FinTech in Bangladesh
LinkedIn: Sabereen Faruque Safa
SITUATION ANALYSIS
Strength
Strong R&D expertise and team
Highly innovative
Digital Marketing Expertise
Success in Entering New Markets
Weakness
Privacy of Personal Information
High Cost Structure
Strong Existing Competitor
Opportunities
Central Bank promoting FinTech.
Declining Cost of Internet Services.
Increasing number of mobile and
smartphone users.
Develop new products for International
Markets.
Threats
Cybercrime potentially put the entire
Financial System in risk.
New startups focusing on product
launch rather than security measures.
Porter’s 5 Forces
Threat of New
Entrants
(Moderate)
Bargaining
Power of
Suppliers
(High)
Threat of
Substitute
Services
(Moderate)
Bargaining
Power of Buyers
(Moderate)
Competitive
Rivalry
(High)
PESTEL
P E
E
T
L
S
Political
Deduction of VAT by the government for the
mobile banking platforms.
Acceleration in the technological innovations of
DFS platforms due to government’s vision of
creating a “Digital Bangladesh”
Economic
Money transactions using MFS platform hit
55,059 crore BDT on February 2021.
Daily transactions between active MFS users
amounts to 1,786 crore BDT.
Legal
Issuances of “Guidelines if Mobile Financial
Services (MFS) for the banks” by Bangladesh
Bank in 2011, which was later revised in 2015.
Environmental
Organized largest medical intervention efforts by
handing 350 ventilators & more than 950,000
emergency medical kits in pandemic.
Social
MFS platforms provide a secured service at low
cost.
Number of users increased to 10.24 crore with
more than 3 crore active users.
Technological
Introduction of QR code based payment system.
Introduction of DFS lab, a joint venture of
Bangladesh Bank and a2i.
1 million USD support was sanctioned by the ICT
division of Bangladesh Government.
6
COMPETITIVE MARKET ANALYSIS
7
SWOT
Strength
Weakness
Opportunity
Threats
Positive brand image of UCBL.
Innovative technology – Block chain and
QR based.
Convenient mobile banking service.
Backed by Government ensures lesser
regulatory restrictions.
Less Cash-out charge than competitors.
NAGAD can independently provide
financial services.
Wide range of E-commerce
payment.
Exceptional branding & marketing
strategies.
Strong company culture
New in the industry.
Lower number of agents & merchants
compared to bKash.
Lack of awareness among users about
the new channel.
High service charge.
Limited monthly transactions.
Sudden server down.
New in the industry.
Lower number of customers.
Traditional mobile banking services
Acquiring more customers.
Innovative services.
Inclusion of lifestyle payment in
Traditional banking system.
NAGAD plans on transforming into a
digital bank.
Inclusion of lifestyle payment in
Traditional banking system.
Extensive mobile network coverage.
SME & Online businesses booming.
Globalizing.
Sudden change in government rules.
Fraud, hacking and abuse of system.
Cheaper rate of switching costs.
Fraud, hacking and abuse of
system.
Cheaper rate of switching costs.
Increasing number of competitors.
Changes in laws, circumstances and
taxation policies develop quickly.
Product Life Cycle of FinTech Companies
Growth Maturity Decline
Introduction
9
COMPETITIVE STRATEGIES
10
Target the Youth Market
Create a Freelancing Payment
Gateway
Introduction of the
“Micro-Loan System”
It will streamline the traditionally out-of-date and non-transparent lending processes.
Micro-Loan system will involve small loans to individuals.
Loan Limit: BDT 5,000
Repayment Time: 3 months.
Usual Charge for each repayment: BDT 5
Micro-Loan Repayment Penalty:
Extra cost for Cash out / send money to
compensate for the loan.
Loan penalty: BDT 15
1 week warning if unable to pay within 1
month
THANK YOU

Fintech In Bangladesh - Bkash

  • 1.
    FinTech in Bangladesh LinkedIn:Sabereen Faruque Safa
  • 2.
  • 3.
    Strength Strong R&D expertiseand team Highly innovative Digital Marketing Expertise Success in Entering New Markets Weakness Privacy of Personal Information High Cost Structure Strong Existing Competitor Opportunities Central Bank promoting FinTech. Declining Cost of Internet Services. Increasing number of mobile and smartphone users. Develop new products for International Markets. Threats Cybercrime potentially put the entire Financial System in risk. New startups focusing on product launch rather than security measures.
  • 4.
    Porter’s 5 Forces Threatof New Entrants (Moderate) Bargaining Power of Suppliers (High) Threat of Substitute Services (Moderate) Bargaining Power of Buyers (Moderate) Competitive Rivalry (High)
  • 5.
    PESTEL P E E T L S Political Deduction ofVAT by the government for the mobile banking platforms. Acceleration in the technological innovations of DFS platforms due to government’s vision of creating a “Digital Bangladesh” Economic Money transactions using MFS platform hit 55,059 crore BDT on February 2021. Daily transactions between active MFS users amounts to 1,786 crore BDT. Legal Issuances of “Guidelines if Mobile Financial Services (MFS) for the banks” by Bangladesh Bank in 2011, which was later revised in 2015. Environmental Organized largest medical intervention efforts by handing 350 ventilators & more than 950,000 emergency medical kits in pandemic. Social MFS platforms provide a secured service at low cost. Number of users increased to 10.24 crore with more than 3 crore active users. Technological Introduction of QR code based payment system. Introduction of DFS lab, a joint venture of Bangladesh Bank and a2i. 1 million USD support was sanctioned by the ICT division of Bangladesh Government.
  • 6.
  • 7.
    7 SWOT Strength Weakness Opportunity Threats Positive brand imageof UCBL. Innovative technology – Block chain and QR based. Convenient mobile banking service. Backed by Government ensures lesser regulatory restrictions. Less Cash-out charge than competitors. NAGAD can independently provide financial services. Wide range of E-commerce payment. Exceptional branding & marketing strategies. Strong company culture New in the industry. Lower number of agents & merchants compared to bKash. Lack of awareness among users about the new channel. High service charge. Limited monthly transactions. Sudden server down. New in the industry. Lower number of customers. Traditional mobile banking services Acquiring more customers. Innovative services. Inclusion of lifestyle payment in Traditional banking system. NAGAD plans on transforming into a digital bank. Inclusion of lifestyle payment in Traditional banking system. Extensive mobile network coverage. SME & Online businesses booming. Globalizing. Sudden change in government rules. Fraud, hacking and abuse of system. Cheaper rate of switching costs. Fraud, hacking and abuse of system. Cheaper rate of switching costs. Increasing number of competitors. Changes in laws, circumstances and taxation policies develop quickly.
  • 8.
    Product Life Cycleof FinTech Companies Growth Maturity Decline Introduction
  • 9.
  • 10.
    10 Target the YouthMarket Create a Freelancing Payment Gateway
  • 11.
    Introduction of the “Micro-LoanSystem” It will streamline the traditionally out-of-date and non-transparent lending processes. Micro-Loan system will involve small loans to individuals. Loan Limit: BDT 5,000 Repayment Time: 3 months. Usual Charge for each repayment: BDT 5 Micro-Loan Repayment Penalty: Extra cost for Cash out / send money to compensate for the loan. Loan penalty: BDT 15 1 week warning if unable to pay within 1 month
  • 12.