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Agent Expansion in WAEMU
The document outlines a project aimed at expanding a mobile money agent network by adding 1,500 new agents to improve financial access and reduce cash usage. Key outcomes included increased transaction volumes exceeding 100 billion CFA francs, high satisfaction rates among agents, and the identification of significant logistical and supervisory requirements for effective deployment. Lessons learned emphasized the importance of strong partnerships, appropriate training, and efficient monitoring systems to ensure the success of the initiative.
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Agent Expansion in WAEMU
- 1. Mobile money agentnetwork expansion: Experience from a mobile network operator in WAEMU March, 2015
- 2. Scope of theproject Increase the mobile money distribution network capacity with 1500 new agents Reduce the circulation and the usage of cash Structure and facilitate the financial exchanges Train the new agents to financial management, by providing appropriate and simple tools and practices; Generate new jobs (Creating micro-entrepreneurs) Accompany the new agents through a customized supervisory staff system
- 3. Diagram of thedeployment process Presentations Trainings Deployed Animated Assessed Eligible & Selected Not EligiblePoints of Sales to visit • SIM Card activation •1st order of Electronic Money Mass Communication campains KPI • Points of Sales geolocated • Complete applications received • Administrative time (1 ½ months max.) • Tax Status • Kits delivery: Branding, Equipments, SIM cards • Customized supervisory staff • Classic visits • Monitoring visits • Mini Promotional activities SELECTION / VALIDATION DEPLOYMENT - ANIMATION MONITORING / EVALUATION • Reports : Monitoring & Evaluation Visited • Plans for visits • GPS • Appraisal form • Logistics Eligible & Replacement portfolio
- 4. Agents's deployment (1/2) 3,954 2,344 1,6521,528 124 270 270 270 0 500 1000 1500 2000 2500 3000 3500 4000 4500 Agents Visited Agents Selected Agents Validated Recruted Agents Deployed Agents Pending Deployment Agents Supervised Agents Supervised Agents Monitored Target: 1 500 Agents
- 5. Agents's deployment (2/2):The targeted agents A nationwide deployment of Mobile Money agents Two categories of agents were targeted for their proximity and their close daily interaction with the population: 1,456 agents, consisting of neighborhood shops; 72 agents, consisting of managers of cellphone booths including 31 exclusively located in rural areas.
- 6. Outcomes (1/3) Effectiveness ofagents deployment process Evaluation - Validation Training - Deployment Supervision-Monitoring Application submission Agent analysis Validation visits with: GPS + Appraisal form Introduction to supervisors Training of agents Delivery of portable kit (SIM & Branding) Regular advisory visits Regular agent monitoring Performance appraisal Review of applications SIM card delivery On-site branding Training of agents Validation visits - Decision commitee Sporadic advisory & Monitoring Before Project After Project Deployment time> 1 month on average Deployment time: maximum 3 weeks
- 7. Outcomes (2/3) High satisfactionrate of agents about the customized supervisory system Agents called Agents interviewed Agents supervised Agents confirming visits Agents satisfied 83% 82% 81% 90% All Mobile Money (MM) agents 100% 98% 92% MM PoS managed by employees 100% 86% 100% MM PoS managed by owners 90% 10% All Mobile Money (MM) agents •83% of the supervised agents were called •82% of respondents were interviewed •81% of respondents confirmed the visit from a supervisor •90% having confirmed the visit are satisfied MM PoS managed by employees •They represent 90% of the called agents •All were interviewed •98% of respondents confirmed the visit from a supervisor •92% having confirmed the visit are satisfied MM PoS managed by owners •They represent 10% of the called agents •All were interviewed •86% of respondents confirmed the visit from a supervisor •100% having confirmed the visit are satisfied
- 8. Outcomes (3/3) Performance ofthe agents • Nearly 10 million transactions observed in 10 months • More than 100 billion CFA francs of electronic money transactions within the network • More than one billion FCFA paid to agents in 10 months
- 9. The key successfactors: • Adopting a specific organization related to mobile money business. • Establishing appropriate procedures. • Adopting a consistent participatory synergy of all the company's decision-making bodies that contribute to the operational deployment. • Anticipating the required resources (human, logistic, etc.) that can be relatively important including for: the deployment, the activation of the SIMs cards, the supervision & monitoring of agents, the technical assistance. Learnings (1/4) Pre-project
- 10. Phase Learnings Evaluation -Validation It is necessary having significant logistics resources for mass deployment Improved agents portfolio is achieved through the use of a simple appraisal form The use of GPS allows to optimizing the geographical distribution of agents Learnings (2/4) Phase: Evaluation – Validation
- 11. Learnings (3/4) Phase: Training– Deployment Phase Learnings Training - Deployment Introducing the supervisors to the agents that fall under their responsabilities, during training sessions allows better adoption of the supervision concept by agents Training performed by supervisors to the agents make easier the understanding of the conditions of the activity, clarify the role of the supervisor, and precise the purpose of initiation to the cash management The conversion of some informal candidates to become the formal agents can generate costs and add additional time to the deployment that need to be anticipated Possibilities and opportunities establishing partnerships with certain financial institutions to finance the activity and allow some agents to have enough working capital, particularly in rural areas should be considered Opportunities for partnerships and / or agreements with public authorities need to be explored to find suitables taxes status for the actors of the new activity, particularly in rural areas
- 12. Learnings (4/4) Phase: Supervision– Monitoring Phase Learnings Supervision-Monitoring The use of qualified staff for the supervision of the agents is a critical component for quality monitoring The supervision system has enabled the supervised agents to better anticipate the supply of Electronic money, the liquidity management including better anticipation of periodic flows (daily, weekly ...) deposit / withdrawal. Adoption of simple reporting tools with relevant KPIs (stock of electronic money, level of transactions ...) facilitates monitoring of the activity by the agents as well as by the supervisors Fees related to accounts openings, is an additional source of motivation for agents
- 13. Appendix 1: Contentof the customized supervisory system • Training on the overall management of a point of sale • Training and checking on holding a transactions book • Training and monitoring the customer experience • Stock Check of electronic money / Cash • Recommendations on anticipating the supply of electronic money • Recommendations and preventions against scams and frauds • Assistance and information on the portfolio of mobile money services
- 14. Appendix 2: Exampleof the criterias for the appraisal form General Informations Numberof the form Region City Localit, Area, District GPS coordinates Eligibility Type of Point of Sales (PoS) Rate of frequentation Visibility of the PoS Proximity of the PoS Proximity of shops, entreprises, SME, SMI Number of existing mobile money agents in the neighborhood Selection Status of the candidat: Owner - Manager Last Name et Surname of the: Owner - Manager Details of: Owner - Manager Assessement elements of the candidate's motivation and level of interest Assessment elements of the financial capability of the candidate Assessment elements of the treasury of the candidate Assessment elements of the level of security of the shop of the candidate Existence of financial institutions nearby the candidate's PoS (banks, MFIs, others) Number of years of activity of the PoS Assessment elements of the literacy level of the: Owner - Manager Education level of the: Owner - Manager Type of products / services offered by the PoS Opening hours of the PoS Number of employees of the PoS
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