Bank Sinar Harapan Bali is a subsidiary of Bank Mandiri focused on micro-segment development in Bali. It has over 140,000 customers and $833.9 million in total funding and $628.7 million in total credit. While many countries still have financial inclusion issues, Indonesia has a particularly high percentage of the population - 49% - with no financial access. This is due to factors such as the low number of bank branches and ATMs, as well as low financial literacy. However, Indonesia has high mobile phone penetration and growing internet and social media usage, presenting an opportunity to increase financial inclusion through branchless banking and mobile payments. Key challenges include mobile network coverage, regulation, and lack of
PROBLEMS AND CHALLENGES ON INDIAN BANKING SECTOR IN PRE AND POST GLOBALISATIO...IAEME Publication
The post-nationalization era saw a sea-change in the banking scenario: financial stability of public sector banks (PSBs) controlling more than 84% of Banking business of the country, PSBs commanding trust and confidence of the Banking-public, expansion of Branch net-work of Banks – particularly in hitherto unbanked rural and semi-urban centers, opening up the banking services accessible to the rural poor, expansion of credit to agriculture, small scale industries and small entrepreneurs, artisans – even to the marginal farmers, small shop-owners, vegetable vendors etc.
Rural Finance Study an understanding of a number of banks and finance companies have begun to specialize in offering credits to farmers, farming finance is a service of utmost importance and closely related to the continued progress of the country as agriculture continues to play a center role. It promoting by RC&M India Experiential Marketing & brand promotions Company.
Product and Services by MFIs / NBFCs / NGOs in Pune:
A Comparative Analysis of Lending Models.
The following are the MFI’s which are chosen for the comparison :
• Ujjivan Small Finance bank.
• Equitas Small Finance bank.
• Madura Micro Finance bank.
• Suryoday Micro Finance Private Ltd.
• ESAF Small Finance bank.
PROBLEMS AND CHALLENGES ON INDIAN BANKING SECTOR IN PRE AND POST GLOBALISATIO...IAEME Publication
The post-nationalization era saw a sea-change in the banking scenario: financial stability of public sector banks (PSBs) controlling more than 84% of Banking business of the country, PSBs commanding trust and confidence of the Banking-public, expansion of Branch net-work of Banks – particularly in hitherto unbanked rural and semi-urban centers, opening up the banking services accessible to the rural poor, expansion of credit to agriculture, small scale industries and small entrepreneurs, artisans – even to the marginal farmers, small shop-owners, vegetable vendors etc.
Rural Finance Study an understanding of a number of banks and finance companies have begun to specialize in offering credits to farmers, farming finance is a service of utmost importance and closely related to the continued progress of the country as agriculture continues to play a center role. It promoting by RC&M India Experiential Marketing & brand promotions Company.
Product and Services by MFIs / NBFCs / NGOs in Pune:
A Comparative Analysis of Lending Models.
The following are the MFI’s which are chosen for the comparison :
• Ujjivan Small Finance bank.
• Equitas Small Finance bank.
• Madura Micro Finance bank.
• Suryoday Micro Finance Private Ltd.
• ESAF Small Finance bank.
Finance presence in Rural areas of India today; is in the following forms:
Nationalized Banks
Private Banks
Credit Societies
Co-operative Banks
Informal loans (Money Lenders)
• Understanding the Finance Industry in Rural India
• Finance Presence in Rural India
• Rural Finance Penetration in India
• Finance Presence Geographic Segmentations
• Rural Finance Growth & Potential
• Rural Finance Potential
• Rural Finance Growth
• Rural Customer Finance Preferences
• Finance Preference in a Rural Household
• Rural Finance Preference Breakup
• Rural Finance Agency wise & Region wise Penetration
• Initiative in Rural Finance
Banking Sector in Rural India - Challenges and OpportunitiesAkshay Panwar
This dissertation examines the situation of the Banking Sector in Rural India through studying the obstacles and bottlenecks that have caused underdevelopment of banking services and products in rural Indian areas. Contrary popular belief lack of capital to invest for improving banking is not only the reason why the sector is underdeveloped. Banking has been affected by challenges such as technology displacement and radical innovation of technology, vast demographic of India, lack of liquidity, lack of services understanding amongst customers, weak policies and the unwillingness of talented bank employees to work in rural India.
As a result, it is going to take time, investments, overall development of villages and introduction of innovative schemes and policies to change the state of banking in Rural India. There have been several research papers published and survey groups that have tried to explore Rural Banking but the market and economy keeps constantly changing alongside a
lot more about Rural Banking yet to be explored.
We took the above variables in account and developed a theoretical framework containing the dependent and independent variables along with the null and alternate hypotheses that had to be proved true or false depending upon the data collection.
We prepared two questionnaires targeted to Bankers and customers in Rural India to get perspectives and insights from the service providers and from users. Stratified sampling was
used to gather appropriate data.
The data collected was analysed using the SPSS software for which a set of analysis techniques were applied and the data was interpreted which helped in proving the corresponding null or alternate hypotheses true as per the requirement of the research.
Case Study: Internal Social Media Collaboration – The Enterprise Is Social, Now What?
Presented by: Kelli Carlson-Jagersma, Vice President, Collaboration Strategist, Wholesale Social Strategy, Wells Fargo
Wells Fargo has been blogging, using wiki's and SharePoint for document collaboration internally since 2004 to enhance its internal communication channels and engage team members. However, since the merger of Wachovia and Wells Fargo in 2008, there was a need to integrate user and corporate communications, as well as help foster a 'new way' of supporting their customer. Wells Fargo has built a team dedicated to strategize on internal collaboration, partner with existing communication teams and be the support and education point for all things social. Learn from Wells Fargo and take away lessons on how your organization can apply:
* Internal collaboration team guiding principles
* Key learnings from specific internal communications gone social
* 3 use case studies- the good, the bad and the ugly
www.bdionline.com
Case Study: Six Principles for Social Success in Financial Services
Presented by: Joanna Belbey, Social Media and Compliance Specialist, Actiance, Inc
www.bdionline.com
Finance presence in Rural areas of India today; is in the following forms:
Nationalized Banks
Private Banks
Credit Societies
Co-operative Banks
Informal loans (Money Lenders)
• Understanding the Finance Industry in Rural India
• Finance Presence in Rural India
• Rural Finance Penetration in India
• Finance Presence Geographic Segmentations
• Rural Finance Growth & Potential
• Rural Finance Potential
• Rural Finance Growth
• Rural Customer Finance Preferences
• Finance Preference in a Rural Household
• Rural Finance Preference Breakup
• Rural Finance Agency wise & Region wise Penetration
• Initiative in Rural Finance
Banking Sector in Rural India - Challenges and OpportunitiesAkshay Panwar
This dissertation examines the situation of the Banking Sector in Rural India through studying the obstacles and bottlenecks that have caused underdevelopment of banking services and products in rural Indian areas. Contrary popular belief lack of capital to invest for improving banking is not only the reason why the sector is underdeveloped. Banking has been affected by challenges such as technology displacement and radical innovation of technology, vast demographic of India, lack of liquidity, lack of services understanding amongst customers, weak policies and the unwillingness of talented bank employees to work in rural India.
As a result, it is going to take time, investments, overall development of villages and introduction of innovative schemes and policies to change the state of banking in Rural India. There have been several research papers published and survey groups that have tried to explore Rural Banking but the market and economy keeps constantly changing alongside a
lot more about Rural Banking yet to be explored.
We took the above variables in account and developed a theoretical framework containing the dependent and independent variables along with the null and alternate hypotheses that had to be proved true or false depending upon the data collection.
We prepared two questionnaires targeted to Bankers and customers in Rural India to get perspectives and insights from the service providers and from users. Stratified sampling was
used to gather appropriate data.
The data collected was analysed using the SPSS software for which a set of analysis techniques were applied and the data was interpreted which helped in proving the corresponding null or alternate hypotheses true as per the requirement of the research.
Case Study: Internal Social Media Collaboration – The Enterprise Is Social, Now What?
Presented by: Kelli Carlson-Jagersma, Vice President, Collaboration Strategist, Wholesale Social Strategy, Wells Fargo
Wells Fargo has been blogging, using wiki's and SharePoint for document collaboration internally since 2004 to enhance its internal communication channels and engage team members. However, since the merger of Wachovia and Wells Fargo in 2008, there was a need to integrate user and corporate communications, as well as help foster a 'new way' of supporting their customer. Wells Fargo has built a team dedicated to strategize on internal collaboration, partner with existing communication teams and be the support and education point for all things social. Learn from Wells Fargo and take away lessons on how your organization can apply:
* Internal collaboration team guiding principles
* Key learnings from specific internal communications gone social
* 3 use case studies- the good, the bad and the ugly
www.bdionline.com
Case Study: Six Principles for Social Success in Financial Services
Presented by: Joanna Belbey, Social Media and Compliance Specialist, Actiance, Inc
www.bdionline.com
Number One in Digital, launched September 2014, contains Labour Digital's 82 recommendations to transform Britain into a digital world-leader through investment and reform in infrastructure, investment, regulation, skills and public services. The report calls for a new national programme led by Digital Board of Britain’s digital leaders, reporting to the Prime Minister, to guide this change over the next decade.
Our Digital Culture provides us with opportunities for New Evangelization. And what is New Evangelization? A call to each person to deepen his or her own faith, has confidence in the Gospel, and possesses a deep desire to share the Good News. We'll explore how to share your encounter with Jesus today in this ever evolving Digital Culture that allows us to create and craft our message in ways never previously imagined.
Labour versus labour. Rethinking work in a digital societyMAKE-IT
Presented by Jeremy Millard at:
Triennale XX1
New Craft
Labour versus labour. Rethinking work in a digital society.
27-28 aprile 2016 Fabbrica del Vapore
Via Giulio Procaccini 4, Milano
Program: http://www.fondazionebassetti.org/it/focus/2016/03/labour_versus_labour_rethinkin.html
Earlier this year, we launched the People’s Lab crowdsourcing platform and approach to help our clients crowdsource insights and innovation. People’s Lab forms the core of our distinctive insights and foresight approach, which consists of four elements: organic conversation analysis, MSLGROUP’s own insight communities, client-specific insights communities, and ethnographic deep dives into these communities. This four-part approach helps us distill a deep understanding of societal values, consumption behaviors and attitudes towards brands, not only in terms of insights that help explain our world today, but also foresights that give us a glimpse of future worlds.
As an example, 100+ thinkers and planners within MSLGROUP share and discuss inspiring projects on citizenship, crowdsourcing and storytelling on the MSLGROUP Insights Network. Every week, we pick up one project and do a deep dive into conversations around it — on the MSLGROUP Insights Network itself but also on the broader social web — to distill insights and foresights. We have been sharing these insights and foresights with you on our People’s Insights blog. Now, we have compiled the best insights from the network and the blog in the iPad-friendly People’s Insights Quarterly Magazine, as a showcase of our capabilities.
For more, see http://peopleslab.mslgroup.com.
Why is programmatic taking off? What is this revolution all about?Datacratic
Google Quebec hosted Think Quebec and this year they explored digital marketing as a path to quicker, deeper connections between a brand and its consumer. Inspired by Parkour, the popular urban sport of finding the most direct route to your goal, they presented campaigns and strategies as beautiful as they are successful–another discipline at the junction of art and science. James Prudhomme, CEO Datacratic spoke at Google's Think Quebec. His Talk is entitled "Why is programmatic taking off? What is this revolution all about?"
Digital signage & employee communicationsChuck Gose
This presentation was presented as part of a webinar in February 2010. MediaTile is an award-winning digital signage provider and was accompanied in the presentation by Eli Lilly & Company, one of the world's largest pharmaceutical companies.
The webinar focused on the importance of implementing digital signage to enhance employee communications on a global and local effort.
Ekonomi Digital di Indonesia 2016 - 2019Bari Arijono
Pertumbuhan ekonomi di Indonesia thn 2016 masih stagnan di angka 5%, untuk mendorog hingga mencapai angka 7% di tahun 2019 dibutuhkan peran sektor ekonomi digital yang saat ini belum di garap secara maksimal oleh pemerintah Indonesia.
this is a kind of research paper on financial inclusion and e-banking services awareness among the customer of State Bank of India with special reference to customer of Agra...
the sample size of study is small because of limited time periiod...
Summer Training Report of Role & Implications of Micro-FinanceFellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
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121010_Mobile Banking & Payments for Emerging Asia Summit 2012_Unleashing the...
121010_Mobile Banking & Payments for Emerging Asia Summit 2012_Bank Sinar Branchless Banking Project- Sinar Sip Experience
1. Bank Sinar Branchless Banking Project-
Sinar Sip Experience
Mobile Banking & Payment For Emerging Asia Summit 2012
October 2012
1
2. Bank Sinar Harapan Bali Overview
Bank Sinar Harapan Bali is one of Bank Mandiri’s (largest
Indonesia bank) subsidiary which focus on the micro segment
development
TOTAL PROFIT : Rp. 8.84 bio Bank Sinar Strategy
1• Product Development
TOTAL ASET : TOTAL FUNDING: TOTAL CREDIT: 2• Branch expansion outside Bali
Rp. 1.03 Tn Rp. 833.9 bio Rp. 628.7 bio
3• Branchless Banking implementation
NUMBER OF CUSTOMERS : 140.366
BSHB Vision : “TO BE DOMINANT IN MICRO & SMALL BUSINESS IN BALI
Source : Bank Sinar Data, June 2012 2
3. Financial Inclusion Level Comparison
Many countries are still facing Financial Inclusion …including Indonesia which have 49% of
Issue population with no financial access
OECD Countries*)
Middle Asia & East Europe 60 million people
193 million people 8%
49%
South Asia
612 million
58% SE Asia & Asia East Asia
876 million people
Middle East Africa
136 million orang 59% 326 million
67% 80%
Latin America
250 million
65%
Source: Global Financial Inclusion (McKinsey & Company, 2010) Source : World Bank, 2010
*) OECD (Organisation for Economic Co-operation and Development)
3
4. Main Reasons for high Un-banked Population
1 Low number of branches/ATMs 2 Low level of Financial Literacy
Insufficient money 79%
Saving Unemployed 9%
Account
Feel no benefit 4%
Feel do not deserve 60%
Credit / Loans Do not need credit 20%
No collateral 4%
To open or set up a new branch/ATM need considerably Insufficient money 45%
high cost, Capex and Opex Approximately, a new branch Insurance Lack of knowledge 29%
requires Rp. 350 million of Capex and over Rp. 950 millon
Opex/year. Thus banks are more likely to open a new Feel no benefit 17%
branch/ATM in a higher density area such as city or urban
area.
Source: World Bank Database, 2010
4
5. Understanding Un-banked Segment
Banking is
not for me
I want convenient,
easy, and immediate Banking brand
access to my money enhances trust
in services
Payments need
to be easy for
Agent need to be me
educated on the
services in order to
serve me well I (just like other 93%
mobile subscribers)
won’t change my
number.
I and most of my friends and families have mobile phones
Source : Visa, BSHB research 5
6. Adaptation to New Technology
At the same time, Indonesian are adaptive to new technology
Mobile phone subscribers (millions) Facebook users outside US (millions)
Only within 18 years, mobile phone has swiftly Indonesia ranks 3rd in terms of facebook users
penetrated Indonesia population. It is so ubiquitous that (outside US) with around 18% penetration of the
it also reaches the un-banked segment. total population. Most of them access facebook via
mobile phone.
Source: Association of Indonesia Cellular Phones and industry checking Source: Socialbakers.com, April 2012 6
7. Good Opportunity to Increase e-Commerce
Number of Internet Users (millions) Indonesia e-Commerce
Transaction Volume Projection (Rp Tn)
• People are no w more likely to use e-commerce as the
result of easiness and convenient to use
• However, micro payment transactions generally are
not yet facilitated.
7
8. Main Key Issues for M-Payment in Indonesia
E-Money as one of m-payment
C
A Mobile Network Operators instrument is still lack of interoperability
• High churn rate becomes a problem especially when m-
banking/m-payment services are view as increasing
customer Stickiness
• Level of active SIM cards in the market
• Network coverage
• M-banking cost charged by the MNO
B D Some MNOs also have develop Mobile
Regulation
Money products
• Cash-in/cash-out • More harmonize cooperation needed
• Agent banking • Separate and clearer role between Banks
and MNOs by regulation
• KYC/AML
8
9. Indonesia Readiness for Mobile Payment
Although number of phone subscribers
Mobile phone prevalence is also relatively
exceeds number of population, mobile
low*)
coverage is still an issue
*)Mobile phone subscribers as a percentage of the 15-to 64 y.o population
Source: MasterCard Mobile Payment Readiness Index
9
10. Indonesia Readiness for Mobile Payment
Global Perspective on Consumer Sentiment in
Indonesia
Consumer in Indonesia are not yet persuaded of the value of mobile payments. Willingness to use
them and current frequency of use, Indonesia ranks below average. Therefore, intense marketing and
education program may bring Indonesian consumers to adopt mobile payments
Source: MasterCard Mobile Payment Readiness Index
10
11. Bank Sinar Harapan Bali – Branchless Banking Project
• Promote national economic development by expanding financial
access
• Help prove that branchless banking can run well in developing
countries
• Increase micro & small segment • Provide additional
customers services to subscribers
• Cross-sell & provide additional • Increase number of
services to existing customers AXIS customers
Developed Sinar Sip as the seed for branchless banking
• Increase access to financial services for the un-banked segment
• Increase customer loyalty
• Support partner’s growth and increase access to partners services
11
12. Branchless Banking Concept
Traditional Banking
Account Opening
Customer
Cash In / Deposit
G Bank
Cash Out / Withdrawal
Customers have to go to a bank branch to open an account or cash-in/cash-out
Branchless banking
Agent
Account Opening
m
Transfer P2P
Customer
Cash In / Deposit
m
Fund Management
G
Customer Cash Out / Withdrawal m Bank
Not only from traditional banking access, customers may use mobile phone or come to agents in order to do
their financial transactions
12
12
13. Sinar Sip Feature
Sinar Sip is a saving account that can only be accessed through mobile phone. It offers
easiness, low rates and security
Key Features
Can be accessed from any type of mobile
phones (GSM)
P2P
Linked to Bank Sinar Account
Cash-token
Bill Payment
Airtime Top-Up
Purchase
Low initial deposit
PIN required
13
14. Sinar Sip Feature
The Sinar Sip product is a very low in pricing and fit for the unbanked populations.
1. Cash-In/Cash-out FREE
2. Transfer a. Inter Sinar Sip FREE
b. Sinar Sip – Bank Sinar Account FREE
c. Inter Bank Sinar Account FREE
d. Bank Sinar Account – Sinar Sip FREE
3. Token Transaction Rp. 4.000,-
4. Bill Payment a. Handphone FREE
b. Telkom Product Rp. 1.000,-
c. Telkom Vision FREE
5. Airtime Topup a. Axis FREE
b. Mentari FREE
c. IM3 FREE
d. XL Bebas FREE
e. Tri FREE
f. Fren FREE
g. Esia FREE
6. Request Payment FREE
7. Monthly Account Fee FREE
8. Account Statement Print Account Statement / sheet Rp. 2.500,-
14
15. Sinar Sip Feature
Release 1 Release 2 * (date TBC) Future
Account Opening Connect to other MNOs ATM Functionality
Cash-In / Cash-Out Loan Disbursement & Inq. Loan Application
Sinar Sip to Sinar Sip Product & System Enhncnt. Fixed Term Deposit Purchases
Transfers Agent Development Micro Insurance
Cash to Cash Transfers E-Money
Airtime Top-up
Linked Bank Sinar A/C
Bill Payment
Some rationales behind
E-Money has greater flexibility than bank
account in terms of KYC. Easiness to have e-
money account will have great benefit
ATM is essential to increase customer base
since ATM can be an “AGENT”
15
16. Some customer education and adoption strategies
“Banking education
“Low income
Sinar-Mandiri”
Payroll Package”
• 50 markets
•1.000 users targeted
targeted
•~60 participants
•~7500 participants
“Promo at Game “Community
Online” creation at Schools ”
•Current 8 stores •Canteen, school fee
•35 stores targeted payment usage
“Motorbikes / car “Program at bulk
wash Program” laundry”
•50 stores targeted •25 laundries
targeted
16
19. Sinar Sip Achievement
Number Of Account Total Float (Rp. 000)
2500 100,000
2112 86,708
1996 77,221
2000 1772 80,000
1582 62,639
1348 1428
1500 60,000 51,673
41,949 45,407
1000 40,000
500 20,000
0 -
Jan Feb Mar Apr Mei Jun
Jan Feb Mar Apr May Jun
Transaction Frequency Type Of Transaction
5,000 4,537 2.12% 2.23% 2.64%
0.76%
3,869 3,978 2.97%
1.23% Balance Enquiry
4,000 Deposit
3,212
2,931 2,967 AirTime Topup
3,000 Linked Balance Enquiry
44.26% P2P Transfer
2,000 25.15% Withdrawal
Mini Statement
1,000 Linked Mini Statement
Linked Transfer In
- 10.11%
Others
Jan Feb Mar Apr May Jun 8.52%
Source : Bank Sinar Data, June 2012 19
20. What Sinar Sip Needs
1 • KYC still must be done by bank personnel
• KYC requirements perceived to be very rigid by the un-banked
REGULATION
• Agent Banking regulation has not been implemented
• E-Money regulation which needs to be fine-tuned
2 • 3 major MNOs have e-money platform and product
MNO • MNOs have full access to infrastructure
Collaboration
3
NETWORK/ • Agents needed to expand its network
AGENTS • May Increase access to customers fund
4
FINANCIAL • Need efforts / expensive to educate un-banked segment
LITERACY • Government campaign in relation to financial inclusion, less cash
society and mobile payment
5
• Community as used case
COMMUNITY • need lot of merchants
20