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Digital Rails:
How Providers Can Unlock Innovation in DFS
Ecosystems Through Open APIs
Olga Morawczynski, Lesley-Ann Vaughan, Michel Hanouch, and Xavier Faz
November 2016
A+
$
This document explains the
concept of “Open APIs” in
digital finance services (DFS),
how they enable increased
innovation, and the role
they can play in expanding
DFS ecosystems.
Sections
3
1
State of
DFS today
2
How APIs
catalyze innovation
3
Transitioning
toward Open APIs
4
Implementing
Open APIs
You
are
here
?
1.State of DFS today
You
are
here
This section outlines the state of the DFS
industry today, including the key reasons for
the limited range of new solutions emerging
that leverage the DFS “rails”.
The DFS industry continues to evolve steadily. However, high rates
of inactivity and the dominance of only a few use cases persist.
5Source: GSMA, “2015 State of the Industry Report, Mobile Money”;
* December 2015
• Only 33% of these registered accounts are actively used (at least once in 90 days).
• While active customers transact around 11 times per month on average, 66% of
transactions are airtime top-ups.*
• Person-to-person transfers make up almost 72% of the total value of transactions.*
in and
TODAY, THERE ARE…
411million
registered accounts
DESPITE THIS IMPRESSIVE PROGRESS
271live mobile money
services
93countries
These figures make clear
that the DFS industry is facing
a critical challenge—growth
to date has been primarily
extensive (number of customers
increases) rather than intensive
(number of transactions per
customer goes up).
Extensive growth is problematic
because markets eventually
reach a saturation point. As a
result, customers don’t realize
the potential benefits of financial
inclusion, and the revenue
potential for providers is
curtailed.
Multiple innovative solutions
targeting niche segments are
Industry growth is primarily characterized by more customers
rather than more transactions per customer.
6
number of
transactions
per customer
INTENSIVE
GROWTH
EXTENSIVE GROWTH
number of customers
Desired
Actual
required to entice customers to transact more. If things remain as they are, low-income customers
will likely continue to favor informal solutions to address the majority of their financial challenges.
Digital payments providers are limited in their ability to deliver
multiple new and meaningful solutions for several reasons.
Digital payments providers typically rely on their core platform vendors
for elements of the product development process. This increases the cost and time
to innovate, and limits their ability to innovate in multiple directions at the same time.
Digital payments providers need to invest significant resources in core
operations (the platform, agent network, marketing, etc.) and often have only
limited resources dedicated to innovation. These resources are focused on
solutions that appeal to the majority of customers. More targeted, niche solutions
are not the focus of internal innovation.
Mobile network operators (MNOs) and other non-bank providers are not licensed to
directly offer solutions that incorporate credit, savings, or insurance elements. This
means, in the absence of partnerships, innovative solutions produced by these providers
have little potential to advance inclusion beyond payments innovation.
Recent gains in digital financial inclusion have mostly been driven by non-banks.
Even when banks create or have access to large-scale digital payments platforms,
low-income customers are often not a priority. Banks have the capacity to produce a
broader range of financial solutions beyond payments; however, they are often risk
averse and weighed down by compliance costs. Further, in many developing countries,
banks have alternative sources of growth, either through expanding in the middle-income
segment of the market or funding the public sector through government bonds.
sigh
1 2 3 999
7
Smaller third parties who could contribute to the innovation effort
are effectively excluded from the DFS ecosystem.
8
Third parties (e.g., FinTechs, start-ups, developers, digital banks) could bring disruptive
solutions to market through a more agile development cycle, better knowledge of niche market
segments, new technology, lower costs, and leveraging of synergies with their own core
business; however, they do not have direct access to the “digital rails” of large-scale payments
providers. For example, this includes the ability to make and receive payments, leverage
agent networks, or access customer data (with consent).
Recent CGAP research in Kenya showed that smaller third parties (e.g., developers and start-
ups) are often deprioritized from access and are most likely to have high costs, long delays,
and lack of transparency when trying to connect to digital payments providers. Neither the
process nor commercials are typically standardized.
DFS SYSTEMS
Developers
Start-
ups
Developers
Start-
ups
FinTechs
There are success cases involving third parties,
but these are exceptions.
9
Innovative solutions requiring deeper integration
with third parties have come to life in certain markets
(e.g., M-Kopa and M-Shwari), but digital payments
providers often prioritize access to larger third parties
(e.g., banks and large bill pay receivers), companies with
prospective large volumes of transactions and
revenues for providers, and third parties that have
existing relationships with digital payments providers.
Digital
payments
providers
$
Third
party:
Developer
Third
party:
FinTech
Banks,
bill-pay
receivers
Aggregators have developed in most markets facilitating
payments integration, but they add costs to the business model.
10
Aggregators can be the “glue” of the DFS
ecosystem, allowing third-parties to integrate with
payment providers to leverage the payment “rails.”
Third-party entities
(e.g., donor, business, or
government)
Payment
instrument
provider
(e.g., MNO or
bank)
Several MNOs that offer mobile money, especially in
East Africa, have formed exclusivity agreements
with aggregators to handle integration and solutions
development efforts. These partnerships have
enabled the roll out of several solutions, including
bill and bulk pay, retail payments, and payments
across networks. They have connected sometimes
hundreds of third parties to the payments service.
Aggregators are particularly useful for third parties
with limited technological capabilities.
However aggregators have one fundamental
disadvantage—they introduce additional
Source: CGAP
fees that make the end-to-end transaction
expensive for smaller third-party developers.
Aggregators raise the per transaction cost paid by
third parties integrating into the payments platform
because revenue needs to be split between the
aggregator and the digital payments provider. Thus,
even with aggregators, many third-party developers
continue to be excluded from the DFS ecosystem.
Open APIs (application programming interfaces)
could enable third parties to leverage the digital
“rails” of payment providers to unlock
innovation.
2.How APIs
catalyze innovation
This section defines APIs in the context of
DFS, and elaborates on the role that more
open APIs can play in catalyzing the expansion
of the DFS ecosystem.
What is an API?
An Application Programming Interface (API) “is an architecture that makes it easy for one
application to “consume” capabilities or data from another application” (Apigee). It is a contract that
allows software programs to “talk” to one another, defining what information should be supplied and
what actions will be taken when it is executed.
APIs can fall along a spectrum from internal APIs that are reserved for use by developers working
within, or on behalf of, the organization only, to partner APIs that are made available to select partners
only, to open APIs that are more broadly available.
12Source: Apigee; API Evangelist
Open APIs are not new. As early as the year
2000 leaders in this field, such as Salesforce
and eBay, were exploring more open APIs. eBay
initially opened APIs to select partners and
developers to “standardize how applications
integrated with eBay, and make it easier for
partners and developers to build a business
around the eBay ecosystem” (API Evangelist).
Today, businesses increasingly rely on partner
and open APIs from other businesses to design
innovative products and services that might not
otherwise be possible. These businesses are
often providers and consumers of APIs.
Most of us use APIs every day.
13Source: CGAP; https://developers.facebook.com/docs/sharing/ios
Without APIs, posting to Facebook would not be
as seamless…
…and Uber would need to develop its own
mapping and payments capabilities.
Action
Driver queries
shortest route
for customer
Customer
pays for
the trip
API
Accessed
Mapping
services
Payments
integration
service
API
Owner
Google
Maps/Waze
Braintree
$
In DFS, third parties that can seamlessly connect to established
payments platforms can drive multiple services that collectively
address the needs of many customers.
14
Within the DFS ecosystem, a range of third
parties can play an active role in identifying
unmet needs of customers and creating
powerful niche solutions to meet those needs.
These solutions rely on APIs from digital
payment providers. However, innovative third-
parties can also weave together a range of
APIs from different players to enhance the
functionality and attractiveness of solutions—
financial and beyond.
Payments providers can continue to innovate
internally, developing and delivering solutions
directly to customers, including by consuming APIs of others.
At the same time, they “productize” their APIs, competing on the type of assets they make
available to third parties (new APIs) and how easily accessible those assets are (how open). Innovation
is driven internally, through strategic partners and through third parties leveraging open APIs.
$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$
000101010010101010000
101010010101101111000
010101001010101000010
101001010101011011110
111101010110111110001
DFS APIs fall into three main categories: Consent, payment,
and data.
15
Consent APIs are the
foundational layer of APIs that
enable third parties to call
both data or payment APIs for
consenting account holders.
These APIs authenticate the
account holder and consent
(authorize) the third party to
gain access to certain assets
for that account holder. It is
through consent APIs that
customers give third parties
permission to access their data
or to move their money.
Consent APIs enable
customers to include
parameters on permission (to
do/access what, for how long,
how many times, etc.).
Payment APIs facilitate the transfer
of digital value from one place to
another. These APIs enable a variety of
use cases from bill payments to bulk
payments, merchant payments, and
online payments. These are the most
frequently released APIs within DFS.
Data access APIs enable third parties
to access data on customers, agents, and
even merchants to build out their solutions.
Types of data released by digital payments
providers can include customer transactions,
liquidity levels of agents, and geolocational
data for account holders. Some data APIs
will be aggregated data; some will be
anonymized data.
Third parties can create some powerful solutions
when consuming these APIs.
16
Imagine a solution that could…
Help customers to save by auto-deducting a small amount from their
wallets and transferring that value to a separate savings wallet or bank
account. Customers could have a visual representation of how much
they saved to date (e.g., half of a cow, one-tenth of a house).
Solution powered by: data, payment, and consent APIs.
Help retail agents manage their cash float, by leveraging an Uber-like
cash-in and cash-out facilitation platform. Customers could make
surplus money “work” by responding to agent cash deficits for a fee.
Solution powered by: Data, payment, and consent APIs, as well
as location APIs.
Let merchant aggregators enable their merchants to offer their
customers loans for in-store purchases.
Solution powered by: data, payment, and consent APIs
(complemented by non-DFS APIs, for example, to enable
repayment reminders).
!
These powerful solutions can extend well beyond finance.
17
Education
School savings
scheme and
loan top-up (credit);
Monitor performance
and attendance
Basic Services
Manage monthly
water usage and
payment;
Prepurchase solar
credits and manage
daily/weekly plans
Social
Commitments
Asking for and
making social
contributions;
Lending to and
borrowing from
social network
Business
and Trade
Manage stock
or other inputs;
Manage goal-
savings plan for
personal and
business—help
buy a house,
bike, or cow
Finance
Real-time credit
score (incorporates
data from all my
financial services)
✔
Multiple types of developers are well-positioned to
consume DFS APIs and offer innovative solutions for the poor.
18
Type of Developer Example
Aggregators, master/super agents,
payment gateways (supportive ecosystem
players)
Kopo Kopo, wanting to make a better merchant
experience to recruit more merchants
Banks and other financial institutions KCB and CBA offer loans and savings accounts
leveraging Safaricom data and payment
capabilities
Businesses and start-ups with
complementary technical capabilities
M-KOPA selling pay as you go solar electricity
Independent developers, FinTech
disruptors, app developers
M-LEDGER spotting a missing user experience
opportunity and creating an android app, which
was later acquired by Safaricom
International businesses Uber wanting to enable a frictionless experience
for mobile money account holders, as it has for
card customers
In-house innovation Customer care, wanting to help customers with
the SIM swap process (by informing the customer
of progress through SMS updates)
All APIs are not equal: Businesses exposing APIs can choose
which APIs to expose, to whom, and under what terms.
19Source: APIgee
One of the challenges to open APIs is that providers are often concerned about
risks open APIs may expose them to and do not know how to mitigate them.
An API provisioning platform helps a business to selectively launch APIs—some
APIs could be reserved for strategic partners only, while others could be opened
more widely. All are provided through the same mechanism.
Better understanding their API options and the functionality that leading API
platforms offer can help businesses mitigate risks and capture the benefits of
becoming more open.
CLOSED OPEN
The strategy toward API openness can evolve over time.
20
INTERNAL
Benefit: Agility
Selected organizational assets
are open to use by developers
working within, or on behalf
of, the organization. This can
improve time to market for
certain internal innovations.
PARTNER
Benefit: Collaboration
Selected organizational assets
are open to use by a chosen
set of partners only. As new
APIs are designed, the digital
payments provider can decide
the right developer segment that
should be eligible for access.
For example, any APIs that
require a user PIN as a parameter
would have to go through an
extensive verification processes.
OPEN
Benefit: Innovation
Selected organizational assets
are open to use by outside
developers who register for
access. To reach the long tail of
developers, these Open APIs
need to offer self-service access.
It is critical to proactively “watch and
learn” from the API traffic, to
understand usage, manage risk,
and design appropriate controls,
as well as to support decisions
on API roadmaps.
Source: APIgee
APIs can start focused on internal clients and become open
over time; conversely, APIs can be closed after initially being open.
CLOSED OPEN
APIs don’t have to remain in any particular category: Netflix
managed to generate impressive revenue by focusing on its
internal and partner APIs after reviewing its API traffic.
21
Netflix started with an Open API strategy, but a few years after launch, found
that the majority of its traffic was coming from a small set of partners and from
internal API usage. So the company decided to prioritize energy appropriately
and stopped allowing mass access to its platform.
Source: Deloitte University Press and Netflix
Netflix is available on over 1,000 different device types today because its well-
developed internal API offers a standardized interface that allows engineering
teams at Netflix to work on onboarding new devices in parallel. Its internal API
receives over 5 billion calls a day, 97.7% of total traffic.
Internal Partner Open
3.Transitioning
toward Open APIs
This section explores some of the reasons why a
digital payments provider would transition toward
openness, notes some of their concerns with opening up,
and considers some of the workarounds third parties
pursue in the absence of openness.
?
?
Businesses might open APIs for a number of reasons.
23
Broadly speaking, any digital payments provider that is launching an API
program will be aiming to achieve one or more of the following business goals:
Source: http://www.apiacademy.co/
Create a more engaged developer
community to help build the DFS
ecosystem, improve customer
satisfaction, and reduce churn
APIs
Integration
Innovation
Engagement
Reach
Revenues$$$$$ Grow revenue through customer
acquisition, more revenue per customer,
and monetization of assets previously
unavailable to third parties
Connect with more customers directly and
indirectly
Accelerate delivery of new innovations,
products, and services
Increase speed and lower cost of integration
with partners; expand the number of
integrations
In DFS, open APIs can drive the ecosystem expansion—more
solutions, more usage, more revenue.
24
APIs turn digital payments providers into
“rails” for a broad range of applications.
• Payments providers’ resources are no longer
a binding constraint to innovation. Third parties
invest in parallel, leveraging their different
assets and skills to develop complementary
solutions to those of payments providers.
• APIs facilitate both internal and external
solutions development. Payments providers
continue to innovate in parallel, and remain
in control of which assets are made available
and to whom.
• The rate of development can be higher.
Numerous innovations can be developed in
parallel. Innovations can create new customer-
facing solutions, better customer experience for
existing solutions, and enhanced reach via
ecosystem players, for example, through
improved agent/merchant experiences.
APIs can lead to important revenue
streams plus strategic positioning at
the center of the ecosystem for digital
payments providers.
• A range of third-party solutions, addressing
an array of consumer pain points, can increase
the number of customers and the number of
transactions per customer. The combination can
quickly build transactional volume.
• A new type of customer is added—third parties
that consume DFS APIs. This generates direct
and indirect revenue opportunities.
Systems integration time is cut significantly
with well-designed APIs.
• This increases the possible number of partner
integrations that providers can complete
annually, leading to significant cost efficiencies
per integration and increased payment and
data revenues.
The Walgreens experience demonstrates how opening strategic
APIs can boost revenues from existing products and services.
25
Walgreens made the strategic decision
to open its photo printing and
pharmacy solutions to the outside
world via APIs. A large number of
developers responded and created
immensely popular applications such
as Printicular, which allows users to
print photos directly from Facebook,
Instagram, or Dropbox. Walgreens
managed to enroll 200 partners and
attract 65 million unique users per
month via its APIs.
Source: Harvard Business Review and APIgee
internal partner open
Walgreens was able
to enhance overall
customer engagement
with its retail stores:
Those customers who
interacted with Walgreens
both via web/mobile devices
and in-store were generating
six times more revenue
than those who just shopped
at the stores.
Consumer protection/fraud risk: Providers are
concerned about the risk of more open API
structures, specifically as they relate to accessing
and sharing confidential customer information. They
also want to better assess and determine how to
mitigate the risk of fraud, specifically by those
accessing the payments platform in new ways.
This is where well-managed customer consent
APIs become critical—putting customers in
control of their money and their data.
Cannibalization of revenue: Some providers are
concerned that opening up their platforms could
lead to cannibalization of their products (existing
and those in the pipeline).
Digital payments providers need to
holistically evaluate the potential impact
of enabling external innovation. In certain
cases, some cannibalization can be
offset by substantial increments in the
number of customers and transactions per
customer, or through other levers.
Internal conflicts: Champions within digital payments
providers trying to pitch open API structures to
decision makers face a fundamental challenge—the
requirement for immediate and high returns for any
new business case makes investment required for
open APIs a hard sell. Because of the lack of clarity
on the business case, few providers have a clear
strategy for open APIs at a group level or dedicated
local leadership to implement the strategy.
Successful DFS open API demonstration cases
should gradually address this reluctance.
Reputational risk: Digital payments providers
are still uncertain whether developers have the
capacity to deliver products that will scale and
not operate to the detriment of the payments
provider’s brand and consumer trust.
Payments providers will need to manage
the way third parties present their solutions
and use the payments provider’s brand.
26
However, some digital payments providers have expressed concerns
in progressing toward openness that need to be addressed.
Remaining closed is an option, but increasingly, third parties are
able to find suboptimal workarounds to access valuable assets;
the proliferation of smartphones will make this easier.
27
Examples of workarounds,
also known as “Generation
1” APIs:
• Shared pay bill accounts,
with funds ownership
managed by aggregators.
• Automated login and
activities to work around
onerous processes.
The workarounds simply
mean there is a problem
that is not currently being
solved well.
Innovation happens outside
the digital payments provider
domain to solve that need.
Smart phones’ operating
system flexibility can work
against digital payments
provider intentions:
• Robots can be designed
to automate arduous tasks.
• SMSs can be “scraped”
to reconstruct a data feed.
Technical Problems
• Robots plus scale equal a
very poorly performing
system for the rest of
the network.
Data Loss
• Loss of data to aggregators
could harm future
innovations for the digital
payments provider.
• Potential AML/CFT issues
arise from account-sharing
models.
Over-the-top (OTT) Players
Gain Market Share
• Innovation can occur “around”
digital payments providers.
• OTT players like Branch
(branch.co) and Tala (tala.co)
in Kenya can leverage
smartphone capabilities to
deliver OTT solutions.
SOME CONSEQUENCES OF WORKAROUNDS
4.Implementing
Open APIs
This last section highlights some of the core
elements of an open API effort that digital payment
providers would need to consider when transitioning
toward openness. You
are
here
Payments providers transitioning toward openness will need a
mindset shift from only developing end solutions for users, to also
treating third-parties as customers, who in turn deliver innovative
end solutions.
29
Many businesses might
start experimenting by
opening a core set of
assets to developers via
APIs, either in response to
latent demand for these
assets or to gauge whether
there is enough interest
in consuming them.
Eventually, APIs will need
to be not just exposed ad
hoc but strategically
“productized,” monetized,
and operationalized.
“APIs cannot just be turned on.
You need a clear strategy for
their growth. You need to test
them, and you need to
carefully feed them and try
different approaches to make
them bloom and flourish.”
—John Musser, API expert
The East Africa experience highlights some of the challenges third
parties experience when trying to access and consume APIs.
30
Developers are offered a very limited set of payment APIs. There is a latent demand
for “beyond payment” APIs to facilitate a broader array of solutions. For example, some
developers express the need for authentication APIs to facilitate in-app payments, while
others want to consume data APIs and leverage consumer, agent, and geolocation data for
purposes of innovation.
The commercial model for accessing core APIs is not transparent to third parties. In
some cases, this results in price discrimination based on opaque criteria, such as who
a third-party developer knows within the payments provider.
There is a lack of easy-to-read and easy-to-navigate API documentation, helper libraries,
and online communities for developers to support each other in the integration process.
Providers typically do not offer a sandbox test environment to allow developers to
experiment with the API before launching the solution. This limits the ability of providers to
test and effectively tweak solutions before launch and increases error rates of those solutions.
APIs often leverage legacy technologies for API definition and security protocols. While
relatively common within the financial services industry, these technologies are considered
“heavy” and “outdated” when compared to simplified modern protocols. Developers often find
workarounds to this pain point that potentially lead to other problems.
</>(){};=v
ar
0110100101
1111100101
0101010101
0101111101
$$$$$$$$$$
? ? ?
? ? ?
Source: CGAP Interviews
To address these and other challenges, the following core
elements must be developed as part of an effort to launch open
APIs.
31
A clear strategy for open API implementation that has buy-in from senior management
and is aligned to the business strategy. It should make clear the business rationale for
opening priority APIs.
A business structure that supports implementation, provides ongoing support to
external developers, and manages the API, including critical roles such as API product
management and a community engagement manager to ensure that developers can
easily link into and derive value from the platform. The business structure also needs
to address the legal and commercial requirements of more open APIs.
A sandbox test environment where developers can test APIs and observe the results
quickly before they hit a live environment.
A well-designed developers portal providing a one-stop shop for API onboarding,
documentation, exploration, collaboration, discussion, support, and more. A good
portal is critical to attract and retain a critical mass of developers. The portal should
detail available APIs and clearly explain to an outsider what to expect so that they can
develop and deliver solutions easily. Ideally, the developers portal should enable
developer self-service.
An online collaborative space to inspire developers, communicate roadmap thinking,
and receive feedback. Initially, this needs to be “manned”; however, the vision would be
that the community can support each other’s queries over time.
A B
</>(){};=v
ar
To address these and other challenges, the following core
elements must be developed as part of an effort to launch open
APIs.
32
A self-service mindset, including developer onboarding, and transparent and
standardized commercials and contracts. This should include clear service-level
agreements around response and resolution times.
A developer community engagement strategy that includes social ways to educate
and incentivize active developer consumption of APIs. Hackathons are one option to
engage developers and get them more familiar with available APIs. Developer
challenges can be explored to incentivize more polished solutions. Developers may also
benefit from mentorship or marketing support. Digital payments providers should also
listen to, and incorporate, developer input and feedback.
An ability to learn from best practice and leverage existing initiatives.
Most notably, GSMA is developing harmonized API definitions for commodity payment
APIs, such as bulk payments, bill payments, and bank-wallet transfers,
among others. Digital payments providers should look to leverage these where
appropriate. Further, payments providers should leverage best practice from other
sectors for authentication and authorization security, with the “long tail” and cost
in mind.
A roadmap that looks beyond commodity APIs and pushes the API boundaries.
Third-party innovation will benefit from access to a broader set of DFS assets and
capabilities, moving beyond basic payments, and including data and location, for
example. The roadmap should ideally draw from developer input.
A
+ B
=
GSMA Mobile Money APIs available at https://mmapi.gsma.com/
Final thoughts
33
The transition toward open APIs has potential to lower costs, increase efficiency, and most
importantly from an ecosystem perspective, expand the breadth of innovative solutions to which DFS
customers have access. CGAP posits that this transition toward openness, and the ability of third
parties to leverage digital payments providers’ (and other) assets, is a critical step in growing the DFS
ecosystem, and with it key metrics, such as number of active customers, number of transactions per
customer, and overall industry revenue.
Two things are needed for this shift to be realized:
1. Exposure of a greater range of APIs. APIs should facilitate more than just payment solutions;
allowing third parties to effectively access a range of business assets to create solutions—
financial and other—that add real value to the lives of customers.
2. More openness. This includes the creation of infrastructure and a self-service environment that
allow a broader range of third parties to consume valuable business assets safely and
effectively.
The key to this is a mindset shift, with the digital payments providers moving from end-to-end
customer ownership to owner/provider of modern “rails” to facilitate industry innovation in a way
where governance is maintained and risk management and consumers are protected.
Advancing financial inclusion to improve the lives of the poor
www.cgap.org

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Digital Rails: How Providers Can Unlock Innovation in DFS Ecosystems Through Open APIs

  • 1. Digital Rails: How Providers Can Unlock Innovation in DFS Ecosystems Through Open APIs Olga Morawczynski, Lesley-Ann Vaughan, Michel Hanouch, and Xavier Faz November 2016 A+ $
  • 2. This document explains the concept of “Open APIs” in digital finance services (DFS), how they enable increased innovation, and the role they can play in expanding DFS ecosystems.
  • 3. Sections 3 1 State of DFS today 2 How APIs catalyze innovation 3 Transitioning toward Open APIs 4 Implementing Open APIs You are here ?
  • 4. 1.State of DFS today You are here This section outlines the state of the DFS industry today, including the key reasons for the limited range of new solutions emerging that leverage the DFS “rails”.
  • 5. The DFS industry continues to evolve steadily. However, high rates of inactivity and the dominance of only a few use cases persist. 5Source: GSMA, “2015 State of the Industry Report, Mobile Money”; * December 2015 • Only 33% of these registered accounts are actively used (at least once in 90 days). • While active customers transact around 11 times per month on average, 66% of transactions are airtime top-ups.* • Person-to-person transfers make up almost 72% of the total value of transactions.* in and TODAY, THERE ARE… 411million registered accounts DESPITE THIS IMPRESSIVE PROGRESS 271live mobile money services 93countries
  • 6. These figures make clear that the DFS industry is facing a critical challenge—growth to date has been primarily extensive (number of customers increases) rather than intensive (number of transactions per customer goes up). Extensive growth is problematic because markets eventually reach a saturation point. As a result, customers don’t realize the potential benefits of financial inclusion, and the revenue potential for providers is curtailed. Multiple innovative solutions targeting niche segments are Industry growth is primarily characterized by more customers rather than more transactions per customer. 6 number of transactions per customer INTENSIVE GROWTH EXTENSIVE GROWTH number of customers Desired Actual required to entice customers to transact more. If things remain as they are, low-income customers will likely continue to favor informal solutions to address the majority of their financial challenges.
  • 7. Digital payments providers are limited in their ability to deliver multiple new and meaningful solutions for several reasons. Digital payments providers typically rely on their core platform vendors for elements of the product development process. This increases the cost and time to innovate, and limits their ability to innovate in multiple directions at the same time. Digital payments providers need to invest significant resources in core operations (the platform, agent network, marketing, etc.) and often have only limited resources dedicated to innovation. These resources are focused on solutions that appeal to the majority of customers. More targeted, niche solutions are not the focus of internal innovation. Mobile network operators (MNOs) and other non-bank providers are not licensed to directly offer solutions that incorporate credit, savings, or insurance elements. This means, in the absence of partnerships, innovative solutions produced by these providers have little potential to advance inclusion beyond payments innovation. Recent gains in digital financial inclusion have mostly been driven by non-banks. Even when banks create or have access to large-scale digital payments platforms, low-income customers are often not a priority. Banks have the capacity to produce a broader range of financial solutions beyond payments; however, they are often risk averse and weighed down by compliance costs. Further, in many developing countries, banks have alternative sources of growth, either through expanding in the middle-income segment of the market or funding the public sector through government bonds. sigh 1 2 3 999 7
  • 8. Smaller third parties who could contribute to the innovation effort are effectively excluded from the DFS ecosystem. 8 Third parties (e.g., FinTechs, start-ups, developers, digital banks) could bring disruptive solutions to market through a more agile development cycle, better knowledge of niche market segments, new technology, lower costs, and leveraging of synergies with their own core business; however, they do not have direct access to the “digital rails” of large-scale payments providers. For example, this includes the ability to make and receive payments, leverage agent networks, or access customer data (with consent). Recent CGAP research in Kenya showed that smaller third parties (e.g., developers and start- ups) are often deprioritized from access and are most likely to have high costs, long delays, and lack of transparency when trying to connect to digital payments providers. Neither the process nor commercials are typically standardized. DFS SYSTEMS Developers Start- ups Developers Start- ups FinTechs
  • 9. There are success cases involving third parties, but these are exceptions. 9 Innovative solutions requiring deeper integration with third parties have come to life in certain markets (e.g., M-Kopa and M-Shwari), but digital payments providers often prioritize access to larger third parties (e.g., banks and large bill pay receivers), companies with prospective large volumes of transactions and revenues for providers, and third parties that have existing relationships with digital payments providers. Digital payments providers $ Third party: Developer Third party: FinTech Banks, bill-pay receivers
  • 10. Aggregators have developed in most markets facilitating payments integration, but they add costs to the business model. 10 Aggregators can be the “glue” of the DFS ecosystem, allowing third-parties to integrate with payment providers to leverage the payment “rails.” Third-party entities (e.g., donor, business, or government) Payment instrument provider (e.g., MNO or bank) Several MNOs that offer mobile money, especially in East Africa, have formed exclusivity agreements with aggregators to handle integration and solutions development efforts. These partnerships have enabled the roll out of several solutions, including bill and bulk pay, retail payments, and payments across networks. They have connected sometimes hundreds of third parties to the payments service. Aggregators are particularly useful for third parties with limited technological capabilities. However aggregators have one fundamental disadvantage—they introduce additional Source: CGAP fees that make the end-to-end transaction expensive for smaller third-party developers. Aggregators raise the per transaction cost paid by third parties integrating into the payments platform because revenue needs to be split between the aggregator and the digital payments provider. Thus, even with aggregators, many third-party developers continue to be excluded from the DFS ecosystem. Open APIs (application programming interfaces) could enable third parties to leverage the digital “rails” of payment providers to unlock innovation.
  • 11. 2.How APIs catalyze innovation This section defines APIs in the context of DFS, and elaborates on the role that more open APIs can play in catalyzing the expansion of the DFS ecosystem.
  • 12. What is an API? An Application Programming Interface (API) “is an architecture that makes it easy for one application to “consume” capabilities or data from another application” (Apigee). It is a contract that allows software programs to “talk” to one another, defining what information should be supplied and what actions will be taken when it is executed. APIs can fall along a spectrum from internal APIs that are reserved for use by developers working within, or on behalf of, the organization only, to partner APIs that are made available to select partners only, to open APIs that are more broadly available. 12Source: Apigee; API Evangelist Open APIs are not new. As early as the year 2000 leaders in this field, such as Salesforce and eBay, were exploring more open APIs. eBay initially opened APIs to select partners and developers to “standardize how applications integrated with eBay, and make it easier for partners and developers to build a business around the eBay ecosystem” (API Evangelist). Today, businesses increasingly rely on partner and open APIs from other businesses to design innovative products and services that might not otherwise be possible. These businesses are often providers and consumers of APIs.
  • 13. Most of us use APIs every day. 13Source: CGAP; https://developers.facebook.com/docs/sharing/ios Without APIs, posting to Facebook would not be as seamless… …and Uber would need to develop its own mapping and payments capabilities. Action Driver queries shortest route for customer Customer pays for the trip API Accessed Mapping services Payments integration service API Owner Google Maps/Waze Braintree $
  • 14. In DFS, third parties that can seamlessly connect to established payments platforms can drive multiple services that collectively address the needs of many customers. 14 Within the DFS ecosystem, a range of third parties can play an active role in identifying unmet needs of customers and creating powerful niche solutions to meet those needs. These solutions rely on APIs from digital payment providers. However, innovative third- parties can also weave together a range of APIs from different players to enhance the functionality and attractiveness of solutions— financial and beyond. Payments providers can continue to innovate internally, developing and delivering solutions directly to customers, including by consuming APIs of others. At the same time, they “productize” their APIs, competing on the type of assets they make available to third parties (new APIs) and how easily accessible those assets are (how open). Innovation is driven internally, through strategic partners and through third parties leveraging open APIs.
  • 15. $$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$ 000101010010101010000 101010010101101111000 010101001010101000010 101001010101011011110 111101010110111110001 DFS APIs fall into three main categories: Consent, payment, and data. 15 Consent APIs are the foundational layer of APIs that enable third parties to call both data or payment APIs for consenting account holders. These APIs authenticate the account holder and consent (authorize) the third party to gain access to certain assets for that account holder. It is through consent APIs that customers give third parties permission to access their data or to move their money. Consent APIs enable customers to include parameters on permission (to do/access what, for how long, how many times, etc.). Payment APIs facilitate the transfer of digital value from one place to another. These APIs enable a variety of use cases from bill payments to bulk payments, merchant payments, and online payments. These are the most frequently released APIs within DFS. Data access APIs enable third parties to access data on customers, agents, and even merchants to build out their solutions. Types of data released by digital payments providers can include customer transactions, liquidity levels of agents, and geolocational data for account holders. Some data APIs will be aggregated data; some will be anonymized data.
  • 16. Third parties can create some powerful solutions when consuming these APIs. 16 Imagine a solution that could… Help customers to save by auto-deducting a small amount from their wallets and transferring that value to a separate savings wallet or bank account. Customers could have a visual representation of how much they saved to date (e.g., half of a cow, one-tenth of a house). Solution powered by: data, payment, and consent APIs. Help retail agents manage their cash float, by leveraging an Uber-like cash-in and cash-out facilitation platform. Customers could make surplus money “work” by responding to agent cash deficits for a fee. Solution powered by: Data, payment, and consent APIs, as well as location APIs. Let merchant aggregators enable their merchants to offer their customers loans for in-store purchases. Solution powered by: data, payment, and consent APIs (complemented by non-DFS APIs, for example, to enable repayment reminders). !
  • 17. These powerful solutions can extend well beyond finance. 17 Education School savings scheme and loan top-up (credit); Monitor performance and attendance Basic Services Manage monthly water usage and payment; Prepurchase solar credits and manage daily/weekly plans Social Commitments Asking for and making social contributions; Lending to and borrowing from social network Business and Trade Manage stock or other inputs; Manage goal- savings plan for personal and business—help buy a house, bike, or cow Finance Real-time credit score (incorporates data from all my financial services) ✔
  • 18. Multiple types of developers are well-positioned to consume DFS APIs and offer innovative solutions for the poor. 18 Type of Developer Example Aggregators, master/super agents, payment gateways (supportive ecosystem players) Kopo Kopo, wanting to make a better merchant experience to recruit more merchants Banks and other financial institutions KCB and CBA offer loans and savings accounts leveraging Safaricom data and payment capabilities Businesses and start-ups with complementary technical capabilities M-KOPA selling pay as you go solar electricity Independent developers, FinTech disruptors, app developers M-LEDGER spotting a missing user experience opportunity and creating an android app, which was later acquired by Safaricom International businesses Uber wanting to enable a frictionless experience for mobile money account holders, as it has for card customers In-house innovation Customer care, wanting to help customers with the SIM swap process (by informing the customer of progress through SMS updates)
  • 19. All APIs are not equal: Businesses exposing APIs can choose which APIs to expose, to whom, and under what terms. 19Source: APIgee One of the challenges to open APIs is that providers are often concerned about risks open APIs may expose them to and do not know how to mitigate them. An API provisioning platform helps a business to selectively launch APIs—some APIs could be reserved for strategic partners only, while others could be opened more widely. All are provided through the same mechanism. Better understanding their API options and the functionality that leading API platforms offer can help businesses mitigate risks and capture the benefits of becoming more open. CLOSED OPEN
  • 20. The strategy toward API openness can evolve over time. 20 INTERNAL Benefit: Agility Selected organizational assets are open to use by developers working within, or on behalf of, the organization. This can improve time to market for certain internal innovations. PARTNER Benefit: Collaboration Selected organizational assets are open to use by a chosen set of partners only. As new APIs are designed, the digital payments provider can decide the right developer segment that should be eligible for access. For example, any APIs that require a user PIN as a parameter would have to go through an extensive verification processes. OPEN Benefit: Innovation Selected organizational assets are open to use by outside developers who register for access. To reach the long tail of developers, these Open APIs need to offer self-service access. It is critical to proactively “watch and learn” from the API traffic, to understand usage, manage risk, and design appropriate controls, as well as to support decisions on API roadmaps. Source: APIgee APIs can start focused on internal clients and become open over time; conversely, APIs can be closed after initially being open. CLOSED OPEN
  • 21. APIs don’t have to remain in any particular category: Netflix managed to generate impressive revenue by focusing on its internal and partner APIs after reviewing its API traffic. 21 Netflix started with an Open API strategy, but a few years after launch, found that the majority of its traffic was coming from a small set of partners and from internal API usage. So the company decided to prioritize energy appropriately and stopped allowing mass access to its platform. Source: Deloitte University Press and Netflix Netflix is available on over 1,000 different device types today because its well- developed internal API offers a standardized interface that allows engineering teams at Netflix to work on onboarding new devices in parallel. Its internal API receives over 5 billion calls a day, 97.7% of total traffic. Internal Partner Open
  • 22. 3.Transitioning toward Open APIs This section explores some of the reasons why a digital payments provider would transition toward openness, notes some of their concerns with opening up, and considers some of the workarounds third parties pursue in the absence of openness. ? ?
  • 23. Businesses might open APIs for a number of reasons. 23 Broadly speaking, any digital payments provider that is launching an API program will be aiming to achieve one or more of the following business goals: Source: http://www.apiacademy.co/ Create a more engaged developer community to help build the DFS ecosystem, improve customer satisfaction, and reduce churn APIs Integration Innovation Engagement Reach Revenues$$$$$ Grow revenue through customer acquisition, more revenue per customer, and monetization of assets previously unavailable to third parties Connect with more customers directly and indirectly Accelerate delivery of new innovations, products, and services Increase speed and lower cost of integration with partners; expand the number of integrations
  • 24. In DFS, open APIs can drive the ecosystem expansion—more solutions, more usage, more revenue. 24 APIs turn digital payments providers into “rails” for a broad range of applications. • Payments providers’ resources are no longer a binding constraint to innovation. Third parties invest in parallel, leveraging their different assets and skills to develop complementary solutions to those of payments providers. • APIs facilitate both internal and external solutions development. Payments providers continue to innovate in parallel, and remain in control of which assets are made available and to whom. • The rate of development can be higher. Numerous innovations can be developed in parallel. Innovations can create new customer- facing solutions, better customer experience for existing solutions, and enhanced reach via ecosystem players, for example, through improved agent/merchant experiences. APIs can lead to important revenue streams plus strategic positioning at the center of the ecosystem for digital payments providers. • A range of third-party solutions, addressing an array of consumer pain points, can increase the number of customers and the number of transactions per customer. The combination can quickly build transactional volume. • A new type of customer is added—third parties that consume DFS APIs. This generates direct and indirect revenue opportunities. Systems integration time is cut significantly with well-designed APIs. • This increases the possible number of partner integrations that providers can complete annually, leading to significant cost efficiencies per integration and increased payment and data revenues.
  • 25. The Walgreens experience demonstrates how opening strategic APIs can boost revenues from existing products and services. 25 Walgreens made the strategic decision to open its photo printing and pharmacy solutions to the outside world via APIs. A large number of developers responded and created immensely popular applications such as Printicular, which allows users to print photos directly from Facebook, Instagram, or Dropbox. Walgreens managed to enroll 200 partners and attract 65 million unique users per month via its APIs. Source: Harvard Business Review and APIgee internal partner open Walgreens was able to enhance overall customer engagement with its retail stores: Those customers who interacted with Walgreens both via web/mobile devices and in-store were generating six times more revenue than those who just shopped at the stores.
  • 26. Consumer protection/fraud risk: Providers are concerned about the risk of more open API structures, specifically as they relate to accessing and sharing confidential customer information. They also want to better assess and determine how to mitigate the risk of fraud, specifically by those accessing the payments platform in new ways. This is where well-managed customer consent APIs become critical—putting customers in control of their money and their data. Cannibalization of revenue: Some providers are concerned that opening up their platforms could lead to cannibalization of their products (existing and those in the pipeline). Digital payments providers need to holistically evaluate the potential impact of enabling external innovation. In certain cases, some cannibalization can be offset by substantial increments in the number of customers and transactions per customer, or through other levers. Internal conflicts: Champions within digital payments providers trying to pitch open API structures to decision makers face a fundamental challenge—the requirement for immediate and high returns for any new business case makes investment required for open APIs a hard sell. Because of the lack of clarity on the business case, few providers have a clear strategy for open APIs at a group level or dedicated local leadership to implement the strategy. Successful DFS open API demonstration cases should gradually address this reluctance. Reputational risk: Digital payments providers are still uncertain whether developers have the capacity to deliver products that will scale and not operate to the detriment of the payments provider’s brand and consumer trust. Payments providers will need to manage the way third parties present their solutions and use the payments provider’s brand. 26 However, some digital payments providers have expressed concerns in progressing toward openness that need to be addressed.
  • 27. Remaining closed is an option, but increasingly, third parties are able to find suboptimal workarounds to access valuable assets; the proliferation of smartphones will make this easier. 27 Examples of workarounds, also known as “Generation 1” APIs: • Shared pay bill accounts, with funds ownership managed by aggregators. • Automated login and activities to work around onerous processes. The workarounds simply mean there is a problem that is not currently being solved well. Innovation happens outside the digital payments provider domain to solve that need. Smart phones’ operating system flexibility can work against digital payments provider intentions: • Robots can be designed to automate arduous tasks. • SMSs can be “scraped” to reconstruct a data feed. Technical Problems • Robots plus scale equal a very poorly performing system for the rest of the network. Data Loss • Loss of data to aggregators could harm future innovations for the digital payments provider. • Potential AML/CFT issues arise from account-sharing models. Over-the-top (OTT) Players Gain Market Share • Innovation can occur “around” digital payments providers. • OTT players like Branch (branch.co) and Tala (tala.co) in Kenya can leverage smartphone capabilities to deliver OTT solutions. SOME CONSEQUENCES OF WORKAROUNDS
  • 28. 4.Implementing Open APIs This last section highlights some of the core elements of an open API effort that digital payment providers would need to consider when transitioning toward openness. You are here
  • 29. Payments providers transitioning toward openness will need a mindset shift from only developing end solutions for users, to also treating third-parties as customers, who in turn deliver innovative end solutions. 29 Many businesses might start experimenting by opening a core set of assets to developers via APIs, either in response to latent demand for these assets or to gauge whether there is enough interest in consuming them. Eventually, APIs will need to be not just exposed ad hoc but strategically “productized,” monetized, and operationalized. “APIs cannot just be turned on. You need a clear strategy for their growth. You need to test them, and you need to carefully feed them and try different approaches to make them bloom and flourish.” —John Musser, API expert
  • 30. The East Africa experience highlights some of the challenges third parties experience when trying to access and consume APIs. 30 Developers are offered a very limited set of payment APIs. There is a latent demand for “beyond payment” APIs to facilitate a broader array of solutions. For example, some developers express the need for authentication APIs to facilitate in-app payments, while others want to consume data APIs and leverage consumer, agent, and geolocation data for purposes of innovation. The commercial model for accessing core APIs is not transparent to third parties. In some cases, this results in price discrimination based on opaque criteria, such as who a third-party developer knows within the payments provider. There is a lack of easy-to-read and easy-to-navigate API documentation, helper libraries, and online communities for developers to support each other in the integration process. Providers typically do not offer a sandbox test environment to allow developers to experiment with the API before launching the solution. This limits the ability of providers to test and effectively tweak solutions before launch and increases error rates of those solutions. APIs often leverage legacy technologies for API definition and security protocols. While relatively common within the financial services industry, these technologies are considered “heavy” and “outdated” when compared to simplified modern protocols. Developers often find workarounds to this pain point that potentially lead to other problems. </>(){};=v ar 0110100101 1111100101 0101010101 0101111101 $$$$$$$$$$ ? ? ? ? ? ? Source: CGAP Interviews
  • 31. To address these and other challenges, the following core elements must be developed as part of an effort to launch open APIs. 31 A clear strategy for open API implementation that has buy-in from senior management and is aligned to the business strategy. It should make clear the business rationale for opening priority APIs. A business structure that supports implementation, provides ongoing support to external developers, and manages the API, including critical roles such as API product management and a community engagement manager to ensure that developers can easily link into and derive value from the platform. The business structure also needs to address the legal and commercial requirements of more open APIs. A sandbox test environment where developers can test APIs and observe the results quickly before they hit a live environment. A well-designed developers portal providing a one-stop shop for API onboarding, documentation, exploration, collaboration, discussion, support, and more. A good portal is critical to attract and retain a critical mass of developers. The portal should detail available APIs and clearly explain to an outsider what to expect so that they can develop and deliver solutions easily. Ideally, the developers portal should enable developer self-service. An online collaborative space to inspire developers, communicate roadmap thinking, and receive feedback. Initially, this needs to be “manned”; however, the vision would be that the community can support each other’s queries over time. A B </>(){};=v ar
  • 32. To address these and other challenges, the following core elements must be developed as part of an effort to launch open APIs. 32 A self-service mindset, including developer onboarding, and transparent and standardized commercials and contracts. This should include clear service-level agreements around response and resolution times. A developer community engagement strategy that includes social ways to educate and incentivize active developer consumption of APIs. Hackathons are one option to engage developers and get them more familiar with available APIs. Developer challenges can be explored to incentivize more polished solutions. Developers may also benefit from mentorship or marketing support. Digital payments providers should also listen to, and incorporate, developer input and feedback. An ability to learn from best practice and leverage existing initiatives. Most notably, GSMA is developing harmonized API definitions for commodity payment APIs, such as bulk payments, bill payments, and bank-wallet transfers, among others. Digital payments providers should look to leverage these where appropriate. Further, payments providers should leverage best practice from other sectors for authentication and authorization security, with the “long tail” and cost in mind. A roadmap that looks beyond commodity APIs and pushes the API boundaries. Third-party innovation will benefit from access to a broader set of DFS assets and capabilities, moving beyond basic payments, and including data and location, for example. The roadmap should ideally draw from developer input. A + B = GSMA Mobile Money APIs available at https://mmapi.gsma.com/
  • 33. Final thoughts 33 The transition toward open APIs has potential to lower costs, increase efficiency, and most importantly from an ecosystem perspective, expand the breadth of innovative solutions to which DFS customers have access. CGAP posits that this transition toward openness, and the ability of third parties to leverage digital payments providers’ (and other) assets, is a critical step in growing the DFS ecosystem, and with it key metrics, such as number of active customers, number of transactions per customer, and overall industry revenue. Two things are needed for this shift to be realized: 1. Exposure of a greater range of APIs. APIs should facilitate more than just payment solutions; allowing third parties to effectively access a range of business assets to create solutions— financial and other—that add real value to the lives of customers. 2. More openness. This includes the creation of infrastructure and a self-service environment that allow a broader range of third parties to consume valuable business assets safely and effectively. The key to this is a mindset shift, with the digital payments providers moving from end-to-end customer ownership to owner/provider of modern “rails” to facilitate industry innovation in a way where governance is maintained and risk management and consumers are protected.
  • 34. Advancing financial inclusion to improve the lives of the poor www.cgap.org