CGAP holds that Smartphone interfaces are likely to become the main interface for mobile money use. A well-designed interface will drive growth, profitability, and a much improved user experience. This presentation outlines 21 principles for UI/UX design.
Across the globe, as the novel coronavirus moves us from communal spaces into the confinement of our homes, our social experiences are forced to adapt. Beyond the social networks we already know and use, we are finding new ways to integrate social into our online lives.
While marketers in across the globe look for social media as an essential part of marketing campaign, china is looking at it as the backbone of consumer engagement. The technologies used by them are dramatically different from what we have seen so far in the west
have you heard about PINDUODUO?
Its an app which started in 2015, and in the span of 5 years Pinduoduo and their social-shopping approach has poised to fully capture the offline-to-online transition in commerce. The success of Pinduoduo in China suggests there is a huge opportunity for social commerce platforms to emerge in other regions.
You know what makes it unique from all the others apps in the ecommerce sector?
Here are the slides to find out!
Credits: @siddeshkhande @shikhachowhan
#uniquebusinesses #ecommerce #socialbranding #pinduoduo #marketing #newstrategies #wechatmarketing #modernstrategies #learnerengagement #china # #engagement #opportunity
Website personalization allows you to alter the website experience for each user based on their actions and attributes. Rather than showing the same website to all users, you can create unique experiences for each website visitor.
Business today is starting to understand the value of data, and some organisations are outperforming their competition by putting data at the heart of their thinking. Leveraging data to change business models, understand their customers and employees better and deliver new revenue streams is the driving force in this new data centric era.
Jon Woodward - MSFT
Dave Coplin - MSFT
Mike Bugembe - JustGiving
Gary Richardson - KPMG
Big wins are to be had by travel merchants that capitalize on this enthusiasm for mobile and integrate a seamless payment flow into their mobile experience. But while some industry leaders are already reaping the rewards, it is still early days for mobile payments in travel. Adyen's Mobile Payments Index - Travel Edition provides a detailed breakdown of travel mobile payments and insights direct from industry experts.
Deloitte and Tulip Retail unveiled Retail’s Omnichannel omnichallenge, a survey that looked at the plans, perceptions and challenges faced by Canadian retailers.
Everything Marketers Need to Know About Generation ZVision Critical
New data on Gen Z attitudes on media consumption, travel, financial services, health care, retail and more. This exclusive report also reveals important differences between Millennials and Generation Z.
Across the globe, as the novel coronavirus moves us from communal spaces into the confinement of our homes, our social experiences are forced to adapt. Beyond the social networks we already know and use, we are finding new ways to integrate social into our online lives.
While marketers in across the globe look for social media as an essential part of marketing campaign, china is looking at it as the backbone of consumer engagement. The technologies used by them are dramatically different from what we have seen so far in the west
have you heard about PINDUODUO?
Its an app which started in 2015, and in the span of 5 years Pinduoduo and their social-shopping approach has poised to fully capture the offline-to-online transition in commerce. The success of Pinduoduo in China suggests there is a huge opportunity for social commerce platforms to emerge in other regions.
You know what makes it unique from all the others apps in the ecommerce sector?
Here are the slides to find out!
Credits: @siddeshkhande @shikhachowhan
#uniquebusinesses #ecommerce #socialbranding #pinduoduo #marketing #newstrategies #wechatmarketing #modernstrategies #learnerengagement #china # #engagement #opportunity
Website personalization allows you to alter the website experience for each user based on their actions and attributes. Rather than showing the same website to all users, you can create unique experiences for each website visitor.
Business today is starting to understand the value of data, and some organisations are outperforming their competition by putting data at the heart of their thinking. Leveraging data to change business models, understand their customers and employees better and deliver new revenue streams is the driving force in this new data centric era.
Jon Woodward - MSFT
Dave Coplin - MSFT
Mike Bugembe - JustGiving
Gary Richardson - KPMG
Big wins are to be had by travel merchants that capitalize on this enthusiasm for mobile and integrate a seamless payment flow into their mobile experience. But while some industry leaders are already reaping the rewards, it is still early days for mobile payments in travel. Adyen's Mobile Payments Index - Travel Edition provides a detailed breakdown of travel mobile payments and insights direct from industry experts.
Deloitte and Tulip Retail unveiled Retail’s Omnichannel omnichallenge, a survey that looked at the plans, perceptions and challenges faced by Canadian retailers.
Everything Marketers Need to Know About Generation ZVision Critical
New data on Gen Z attitudes on media consumption, travel, financial services, health care, retail and more. This exclusive report also reveals important differences between Millennials and Generation Z.
Generally, customer journey mapping workshops are ineffective due to being run in silos, insufficient or irrelevant attendance, and lack of follow-ups.
Customer Journey Mapping Workbooks are the new way to hold customer journey workshops - the workbooks are designed around the lifecycle of a typical industry customer so that almost all aspects of customer's experience are covered. Each workbook contains useful design thinking frameworks including stakeholder map, persona map, empathy map, customer journey map, and prioritization matrix. The attendees of the journey mapping workshops are encouraged to perform individual or team level customer discoveries first and then consolidate all learning in a final workshop.
Customer journey mapping workbooks are available for 6 industry sectors: Telecom, Banking, Insurance, Travel, Retail, and Utilities. Customized workbooks could be developed for clients where their particular brand, strategy, and objectives are catered for. To learn more about the customer journey mapping workbooks, contact zaheer.gilani@omnixco.com. You can also purchase the workbooks on amazon.co.uk.
How an omni-channel approach to payments brings huge benefits to retailers and how it fits in with the overall omni-channel trend - Workshop by Christoph von Bülow, Country Manager Adyen Germany at the NOAH 2015 Conference in Berlin, Tempodrom on the 9th of June 2015.
The banking and financial services industry is undergoing a period of unprecedented disruption, which is re-shaping the competitive landscape.
Criterium Group believes we’re experiencing a fundamental change in how people manage, save and spend their money –which means banks and credit unions will need to re-imagine how they deliver value to customers and members.
We’re experiencing a disintegration of the financial industry. But disruption is exciting, not scary. As our relationship with money evolves, there are endless opportunities to delight customers and deliver value. However, competing in a digital age takes a completely different approach.
Criterium Group has considered the changing landscape from a competitive, financial, technological and operational perspective to re-design the traditional banking business model to win in a digital world.
INTRODUCTION ......................................................................................................... 2
Part I: THE IDEA .......................................................................................................... 4
Part II: A GREAT TEAM ............................................................................................... 8
Part III: A GREAT PRODUCT ..................................................................................... 10
Part IV: GREAT EXECUTION ..................................................................................... 13
Part IV: Execution - GROWTH ....................................................................................... 14
Part IV: Execution – FOCUS & INTENSITY ....................................................................... 18
Part IV: Execution – JOBS OF THE CEO ......................................................................... 21
Part IV: Execution – HIRING & MANAGING ................................................................. 25
Part IV: Execution – COMPETITORS............................................................................... 28
Part IV: Execution – MAKING MONEY .......................................................................... 29
Part IV: Execution – FUNDRAISING ............................................................................... 31
CLOSING THOUGHT ................................................................................................ 34
APPENDIX ................................................................................................................ 35
Appendix 1: Projects and Companies ........................................................................ 35
Appendix 2: How to hire ............................................................................................... 36
Appendix 3: Unit Economics ........................................................................................ 44
Appendix 4: Default Alive or Default Dead? .............................................................. 46
The network effect is one of the most vital competitive advantages, and it can also rapidly change the firms to the lead in new industries/businesses .A network effect is a phenomenon when a service/product becomes more valuable as the number of people who use it increases, thereby encouraging the numbers of adopters.
It can also occur when other firms make products/services that is ancillary to an existing product/services, hence increases that product's value. The classic example of the Network effects is the telephone. The more the number of people who own telephones, the more is the value of the telephone network is to each owner. The network effect is quite often the result of word-of-mouth activities.
Obstacles:
• Turning customer data into usable insights.
• Effort of implementing new technology.
• Integrating with other platforms.
• Integrating channels, e.g., ecommerce, in store, marketplaces
• Store issues: competition, margin compression, store capacity
TrustRobin...app health education....https://youtu.be/57ghR94SYXM
The Ecommerce Trends Every D2C Brand Needs to KnowTinuiti
Scaling your Direct-to-Consumer (D2C) brand requires an ever-growing toolbox, which includes first-party data, lifecycle tools like SMS messaging and loyalty programs, buttoned-up fulfillment and omnichannel marketing strategies, and a keen understanding of ecommerce trends.
The good news? Our subject matter experts, plus experts from across the industry, shared all the knowledge you need to grow and scale your D2C business in 2022.
A report by thenetworkone and Kurio.
The contributing experts and agencies are (in an alphabetical order): Megan Encarnacion, Associate Director Social Media & Christopher Dimmock, SVP Integrated Strategy, Abelson Taylor (USA); Ramaa Mosley, CEO Adolescent Content/Youthtellers & Serenity Griffin, Community Manager & Michelle Castillo, Youthteller Consultant &Jola Adeoye, Youthteller Consultant & Sophie Wieters, Youthteller Consultant & Rea Sweets, Youthteller Consultant & Nathalie Alvarez, Youthteller Consultant & Jacob Thompson, Youthteller Consultant § Jadon Velasquez, Youthteller Consultant § Maya Minhas, Youthteller Consultant & Khrystina Warnstadt, Youthteller Consultant, Adolescent Content (USA); Alex Casanovas, Digital Director. Atrevia (ES); Natalie Chaney, Social Strategist, Barrett (USA); Seyi Alawode, Founder & Head of Strategy, CHL (NGA / UK); Eli Williams, Sr. Creative Strategist, Day One Agency (USA); Francesca Trevisan, Strategist, Different (IT); Jide Agbana, Global Product Marketing Manager, Enterfive (US / UK / NGA); Olivia Hussey, Junior Planner, The Hallway (AUS); James Hebbert, Managing Director, Hylink UK (CH / UK); Laura Marzec, Content Strategy at Imagination, part of The Mx Group (USA); Valentina Lagos, Social Media Manager & Felipe "Peluche" León, Digital Director & Mundy Álvarez, Planning Director & Pancho González, CCO, Inbrax (CH); Oana Oprea, Head of Digital Planning, Jam Session Agency (RO); Alix Le Bourgeois, Lead Strategist, JIN (UK/FR); Leigh Tayler, Integrated Strategy Director, Joe Public (SA); Amy Bottrill, Social Account Director, Launch (UK); Gaby Arriaga, Founder of Leonardo1452, Leonardo1452 (MX), Rajesh Mehta, Chief Strategy Officer & Dhruv Gaur, Digital Planning Lead, Medulla (IN); Maira Genovese, Founder and President, MG Empower (UK); Aryana Noorbakhsh, Senior Digital Marketing Executive, Osaka Labs (UK); Timotée Louise Gbaguidi, Digital Communications Director, PIABO (DE); Alexandre Ouairy, Founder and Director, PLTFRM (CN); Daffi Ranandi, Junior Insights Manager, Radarr (SGP); Hannah Nickels, Head Paid & Owned Media Thinker, Thinkerbell (AUS); Allison Lee, Social Team Co-Lead, UltraSuperNew (JP)
Baromètre 2016 de confiance des Français dans les mediaKantar
Le baromètre sur la confiance des Français dans les médias réalisé tous les ans par TNS Sofres pour La Croix décrit l’évolution de la pratique et la consommation d’informations chez les Français, ainsi que la perception du traitement qu’ont fait les médias des principaux événements de l’année.
http://www.tns-sofres.com/etudes-et-points-de-vue/barometre-2016-de-confiance-des-francais-dans-les-media
This presentation illustrates a comprehensive analysis of Le Corail Suites Hotel dynamic pricing model. Based on both reservation information and competitor’s occupancy data, a revenue management tool has been developed in order to estimate the daily occupancy rate.
One of the biggest challenges for hotels is pricing since they are not only required to set prices for current dates, but they must also quote rates for up-coming dates and communicate them to the different distribution channels. We develop a predictive model of dynamic pricing using a multiple regression algorithm. The estimated statistical model presents accurate predictions of the actual daily occupancy rates of our hotel. Le Corail Suites Hotel occupancy rate co-move strongly with its competitors’ occupancy rates and we reveal that a price based on forecasted occupancy rates can significantly increase the revenues.
You can find more details by watching this video: https://youtu.be/IlLlFAl81W0
Download a full version of the report at:
www.psfk.com/report/future-of-retail-2016
Built on a robust study of trends and patterns in the market, the 6th edition of PSFK Labs’ Future of Retail report offers a directional playbook for brands and retailers – defining 10 pillars to build a modern and engaging shopper experience strategy and go beyond expectations to create an enhanced shopper experience and therefore, build value, drive sales, and boost loyalty.
Featured within the 80+ page report, readers can find:
- 10 actions every retailer can adapt to redefine the shopper experience
- 20 key trends driving change in the marketplace
- Future service concepts for top brands
- Perspectives from leading retail experts across the globe
If you are interested in seeing a presentation of this report or would like to understand how PSFK can help your team ideate new possibilities for your brand, contact us at sales@psfk.com
Vol. 6 | Published November 2015
All rights reserved. No parts of this publication may be reproduced without the written permission of PSFK Labs.
An Introduction to Digital Credit: Resources to Plan a DeploymentCGAP
This is a workshop/course offering guidance in developing new digital credit products. This content is designed for a broad audience of banks, mobile operators, lenders, and fintech firms. It may also be of interest to regulators, policy makers and investors/donors.
With any comments or to request more materials (including the financial model [Excel] or original PPT presentation with detailed presenter notes), please write to cgap [@] worldbank.org.
Generally, customer journey mapping workshops are ineffective due to being run in silos, insufficient or irrelevant attendance, and lack of follow-ups.
Customer Journey Mapping Workbooks are the new way to hold customer journey workshops - the workbooks are designed around the lifecycle of a typical industry customer so that almost all aspects of customer's experience are covered. Each workbook contains useful design thinking frameworks including stakeholder map, persona map, empathy map, customer journey map, and prioritization matrix. The attendees of the journey mapping workshops are encouraged to perform individual or team level customer discoveries first and then consolidate all learning in a final workshop.
Customer journey mapping workbooks are available for 6 industry sectors: Telecom, Banking, Insurance, Travel, Retail, and Utilities. Customized workbooks could be developed for clients where their particular brand, strategy, and objectives are catered for. To learn more about the customer journey mapping workbooks, contact zaheer.gilani@omnixco.com. You can also purchase the workbooks on amazon.co.uk.
How an omni-channel approach to payments brings huge benefits to retailers and how it fits in with the overall omni-channel trend - Workshop by Christoph von Bülow, Country Manager Adyen Germany at the NOAH 2015 Conference in Berlin, Tempodrom on the 9th of June 2015.
The banking and financial services industry is undergoing a period of unprecedented disruption, which is re-shaping the competitive landscape.
Criterium Group believes we’re experiencing a fundamental change in how people manage, save and spend their money –which means banks and credit unions will need to re-imagine how they deliver value to customers and members.
We’re experiencing a disintegration of the financial industry. But disruption is exciting, not scary. As our relationship with money evolves, there are endless opportunities to delight customers and deliver value. However, competing in a digital age takes a completely different approach.
Criterium Group has considered the changing landscape from a competitive, financial, technological and operational perspective to re-design the traditional banking business model to win in a digital world.
INTRODUCTION ......................................................................................................... 2
Part I: THE IDEA .......................................................................................................... 4
Part II: A GREAT TEAM ............................................................................................... 8
Part III: A GREAT PRODUCT ..................................................................................... 10
Part IV: GREAT EXECUTION ..................................................................................... 13
Part IV: Execution - GROWTH ....................................................................................... 14
Part IV: Execution – FOCUS & INTENSITY ....................................................................... 18
Part IV: Execution – JOBS OF THE CEO ......................................................................... 21
Part IV: Execution – HIRING & MANAGING ................................................................. 25
Part IV: Execution – COMPETITORS............................................................................... 28
Part IV: Execution – MAKING MONEY .......................................................................... 29
Part IV: Execution – FUNDRAISING ............................................................................... 31
CLOSING THOUGHT ................................................................................................ 34
APPENDIX ................................................................................................................ 35
Appendix 1: Projects and Companies ........................................................................ 35
Appendix 2: How to hire ............................................................................................... 36
Appendix 3: Unit Economics ........................................................................................ 44
Appendix 4: Default Alive or Default Dead? .............................................................. 46
The network effect is one of the most vital competitive advantages, and it can also rapidly change the firms to the lead in new industries/businesses .A network effect is a phenomenon when a service/product becomes more valuable as the number of people who use it increases, thereby encouraging the numbers of adopters.
It can also occur when other firms make products/services that is ancillary to an existing product/services, hence increases that product's value. The classic example of the Network effects is the telephone. The more the number of people who own telephones, the more is the value of the telephone network is to each owner. The network effect is quite often the result of word-of-mouth activities.
Obstacles:
• Turning customer data into usable insights.
• Effort of implementing new technology.
• Integrating with other platforms.
• Integrating channels, e.g., ecommerce, in store, marketplaces
• Store issues: competition, margin compression, store capacity
TrustRobin...app health education....https://youtu.be/57ghR94SYXM
The Ecommerce Trends Every D2C Brand Needs to KnowTinuiti
Scaling your Direct-to-Consumer (D2C) brand requires an ever-growing toolbox, which includes first-party data, lifecycle tools like SMS messaging and loyalty programs, buttoned-up fulfillment and omnichannel marketing strategies, and a keen understanding of ecommerce trends.
The good news? Our subject matter experts, plus experts from across the industry, shared all the knowledge you need to grow and scale your D2C business in 2022.
A report by thenetworkone and Kurio.
The contributing experts and agencies are (in an alphabetical order): Megan Encarnacion, Associate Director Social Media & Christopher Dimmock, SVP Integrated Strategy, Abelson Taylor (USA); Ramaa Mosley, CEO Adolescent Content/Youthtellers & Serenity Griffin, Community Manager & Michelle Castillo, Youthteller Consultant &Jola Adeoye, Youthteller Consultant & Sophie Wieters, Youthteller Consultant & Rea Sweets, Youthteller Consultant & Nathalie Alvarez, Youthteller Consultant & Jacob Thompson, Youthteller Consultant § Jadon Velasquez, Youthteller Consultant § Maya Minhas, Youthteller Consultant & Khrystina Warnstadt, Youthteller Consultant, Adolescent Content (USA); Alex Casanovas, Digital Director. Atrevia (ES); Natalie Chaney, Social Strategist, Barrett (USA); Seyi Alawode, Founder & Head of Strategy, CHL (NGA / UK); Eli Williams, Sr. Creative Strategist, Day One Agency (USA); Francesca Trevisan, Strategist, Different (IT); Jide Agbana, Global Product Marketing Manager, Enterfive (US / UK / NGA); Olivia Hussey, Junior Planner, The Hallway (AUS); James Hebbert, Managing Director, Hylink UK (CH / UK); Laura Marzec, Content Strategy at Imagination, part of The Mx Group (USA); Valentina Lagos, Social Media Manager & Felipe "Peluche" León, Digital Director & Mundy Álvarez, Planning Director & Pancho González, CCO, Inbrax (CH); Oana Oprea, Head of Digital Planning, Jam Session Agency (RO); Alix Le Bourgeois, Lead Strategist, JIN (UK/FR); Leigh Tayler, Integrated Strategy Director, Joe Public (SA); Amy Bottrill, Social Account Director, Launch (UK); Gaby Arriaga, Founder of Leonardo1452, Leonardo1452 (MX), Rajesh Mehta, Chief Strategy Officer & Dhruv Gaur, Digital Planning Lead, Medulla (IN); Maira Genovese, Founder and President, MG Empower (UK); Aryana Noorbakhsh, Senior Digital Marketing Executive, Osaka Labs (UK); Timotée Louise Gbaguidi, Digital Communications Director, PIABO (DE); Alexandre Ouairy, Founder and Director, PLTFRM (CN); Daffi Ranandi, Junior Insights Manager, Radarr (SGP); Hannah Nickels, Head Paid & Owned Media Thinker, Thinkerbell (AUS); Allison Lee, Social Team Co-Lead, UltraSuperNew (JP)
Baromètre 2016 de confiance des Français dans les mediaKantar
Le baromètre sur la confiance des Français dans les médias réalisé tous les ans par TNS Sofres pour La Croix décrit l’évolution de la pratique et la consommation d’informations chez les Français, ainsi que la perception du traitement qu’ont fait les médias des principaux événements de l’année.
http://www.tns-sofres.com/etudes-et-points-de-vue/barometre-2016-de-confiance-des-francais-dans-les-media
This presentation illustrates a comprehensive analysis of Le Corail Suites Hotel dynamic pricing model. Based on both reservation information and competitor’s occupancy data, a revenue management tool has been developed in order to estimate the daily occupancy rate.
One of the biggest challenges for hotels is pricing since they are not only required to set prices for current dates, but they must also quote rates for up-coming dates and communicate them to the different distribution channels. We develop a predictive model of dynamic pricing using a multiple regression algorithm. The estimated statistical model presents accurate predictions of the actual daily occupancy rates of our hotel. Le Corail Suites Hotel occupancy rate co-move strongly with its competitors’ occupancy rates and we reveal that a price based on forecasted occupancy rates can significantly increase the revenues.
You can find more details by watching this video: https://youtu.be/IlLlFAl81W0
Download a full version of the report at:
www.psfk.com/report/future-of-retail-2016
Built on a robust study of trends and patterns in the market, the 6th edition of PSFK Labs’ Future of Retail report offers a directional playbook for brands and retailers – defining 10 pillars to build a modern and engaging shopper experience strategy and go beyond expectations to create an enhanced shopper experience and therefore, build value, drive sales, and boost loyalty.
Featured within the 80+ page report, readers can find:
- 10 actions every retailer can adapt to redefine the shopper experience
- 20 key trends driving change in the marketplace
- Future service concepts for top brands
- Perspectives from leading retail experts across the globe
If you are interested in seeing a presentation of this report or would like to understand how PSFK can help your team ideate new possibilities for your brand, contact us at sales@psfk.com
Vol. 6 | Published November 2015
All rights reserved. No parts of this publication may be reproduced without the written permission of PSFK Labs.
An Introduction to Digital Credit: Resources to Plan a DeploymentCGAP
This is a workshop/course offering guidance in developing new digital credit products. This content is designed for a broad audience of banks, mobile operators, lenders, and fintech firms. It may also be of interest to regulators, policy makers and investors/donors.
With any comments or to request more materials (including the financial model [Excel] or original PPT presentation with detailed presenter notes), please write to cgap [@] worldbank.org.
Digital Rails: How Providers Can Unlock Innovation in DFS Ecosystems Through ...CGAP
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.
Global Landscape Study on P2G Payments: Summary of in-country consumer resear...CGAP
For this study on P2G (Person-to-government) payments, Rwanda was selected as a focus country given the potential reach and varied nature of two key initiatives: the IREMBO e-government platform and the Tap&Go smartcard for public bus transport. Digital payments for school fees and utility payments were also studied. Tap&Go is privately managed but offers P2G learnings for other countries where public transport is government-run.
The research sought to answer questions across three key areas:
1. How well did digital P2G payment solutions reach and address the needs of the financially excluded?
2. What were effective and sustainable business models between actors, and how were they set up?
3. How do current and planned solutions support and work with the evolving digital payments ecosystem in Rwanda?
Services Financiers Numériques pour les Producteurs de Cacao en Côte d’IvoireCGAP
Les petits exploitants agricoles, même ceux des chaines de valeur structurées comme celle du cacao en Côte d’Ivoire, n’ont généralement pas la possibilité d’accéder aux services des banques, institutions de microfinance et autres institutions financières formelles. Fournir à ces segments de clients des services financiers adaptés qui soient abordables et durables constitue un défi majeur.
L’un des nombreux défis en Côte d’Ivoire est de sortir du système de paiement en espèces pour qu’ainsi un lien soit établi entre ces exploitants agricoles et les institutions financières. Le canal mobile offre une opportunité unique pour effectuer cette transition du cash vers les paiements numériques mais la proposition de valeur pour les exploitants agricoles doit être attractive.
C’est ce défi qu’Advans Côte d'Ivoire s’est engagée à relever et les résultats du projet pilote – mis en œuvre au cours des derniers 22 mois par Advans avec l’appui du CGAP - sont prometteurs.
Saldazo, a Visa debit card product co-branded with Banamex bank, has made Mexico’s largest corner store retail chain – OXXO – the country’s number one transactional account supplier. This presentation provides a Mexican market overview and shares key success factors, challenges and insights from this project.
Customer Segmentation: Design and Delivery (Webinar)CGAP
This webinar, recorded in September with SPTF, covers the design and delivery of customer segmentation work. Included are example cases from CGAP's work, sharings by webinar participants, and a preview of CGAP's forthcoming Customer Segmentation Toolkit. The webinar recording is available at https://youtu.be/RJfthuKif80
Digital Financial Services for Cocoa Farmers in Côte d'IvoireCGAP
Smallholder farmers, even those in structured value chains such as cocoa farmers in Côte d’Ivoire, are largely unable to access banks, microfinance institutions and other formal financial institutions. Providing meaningful financial services to these customers in an affordable and sustainable manner is a great challenge. In Côte d’Ivoire, transitioning from cash to digital payments may alleviate some of these challenges
This presentation details a digital financial services pilot project – implemented over 22 months by Advans Côte d'Ivoire with the support of CGAP – which has shown promising results.
Why Star Ratings Matter for Financial InclusionCGAP
Using the example of MercadoLibre, this presentation details the ways in which e-commerce sales data--not typically available for credit scoring--can enrich existing scoring models and improve their predictive power, with positive implications for the financially excluded.
10 Design Trends 2015 - UX & UI Trends for Mobile SolutionsDMI
Do you create or provide a mobile app or web solution? Even if you already have the user interface (UI) and user experience (UX) nailed down to a T, you're never quite finished. With different design elements and solutions going in and out of fashion, you constantly have to ensure that your solution doesn't start to feel dated.
Here's our shortlist of the most exciting things going on in UX/UI Design right now and what we can expect to see in this space in a not too distant future!
In 2015, the CGAP-funded Financial Inclusion Insights Survey was conducted in Rwanda by InterMedia. The survey analyzes trends in mobile money usage in the country and highlights opportunities for growth in the industry.
Digital Finance and Innovations in Education: Workshop ReportCGAP
CGAP’s Digital Finance Plus initiative convened a workshop in Nairobi on 7 April 2016 aimed at bringing together stakeholders interested in the opportunities for digital finance to improve the affordability of education for low-income households. This document captures themes from the workshop presentations and design thinking session.
In 2015, the CGAP-funded Financial inclusion Insights Survey was conducted in Ghana by InterMedia to analyze the trends and usage of mobile money in the country. This report shares data from the survey and highlights opportunities for growth and expansion.
for more information, visit www.cgap.org/mobilemoneymomentum
2 billion people globally have no bank account, but 1 billion of them have a mobile phone. Markets for digital financial services are expanding worldwide.
The Global Landscape of Digital Finance InnovationsCGAP
More than half of the world’s adult population, nearly 2.5 billion people, remain unbanked. Technology – particularly the mobile phone – has been used in recent years to extend financial services past the limits of bank branches and reach new consumers in traditionally underserved segments. Initial efforts focused on payments but have now grown to include savings, insurance and credit products delivered by digital channels, known as “products beyond payments.” Despite a dramatic expansion in the number of digital financial service deployments, the offering of these financial services are not new services. Rather, they are existing services migrated to a lower-cost digital channel, therefore offering greater scale potential. And even then, use of these channels currently remain low.
This research seeks to accomplish four objectives:
Catalog the ways in which technology, especially mobile, can enhance access or use of financial services
Provide a comprehensive landscape of the latest innovations in digital finance
Consider the current and potential impact of these innovations on financial inclusion
Identify enabling conditions and investments needed to unlock the potential of the sector
Operational innovations in AML/CFT compliance processes and financial inclus...CGAP
This report contains the findings of a research project to identify and categorize leading operational AML* compliance practices among financial service providers for the identification, verification and ongoing monitoring and management of lower income customers. This project began with the hypothesis that an increasing number of financial service providers with products targeting lower income population segments are reducing client acquisition and monitoring costs, and improving efficiency and effectiveness of the processes in scope.
13 Things To Keep In Mind For Enhanced Mobile App UI/UX Design BugRaptors
85% of adults think that a mobile site should be better than the desktop version, while Marketing Charts found that 46.7% of consumers will tell others about a bad experience.
Even though most mobile app development companies, developers, and even mobile app testing services know the aforementioned points of UI significance, they often end up missing very minute details that can affect product performance in the market.
Development must be followed by testing ( mobile as well as usability); learn more about tools and technologies to implement to deliver seamless mobile application functionality here https://www.bugraptors.com/usability-testing-services.php
Boost a Fintech Startup's Success Through UX DesignFibonalabs
Fintech is a word formed from “finance” and “technology”. It refers to the usage of technology to enhance and automate financial services. Examples of fintech services in our daily life would include credit card payments, UPI payments, online investment platforms, net banking, personal finance management, etc. A fintech application helps companies to merge their businesses and transactions with ease while scaling up and down. It removes the need for middlemen in financial processes and puts the power directly in the user’s hands.
Hidden Brains UK know mobile app industry has grown so much these years, So we have come up with unique and simple mobile app ideas to watch out in 2020.
Hidden Brains UK know mobile app industry has grown so much these years, So we have come up with unique and simple mobile app ideas to watch out in 2019.
The 10 productive app development companies in 2019Merry D'souza
Insights Success has solely focused on these app development companies that are striving for change and thriving on customer satisfaction. ‘The 10 Productive App Development Companies in 2019. Dot Com Infoway (DCI) is a company known for taking challenges head-on.Being an end-to-end IT and mobile solutions company
Learn the best practices for UIUX design in Banking applicationsITIO Innovex
If you want to start your own payment gateway business and run banking apps, you must ensure real-time transaction processing is enabled to provide users with up-to-date information on their account balances and activities. Visit us at: https://itio.in/
Want to equip your app with some advanced features? Find out the top 10 mobile app UI/UX design trends. Oh, and it’s not simply about AR/VR integration! We got more! Check out at https://webguruinfosystems782506011.wordpress.com/2021/09/14/mobile-app-ui-ux-design-trends-to-flourish-in-2021-and-beyond/
Have a idea of Mobile app development, you need to know many latest trends and updated on mobile application development and find the Guide for the Mobile application Development
Our framework for app success encompasses seven
dimensions, with relevance at the absolute heart.
We identified 6 additional factors that contribute to app
success, all centred around either enabling users or
focusing on the user themselves.
A business owner (despite staying busy with other business matters) should have a fair understanding of what he wants in the app, how he wants it, what are the major types of apps, fundamental methods of creating apps and how poor screen layout flexibility can affect UX/UI. This ppt might help them have an overall idea of what they need to know about developing mobile apps for business.
How to build an online payment app development like pay palNoman Shaikh
PayPal was one of the first entrants in the P2P market, and today it is a leader and pioneer in the space. Today, many businesses worldwide are using PayPal as their payment service provider.
What is the Cost of Building a Fintech App.docx.pdfTechugo
Fintech apps are rapidly becoming popular, particularly among Millennials. This unprecedented growth and adoption rate has led financial institutions such as banks, trading companies, investors, and entrepreneurs to be more inclined to invest in fintech app ventures.
Give age-old app design practices a break and adopt these UI/UX design trends to win over your audience. Visit https://www.webguru-india.com/blog/top-10-mobile-app-ui-ux-design-trends-in-2022/
Super Apps in Banking: A Massive Revolution!Techugo
A super app is a mobile application that offers a wide range of services within a single platform. These services can include everything from messaging and social networking to e-commerce and online banking. In the context of banking, a super app might offer a variety of financial services such as account management, bill pay, peer-to-peer payments, and investment management, among others. Super apps are designed to be convenient for users by providing a single location for accessing a wide range of services, and they often have a strong focus on user experience. To know more visit the post.
Mobile Banking App Development A Complete Guide.pdfSuccessiveDigital
This is an article about mobile banking app development. It discusses the benefits and challenges of mobile banking apps. It also details the steps involved in developing a mobile banking app. Some of the important points from this website are that mobile banking apps offer convenience and security for users. They can also help banks save money. However, there are also challenges to developing mobile banking apps, such as data security and regulatory compliance.
There is no doubt that mobile phones have become a necessity for startups and enterprises. As a business person, you must step ahead to start your app development process. Below mentioned is the necessity to develop an app.
Similar to Smartphones & Mobile Money: Principles for UI/UX Design (1.0) (20)
Though digital credit has been in Tanzania for years, there have been few analyses of the country’s digital credit market. Existing studies raise important concerns about digital credit’s impact on customers. To help fill this knowledge gap in Tanzania, CGAP and the Busara Center for Behavioral Economics, at the request of the Bank of Tanzania, analyzed data from three digital credit providers and built a first-of-its-kind, data-driven picture of the digital credit market’s evolution and current state. In total, we looked at transactional and demographic data for more than 20 million loans disbursed over 23 months.
This playbook discusses the various value-added services (VAS) that could increase uptake of mobile retail payments in Tanzania and similar emerging markets.
Digitizing Merchant Payments: What Will It Take?CGAP
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How well do financial incentives encourage customers to opt for wallet transactions instead of over-the-counter transactions? To find out, CGAP looked at four diverse markets in Africa and Asia: Bangladesh, Ghana, Pakistan, and Tanzania.
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Myntpartnered with Juntos to impact customers’ financial behavior. Phase I was focused on driving GCash transactions and the purpose of Phase II was to engage customers on topics of credit and the Instaloan product.
Alternative lending options have grown rapidly over the past 10 years. This deck offers an overview of digital credit and key takeaways from contexts around the world.
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What are aggregators?
Aggregators can be thought of as the glue that helps many parts of the digital financial services (DFS) ecosystem to work together.
They allow Payment Instrument Providers (PIPs) – like Mobile Network Operators (MNOs) offering mobile money services or banks offering mobile banking - to easily integrate with entities that want to send money to or receive money from end customers. These entities can be utility companies who want to receive payments, businesses who want to pay salaries or donors who want to pay recipients, for example.
Why do they matter?
Aggregators enable the seamless collection, disbursement and circulation of digital payments across multiple payment providers. They mostly work in the background, and millions of transactions in East Africa pass through them everyday–usually without customers even being aware of them.
The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the contact information for my personal pi vendor.
Telegram: @Pi_vendor_247
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In India, financial inclusion remains a critical challenge, with a significant portion of the population still unbanked. Non-Banking Financial Companies (NBFCs) have emerged as key players in bridging this gap by providing financial services to those often overlooked by traditional banking institutions. This article delves into how NBFCs are fostering financial inclusion and empowering the unbanked.
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
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how can I sell my pi coins for cash in a pi APPDOT TECH
You can't sell your pi coins in the pi network app. because it is not listed yet on any exchange.
The only way you can sell is by trading your pi coins with an investor (a person looking forward to hold massive amounts of pi coins before mainnet launch) .
You don't need to meet the investor directly all the trades are done with a pi vendor/merchant (a person that buys the pi coins from miners and resell it to investors)
I Will leave The telegram contact of my personal pi vendor, if you are finding a legitimate one.
@Pi_vendor_247
#pi network
#pi coins
#money
how to sell pi coins in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the telegram contact of my personal pi merchant to trade with.
Tele-gram.
@Pi_vendor_247
Smartphones & Mobile Money: Principles for UI/UX Design (1.0)
1. Smartphones & Mobile Money:
Principles for UI/UX Design (1.0)
Gregory Chen
Alexandra Fiorillo
Michel HanouchOctober 2016
2. CONTENTS
Smartphones Will Change Mobile Money........3
21 Principles for Mobile Money UI/UX............7
Good Ideas Worth Further Prototyping.........33
How to Improve the Smartphone Interface...43
Appendix.......................................................49
CGAP holds that Smartphone interfaces are likely to
become the main interface for mobile money use. A
well-designed interface will drive growth, profitability,
and a much improved user experience.
3. 3
Smartphones Will
Change Mobile Money
The predominant USSD interface is clumsy, text heavy,
hierarchical, and a barrier to uptake. Smartphones
open a whole new range of interface options that
can leverage touchscreens, images, graphics, and
sound. A well- designed interface can affect millions
of customers in their day-to-day interactions with
finance. Many market signs point to rising smartphone
usage in the next 5-10 years.
Smartphone interfaces could be a key to unlock
value for low-literate consumers overcoming
communication barriers imposed by early-stage
featurephone-basedmodels.Thereisalsocompelling
evidence that more educated customers appreciate
quicker and more intuitive user experiences –
large and successful digital players such as Uber,
Facebook, and others make large investments in the
user interface and experience. Such investments will
also change mobile money.
GROWTH: transactions, use and revenue per
customer
CUSTOMER ACQUISITION: increased and
diversified customer base
CUSTOMER RETENTION: higher activation
and use, and lower dropouts
TRUST: easier to understand services and fees
CONSUMER PROTECTION: reduce errors and
enable easier access to assistance for customers
CONTROL: more control over their financial
transactions
CGAP holds that a well-designed smartphone
interface will enhance:
FOR PROVIDERS
FOR CUSTOMERS
5. 5
Many Interfaces Make
Avoidable Mistakes
Overload with Information and Options. For example, this menu runs
onto two screens from M-Ledger app.
Copy Online Computer Interfaces not Suited to Smaller Smartphone Screens
6. 6
Adopting UI/UX Principles Will Improve Mobile
Money for Providers and Users
This document presents a set of UI/UX principles for
mobile money smartphone interfaces. The principles are
for basic mobile money services delivered to the mass
market in low-income countries. However, the principles
are also valid for higher income consumers.
These UI/UX principles continue to be debated, vetted,
and improved with the help of an expert group that first
met in April 2016 (see Appendix for experts list). The
content relies heavily on inputs from CGAP partners,
including Wave Money Myanmar, Karandaaz Pakistan,
Small Surfaces, and GRID Impact.
This is the first version (V1.0) of this document. It is not
meant to be comprehensive, but is intended as a starting
set of principles that will improve smartphone interfaces
for basic mobile money functions. Further insights into
mobile money UI/UX are sure to follow as the experiences
grow richer and broader in the months ahead.
LEARNING ABOUT AND EXPLORING THE
SERVICE
REGISTERING ON AN APPLICATION AND
BEGINNING USE
DEPOSITING/WITHDRAWING
MAKING BASIC PAYMENTS
The principles apply to basic mobile
money functions, such as:
8. 8
Allowing new users to explore the service before registering for full use is an opportunity.
There can be video, images, or text that explain how the service can be useful to the user.
Apps that do not do this miss an opportunity to leverage the smartphone as a way to sell the
service and engage new customers.
01 Allow Users to Explore Before Using
The Karandaaz Pakistan design has an introductory set of images about the app people can explore that
then leads to the option to open the account.
This app requires users
to register for an account
before being allowed to
peruse the services within
the app.
9. 9
Access to agents remains critical for mobile money. Providing in-app guidance by using the
GPS location feature on smartphones, and access to agents’ addresses and phone numbers to
find the most convenient or most reliable agent can be a critical aid.
Help Users Find Agents02
Pepele Mobile uses a visual
agent locator feature with a
map and distance filter.
This app identifies agents
that have float so users can
more easily transact.
10. 10
Initial application sign-up is a barrier. Reducing the number of steps and making each step
simple and clear can ease app use. Finding the right balance of ease-of-use can greatly
speed customer acquisition.
Simplify Application Registration03
WAVE Money in Myanmar requires both the user’s mobile phone number as well as a unique code for initial sign in. The 5-step process is customized, simple, and easy to follow.
11. 11
Navigation from hierarchical menus common in USSD are disliked by consumers. Users
like to go directly to the thing they need done. Some refer to this as “shallow” navigation,
allowing users to navigate directly to what they want.
Flatten Menu Hierarchy04
The Karandaaz Pakistan
home screen provides clear
transaction options with little
need for the customer to
search or dig.
This app from Pakistan requires users to first select a category of transactions and then visit a
separate menu.
12. 12
Flatten Menu Hierarchy (cont.)04
The WAVE Money home
screen allows the menu to
pop-up to directly go to
desired function.
The WAVE Money home
screen prioritizes important
actions and keeps the home
menu simple and clear.
The WAVE Money app has a shallow architecture, which makes it easy for customers to go directly
to what they need to do.
Home
HOM
Send Money
SND
Help
HLP
Settings
SET
Buy Airtime
AIR
Transaction
History
HIS
13. 13
Menus should avoid “navigating” and focus on “doing”. The options should be presented as a
limited list. Menus should not use technical jargon and instead offer direct links to action steps.
Focus Menu Choices on Actions05
This pop-up menu focuses
on specific actions users can
choose from.
This home menu focuses on
key actions users frequently
use in Pakistan.
This app from Pakistan lists
transaction options that are
not positioned as actions.
14. 14
Users prefer quick visual cues over text. Visual cues should be selected carefully to link to
users’ experience –enough visual detail to communicate but not too much detail, which
overwhelms.
Reduce Text and Use Visual Cues06
ThisexampleofAndroMoney
uses dynamic, detailed icons
coupled with simple text
language.
The homescreen is
characterized by a menu of
large, detailed illustrations
that visually depict the core
features.
This African mobile money app
relies solely on text, rather than
incorporating icons and visuals. Lower-
literate users may find it difficult to
navigate the app, especially if French
is a secondary language.
15. 15
Reduce Text and Use Visual Cues (cont.)06
The Wave Money app uses
color (green for success), text
(“Success”), and visual cues
(the tick mark and right arrow)
to explain the transaction and
its status to the user.
The Karandaaz Pakistan design uses colors, tick marks, and arrows
to indicate money being sent or received from a user’s wallet. In the
example on the right, green and left-facing arrows mean the user
has received money while red and right-facing arrows mean the user
has sent money.
16. 16
Good icons communicate clear actions and are understandable to local users. Icons initially
expected to work often end up confusing customers. Prototype testing in local environments
is critical.
Design Icons Relevant to Local Users07
In Pakistan, icons that use
multiple colors and less abstract
symbols were easier to recognize.
For example: Help was better as
person with a headset, rather
than a question mark.
In Pakistan flat, single color icons were more difficult for users to
understand. Abstract syntax was also confusing. For example, most
research participants did not associate “?” with help.
Man
Woman
Help
Water Bill and Call Center icons by Kid A and parkjisun from the Noun Project
17. 17
Lock Account (Sign Out) Pay Bill Record (Transaction History) Send Money My Account
Load Credit CNIC Create Account Contact / Help Find Shop (Agent)
Design Icons Relevant to Local Users (cont.)07
Karandaaz Pakistan prototyped illustrated icons – flat, black-and-white icons, multi-colored hand-drawn icons,– but ultimately decided on these computer-
illustrated multi-colored icons. Each icon focuses on an action that is understood in the Pakistani environment. Consumers preferred these because they
are clear and specific, but do not have excessive detail. These icons depict an action step that clearly communicates.
LOAD CREDIT
LOCK ACCOUNT
CNIC
BILL PAY
CREATE ACCOUNT
RECORD
CONTACT / HELP
SENDING MONEY
FIND SHOP
(AGENT)
WALLET
18. 18
Use plain language and make it consistent with how people communicate locally. Choose
words that are locally used in everyday discussion.
Use Simple and Familiar Menu Terms08
The Saida app, which links
to your M-Pesa account,
uses colloquial and personal
language to offer assistance
to customers.
The Karandaaz Pakistan design uses “Find Shop” language
rather than the more common “Local Agent” because in
Pakistan, this is the colloquial, common phrase.
The Chillr app, while text-
heavy, uses simple language
in education messaging.
In this Pakistan app, the term
“nick setting” is probably
not familiar to users.
19. 19
Leverage Android design practices that are familiar to users. Input fields, push notifications,
header bars, menus, and other patterns should be consistent with design and navigation
users may already be familiar with. For example, new apps in the Kenyan market have
adopted language, flows, and visual cues in-line with M-Pesa.
Build on Users’ Familiarity with Smartphones09
This app makes strong use
of patterns from the Android
UI Pattern Library, which may
be more familiar to Android
users.
The Android Pattern Library is a great resource for designers who want to follow industry-standard design.
https://developer.android.com/design/index.html
20. 20
Present a few choices based on past usage or most popular actions. Where possible build in
pre-filled and prioritized choices based on each user’s prior use.
Customize Transaction Choices10
“Pay Bill” is an icon on the
home screen.
The Pay Bill menu is
organized by categories.
Each category shows an
alphabetical list of providers.
Providers that a user has
previously transacted with
appear at the top of the list.
21. 21
Apps can speed up many transactions and key decisions by automatically pulling information
from a user’s contact list. Using information already saved to the phone can help quickly fill
in transactions and reduce key-punching errors.
Auto-fill from the Address Book + Transaction History11
The Wave Money app links
to the user’s contact list and
lists recent recipients first.
Those with the blue flower
icon indicate others who are
registered with Wave Money.
Karandaaz Pakistan also
allows the user to choose a
recipient from her contact
list, with recent contacts
listed first.
This app from Pakistan
requires the user to input the
recipient’s mobile account
number. This may lead to
input errors.
22. 22
The sequence, use of feedback and ability to make corrections can minimize human error.
This will reduce customer frustration and improve complaints handling, while also building
user confidence and fluency.
Auto-Check to Minimize Human Error12
In this example from Karandaaz
Pakistan, a user is trying to
send more than his/her current
balance allows. The design
does not wait for the user to
press “Next” before alerting
the user to the error.
23. 23
It is easy to overwhelm customers with too much information or too many choices. Keep
things simple, focused, and consistent, allowing users to make simple decisions.
Display Information in Digestible Chunks13
An early WAVE money
prototype for airtime purchases
allowed purchasing for oneself
and others on the same screen.
This overwhelmed customers
with too many choices.
In the WAVE Money interface, designers separated airtime
purchases (for the customer’s versus someone else’s wallet) into
two screens. They also broke the choice down into a two-screen
process: who, then how much.
24. 24
Every decision or action is a potential misstep. Allow customers to confirm steps and assure
them along the way by reinforcing each action.
Reassure with Transaction Confirmations14
Easypaisa Telenor in Pakistan
offers a confirmation screen
after a successful transaction.
The WAVE Money app uses several different confirmation and
assurance design features. In addition to allowing customers to review
a step prior to confirmation, the app also provides a confirmation
“receipt” with several visual cues to convey a successful transaction.
25. 25
Reassure with Transaction Confirmations (cont.)14
A brief “sending” animation let’s the user know that his/her transaction is being processed. Even if the
transaction is instant, this animation helps a user feel confident that his/her transaction was successful. The
Karandaaz Pakistan design shares a detailed transaction receipt and provides confirmation in the form of
the Virtual Assistant.
The Karandaaz Pakistan design provides an opportunity for the user
to confirm the transaction prior to sending money. It also provides
detailed transaction confirmations, which include the amount sent,
associated fee, date and time of transaction, and transaction ID
number.
26. 26
Customers like to review past transactions as reminders, for evidence in the event of a
mistake, and for peace of mind. Allow them to do the same in the app, while also making
it interactive so they can easily repeat past transactions. Where possible, also create
opportunities for users to see the status of a transaction.
Leave a Clear Trail of Transaction Histories15
The design for Karandaaz in
Pakistan uses visual cues—
both icons and colors—to help
identify types of transactions.
Any transaction summary can
be expanded to show the full
detail of the transactions as well.
By pressing “Send Money”
on the transaction detail
screen, a user can initiate
a new transaction with this
contact.
The transaction detail screen
shows additional details
about the transaction. It also
shows recent transactions
with this particular contact.
The Jana Cash app also uses visual cues
to indicate transaction history, including
the interesting option to show certain
transactions as “in progress” or “pending”
or “failed”. Jana Cash is very transparent
about transactions and informs customers
how the service works.
27. 27
Key instructions should appear at the moment it is needed. Seeking helpful information
should not require a user to exit a transaction in-progress but rather should appear within
the transaction flow. Advice can react to the customer’s interaction with the app, making the
support seem personalized and contextual.
Provide Instructions When Needed16
At any point in the transaction flow a user can receive contextual
help by opening the Assistant. The help throughout the transaction
flow was easy to discover and appreciated by customers. Even
customers who did not need help welcomed this feature because
they might share their phone with someone else who would benefit
from the help.
In this example from GCash, the user
is reminded of transaction processing
time as well as fee deductions during
the bill payment flow. Although the
reminder is included as a footnote, it
is helpful to the customer who may
be unaware of this information.
Support was integrated into transactions in
the WAVE Money app. Customers receive
clear guidance (using simple language) at the
moment they need it, as part of the transaction.
This gives customers the comfort that they will
be supported through transactions, and helps
reduce confusion.
In this example, helpful
information is stored in the
FAQs section of the app,
which requires users to
search for specific topics
rather than being offered the
advice in a transaction.
28. 28
Handling errors is an opportunity to address frustrations for end users. Present users with
clear pathways to resolve problems. Don’t make users feel as if it is their fault.
Handle Errors by Providing Next Step Solutions17
In this example from the
Karandaaz Pakistan design, a
user has tried to press “Next”
without properly completing the
form. The design identifies the
error and also gives an instruction
about the mistake.
The Karandaaz Pakistan design provides feedback to the user
when an error has occurred without taking the user out of the
transaction flow. When possible, error feedback should happen
in real time. In the example, a user is trying to send more than
his/her current balance allows and receives an error as he/she
types the amount. The design does not wait for the user to press
“Next” before showing the error.
Key by Nadir Balcikli from the Noun Project
29. 29
Customized simple keyboards ease user inputs and navigation.
Customize and Simplify Keyboards18
In the WAVE Money app, a
simplified key board appears
for input.
In this prototype from the Karandaaz
Pakistan work, research participants had
to tap on the field to open the native
keyboard. Many participants struggled
with this. Additionally, the keyboard
showed unnecessary characters that did
not correspond to the transaction at hand.
30. 30
Inserting a fee calculator alongside transactions provides an immediate easy-to-use
feedback tool for users.
Auto-Calculate Fees During Transactions19
The WAVE Money app automatically calculates fees during the
transaction flow so users can immediately see the cost of the
transaction.
In the WAVE Money Myanmar
prototype testing, fee slab
tables were consistently hard
for customers to understand.
Customers were overwhelmed
by information about multiple
fee levels.
31. 31
Transactions can take place over multiple screens. But by consolidating summary transaction
information onto one screen, users can build confidence because they have a sense they know
what they are doing and will likely experience fewer errors.
Provide Full Transaction Details on One Screen to
Finalize Transactions
20
This portion of the Karandaaz Pakistan send money flow shows how single screens are focused to one key decision; this prevents the user from being
overwhelmed.
Key by Nadir Balcikli from the Noun Project
32. 32
Having the account balance easily accessible is reassuring for the client and also very useful.
Design should also leave room for users to easily hide their balance on the screen away from
the prying eyes of family or others. Users want both quick information on their balances and
also privacy.
Make Account Balance Easy to See and Hide21
A user can hide his/her balance by tapping on the balance on
the homepage. Once hidden, tapping his/her name will make the
balance appear again. This addresses privacy concerns some users
may have.
34. 34
The most common reason to call a call center is to reset PIN codes. Apps may allow users to
undertake PIN reset directly.
Allow for PIN Resets in the App?
Users can change their PINs in the WAVE Money app. This wireframe shows a flow for users who remember their PIN but want to reset it for some
reason. In addition to users resetting their PIN in the app, providers may want to create flows that allow users to reset their own PINs if forgotten,
rather than having to call the call center.
35. 35
Many users like the option to hear explanations, instructions, confirmations, or other content
in their local language. Providing easy, readily accessible, in-process audio is an added
enabler for many users.
Use Audio Instructions in Local Language?
The Karandaaz Pakistan design
includes an audio function for
users who prefer listening to
instructions or explanations. In this
case, pressing the speaker icon
will play an audio recording that
matches the text of the Assistant.
36. 36
Using images of currency can help customers who have difficulty with numeracy. This may be
particularly important in countries with historical inflation and where denominations are very
large—thousands and millions. Visual representation of bills may help those who struggle
with periods, commas, and zeros.
Visually Represent Large Monetary Values?
The Karandaaz Pakistan design was
testedusingcurrencyrepresentations
of transaction amounts, particularly
for customers who might be less
literate. The Rupee denominations
match the amounts articulated in the
virtual assistant’s comment.
37. 37
Sharing information about other customers’ usage encourages adoption. Be careful,
however, as users may not want to give out detailed information about themselves. Find the
balance between sharing and privacy.
Link Users with Their Social Networks?
The Saida interface
integrates WhatsApp
as a way to acquire new
customers and expand
the potential usage of its
services.
Karandaaz Pakistan
encourages users to share
transactions on social media.
Connecting with Facebook
makes it easy to find contacts
and share activity.
Customers who prototype tested the WAVE
Money app found it unacceptable to share
information about how many transactions they
had done with the service. On the other hand,
customers had no concerns about sharing
status levels (e.g., bronze, silver, gold), even if
these levels were linked to transaction volumes.
38. 38
Begin with Simple Instructions, Add Complexity over Time?
Improve usability using only the minimum information required for the task. Allowing users
to learn through use (rather than by instruction) empowers users. Build in more sophisticated
features over time as users gain experience.
The WAVE Money design
helps customers understand
complex transaction
histories by teaching them
first how to read individual
transaction records.
Once they had experience
reading these individual
records, it was easy to
progress to reading a set of
records together in a history.
39. 39
Depending on the context, apps can allow new users to register for an account remotely.
This might include taking a photo of an ID, taking a selfie, and entering some basic
registration information.
Enable Users to Self-Register?
The WAVE Money design shown here (and continued on the following page) shows an eight-step process that guides users through the process of
registering for an account remotely. This is one possible approach to self-registration that providers might want to test further.
41. 41
Agents are an essential part of mobile money operations. Providing customers the
opportunity to rate agents or easily register complaints can be a powerful tool to improve
service and customer satisfaction.
Empower Customers to Rate Agents?
One possibility is to
allow users to rate agents
after completing certain
transactions like withdrawing
money. Users could search
for agents based on their
customer rating score.
42. 42
Many customers have unsatisfactory experiences seeking help from customer support phone lines,
often giving up after long wait times. Testing accessible channels for customers to get immediate
help for problems, using text messaging, video, and audio could be an interesting alternative.
Make Customer Support Accessible Through Multiple
Channels?
IDEO.org prototyped a WhatsApp chat as an alternate, complementary customer-service channel with live
human responses from a telecom staff person.
44. 44
Design improves with feedback from a range of representative customers – existing users, potential
users, and “extreme end users” (super-users and non-users). Insights can come from many different
kinds of potential users. Designing to be inclusive of diverse customer segments will broaden appeal
and improve scalability.
Test Design with Diverse Sample of Customers
Through participatory activities with mobile money
customers and agents, GRID Impact tested various design
concepts and features. These activities included card sorting
to select appropriate visual icons and transaction flows, icon
co-design to develop improved visual language, and task-
based transactions to test the logic of flows.
GRID Impact tested the two interaction model concepts
using low-fidelity prototypes. These paper-based prototypes
allowed the team to capture feedback from users and agents
on the style, design, icons, flows, and overall structure of the
smartphone app menu.
GRID Impact also used a high-fidelity clickable prototype to
generate feedback from users on how the app worked. The
team used task-based transactions to see how users engaged
with the app, where they encountered difficulties, and how
they interpreted transaction flows.
45. 45
Strong design requires multiple versions. Begin with low-fidelity (paper) and shift to higher-fidelity
(electronic and clickable) prototypes. Designers should not be afraid to put paper prototypes or
incomplete electronic versions of their concepts in front of users. Multiple iterations testing and fixing
along the way produces superior results.
Adopt a Rapid Iterative Design Process
IDEATION
ELECTRONIC
PROTOTYPE
PAPER
PROTOTYPE
46. 46
Be Willing to Discard
Many “great” ideas should be thrown away during the iterative design process. What concepts you
choose not to include are as important as those that you keep.
In the WAVE Money example, one design
approach considered for the application used
a “chat” model (following Viber, which is very
popular in Myanmar). Financial transactions
were grouped around individual people (like
a chat history). Customers felt that transaction
histories were not important enough to
always be visible. So this idea was discarded.
The WAVE Money team wanted to make transactions more personal and
meaningful. One idea was to allow the sender to include “stickers” with
a transaction. This idea failed, but resulted in a very popular “say thanks”
feature for recipients.
47. 47
No detail is too small to test: colors, terms, placement, icons. Each detail is an opportunity to avoid
confusion and improve the customer experience. Multiple iterations of prototypes allow many
opportunities to fix and improve small details along the way.
Tweak Small Details to Make a Big Difference
During prototype testing with users in Pakistan, “X” was
received well for “cancel” because people associate “X”
with wrong or mistake. However, “X” was not good to use
for “close,” because people were not familiar with this UI
pattern.
Despite the “left-to-right” arrow being
counterintuitive when coupled with
“right-to-left” Urdu text in Pakistan, it was
the most widely understood symbol for
moving to the next step. This was both
surprising and an important finding that
might have been otherwise overlooked.
Call Center by parkjisun from the Noun Project
48. 48
The integration of business operations, app development, and design from the beginning throughout
is critical. This builds in business needs, technical constraints/options, and design to find the most
practical solutions. This can add time to the iteration design, but will produce better results.
Involve Business Managers and App Developers in
UI / UX Design at Every Step
App
Development
(the coders)
UX / UI Design
(human-centered
specialists)
Business Strategy
and Operations
(managers)
50. 50
Additional Resources
There are many practical resources available to providers interested in developing smartphone
interfaces for mobile money using a user-centered design approach. This Appendix offers a series of
toolkits, guides, and practical applications of UX / UI design for smartphone interfaces.
CGAP Publications Understanding HCD + UX Design
Customer Experience Toolkit
https://www.dropbox.com/s/
mopjha4og1te0j1/CXT_VF.pdf?dl=0
Don’t Make Me Think, Revisited
https://www.amazon.com/Don’t-Make-Think-
Revisited-Usability/dp/0321965515
Designing Customer-Centric Branchless
Banking Offerings
http://www.cgap.org/publications/designing-
customer-centric-branchless-banking-offerings
Principles of Mobile App Design
https://www.dropbox.com/s/flg27yds269rl7w/
principles-of-mobile-app-design-engage-users-
and-drive-conversions.pdf?dl=0
What Human-Centered Design Means for
Financial Inclusion
http://www.cgap.org/sites/default/files/
CGAP_Insights_into_Action_final.pdf
Exploring Alternative Product Concepts
http://www.slideshare.net/CGAP/exploring-
alternative-api-product-concepts
51. 51
Additional Resources
Smartphone User Interface and User Experience Design
Design for Mobile Money Toolkit by GRID Impact for Karandaaz Pakistan
Smartphone User Interface and User Experience
Design for Mobile Money in Pakistan Design Toolkit
http://karandaaz.com.pk/toolkit
Toolkit Overview Wireframes Icons & Illustrations Prototype
52. 52
Acknowledgments
The research necessary for this learning and publication have been carried out together with
CGAP partners. In particular Wave Money and Small Surfaces have been key partners in
Myanmar. Karandaaz Pakistan and GRID Impact have been key partners in Pakistan.
Expert reference group on smartphone UI/UX
Alexandra Fiorillo GRID Impact
Antonique Koning CGAP
Brett Matthews My Oral Village
Camille Busette CGAP
Carla Cathey dal Cais CGAP
Cathy Smith Digitai
Dave Kim BMGF
David Del Ser BFA
Emmanuel Crown CGAP
Eric Tyler CGAP
Evans Munyuki Barclays Africa
Gabriel White Small Surfaces
Gayatri Murthy CGAP
Gerhard Coetzee CGAP
Greg Chen CGAP
Gunnar Camner GSMA
Harry West Frog
Indrani Medhi Thies Microsoft Research
Jesse Wild Sneller IDEO.org
The authors of this guide are Gregory Chen and Michel Hanouch, both from CGAP, and Alexandra Fiorillo, of
GRID Impact. The authors are grateful for the insights and experience of the participants of the April 2016 CGAP
event on Smartphone Applications & Financial Inclusion as well as colleagues who provided feedback on the
content in this guide.
John Won IDEO.org
Jonathan Donner Caribou Digital
Kamal Quadir bKash
Karel Leon CGAP
Kwasi Donkor USAID
Maria Fernandez Vidal CGAP
Mark Wensley MasterCard Foundation
Marve Mullavu-Biggedi CGAP
Michel Hanouch CGAP
Muhammad Irfanul Huq bKash
Robert Fabricant Dalberg
Sophia Hasnain GSMA
Steve Rasmussen CGAP
Tilman Ehrbeck Omidyar Network
Valeria Betherol Orange (Labs)
Valerie Ledunois Orange (Labs)
Vered Konijnendijk Wave Money
Xavier Faz CGAP
Yanina Seltzer CGAP