
knowledge, which creates a pathway from
expectations toward action.
17. 3.17
Trust should be progressively built throughout the adoption process
Finalize decision to
change behavior
Effectively apply
knowledge and skills
Feel satisfaction with
trial experience,
leading to adoption
and sustained
behavior change
Determine usefulness
Apply knowledge
and try out new skills
Experience enhanced
Self -Efficacy:
Identify expanding
financial capability and
confidence
Familiarity with
benefits of
behavior change
Receptiveness to
new information
Willingness to
explore or try new
behavior
Observations:
Risks, Threats,
Benefits
Barriers:
Access, Religious,
Political, Cultural,
Social
Low level of
Self-Efficacy:
Confidence in
own ability
Address: Increase: So that consumers can:
The Customer’s Adoption Process for BB…
18. 3.18
Types of Customer responses…
Trust should be progressively built throughout the adoption process
…I know how to
send money
using my mobile
phone!
I now make
mobile deposits
into my account!
…I want to
learn about
other products
like bill pay!
…I want to try
one transaction
and see if my
money arrives
safely in my bank
account…
If this works, I
won’t have to
leave my place of
business to go to
the bank!
…using BB saves
me time and the
expense of going
to the bank!
…I want to learn
more about how
the service
works…
…the service is
new, but maybe
it could help me
move my money
safely...
…I do think I can
learn how to
successfully use
BB!
19.
20.
21. 3.21
CE helps customers navigate the BB adoption process…
Receptiveness: Consumers need to be in the right frame of mind to be open to hearing
or thinking about behavior change. CE can engage the emotions of consumers and
address their initial perceptions around BB which can otherwise prevent openness to
change. How does the BB relate to me and my situation?
Curiosity: What can be offered to snap people out of their current behavior, even if it is
only long enough to consider something new? Consumers should feel compelled to seek
more knowledge about using BB. How can the BB service help me in my daily life? What
problem could it solve? Why is this service better than how I currently manage my
money?
Exploration & Experimentation: CE can encourage the desire to attempt change by
increasing consumers’ self-efficacy through imparting knowledge and skills about BB.
What is a PIN? How does it keep my money safe? How do I make a loan payment using
my mobile phone?
Conversion: CE contributes to consumer’s decision to sustain the behavior change and
adopt BB, by increasing their understanding of how to use the service successfully and
effectively over a period of time. What do I do if I encounter problems with the service?
How can I use the BB service for other types of financial transactions?
22. 3.22
Learning should involve
thinking and emotions,
as well as doing.
Agree / Disagree:
Do you agree with this statement, that learning
should inspire action, stimulate growth and change
behavior?
How could this principle be applied
to a CEBB program?
Source: Vella, Jane. Learning To Listen, Learning To Teach. Jossey-Bass, Inc: 1994.
25. 3.25
Awareness familiarizes consumers to your
BB service – what it is and the potential benefits.
CE can engage emotions and create a “compelling
hook” to the consumers to act.
Example: a series of posters illustrating the
different features of the service, presented in a
way that the consumer recognizes the service is
meant for him or her.
The Financial Capability Development Model
26. 3.26
Direct Training is when you can equip
customers with the Knowledge, Skills and
Self-Efficacy needed to adopt the BB service.
The training can vary in the amount of time that is
spent and who conducts it.
Example: from a 10 minute one-on-one session
with a loan officer on the steps to transact to a
one-hour training as part of a broader sensitization
or product launch campaign.
Learning should be a dialogue to allow the
customer more time and opportunity to explore,
question and evaluate.
The Financial Capability Development Model
27. 3.27
Practice allows customers to apply what
they have learned. Regular practice helps them
to better retain the knowledge and skills gained.
Example: a customer performs a mobile banking
transaction on his phone after the agent has
demonstrated it.
People need to apply their new learning
immediately. Without the opportunity for
prompt application, the new learning may lose
its relevancy to the consumer.
The Financial Capability Development Model
28. 3.28
Reinforcement helps ensure key messages
are retained throughout the training and long after.
Example: CEBB tips sent to a customer’s cell phone
on a weekly basis. Mastery of new knowledge and
skills should be reinforced at every possible
opportunity.
The Financial Capability Development Model
29.
30. 3.30
What Enables Behavior Change?
Use Module Three Tool to take stock of your current CE activities.
What consumer
education or
capacity
development
activities do you
currently do under
Awareness,
Direct Training,
Reinforcement
and Practice?
31. 3.31
Supporting an Enabling Environment: Frontline Staff
What role, if any, do frontline staff currently
play in building customer awareness on BB or
financial capability more generally?
Use a ‘pie chart’ to indicate how much of your
frontline’s staff’s job position is dedicated to
building customer awareness or financial
capability in comparison to their other
responsibilities.
%
%
%
What challenges do the frontline
staff commonly have with
educating your customers?
32. 3.32
Supporting an Enabling Environment: Frontline Staff
“Frontline staff support an
enabling environment for BB
adoption by…”
Take a moment to consider how you would
finish this statement.
33. 3.33
Why CEBB training for frontline staff is important
CEBB training for frontline staff does not need to be a separate training from the
normal training that frontline staff already receive from their institutions. It can be
incorporated as part of staff on-boarding, orientation or any other periodic training
conducted with your staff.
Tools and resources for frontline staff can make interactions with consumers more
productive, particularly those that frontline staff can use to guide or facilitate their
conversations with consumers.
Reinforcement is also critical for staff to
maintain or enhance their own CEBB
knowledge and skills. Refresher trainings
for staff provide valuable reinforcement.
