This document provides an overview of Infolady, a social enterprise that aims to empower rural women in Bangladesh. It discusses Infolady's vision, mission, principles and the impact it has had in society. The document is divided into two chapters. The first chapter provides background information on Infolady, including its trajectory since 2004 and the geographical and social areas it works in. The second chapter introduces Infolady's business model canvas, which is comprised of 12 blocks covering topics like customer segments, value propositions, key activities, resources, partners, and social/environmental costs and benefits.
The document announces the Techcircle Mobile Forum 2013 conference happening on June 27th in New Delhi. The conference will bring together mobile innovators, entrepreneurs, marketers and investors to discuss emerging trends in mobile commerce, apps, entertainment, advertising and payments. Key speakers include leaders from companies like Ola, Snapdeal, Paymate and Google. The event aims to showcase disruptive mobile startups and connect attendees to potential investors. Registration is available online or via cheque/DD and costs Rs. 8000-10000 for investors and Rs. 6000-8000 for entrepreneurs, with early bird discounts until June 11th.
BDS for micro Enterprises across the World 220709jiteshindia
This document summarizes business development services (BDS) programs across multiple countries. It describes programs in Azerbaijan, Bangladesh, Bulgaria, Guatemala, Egypt, El Salvador, Ethiopia, Honduras, India, Kenya, Kyrgyzstan, Malawi, and Mali. For each country or region, it provides details on the organizations involved, target clients, types of services provided, payment methods, and lessons learned. The overall document serves to catalog and compare different BDS models in use internationally.
This document provides an overview of call center process management. It discusses managing business processes and activities to common goals like reducing costs and improving customer satisfaction. The presentation covers objectives like improving performance, productivity and revenue. It identifies challenges like integrating processes, products, channels and technology. It presents a customer interaction framework and discusses metrics like interaction performance. The overall aim is understanding customer needs and optimizing processes to enhance the customer experience.
Free Call Center Training | Call Center Best PracticesMetricNet
This document discusses best practices for call centers. It introduces a 4 step model for achieving excellence: 1) Measure key performance metrics, 2) Benchmark metrics and diagnose gaps against peers, 3) Prescribe actions to address gaps, and 4) Implement the action plan. Critical metrics include cost per contact, customer satisfaction, and agent utilization which are measured through ongoing benchmarking against a database of over 3,000 global call centers. World-class call centers implement best practices to provide superior customer experiences at lower costs.
Example Call Center Work/Information Flow DiagramEquilibria, Inc.
There are bound to be times when your customer support team encounters a problem dealing with customers. You have no control over what customers say or do, but you do have control over how team members respond to questions or complaints in an efficient and productive way. With a combination of competent team members, well-written scripts and the right technology, your business can attract and retain happy and loyal customers.
Process maps (flowcharts) are one tool companies use to ensure team members know how to address customer support questions, escalate issues, and route calls. In this presentation, we begin with a process map given to employees working in a call center to screen job candidates. If you enjoy working with flowcharts, you’ll love this method to investigate your own customer service model. More process map templates are available for download at www.eqbsystems.com/shop. Thanks for watching!
Aflore has built a distribution channel of over 7,500 informal advisors who originate loans for the emerging middle class in Latin America. The informal advisors use a mobile platform to acquire and service clients from within their personal networks. Aflore has disbursed over $21 million in loans with a portfolio that is growing 10-20% month over month. Their model keeps costs low through the use of informal advisors and a proprietary risk assessment engine that can evaluate borrowers with little credit history or digital footprint. This has allowed Aflore to build a portfolio with credit risk 45% lower than traditional microfinance institutions while generating margins 2x higher than the market.
Usually the companies in the richer world and the products which comes to the market are usually focused on Tier 1, 2 & 3 markets. Tier 4 markets i.e Bottom of Pyramid Markets are usually devoid of products. Many Companies like Hindustan Unilever, Aravind Eyecare, Narayan Hrudiyalaya, Jaipur Foot, Eid Parry, Lijjat Papad, ITC Ltd, etc have came up with the products that are specially made for BOP markets. The market volume is very high as more than 4000 million people in the world are below $2 annual per capita income, Even 46% of the Indian population live below the poverty line.......This people cannot afford to the products available for the tier 1,2 & 3 markets as they cannot afford them..... Thus a greater potential occurs at the BOP market.....Catering BOP market doesn't mean catering 'sachets" to them. Making such products which are affordable by these markets...and thus making profits..... Instead enabling them to purchase the product by enhancing the buying power of the consumers..........Reverse Innovation can bring upon the change to the BOP markets.......
The document discusses financial inclusion and exclusion in India. It notes that only 5% of villages have a bank branch and 81% do not have one within 2 km. Many groups are financially excluded including the poor, women, elderly, and those in rural areas. It outlines various initiatives taken by the government and RBI to promote financial inclusion through programs like self-help groups, nationalization of banks, and the business correspondent model. Technology is seen as an important enabler but challenges remain around appropriate business models, infrastructure, and products.
The document announces the Techcircle Mobile Forum 2013 conference happening on June 27th in New Delhi. The conference will bring together mobile innovators, entrepreneurs, marketers and investors to discuss emerging trends in mobile commerce, apps, entertainment, advertising and payments. Key speakers include leaders from companies like Ola, Snapdeal, Paymate and Google. The event aims to showcase disruptive mobile startups and connect attendees to potential investors. Registration is available online or via cheque/DD and costs Rs. 8000-10000 for investors and Rs. 6000-8000 for entrepreneurs, with early bird discounts until June 11th.
BDS for micro Enterprises across the World 220709jiteshindia
This document summarizes business development services (BDS) programs across multiple countries. It describes programs in Azerbaijan, Bangladesh, Bulgaria, Guatemala, Egypt, El Salvador, Ethiopia, Honduras, India, Kenya, Kyrgyzstan, Malawi, and Mali. For each country or region, it provides details on the organizations involved, target clients, types of services provided, payment methods, and lessons learned. The overall document serves to catalog and compare different BDS models in use internationally.
This document provides an overview of call center process management. It discusses managing business processes and activities to common goals like reducing costs and improving customer satisfaction. The presentation covers objectives like improving performance, productivity and revenue. It identifies challenges like integrating processes, products, channels and technology. It presents a customer interaction framework and discusses metrics like interaction performance. The overall aim is understanding customer needs and optimizing processes to enhance the customer experience.
Free Call Center Training | Call Center Best PracticesMetricNet
This document discusses best practices for call centers. It introduces a 4 step model for achieving excellence: 1) Measure key performance metrics, 2) Benchmark metrics and diagnose gaps against peers, 3) Prescribe actions to address gaps, and 4) Implement the action plan. Critical metrics include cost per contact, customer satisfaction, and agent utilization which are measured through ongoing benchmarking against a database of over 3,000 global call centers. World-class call centers implement best practices to provide superior customer experiences at lower costs.
Example Call Center Work/Information Flow DiagramEquilibria, Inc.
There are bound to be times when your customer support team encounters a problem dealing with customers. You have no control over what customers say or do, but you do have control over how team members respond to questions or complaints in an efficient and productive way. With a combination of competent team members, well-written scripts and the right technology, your business can attract and retain happy and loyal customers.
Process maps (flowcharts) are one tool companies use to ensure team members know how to address customer support questions, escalate issues, and route calls. In this presentation, we begin with a process map given to employees working in a call center to screen job candidates. If you enjoy working with flowcharts, you’ll love this method to investigate your own customer service model. More process map templates are available for download at www.eqbsystems.com/shop. Thanks for watching!
Aflore has built a distribution channel of over 7,500 informal advisors who originate loans for the emerging middle class in Latin America. The informal advisors use a mobile platform to acquire and service clients from within their personal networks. Aflore has disbursed over $21 million in loans with a portfolio that is growing 10-20% month over month. Their model keeps costs low through the use of informal advisors and a proprietary risk assessment engine that can evaluate borrowers with little credit history or digital footprint. This has allowed Aflore to build a portfolio with credit risk 45% lower than traditional microfinance institutions while generating margins 2x higher than the market.
Usually the companies in the richer world and the products which comes to the market are usually focused on Tier 1, 2 & 3 markets. Tier 4 markets i.e Bottom of Pyramid Markets are usually devoid of products. Many Companies like Hindustan Unilever, Aravind Eyecare, Narayan Hrudiyalaya, Jaipur Foot, Eid Parry, Lijjat Papad, ITC Ltd, etc have came up with the products that are specially made for BOP markets. The market volume is very high as more than 4000 million people in the world are below $2 annual per capita income, Even 46% of the Indian population live below the poverty line.......This people cannot afford to the products available for the tier 1,2 & 3 markets as they cannot afford them..... Thus a greater potential occurs at the BOP market.....Catering BOP market doesn't mean catering 'sachets" to them. Making such products which are affordable by these markets...and thus making profits..... Instead enabling them to purchase the product by enhancing the buying power of the consumers..........Reverse Innovation can bring upon the change to the BOP markets.......
The document discusses financial inclusion and exclusion in India. It notes that only 5% of villages have a bank branch and 81% do not have one within 2 km. Many groups are financially excluded including the poor, women, elderly, and those in rural areas. It outlines various initiatives taken by the government and RBI to promote financial inclusion through programs like self-help groups, nationalization of banks, and the business correspondent model. Technology is seen as an important enabler but challenges remain around appropriate business models, infrastructure, and products.
Creating Value for the Poor with Lean IT by Dr. Khuloud OdehInstitut Lean France
The document summarizes a presentation given by Khuloud Odeh of Grameen Foundation at the European Lean IT Summit in Paris in 2013. The presentation discusses Grameen Foundation's use of Lean IT principles to improve their Community Knowledge Worker program in Uganda, which provides agricultural information to smallholder farmers via mobile phones and community workers. It describes how a Lean workshop was conducted for the CKW program teams, which identified key processes for improvement through value stream mapping and prioritization. An action plan was developed using tools like Kanban boards, daily stand-up meetings, and designating a Lean coach. In the 5 months following, the CKW program reported walls coming down and improved focus on creating value for farmers through problem
Team Ramen, Marketing Samurai'19, 1st RoundAfnan Faruk
This document provides a situation analysis and marketing plan for relaunching a women-focused motorcycle ride sharing service called RideDako under a new brand name "Chalika". It discusses the Bangladesh market landscape, RideDako's past issues, and Chalika's plans to address safety, convenience and reliability for women riders. The marketing plan includes segmentation of women into 4 target groups, a 4 phase action plan to revamp the brand and platform, and an integrated ATL, online and BTL campaign strategy with budgets and metrics. The goal is to establish Chalika as a trusted ride sharing option exclusively for women commuters in Dhaka.
Rural Digital Marketing - Masterclass by Ajay Chhabra Ajay Chhabra
This document summarizes a rural digital marketing master class that will cover various topics:
- Case studies of successful digital initiatives in rural India by companies.
- The complexities and challenges of increasing digital adoption in rural areas.
- Staying aware of competition in the evolving digital space for rural markets.
- Bringing global best practices to promoting technology as a daily part of life in Indian villages.
The class will examine changing rural consumer dynamics and various data sources on rural digital trends. Case studies of innovative rural marketing campaigns using digital and mobile technologies will also be discussed.
LEAP2 aims to catalyze digital solutions to accelerate social impact and inclusive growth through co-creation and support of innovative digital solutions. It will support promising fintech solutions through challenges in areas like fintech in Kenya, female entrepreneurship in Uganda, and circular economy in Kenya and Ghana. Close the Gap and LEAP2 will combine efforts to improve impact finance through digital inclusion and innovation challenges finding fintech solutions to increase access to financial services for more people. ING Impact Finance also aims to attract investors for social impact initiatives through lending, education, and research & advice.
ICT Entrepreneurship in Developing Countries: Challenges and BeyondFaheem Hussain
Dr. Faheem Hussain presented on ICT entrepreneurship in developing countries. He discussed how ICT entrepreneurs utilize digital tools to ensure participation, return on investment, and expand access. However, developing countries face many challenges, including outdated policies, lack of intellectual property protection, and inefficient financial systems. Opportunities exist through collaborative approaches between government, private sector, and entrepreneurs to develop infrastructure, inclusive services, and support mechanisms.
The document summarizes the development of a mobile platform called inKind by a team of 5 volunteers. It discusses interviews conducted with local charities and schools. The team refined their business model canvas over 5 days, identifying schools and guidance counselors as customers, and a mobile app as the preferred channel. They propose a freemium revenue model with subscription fees for schools and paid student reports. Next steps include software development, partnerships, and customer discovery interviews.
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.
Digital Trends in the Financial Services IndustryKL Daly
Reviewing trends in the financial services, this presentation looks at how brand repositioning, digital optimization, digital analysis and customer relationships can be used to help the financial services industry overcome disruption and set themselves up for success in the future.
This document presents a business model for attracting the unbanked population in Nigeria to the formal banking system through a new debit card product. It discusses developing a cost-effective product that meets the financial, emotional and aspirational needs of the target market of 18-45 year olds in socioeconomic classes D and E with incomes of 5,000-50,000 naira. The product will work on ATMs, POS, web and mobile channels. It also outlines plans for the business, financials, marketing and assessing the product.
IDEA is a 5-step program by UNIDO to promote private sector development, innovation, and job creation in least developed countries (LDCs). It aims to formalize informal economic activities and help informal sector workers, students, and graduates start businesses or get jobs. The 5 steps include: 1) assessing value chains, 2) selecting and training beneficiaries, 3) providing soft incubation support, 4) facilitating clustering and networking, and 5) conducting maturity assessments. The goal is to link beneficiaries to growing markets and help transition them to sustainable participation in the formal private sector economy.
Consumer Protection and Business Ethics.pptxWaqarAzam17
This document discusses consumer protection and corporate social responsibility. It defines consumer protection as laws and regulations that protect buyers from dangerous or low quality products and deceptive advertising. The document outlines factors companies should measure to ensure customer satisfaction, trust and experience. It discusses the importance of transparency and stakeholder involvement in CSR practices. The conclusion emphasizes that the purpose of CSR is to improve transparency and consumer protection.
Social Media Adoption among the Banking Sector in Sri Lanka: Paper presented ...Parakum Pathirana
Despite social media having a remarkable success in many parts of the world in different contexts such as promoting brands to changing state leaders, the adoption by the banking sector to provide financial services remains relatively low across many parts of the world.
Many banking customers are still reluctant to consume financial services via social media. In fact, how banks should adopt social media still remains unanswered, possibly due to the fluidity of social media compared to the rigidness of the banking sector. The aim of this paper is to devise a framework to better understand the determinants of social media adoption among the banking sector based on the Technology Acceptance Model (TAM).
Paper available at: https://www.academia.edu/15069575/Social_Media_Adoption_among_the_Banking_Sector_in_Sri_Lanka
The document provides an overview of the Digital Marketplace Insights (DMI) 2014 report. Some key findings:
- DMI 2014 conducted interviews with leaders from over 100 organizations across multiple sectors to collect views on digital trends, as well as a consumer survey.
- There has been a significant shift towards customer-centricity, with 75% of organizations now having customer representation at board level and 50% using 4+ user experience techniques.
- The concept of a "digital ecosystem" is emerging, where the components of a digital strategy must be treated interdependently rather than as a hierarchy.
- Key areas covered in the report include technology, channels, customers, strategy, and culture. Innovation
The document summarizes a presentation on identity and access management (IAM) and its linkage to innovative service delivery. It provides three case studies: (1) Belgium's transition to an e-government model enabled by IAM, (2) using mobile authentication for self-certification of benefits eligibility in the EU, and (3) the potential for mobile voting. It then discusses global IAM business challenges and implications for IAM program design, technologies, reference architectures, and global initiatives before concluding with examples of IAM implementations.
The document provides a summary of five panel discussions held across India on the topic of financial inclusion. The panels saw debates on how to make financial inclusion viable in rural areas with large populations lacking access to financial products. Key challenges identified were gaining the trust of rural populations and helping them access financial services. Successful models were seen to be those that made services accessible at affordable costs, such as through optimized use of Banking Correspondents. All stakeholders recognize the potential of serving consumers at the "bottom of the pyramid" but approaches need to focus on contribution-based systems rather than dole-based ones. Technology can also help power financial inclusion by facilitating efficient and secure transactions.
Thomas Schornstein, Global Head of Sales at additiv delivered this presentation at EFMA World Retail Banking Summit 2020 in Dubai, on the 10th of February 2020.
The main topics discussed are:
- A shifting landscape and mind-set
- Chances for incumbent banks
- Key success factors for a digital offering
For more information visit www.additiv.com
The digital-evolution-in-marketing-apurva chamariaApurva Chamaria
This document discusses the digital evolution in marketing and provides examples of successful digital strategies. It begins with achievements of digital media at HCL Technologies, followed by trends such as the rise of mobile traffic and social sharing. Common digital media pitfalls are also outlined. The document argues that successful strategies reduce costs or increase willingness to pay by helping people connect or strengthen relationships. Examples include how Yelp acquires content through social benefits and how American Express reduces churn through an online community. It concludes with background on the presenter, Apurva Chamaria.
Financial inclusion cbt presentation feb 2011subramanian K
The document discusses financial inclusion challenges and opportunities in India, focusing on the role of government, industry, and academia in promoting financial inclusion. It defines financial inclusion and exclusion, outlines reasons for exclusion. It proposes a public-private partnership model utilizing technology to expand access to banking and credit for rural and low-income populations.
Creating Value for the Poor with Lean IT by Dr. Khuloud OdehInstitut Lean France
The document summarizes a presentation given by Khuloud Odeh of Grameen Foundation at the European Lean IT Summit in Paris in 2013. The presentation discusses Grameen Foundation's use of Lean IT principles to improve their Community Knowledge Worker program in Uganda, which provides agricultural information to smallholder farmers via mobile phones and community workers. It describes how a Lean workshop was conducted for the CKW program teams, which identified key processes for improvement through value stream mapping and prioritization. An action plan was developed using tools like Kanban boards, daily stand-up meetings, and designating a Lean coach. In the 5 months following, the CKW program reported walls coming down and improved focus on creating value for farmers through problem
Team Ramen, Marketing Samurai'19, 1st RoundAfnan Faruk
This document provides a situation analysis and marketing plan for relaunching a women-focused motorcycle ride sharing service called RideDako under a new brand name "Chalika". It discusses the Bangladesh market landscape, RideDako's past issues, and Chalika's plans to address safety, convenience and reliability for women riders. The marketing plan includes segmentation of women into 4 target groups, a 4 phase action plan to revamp the brand and platform, and an integrated ATL, online and BTL campaign strategy with budgets and metrics. The goal is to establish Chalika as a trusted ride sharing option exclusively for women commuters in Dhaka.
Rural Digital Marketing - Masterclass by Ajay Chhabra Ajay Chhabra
This document summarizes a rural digital marketing master class that will cover various topics:
- Case studies of successful digital initiatives in rural India by companies.
- The complexities and challenges of increasing digital adoption in rural areas.
- Staying aware of competition in the evolving digital space for rural markets.
- Bringing global best practices to promoting technology as a daily part of life in Indian villages.
The class will examine changing rural consumer dynamics and various data sources on rural digital trends. Case studies of innovative rural marketing campaigns using digital and mobile technologies will also be discussed.
LEAP2 aims to catalyze digital solutions to accelerate social impact and inclusive growth through co-creation and support of innovative digital solutions. It will support promising fintech solutions through challenges in areas like fintech in Kenya, female entrepreneurship in Uganda, and circular economy in Kenya and Ghana. Close the Gap and LEAP2 will combine efforts to improve impact finance through digital inclusion and innovation challenges finding fintech solutions to increase access to financial services for more people. ING Impact Finance also aims to attract investors for social impact initiatives through lending, education, and research & advice.
ICT Entrepreneurship in Developing Countries: Challenges and BeyondFaheem Hussain
Dr. Faheem Hussain presented on ICT entrepreneurship in developing countries. He discussed how ICT entrepreneurs utilize digital tools to ensure participation, return on investment, and expand access. However, developing countries face many challenges, including outdated policies, lack of intellectual property protection, and inefficient financial systems. Opportunities exist through collaborative approaches between government, private sector, and entrepreneurs to develop infrastructure, inclusive services, and support mechanisms.
The document summarizes the development of a mobile platform called inKind by a team of 5 volunteers. It discusses interviews conducted with local charities and schools. The team refined their business model canvas over 5 days, identifying schools and guidance counselors as customers, and a mobile app as the preferred channel. They propose a freemium revenue model with subscription fees for schools and paid student reports. Next steps include software development, partnerships, and customer discovery interviews.
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.
Digital Trends in the Financial Services IndustryKL Daly
Reviewing trends in the financial services, this presentation looks at how brand repositioning, digital optimization, digital analysis and customer relationships can be used to help the financial services industry overcome disruption and set themselves up for success in the future.
This document presents a business model for attracting the unbanked population in Nigeria to the formal banking system through a new debit card product. It discusses developing a cost-effective product that meets the financial, emotional and aspirational needs of the target market of 18-45 year olds in socioeconomic classes D and E with incomes of 5,000-50,000 naira. The product will work on ATMs, POS, web and mobile channels. It also outlines plans for the business, financials, marketing and assessing the product.
IDEA is a 5-step program by UNIDO to promote private sector development, innovation, and job creation in least developed countries (LDCs). It aims to formalize informal economic activities and help informal sector workers, students, and graduates start businesses or get jobs. The 5 steps include: 1) assessing value chains, 2) selecting and training beneficiaries, 3) providing soft incubation support, 4) facilitating clustering and networking, and 5) conducting maturity assessments. The goal is to link beneficiaries to growing markets and help transition them to sustainable participation in the formal private sector economy.
Consumer Protection and Business Ethics.pptxWaqarAzam17
This document discusses consumer protection and corporate social responsibility. It defines consumer protection as laws and regulations that protect buyers from dangerous or low quality products and deceptive advertising. The document outlines factors companies should measure to ensure customer satisfaction, trust and experience. It discusses the importance of transparency and stakeholder involvement in CSR practices. The conclusion emphasizes that the purpose of CSR is to improve transparency and consumer protection.
Social Media Adoption among the Banking Sector in Sri Lanka: Paper presented ...Parakum Pathirana
Despite social media having a remarkable success in many parts of the world in different contexts such as promoting brands to changing state leaders, the adoption by the banking sector to provide financial services remains relatively low across many parts of the world.
Many banking customers are still reluctant to consume financial services via social media. In fact, how banks should adopt social media still remains unanswered, possibly due to the fluidity of social media compared to the rigidness of the banking sector. The aim of this paper is to devise a framework to better understand the determinants of social media adoption among the banking sector based on the Technology Acceptance Model (TAM).
Paper available at: https://www.academia.edu/15069575/Social_Media_Adoption_among_the_Banking_Sector_in_Sri_Lanka
The document provides an overview of the Digital Marketplace Insights (DMI) 2014 report. Some key findings:
- DMI 2014 conducted interviews with leaders from over 100 organizations across multiple sectors to collect views on digital trends, as well as a consumer survey.
- There has been a significant shift towards customer-centricity, with 75% of organizations now having customer representation at board level and 50% using 4+ user experience techniques.
- The concept of a "digital ecosystem" is emerging, where the components of a digital strategy must be treated interdependently rather than as a hierarchy.
- Key areas covered in the report include technology, channels, customers, strategy, and culture. Innovation
The document summarizes a presentation on identity and access management (IAM) and its linkage to innovative service delivery. It provides three case studies: (1) Belgium's transition to an e-government model enabled by IAM, (2) using mobile authentication for self-certification of benefits eligibility in the EU, and (3) the potential for mobile voting. It then discusses global IAM business challenges and implications for IAM program design, technologies, reference architectures, and global initiatives before concluding with examples of IAM implementations.
The document provides a summary of five panel discussions held across India on the topic of financial inclusion. The panels saw debates on how to make financial inclusion viable in rural areas with large populations lacking access to financial products. Key challenges identified were gaining the trust of rural populations and helping them access financial services. Successful models were seen to be those that made services accessible at affordable costs, such as through optimized use of Banking Correspondents. All stakeholders recognize the potential of serving consumers at the "bottom of the pyramid" but approaches need to focus on contribution-based systems rather than dole-based ones. Technology can also help power financial inclusion by facilitating efficient and secure transactions.
Thomas Schornstein, Global Head of Sales at additiv delivered this presentation at EFMA World Retail Banking Summit 2020 in Dubai, on the 10th of February 2020.
The main topics discussed are:
- A shifting landscape and mind-set
- Chances for incumbent banks
- Key success factors for a digital offering
For more information visit www.additiv.com
The digital-evolution-in-marketing-apurva chamariaApurva Chamaria
This document discusses the digital evolution in marketing and provides examples of successful digital strategies. It begins with achievements of digital media at HCL Technologies, followed by trends such as the rise of mobile traffic and social sharing. Common digital media pitfalls are also outlined. The document argues that successful strategies reduce costs or increase willingness to pay by helping people connect or strengthen relationships. Examples include how Yelp acquires content through social benefits and how American Express reduces churn through an online community. It concludes with background on the presenter, Apurva Chamaria.
Financial inclusion cbt presentation feb 2011subramanian K
The document discusses financial inclusion challenges and opportunities in India, focusing on the role of government, industry, and academia in promoting financial inclusion. It defines financial inclusion and exclusion, outlines reasons for exclusion. It proposes a public-private partnership model utilizing technology to expand access to banking and credit for rural and low-income populations.
2. Index
Chapter 01:
• About Infolady
• Infolady Vision, Mission, Principle
• Trajectory of Infolady
• Infolady Geographical and Social Footprints
• Impact in Society
• Global Supporters of Infolady
• National Supporters of Infolady
• Award & Recognitions of Infolady
• Infolady Theory of Change
Chapter 02:
• Infolady Business model canvas V 0.1
• Intro Infolady Business model canvas V 0.2
• Block 01: Infolady Customer Segments
• Identifying Infolady Customers
• Block 02: Value proposition for different customer segments
• Block 03 : Products or Services [Materializing the VPs]
• Block 04: Key Channels to reach Customer segments
• Block 05: Customer Relationship drives of Infolady…
• Block 06: Key Activities to live the Infolady
• Block 07: Key Resources : Fuels of activities
• Block 08: Key Partners: SOCIAL INVESTORS
• Block 09: Revenue Structure of Infolady Business Model
• Block-10: Cost Structure of Infolady Business Model
• Block-11 & 12: Social & Environmental benefit & cost
• Full Canvas of Infolady business Model V02
prepared by Md Tariqul Islam Khan 2
4. concept
Launched
Mobile Lady to
examine the
concept
Launched
Pallitathya Kendra
(Public Access
Venue), with
integration of
Mobile Lady
Mobile Lady was
renovated as
Infolady. Income
options for financial
sustainability was
tested.
Comprehensive
Infolady model was
launched to test
and shape the
entrepreneurship
model
Testing
Franchise
model for
scaling
‘Infolady’
model
Rebranded
Infolady and
developed the
business model
for scaling up
2004 2005 2008 2010 2013 2014
Trajectory of Infolady
prepared by Md Tariqul Islam Khan 4
5. Infolady
working areas
Family planning and awareness
on availability of multiple methods
Improving Farmers’ yield
Applying appropriate technology
Tracking Citizen
Right seeking
Behaviors through
ICT
Informed
decisions
practice on
livelihood
Creating self-employment
opportunity for educated women
in rural community
Creates an
alternative
supply chain for
rural producers and
enhanced income
opportunity
Materializing
Amartya Sen’s
theory of
‘Development
as Freedom’
Infolady Geographical and Social Footprints…
prepared by Md Tariqul Islam Khan 5
6. National Supporters for Infolady
Governor of the Central Bank of Bangladesh Media person in Agriculture fieldprepared by Md Tariqul Islam Khan 6
7. Global Gender
and ICT Award
7
Mobile
Lady 2005
National Digital
Innovation
Award
Infolady
2011
Manthan South
Asia Award
Infolady
2011 GDN Most
Innovative
Social Enterprise
Award
Infolady
2013
DW BOBS
Media Forum
Award
Infolady
2013
Awards & Recognitions…
prepared by Md Tariqul Islam Khan
8. Income generating for
economic freedom
Become a social
change agent of ecosystem
Improve
Basic Daily
Practice
Take
informed
choice
Overcome
structural constraints
❶ Women are taking
Uninformed Decision
❷ Women are receiving
Suboptimal Return from
economic activities
❸ Huge demand on
rural door step service
❹ Lack of employment options
for educated rural women
❺ Reaching BoP is costly for
private sector
❻ Social taboo limits women’s
mobility thus choice in a
conservative society
❼ Inadequate women agency
in families and society
Citizens
Quality of
Life
Improved
Marginalized
citizens
specifically
women
Challenging
sate quo
Seeking and
comparing options
Exercising knowledge
Creating a network
of change makers
Driving top down and
bottom up supply
chain network
Access to
information
at Door Step
combined
with
relevant
Services
and
Products
=Solution
Changes/
Output
Impact+ + Response byInput Beneficiary +
Infolady Theory of Change…
prepared by Md Tariqul Islam Khan 8
10. Key Partners Key Activities Value Propositions Product / Service ; which is
delivered
Customer Relationships Customer Segments ;CS
Key Resources Channels
Cost Structure Revenue Streams
Social & Environmental Cost Social & Environmental Benefit
http://www.businessmodelgeneration.com
InfoladyModelCanvas Version :0.2
is comprises of 12 Blocks
Starting from Block 01 : Customer segment
Ended with Block 12: Social and Environmental Benefit
prepared by Md Tariqul Islam Khan 10
12. Block 01: Segmenting Infolady Customers
Infolady
InfoladyInfolady
Rural women
Cultural tradition
Livelihood
Business HUB
Environment
pollution
Technology
Power relationship
politics & Social
environmentl
it
t r
Infrastructure,
Electricity,
Connectivity & Road
Institutions:
Local Government office ,
Education institutions,
Local Service provider
Community
beneficiary
Community Ecosystem with Infolady
Customers Segments
1st block of the canvas
Customers are
the epicenter of Infolady Business Model
&
Customers also the components of
Community Ecosystem with Infolady
prepared by Md Tariqul Islam Khan 12
13. Adolescent GirlHousewife senior Citizen
Individual women
Elder citizen
<< Professionals
Infolady women Farmer
Children >>
Primary Customer :
Segment C
Ultimate customer :
Segment A
Intermediary customer :
Segment B
Government
Companies
Funding Inst.
Donor
Customers Segments
are derived from
the Infolady's Community Ecosystem
Block 01: Segmenting Infolady Customers
prepared by Md Tariqul Islam Khan 13
15. a) Earning income
through sales of
information driven
services and
products in own
community
b) Social recognition
and acceptance
C) Having Decent Job
The women
entrepreneur [Infolady]
Block 02: VP for Intermediary Customer Segment ‘B’
a) On time
Information to
prevent loss
b) Demonstration
on alternative
solutions
Farmer
a) Connecting with
Govt. guaranteed
Safety Net benefits
b) Sharing Good time
Elder Citizen
a. Connecting with
Contemporary issues
of livelihood
b. Business Match
Making /
Interchanging the
Business needs
Professionals
a. Learning with
entertainment
b. Prepare for
school
Children
prepared by Md Tariqul Islam Khan 15
16. Reliable model to
enhance the
outreach of
financial products,
and can
demonstrate social
commitment
An alternative
channel for
Sales and
Marketing
A door-step
distribution
channel
Reliable
platform/channel
to make their social
investment worthy
Good cause for
development
Institution:
Segment C
Donor (Institutions,
Individuals
Companies
Funding
Institutions
A doorstep
system to
promote rights
and entitlement
programs
Block 02: VP for Customer Segment ‘C’
Government
Value Proposition for Customer_ Type C
prepared by Md Tariqul Islam Khan 16
17. Packages through which VP are delivered to Customers
Block 03: Products or Services [Materializing the VPs]
UltimateCustomer IntermediaryCustomers All typesof Institutions
prepared by Md Tariqul Islam Khan 17
19. Adolescent GirlHousewife
senior
Citizen
Individual
women
Elder citizen
<< Professionals
Infolady women Farmer
Children >>
Ultimate Customer
Segment - A
Intermediary
Customer Segment - B
Customer Segment - C
Customer
Segment -A
Customer
Segment -B
Customer
Segment -C
Deliver differentValues and Solutions
to the different segments of Customers
through different channels
Block 04: Key Channels to reach Customer segments
prepared by Md Tariqul Islam Khan 19
20. Degreeofloyalty
Time & Customer size
Personalized service : It gains Loyalty
of community through linking the
beneficiaries with Govt. safety net
programs
Promotion : Membership card will work as
a Discount card for women -priority -
service and increasing the aspiration of
belongings with Infolady activities
It’s ERP will bring real-
time the picture of fields
on the decision making
table
Customer
Care Center
mComplaint and
mService platform
Upward supply- Chain linkage
for beneficiaries / members
Relationship Matrix Customer A ;
Group / female
citizen
Customer B
Infolady
Customer C;
Corporate/
Importers
Personal assistance √
Customer care center √
Self-learning material √
mComplaint and mService
platform
√ √
Promotional offer √ √ √
Impact report √
On line reporting
system/ERP
√
Allocation of customer relationship
initiatives
Relationship between loyalty of
customers & initiatives
Degree of customer loyalty will be shaped
with the number and maturity
of Customers & Market.
Block 05: Customer Relationship drives…
prepared by Md Tariqul Islam Khan 20
21. Customer
Segments
Block 01
Channel
Block 04
Product &
Services
This is the
packages of VPs
Block 03
Next blocks
06 & 07 ,
represent the
activities and
resources are
involved to
make the
model live &
successful
Customer
Relation
Block 05
Key Resources
Block 07
Key Activities
Block 06
ValuePropositions
For
Customer segments
Block 02
prepared by Md Tariqul Islam Khan 21
22. Resource
Mobilizations
Building capacity
Designing
Guideline, Manuals
and Curriculums
Expanding Infolady
Network
Managing
Information
platform
Managing Customer
relationship platform
and Call Center
Providing technical
support to Infolady for
performance
enhancement
Building Partnership
with Institutions and
Corporations , MNC
Building Supply Chain
Mgt. [ Up ward &
down word]
Conducting Impact Study
&
Auditing
Building revenue generating
and growth focus activities
Continuous R&D to
fit with changing environment
Building supportive community
Ecosystem for Infolady
Infolady
InfoladyInfolady
Rural women
Cultural tradition
Livelihood
Business HUB
Environment
pollution
Technology
Power
relationship
politics & Social
environment
l
it
t r
Infrastructure,
Electricity,
Connectivity &
Road
Institutions:
Local Government
office ,
Education institutions,
Local Service provider
Community
beneficiary
Community Ecosystem with Infolady
$
Mentoring &
Managing reward
system
Block 06: Key Activities to functioning Infolady
prepared by Md Tariqul Islam Khan 22
23. Customer
segments
Block 01
Value Propositions
For
Customer segments
Block 02
Channel
Block 04
Product &
Services
This is the
packages of VPs
Block 03
Customer
relation
Block 05
Key Resources
Block 07
Key Activities
Block 06
Next block 8: Key Partners
are some time be the Customers, but
partners are indispensable
Key Partners
Block 08
prepared by Md Tariqul Islam Khan 23
24. Partnership
Partnership with Government Institution
Infolady
Partnership with Development Partners
Partnership with Institutions/ Corporate/
importers/MobileOperators
• To promote the
Government safety -net at
the hard to reach areas
• To get government
support at field level
program execution, and
• To enclose local
government institutions
for people confidence x
• To bring livelihood
lifting solutions and
technology at Hard
to reach areas
• To increase the
awareness among
the mess to take
informed decision
• To generate income
from service delivery
• To support at
mobilizing CSR fund
to women
empowerment
Block 08: Key Partners: SOCIAL INVESTORS
prepared by Md Tariqul Islam Khan 24
25. Infolady -women
Infolady HUB Network
Survey ,
IL Discount card,
Activation,
Top-down &
bottom up supply
chain,
e-Commerce,
Survey field
operation,
Activation,
Top-down &
bottom up
supply chain
e-Commerce,
Infolady membership,
Loyalty fees, Service
contract,
Demand Data service,
By-cycle venture,
Apps AD.-sent
Income from
information ,
Info+ service ,
Info+ product
Sales
Skill development
training,
Sales margin,
By-cycle venture
Income from
group session,
Registration ,
Survey , bottom
up supply chain,
e-Commerce,
Financing from External sources Financing from Internal Activities
GrantFinancial
institutions
Donation
from
individual
philanthr
opists
Donations
from
Corporate
philanthropi
sts
Social
Investors
Independent
income
Shared
income
Revenue
From Two Streams
Block 09: Revenue Sources
prepared by Md Tariqul Islam Khan 25
26. Key Partners Key Activities Value Propositions Product / Service ; which is
delivered
Customer Relationships Customer
Segments ;CS
Key Resources Channels
Cost Structure Revenue Streams
Social & Environmental Cost Social & Environmental Benefit
http://www.businessmodelgeneration.com
Offer For
CS
Discount Card for women A , C
Personal assistance:
Networking govt. safety net
with beneficiaries
B
Customer Care Center A, B
Self learning Material A,B
mComplaint & mService
Platform
B,C
Impact report C
On line reporting system/ERP B,C
Revenue Flows
prepared by Md Tariqul Islam Khan 26
27. USD 100:
Support to
award best
performance of
Infoladies in
various
categories
Award an
Infolady
USD 150:
A specially
designed bi-
cycle to an
Infolady
USD 500:
Full support for
year 1 ( except her
own investment)
USD 1000:
Full support for an
Infolady for 3 years
(except her own
investment)
Adopt an
Infolady:
Support
Startup of
an Infolady
Gift a Bi-
cycle
Block 09: Donation Scopes for philanthropist │under External Sources
USD 50 orits
multiplication:
Any amount
donation with a
minimum
denomination
of USD 50 or its
multiplication.
Empower
an
Infoladyprepared by Md Tariqul Islam Khan 27
28. Customer
segments
Block 01
Value
Propositions
For
Customer segments
Block 02
Channel
Block 04
Product &
Services
This is the
packages of VPs
Block 03
Customer
relation
Block 05
Key Resources
Block 07
Key
Activities
Block 06
Key Partners
Block 08
Revenue streams
Block 09
Cost Structure
Block 10
Next block 10:
It guide us what
to do for being a
Social Business
Previous Block 09:
Revenue structure
gives confidence
on being a
successful Social
Business
prepared by Md Tariqul Islam Khan 28
29. Societal &
environmental cost
Social & Environmental Benefits
Infolady impacton
social & environmental issues …
①Social & environmental benefits, ② Social & environmental Cost
Block-11 & 12: Social & Environmental benefit & cost
prepared by Md Tariqul Islam Khan 29
30. Key Partners Key Activities Value Propositions Product / Service ; which is
delivered
Customer Relationships Customer
Segments ;CS
Key Resources Channels
Cost Structure Revenue Streams
Social & Environmental Cost Social & Environmental Benefit
http://www.businessmodelgeneration.com
CHANNEL :
1. ICT tools
2. Health check up tools
3. Yard meeting / PRA
/Alternative Sales and MKT Channel
4. Web Portal
5. Infolady
6. HUB
7. Supply Chain
Offer For CS
Promotion offer Discount Card for
women
A , C
Personal assistance: Networking
govt. safety net with beneficiaries
B
Customer Care Center A, B
Self learning Material A,B
mComplaint & mService Platform B,C
Impact report C
On line reporting system/ERP B,C
prepared by Md Tariqul Islam Khan 30
31. Thank for the Time!
prepared by Md Tariqul Islam Khan 31