Siedek, H. (2010). CGAP Technology Program - Agents marketreach. Available: http://www.cgap.org/gm/document-1.9.2115/agents_marketreach.pdf. Last accessed 27th Nov 2010.
Wallet and Over-the-Counter Transactions: Understanding Financial IncentivesCGAP
The document discusses wallet vs over-the-counter (OTC) transactions in four markets: Pakistan, Ghana, Tanzania, and Bangladesh. It finds that:
1) Pricing incentives can be effective in moving markets away from formal OTC, but customers are less price sensitive than expected and other non-price incentives are also important.
2) Agent commissions generally do not have a large influence on directing transactions, though registration barriers posed by some agents remain an issue.
3) Informal OTC is prevalent in Bangladesh due to direct deposits onto agent accounts, while Tanzania sees occasional direct deposits onto customer wallets.
M-Shwari is a mobile-based banking service in Kenya that allows customers to save money and take out small loans through their M-PESA accounts. It has been very popular among low-income Kenyans as it provides easy and convenient access to savings and small amounts of short-term credit. M-Shwari's success is largely attributed to its ability to simplify banking for customers with minimal requirements, clear rules, and a user-friendly process that is well-integrated with M-PESA. It also addresses the liquidity needs of the poor by providing a way for them to access small loans on demand to help manage irregular income and unexpected expenses. M-Shwari has demonstrated
Digital credit has grown rapidly over the past 10 years, with over 800 new alternative lending companies established and $9.5 billion invested. Digital credit is defined as loans that are approved instantly through automated and remote processes without human review or a physical visit. In developing markets, mobile network operators play a dominant role in providing digital credit due to their existing customer access points and data sources. Successful digital credit programs can scale rapidly, with examples in Kenya and Tanzania growing to millions of customers within a few years. While primarily used for short-term liquidity needs, digital credit fills an important gap and has the potential to strengthen financial ecosystems and inclusion.
In 2013, CGAP provided funding, technical assistance and knowledge sharing to one of mobile money player in Côte d’Ivoire. The objectives were twofold: (1) to expand the reach of mobile money services and improve the quality of the agent network, and (2) extract lessons learned.
Digitizing Merchant Payments: What Will It Take?CGAP
A staggering amount of cash is paid to retail merchants worldwide -- around $19 trillion out of a total of $34 trillion in payments. What will it take for digital payments to beat cash?
Saldazo, a Visa debit card product co-branded with Banamex bank, has made Mexico’s largest corner store retail chain – OXXO – the country’s number one transactional account supplier. This presentation provides a Mexican market overview and shares key success factors, challenges and insights from this project.
Though digital credit has been in Tanzania for years, there have been few analyses of the country’s digital credit market. Existing studies raise important concerns about digital credit’s impact on customers. To help fill this knowledge gap in Tanzania, CGAP and the Busara Center for Behavioral Economics, at the request of the Bank of Tanzania, analyzed data from three digital credit providers and built a first-of-its-kind, data-driven picture of the digital credit market’s evolution and current state. In total, we looked at transactional and demographic data for more than 20 million loans disbursed over 23 months.
Wallet and Over-the-Counter Transactions: Understanding Financial IncentivesCGAP
The document discusses wallet vs over-the-counter (OTC) transactions in four markets: Pakistan, Ghana, Tanzania, and Bangladesh. It finds that:
1) Pricing incentives can be effective in moving markets away from formal OTC, but customers are less price sensitive than expected and other non-price incentives are also important.
2) Agent commissions generally do not have a large influence on directing transactions, though registration barriers posed by some agents remain an issue.
3) Informal OTC is prevalent in Bangladesh due to direct deposits onto agent accounts, while Tanzania sees occasional direct deposits onto customer wallets.
M-Shwari is a mobile-based banking service in Kenya that allows customers to save money and take out small loans through their M-PESA accounts. It has been very popular among low-income Kenyans as it provides easy and convenient access to savings and small amounts of short-term credit. M-Shwari's success is largely attributed to its ability to simplify banking for customers with minimal requirements, clear rules, and a user-friendly process that is well-integrated with M-PESA. It also addresses the liquidity needs of the poor by providing a way for them to access small loans on demand to help manage irregular income and unexpected expenses. M-Shwari has demonstrated
Digital credit has grown rapidly over the past 10 years, with over 800 new alternative lending companies established and $9.5 billion invested. Digital credit is defined as loans that are approved instantly through automated and remote processes without human review or a physical visit. In developing markets, mobile network operators play a dominant role in providing digital credit due to their existing customer access points and data sources. Successful digital credit programs can scale rapidly, with examples in Kenya and Tanzania growing to millions of customers within a few years. While primarily used for short-term liquidity needs, digital credit fills an important gap and has the potential to strengthen financial ecosystems and inclusion.
In 2013, CGAP provided funding, technical assistance and knowledge sharing to one of mobile money player in Côte d’Ivoire. The objectives were twofold: (1) to expand the reach of mobile money services and improve the quality of the agent network, and (2) extract lessons learned.
Digitizing Merchant Payments: What Will It Take?CGAP
A staggering amount of cash is paid to retail merchants worldwide -- around $19 trillion out of a total of $34 trillion in payments. What will it take for digital payments to beat cash?
Saldazo, a Visa debit card product co-branded with Banamex bank, has made Mexico’s largest corner store retail chain – OXXO – the country’s number one transactional account supplier. This presentation provides a Mexican market overview and shares key success factors, challenges and insights from this project.
Though digital credit has been in Tanzania for years, there have been few analyses of the country’s digital credit market. Existing studies raise important concerns about digital credit’s impact on customers. To help fill this knowledge gap in Tanzania, CGAP and the Busara Center for Behavioral Economics, at the request of the Bank of Tanzania, analyzed data from three digital credit providers and built a first-of-its-kind, data-driven picture of the digital credit market’s evolution and current state. In total, we looked at transactional and demographic data for more than 20 million loans disbursed over 23 months.
CGAP has conducted quantitative research on the challenge of inactive customers in branchless banking. In culmination of this research, we have released this report that helps providers understand and develop strategies to address low customer activity in their services.
In 2015, the CGAP-funded Financial inclusion Insights Survey was conducted in Ghana by InterMedia to analyze the trends and usage of mobile money in the country. This report shares data from the survey and highlights opportunities for growth and expansion.
for more information, visit www.cgap.org/mobilemoneymomentum
Digital Finance Plus Readiness in Tanzania: SummaryCGAP
The document assesses the readiness for digital finance plus implementation across multiple sectors in Tanzania. It evaluates six dimensions of readiness for each sector: 1) reach and adoption of mobile infrastructure, 2) readiness of financial and digital infrastructure, 3) role of government and regulation, 4) severity of sector challenges, 5) financial gaps, and 6) viability of digital finance plus business models and scaling. For each sector, the document provides a high-level analysis of where constraints exist across these dimensions in implementing digital finance plus solutions.
Global Landscape Study on P2G Payments: Summary of in-country consumer resear...CGAP
For this study on P2G (Person-to-government) payments, Rwanda was selected as a focus country given the potential reach and varied nature of two key initiatives: the IREMBO e-government platform and the Tap&Go smartcard for public bus transport. Digital payments for school fees and utility payments were also studied. Tap&Go is privately managed but offers P2G learnings for other countries where public transport is government-run.
The research sought to answer questions across three key areas:
1. How well did digital P2G payment solutions reach and address the needs of the financially excluded?
2. What were effective and sustainable business models between actors, and how were they set up?
3. How do current and planned solutions support and work with the evolving digital payments ecosystem in Rwanda?
In 2015, the CGAP-funded Financial Inclusion Insights Survey was conducted in Rwanda by InterMedia. The survey analyzes trends in mobile money usage in the country and highlights opportunities for growth in the industry.
This document discusses the changing role of bank branches, with 3 key points:
1) While the number of bank branches has declined significantly since 1970, branches remain important, with over 75% of customers still using branches in 2014.
2) Online and mobile banking transactions are increasing rapidly, growing from 20% using mobile banking in 2011 to over 35% in 2014.
3) However, the vision for the future of branches is unclear, with only 10% of bankers having a clear vision for how branches will transform. The document explores some potential technologies like teller pods, cash recyclers, and video tellers to enhance branch services and transactions.
Digital Financial Services for Cocoa Farmers in Côte d'IvoireCGAP
The document summarizes a project by Advans Côte d'Ivoire to develop a digital financial services solution for cocoa farmers in Côte d'Ivoire. It conducted a feasibility study which found farmers and cooperatives were interested in branchless banking. It then developed a USSD-based solution allowing farmers to save a portion of their cocoa payments digitally and withdraw cash. Over 7,000 farmers enrolled, with 2,770 making deposits. Key challenges included lack of USSD aggregators, registration difficulties, and literacy issues. Lessons included the need for training, USSD was essential, adaptive pricing, effective partnerships, and a progressive rollout approach.
This document summarizes findings from a study on mobile financial services (MFS) in Bangladesh. It provides background on MFS adoption in Bangladesh and defines different types of transactions (pure OTC, partial OTC, pure wallet). Key findings include:
- Pure wallet users have higher incomes than other groups. Most users have feature phones.
- Average transaction size is lower for MFS than other platforms. Majority of users prefer a single transfer mode.
- While 37% of users have wallets or accounts, only 18% conduct pure wallet transactions, showing limited wallet usage. Top reasons for not opening wallets include not feeling the need and complexity.
- People trust pure wallets and OTC most,
This document summarizes research on customer risks in digital finance and proposes solutions to mitigate those risks. It finds that while digital finance now serves over 300 million customers, many experience problems like network downtime, agent liquidity issues, complex interfaces, and fraud. The research identifies 7 key customer risk areas and provides examples of risks reported in various countries. It then proposes 5 priorities for industry to address through solutions like improving network reliability, simplifying interfaces, strengthening agent oversight, combating fraud, and improving complaint resolution. The goal is to increase trust in digital finance and improve the customer experience.
Digital Cash Transfers and Financial Inclusion in IndiaCGAP
Digital Cash Transfers and Financial Inclusion in India outlines key elements for implementing digital cash transfers in India to achieve greater financial inclusion. It recommends establishing a one stop shop model where individuals can access government payments, financial services, and other functions in one location through digital infrastructure and interoperable backend systems. This would provide efficiencies for the government and more convenient access to services for users. The document also stresses the importance of coordination, developing sustainable business models for agents, and addressing issues like connectivity in rural areas.
The document provides an overview of the US banking industry and community banks. It discusses slowing loan growth but a slight increase in the second quarter of 2012 for community banks. It also notes that while the number of banks has consolidated, community banks with less than $10 billion in assets originated 58% of small business loans in 2011. The document examines key concerns around regulatory compliance, data security, and managing technological change for the industry. It provides insights into trends for branches, mobile and online banking, and customer preferences. Overall, it presents an environment of cautious optimism for the industry while noting opportunities around customer segmentation, cross-selling, and technology optimization.
This report was commissioned by NetHope with a charitable contribution from Visa's Financial Inclusion Unit. Research for this study, both primary and secondary, was conducted by Deloitte Touche Tohmatsu India LLP.
This document summarizes a study on banking services for the unbanked sector in East African countries. It defines key terms like unbanked and underbanked. Over 70% of the population in East Africa is unbanked. There are constraints from both customer and bank perspectives in reaching rural and poor customers, including distance, costs, and low literacy. Initiatives to increase access include mobile phone banking and agent banking. The types of services needed by the unbanked are simple accounts with low or no fees allowing small, irregular deposits and withdrawals. Expanding access will require innovative non-branch models and partnerships while meeting regulatory requirements.
Sarah Rotman of CGAP was kind enough to present on the basics of branchless banking to NetHope's Payment Innovations Working Group in March 2012, which is open to all NetHope members. Please contact hamilton.mcnutt@nethope.org for more information.
Agency banking in nigeria: strategy and service effectivenessTalent Ajieh
It describes the Agency Banking Strategies, value creation ecosystem and How to make Agency banking work effectively by recognizing the roles of different Service Providers in models.
Experience in Supervising Banks and Non-banks Operating through AgentsCGAP
Agent supervision is still an underdeveloped area in the majority of countries with the exception of a few countries that have created comprehensive and detailed supervisory frameworks, encompassing all phases, from licensing to monitoring, from inspections to enforcement.
The majority of countries have not yet fully developed their supervisory procedures to identify and mitigate agent risks, acting on a more reactive and ad-hoc basis.
The approach in supervising agents varies considerably depending on the overall approach taken by supervisors (with some being more intrusive and some more lax in supervising the financial sector)
In the countries where nonbanks (e.g. mobile money providers) have extensive agent networks (e.g. Tanzania), there is disparity in the approach to supervising bank-based vs. nonbank-based agents
The Global Landscape of Digital Finance InnovationsCGAP
More than half of the world’s adult population, nearly 2.5 billion people, remain unbanked. Technology – particularly the mobile phone – has been used in recent years to extend financial services past the limits of bank branches and reach new consumers in traditionally underserved segments. Initial efforts focused on payments but have now grown to include savings, insurance and credit products delivered by digital channels, known as “products beyond payments.” Despite a dramatic expansion in the number of digital financial service deployments, the offering of these financial services are not new services. Rather, they are existing services migrated to a lower-cost digital channel, therefore offering greater scale potential. And even then, use of these channels currently remain low.
This research seeks to accomplish four objectives:
Catalog the ways in which technology, especially mobile, can enhance access or use of financial services
Provide a comprehensive landscape of the latest innovations in digital finance
Consider the current and potential impact of these innovations on financial inclusion
Identify enabling conditions and investments needed to unlock the potential of the sector
Boston Consulting Group Survey on E-Readers and Tablets_Key Findings_2010Dave Fondiller
Key findings from a Boston Consulting Group survey of nearly 13,000 consumers in 14 countries, conducted in March 2010. Among the insights: E-readers and tablets are poised to become popular mass-market devices. Half of respondents said they plan to buy an e-reader or tablet within three years.
This new Accenture Finance & Risk document presents an approach to addressing the reporting demands and challenges of an evolving regulatory environment. Learn more about Accenture Finance & Risk Practice: bit.ly/2j2JD6X
CGAP has conducted quantitative research on the challenge of inactive customers in branchless banking. In culmination of this research, we have released this report that helps providers understand and develop strategies to address low customer activity in their services.
In 2015, the CGAP-funded Financial inclusion Insights Survey was conducted in Ghana by InterMedia to analyze the trends and usage of mobile money in the country. This report shares data from the survey and highlights opportunities for growth and expansion.
for more information, visit www.cgap.org/mobilemoneymomentum
Digital Finance Plus Readiness in Tanzania: SummaryCGAP
The document assesses the readiness for digital finance plus implementation across multiple sectors in Tanzania. It evaluates six dimensions of readiness for each sector: 1) reach and adoption of mobile infrastructure, 2) readiness of financial and digital infrastructure, 3) role of government and regulation, 4) severity of sector challenges, 5) financial gaps, and 6) viability of digital finance plus business models and scaling. For each sector, the document provides a high-level analysis of where constraints exist across these dimensions in implementing digital finance plus solutions.
Global Landscape Study on P2G Payments: Summary of in-country consumer resear...CGAP
For this study on P2G (Person-to-government) payments, Rwanda was selected as a focus country given the potential reach and varied nature of two key initiatives: the IREMBO e-government platform and the Tap&Go smartcard for public bus transport. Digital payments for school fees and utility payments were also studied. Tap&Go is privately managed but offers P2G learnings for other countries where public transport is government-run.
The research sought to answer questions across three key areas:
1. How well did digital P2G payment solutions reach and address the needs of the financially excluded?
2. What were effective and sustainable business models between actors, and how were they set up?
3. How do current and planned solutions support and work with the evolving digital payments ecosystem in Rwanda?
In 2015, the CGAP-funded Financial Inclusion Insights Survey was conducted in Rwanda by InterMedia. The survey analyzes trends in mobile money usage in the country and highlights opportunities for growth in the industry.
This document discusses the changing role of bank branches, with 3 key points:
1) While the number of bank branches has declined significantly since 1970, branches remain important, with over 75% of customers still using branches in 2014.
2) Online and mobile banking transactions are increasing rapidly, growing from 20% using mobile banking in 2011 to over 35% in 2014.
3) However, the vision for the future of branches is unclear, with only 10% of bankers having a clear vision for how branches will transform. The document explores some potential technologies like teller pods, cash recyclers, and video tellers to enhance branch services and transactions.
Digital Financial Services for Cocoa Farmers in Côte d'IvoireCGAP
The document summarizes a project by Advans Côte d'Ivoire to develop a digital financial services solution for cocoa farmers in Côte d'Ivoire. It conducted a feasibility study which found farmers and cooperatives were interested in branchless banking. It then developed a USSD-based solution allowing farmers to save a portion of their cocoa payments digitally and withdraw cash. Over 7,000 farmers enrolled, with 2,770 making deposits. Key challenges included lack of USSD aggregators, registration difficulties, and literacy issues. Lessons included the need for training, USSD was essential, adaptive pricing, effective partnerships, and a progressive rollout approach.
This document summarizes findings from a study on mobile financial services (MFS) in Bangladesh. It provides background on MFS adoption in Bangladesh and defines different types of transactions (pure OTC, partial OTC, pure wallet). Key findings include:
- Pure wallet users have higher incomes than other groups. Most users have feature phones.
- Average transaction size is lower for MFS than other platforms. Majority of users prefer a single transfer mode.
- While 37% of users have wallets or accounts, only 18% conduct pure wallet transactions, showing limited wallet usage. Top reasons for not opening wallets include not feeling the need and complexity.
- People trust pure wallets and OTC most,
This document summarizes research on customer risks in digital finance and proposes solutions to mitigate those risks. It finds that while digital finance now serves over 300 million customers, many experience problems like network downtime, agent liquidity issues, complex interfaces, and fraud. The research identifies 7 key customer risk areas and provides examples of risks reported in various countries. It then proposes 5 priorities for industry to address through solutions like improving network reliability, simplifying interfaces, strengthening agent oversight, combating fraud, and improving complaint resolution. The goal is to increase trust in digital finance and improve the customer experience.
Digital Cash Transfers and Financial Inclusion in IndiaCGAP
Digital Cash Transfers and Financial Inclusion in India outlines key elements for implementing digital cash transfers in India to achieve greater financial inclusion. It recommends establishing a one stop shop model where individuals can access government payments, financial services, and other functions in one location through digital infrastructure and interoperable backend systems. This would provide efficiencies for the government and more convenient access to services for users. The document also stresses the importance of coordination, developing sustainable business models for agents, and addressing issues like connectivity in rural areas.
The document provides an overview of the US banking industry and community banks. It discusses slowing loan growth but a slight increase in the second quarter of 2012 for community banks. It also notes that while the number of banks has consolidated, community banks with less than $10 billion in assets originated 58% of small business loans in 2011. The document examines key concerns around regulatory compliance, data security, and managing technological change for the industry. It provides insights into trends for branches, mobile and online banking, and customer preferences. Overall, it presents an environment of cautious optimism for the industry while noting opportunities around customer segmentation, cross-selling, and technology optimization.
This report was commissioned by NetHope with a charitable contribution from Visa's Financial Inclusion Unit. Research for this study, both primary and secondary, was conducted by Deloitte Touche Tohmatsu India LLP.
This document summarizes a study on banking services for the unbanked sector in East African countries. It defines key terms like unbanked and underbanked. Over 70% of the population in East Africa is unbanked. There are constraints from both customer and bank perspectives in reaching rural and poor customers, including distance, costs, and low literacy. Initiatives to increase access include mobile phone banking and agent banking. The types of services needed by the unbanked are simple accounts with low or no fees allowing small, irregular deposits and withdrawals. Expanding access will require innovative non-branch models and partnerships while meeting regulatory requirements.
Sarah Rotman of CGAP was kind enough to present on the basics of branchless banking to NetHope's Payment Innovations Working Group in March 2012, which is open to all NetHope members. Please contact hamilton.mcnutt@nethope.org for more information.
Agency banking in nigeria: strategy and service effectivenessTalent Ajieh
It describes the Agency Banking Strategies, value creation ecosystem and How to make Agency banking work effectively by recognizing the roles of different Service Providers in models.
Experience in Supervising Banks and Non-banks Operating through AgentsCGAP
Agent supervision is still an underdeveloped area in the majority of countries with the exception of a few countries that have created comprehensive and detailed supervisory frameworks, encompassing all phases, from licensing to monitoring, from inspections to enforcement.
The majority of countries have not yet fully developed their supervisory procedures to identify and mitigate agent risks, acting on a more reactive and ad-hoc basis.
The approach in supervising agents varies considerably depending on the overall approach taken by supervisors (with some being more intrusive and some more lax in supervising the financial sector)
In the countries where nonbanks (e.g. mobile money providers) have extensive agent networks (e.g. Tanzania), there is disparity in the approach to supervising bank-based vs. nonbank-based agents
The Global Landscape of Digital Finance InnovationsCGAP
More than half of the world’s adult population, nearly 2.5 billion people, remain unbanked. Technology – particularly the mobile phone – has been used in recent years to extend financial services past the limits of bank branches and reach new consumers in traditionally underserved segments. Initial efforts focused on payments but have now grown to include savings, insurance and credit products delivered by digital channels, known as “products beyond payments.” Despite a dramatic expansion in the number of digital financial service deployments, the offering of these financial services are not new services. Rather, they are existing services migrated to a lower-cost digital channel, therefore offering greater scale potential. And even then, use of these channels currently remain low.
This research seeks to accomplish four objectives:
Catalog the ways in which technology, especially mobile, can enhance access or use of financial services
Provide a comprehensive landscape of the latest innovations in digital finance
Consider the current and potential impact of these innovations on financial inclusion
Identify enabling conditions and investments needed to unlock the potential of the sector
Boston Consulting Group Survey on E-Readers and Tablets_Key Findings_2010Dave Fondiller
Key findings from a Boston Consulting Group survey of nearly 13,000 consumers in 14 countries, conducted in March 2010. Among the insights: E-readers and tablets are poised to become popular mass-market devices. Half of respondents said they plan to buy an e-reader or tablet within three years.
This new Accenture Finance & Risk document presents an approach to addressing the reporting demands and challenges of an evolving regulatory environment. Learn more about Accenture Finance & Risk Practice: bit.ly/2j2JD6X
How to Create a Strong Value Proposition Design for B2B - It's all about the ...Daniel Nilsson
You need to stand out in 3 seconds - The competition is fierce and you need to be able to catch interest in less than 3 seconds and then keep it. This is true no matter if you are creating a message for a presentation, the web, a speech or a video.
Most likely you do the following misstakes today
- You start a presentation with a company overview
- You start a presentation about your product
- Your webpage is all about your product
ä You have more then 10 words on your power point slide
Tools the super professionals use will be yours
In this presentation you will learn how to create amazing B2B Value Propositions Designs that will not only say what you need to say but will catch the interest of the person you are trying to reach in a totally new way. I will show you 4 tools that the super professionals use and how to use them.
I created this presentation after doing extensive research on how to create a strong value proposition. The data I have reviewed are from marketing experts, Gartner, reports and my own personal experience creating value propositions.
The purpose of the presentation is to share my conclusions on how to build a strong value proposition.
Please feel welcome to share your thoughts, insights or comments. I love feedback. You can send an email to info@daniel-one.com or visit my webpage www.daniel-one.com. I look forward to hear from you.
Some pictures can be a bit blurry when you view the presentation directly from the web. To view a high quality version of the presentation simply download it. If you have any questions please don't hesitate to contact me at www.daniel-one.com
BioCentury BayHelix China healthcare Summit 2016 - McKinsey report _building...Franck Le Deu
In this report prepared in the context of the BioCentury China Summit, we provide an overview of the latest trends impacting China healthcare and the biopharma market, including the CFDA reform.
Accenture High Performance Security Report 2016 For Communicationsaccenture
- The document is a report from Accenture on cybersecurity for communications companies that finds failure rates for preventing cyber attacks are alarmingly high, with organizations experiencing thousands to millions of random breach attempts per week and over 90 focused attacks per year, with one in three resulting in a security breach.
- Internal breaches are seen as particularly problematic, as malicious insiders are reported as the greatest security impact by 49% of companies surveyed, yet over half lack confidence in their ability to internally monitor.
- Many security breaches also go undetected for too long, taking months to detect for 63% of companies, and internal security teams only discover 65% of effective breaches.
Considerations for an Effective Internal Model Method Implementationaccenture
In this Accenture Finance & Risk presentation we discuss an approach banks can use to develop, manage, and monitor a robust and effective Internal Model Method program. Learn more about the Accenture Finance & Risk Practice: bit.ly/2j2JD6X
2017 Consumer Survey: Healthcare Cybersecurity and Digital Trustaccenture
Accenture’s 2017 Consumer Survey on Healthcare Cybersecurity and Digital Trust identifies consumers’ experiences with healthcare data breaches and their attitudes toward healthcare data, digital trust, roles and responsibilities, data sharing and breaches.
Technology In Microfinance June 30 2009Mark Pickens
This document discusses trends in branchless banking and financial inclusion. It provides an overview of branchless banking, how it works, and its benefits for agents, providers, and clients. Examples from Brazil, Kenya, Tanzania, and India are examined, highlighting both successes and challenges. Key areas to address moving forward are identified as regulation, meeting customer needs beyond payments, and developing sustainable agent networks. The document predicts continued growth in branchless banking and mobile money globally by 2020 if these areas can be addressed effectively by governments and the private sector.
This document discusses three key considerations for agent banking: value proposition, management structures, and agent characteristics. It recommends banks focus their value proposition on existing high-value customers rather than mass-market acquisition initially. Management structures should start small and scale up gradually with dedicated roles. Agent selection is important, and banks can leverage existing SME customers who have entrepreneurial and marketing skills as initial agents. While bank agents are more educated than mobile money agents, mobile money networks currently have larger transaction volumes per agent on average.
The document discusses factors that affect increased waiting times for customers at Egyptian public banks. It explores this issue through a case study of the National Bank of Egypt. The conceptual framework identifies several potential factors: service process design, financial illiteracy, social responsibility, e-banking services, and ATM services spread. Surveys of 100 customers and 100 employees were conducted to understand their perspectives. Customers cited work procedures, lack of specialization, limited staff, and few ATMs as reasons for long wait times. Employees also agreed on work procedures and noted a lack of customer service culture and insufficient electronic banking as additional factors.
MicroSave and College of Agricultural Banking (CAB), RBI recently organised a conference in Pune on the subject - 'Business Correspondent Model for Financial Inclusion - Lessons Learned and Mapping the Future'. The aim was to focus on the changes in financial landscapes of the country and its issues and challenges faced; and stimulate discussion and exchange of perspectives amongst the banks, BC networks, mobile network operators, and technology service providers, researchers, MFIs and other stakeholders. This report presents about the key findings from the researches and surveys done across the country on agent networks and their current state in the sector.
2017 KPMG Nigeria Banking Industry Customer Satisfaction Survey Highlightsadriancook
This document summarizes the results of a survey on customer satisfaction with Nigerian banks. The key findings are:
1) Customer satisfaction levels have increased in retail banking due to banks' continued investments, but customers still face issues like unclear fees and long wait times.
2) Digital banking usage like mobile and internet banking has significantly increased, making digital services a necessity, but some customers remain reluctant to adopt digital channels or find them difficult to use.
3) Younger customers and small businesses are less satisfied than other groups, indicating banks need better strategies for addressing sophisticated customers and underserved segments like SMEs.
4) While digital services are growing, many customers still prefer human interactions for important tasks
The document discusses plans to improve a bank's information system. It analyzes the current system's strengths, weaknesses, opportunities, and threats. It then outlines goals of increasing customer satisfaction by allowing all operations to be done remotely via online and mobile banking. This would help the bank penetrate new international markets and rural areas in a faster, safer, and more cost-effective manner. A task plan is proposed to implement necessary changes to the system through tasks like requirement analysis, design, testing, and deployment.
Agent banking is a model that allows banks to extend their services through authorized third-party agents. It has grown in popularity globally as a way to improve access to financial services, especially in areas with low inclusion rates. In Nigeria, agent banking has expanded rapidly since 2013 when regulations were introduced and has helped increase inclusion from 63% in 2018 to 64.1% in 2020, though more progress is still needed. Statistics show agent banking has grown transactions significantly and provides convenient services to both customers and agents. While challenges remain, agent banking appears poised to continue playing a major role in the future of banking in Nigeria by extending access in currently underserved rural and urban areas.
Exploring the factors affecting increase waiting time in Egyptian public bankAbdelhamid Elsadawy
The document discusses factors affecting increased waiting times for customers at Egyptian public banks. It explores reasons for the rise in wait times through a case study of the National Bank of Egypt. The conceptual framework identifies high customer wait times as being impacted by service process design, financial illiteracy, social responsibility, e-banking services, and ATM spread/services. Data collection includes surveys of 100 customers and employees to understand their perspectives on reasons for long waits and potential solutions.
This document analyzes digital and branch banking in India. It finds that while branch banking customers value privacy and face-to-face service, digital banking is most popular with younger users who prioritize security, responsiveness and convenience. Research also showed a need for better awareness and tailored products for women and rural customers. Recommendations include expanding access to banking in rural areas, improving specific product awareness, and personal financial management tools. The road ahead involves better serving currently underserved customer groups through marketing and useful new products.
2016 KPMG Nigeria Banking Industry Customer Satisfaction Survey Highlightsadriancook
The KPMG Annual Banking Industry Customer Satisfaction Survey (BICSS) expanded its scope this year to cover over 28,000 customers across 29 locations in Nigeria. It assessed customer satisfaction across five key factors for retail and wholesale banking segments. While digital payments are growing, cash remains predominant with 70% of customers still using it for regular payments. Poor customer experiences with digital channels have hindered their adoption, though many customers express preference for alternatives to branches. Maintaining consistent customer experience is important for bank loyalty as willingness to switch banks has increased from 7% to 9% since 2015.
Future of South East Asia Digital Financial ServiceTrnHoQuang1
The document analyzes the future potential of digital financial services in Southeast Asia, which currently has low access to traditional financial services with over 70% of the population underbanked or unbanked. Digital payments and remittances have reached an inflection point and are expected to significantly grow by 2025, with digital lending emerging as the largest revenue opportunity as new business models serve more customers. Realizing the full potential of $60 billion in revenue by 2025 requires supportive regulations and infrastructure to further drive innovation and financial inclusion.
Banks are realizing that to provide superior customer service and survive, they must deliver a highly personalized customer experience. However, most banking consumers do not have a personal relationship with their local branch staff. Leading banks are aware that personalization needs to happen across all channels in order to build trust and loyalty. While digital banking is growing in popularity, many consumers still visit branches a minimum of nine times per year, providing opportunities for personalized service. Bank executives acknowledge needing improvement in personalization and meeting the needs of business customers. To better serve customers, banks must understand their perspectives, incorporate their feedback, and innovate continuously across all touchpoints.
This document discusses a proposed information system for a bank management system. It outlines the goals of allowing customers to access their accounts online to view balances, transaction histories, statements and transfer money. It also discusses weaknesses in the current system like slow transactions and a lack of rural access. The proposed system aims to improve customer satisfaction, save time and protect privacy by enabling online banking and transactions through increased technology and automation while maintaining security. A SWOT analysis identifies strengths like existing infrastructure but also weaknesses in customer service and opportunities in growing markets and new technologies.
Retail banking in India has experienced high growth in the past decade but now faces challenges constraining further growth. Key issues include declining net interest margins and fees as well as rising operating costs. Additional bottlenecks are customer saturation in urban areas, high numbers of inactive accounts, low customer loyalty leading to switching between banks, and competition from non-banking entities. To address these, banks need to improve delivery and experience through initiatives like relationship-based pricing and response times, 24/7 service availability, faster complaint resolution, and loyalty programs rewarding long-term customers. Banks should also explore new business models to profitably serve rural markets and redefine investment advisory services to directly advise customers.
Wish Finance has developed a business model to provide loans to small and medium enterprises (SMEs) using alternative data sources. It sources funds from hedge funds and financial institutions to provide loans to SMEs based on an analysis of real-time point-of-sale transaction data, cash flow, past loan performance, and vendor payment history. Repayments are made seamlessly through deductions of 2-5% of customer payments made via point-of-sale terminals. The loans also come with insurance protection against borrower bankruptcy. Wish Finance partners with point-of-sale data providers and insurers in each market to efficiently scale its lending operations across countries.
Financial inclusion is the main means for financial inclusion. I am working for that exostively. It is important for readers. Please make it online. It is useful for the university teacher and students and other practitioners. For bank professionals also highly useful.
Digital Lending Journy and Main Concerns .pptxetebarkhmichale
CRM 101: What is CRM?
This is a simple definition of CRM.
Customer relationship management (CRM) is a technology for managing all your company’s relationships and interactions with customers and potential customers. The goal is simple: Improve business relationships to grow your business. A CRM system helps companies stay connected to customers, streamline processes, and improve profitability.
When people talk about CRM, they are usually referring to a CRM system, a tool that helps with contact management, sales management, agent productivity, and more. CRM tools can now be used to manage customer relationships across the entire customer lifecycle, spanning marketing, sales, digital commerce, and customer service interactions.
A CRM solution helps you focus on your organization’s relationships with individual people — including customers, service users, colleagues, or suppliers — throughout your lifecycle with them, including finding new customers, winning their business, and providing support and additional services throughout the relationship.
Who is CRM for?
A CRM system gives everyone — from sales, customer service, business development, recruiting, marketing, or any other line of business — a better way to manage the external interactions and relationships that drive success. A CRM tool lets you store customer and prospect contact information, identify sales opportunities, record service issues, and manage marketing campaigns, all in one central location — and make information about every customer interaction available to anyone at your company who might need it.
With visibility and easy access to data, it's easier to collaborate and increase productivity. Everyone in your company can see how customers have been communicated with, what they’ve bought, when they last purchased, what they paid, and so much more. CRM can help companies of all sizes drive business growth, and it can be especially beneficial to a small business, where teams often need to find ways to do more with less.
Here’s why CRM matters to your business.
CRM is the largest and fastest-growing enterprise application software category, and worldwide spending on CRM is expected to reach USD $114.4 billion by the year 2027. If your business is going to last, you need a strategy for the future that’s centered around your customers, and enabled by the right technology. You have targets for sales, business objectives, and profitability. But getting up-to-date, reliable information on your progress can be tricky. How do you translate the many streams of data coming in from sales, customer service, marketing, and social media monitoring into useful business information?
A CRM system can give you a clear overview of your customers. You can see everything in one place — a simple, customizable dashboard that can tell you a customer’s previous history with you, the status of their orders, any outstanding customer service issues, and more. You can even choose to include information
Similar to CGAP Technology Program - Agents marketreach (20)
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting, 8th Canadian Edition by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Ebook Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Pdf Solution Manual For Financial Accounting 8th Canadian Edition Pdf Download Stuvia Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Financial Accounting 8th Canadian Edition Ebook Download Stuvia Financial Accounting 8th Canadian Edition Pdf Financial Accounting 8th Canadian Edition Pdf Download Stuvia
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
办理美国UNCC毕业证书制作北卡大学夏洛特分校假文凭定制Q微168899991做UNCC留信网教留服认证海牙认证改UNCC成绩单GPA做UNCC假学位证假文凭高仿毕业证GRE代考如何申请北卡罗莱纳大学夏洛特分校University of North Carolina at Charlotte degree offer diploma Transcript
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
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Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.