Sarah Rotman of CGAP was kind enough to present on the basics of branchless banking to NetHope's Payment Innovations Working Group in March 2012, which is open to all NetHope members. Please contact hamilton.mcnutt@nethope.org for more information.
Novatti is an Australian company that has developed mobile financial solutions since 1996. It provides payment technology and platforms to enable financial institutions and mobile operators to offer services like mobile banking, branchless banking, and value-added services. Novatti's platform allows clients to quickly launch new payment products and services to reach unbanked users through networks of agents. It aims to help clients grow and differentiate by taking advantage of expanding mobile and unbanked markets.
A Little world is one of the fastest growing companies with a annual growth rate of 600%. The company has pioneered the concept of branch less banking by using mobile phone platform. The cost of operating a brank branch in India has now been reduced to 50$ per month. See the presentation and find out yourself how the concept works.
A Little World Pvt Ltd (ALW) is a business correspondent of 15 major banks in India that uses mobile phones and biometric authentication to provide banking services in rural villages. Through its Zero Mass Foundation, ALW has opened accounts for over 3 million customers and adds 25,000 new accounts daily. ALW aims to reach 100 million customers by 2013 by continuing to expand its network of over 6,500 customer service points across 21 states in India.
Branchless banking in Pakistan extends the reach of conventional banking to underserved populations. Easypaisa, a mobile financial service provider, targets Pakistan's 180 million people, only 12% of whom have access to formal financial services. Easypaisa allows customers to pay bills, transfer money, save money, and get insurance through an ecosystem that includes over-the-counter agents and a mobile account channel. It has been well received, processing over 58 million transactions in 2012, and has the potential to increase financial inclusion in Pakistan to 41% by 2020 if 35% of adults become mobile financial service users. Key success factors for mobile financial services include building an extensive agent network and offering convenient products to ladder customers from assisted to fully
Agent banking allows banks to provide limited banking services through engaged agents rather than bank branches, improving access to financial services for underserved populations. It has significantly increased financial inclusion in countries like Brazil, Columbia, Peru, Malaysia and Kenya. In Bangladesh, over 50 commercial banks are licensed for agent banking, which could help bridge the access gap given the large unbanked population. Agent banking regulations allow services like deposits, withdrawals, remittances and bill payments, but limit agents from activities like loan approvals. It has potential to expand access alongside MFIs and complement existing banking channels.
Agent banking is a popular financial service that allows banks to operate in remote areas through agents rather than branches. It has been very successful in increasing access to financial services in developing regions like Latin America and Africa. In Bangladesh, agent banking was introduced in 2013 to help the large portion of the population that lacks access to formal banking. It bridges the gap between people and banks by making services available in rural areas at lower costs than microfinance institutions. Banks can offer a full range of services through agents, who are connected to the bank's core platform and conduct transactions in real-time. Agent banking has grown significantly and is expected to have a presence in every district of Bangladesh by 2016. It provides an affordable alternative for serving both unbank
Novatti is an Australian company that has developed mobile financial solutions since 1996. It provides payment technology and platforms to enable financial institutions and mobile operators to offer services like mobile banking, branchless banking, and value-added services. Novatti's platform allows clients to quickly launch new payment products and services to reach unbanked users through networks of agents. It aims to help clients grow and differentiate by taking advantage of expanding mobile and unbanked markets.
A Little world is one of the fastest growing companies with a annual growth rate of 600%. The company has pioneered the concept of branch less banking by using mobile phone platform. The cost of operating a brank branch in India has now been reduced to 50$ per month. See the presentation and find out yourself how the concept works.
A Little World Pvt Ltd (ALW) is a business correspondent of 15 major banks in India that uses mobile phones and biometric authentication to provide banking services in rural villages. Through its Zero Mass Foundation, ALW has opened accounts for over 3 million customers and adds 25,000 new accounts daily. ALW aims to reach 100 million customers by 2013 by continuing to expand its network of over 6,500 customer service points across 21 states in India.
Branchless banking in Pakistan extends the reach of conventional banking to underserved populations. Easypaisa, a mobile financial service provider, targets Pakistan's 180 million people, only 12% of whom have access to formal financial services. Easypaisa allows customers to pay bills, transfer money, save money, and get insurance through an ecosystem that includes over-the-counter agents and a mobile account channel. It has been well received, processing over 58 million transactions in 2012, and has the potential to increase financial inclusion in Pakistan to 41% by 2020 if 35% of adults become mobile financial service users. Key success factors for mobile financial services include building an extensive agent network and offering convenient products to ladder customers from assisted to fully
Agent banking allows banks to provide limited banking services through engaged agents rather than bank branches, improving access to financial services for underserved populations. It has significantly increased financial inclusion in countries like Brazil, Columbia, Peru, Malaysia and Kenya. In Bangladesh, over 50 commercial banks are licensed for agent banking, which could help bridge the access gap given the large unbanked population. Agent banking regulations allow services like deposits, withdrawals, remittances and bill payments, but limit agents from activities like loan approvals. It has potential to expand access alongside MFIs and complement existing banking channels.
Agent banking is a popular financial service that allows banks to operate in remote areas through agents rather than branches. It has been very successful in increasing access to financial services in developing regions like Latin America and Africa. In Bangladesh, agent banking was introduced in 2013 to help the large portion of the population that lacks access to formal banking. It bridges the gap between people and banks by making services available in rural areas at lower costs than microfinance institutions. Banks can offer a full range of services through agents, who are connected to the bank's core platform and conduct transactions in real-time. Agent banking has grown significantly and is expected to have a presence in every district of Bangladesh by 2016. It provides an affordable alternative for serving both unbank
An agent is a third party entity engaged by a financial institution to provide financial services on its behalf using the agent's premises. Agent banking allows customers to access services in a more familiar way than a traditional bank branch. It provides services like deposits, withdrawals, remittances, bill payments and fund transfers. Agent banking uses a branchless model to expand access in rural areas where bank branches may not be economical. It benefits customers, agents and banks. Regulations require agents to be qualified and banks to obtain approval to implement agent banking. Challenges include ensuring profitability and preventing fraud.
Finacle - Agency Banking: New Frontiers In Financial InclusionInfosys Finacle
Finacle thought paper identifies agency banking as a new frontier in financial inclusion. It highlights the important features and benefits of banks emerging with non-financial institutions in order to drive business growth.
This document discusses regulatory frameworks for mobile banking (m-banking) in emerging markets. It outlines key models including bank-based models where banks regulate m-banking and non-bank based models where telecommunications companies and non-banks regulate m-banking. It provides examples of regulatory approaches and guidelines in Bangladesh, India, Pakistan, Sri Lanka, Kenya, and South Africa that illustrate considerations around know-your-customer (KYC) procedures, anti-money laundering (AML), transaction limits, and which entities can issue electronic money.
Key challenges on Digital Financial Services for MFIsSimon Priollaud
101 on Digital Financial services
Key challenges on Digital Financial Services, Mobile Banking, Branchless Banking, Agent Banking
Roadmap to enter the market
Agent banking allows banks to provide limited financial services through engaged agents to underserved populations under an agency agreement. It allows banks a physical presence in rural areas and lets customers access services in a familiar way, while increasing sales from new customers. Agent banking facilitates utility payments, balance inquiries, funds transfers, small deposits and cash withdrawals, remittances, and credit/debit card applications. It provides benefits like easy access, flexible hours, and lower costs compared to traveling long distances to visit a bank branch. In Bangladesh, 12 banks are licensed for agent banking and 4 private commercial banks have started operations, helping to provide over 62% of the population without formal access to financial services.
The document discusses how mobile network operators can earn revenue from mobile financial services. It provides examples of existing mobile money ecosystems, international remittance services, mobile payments for online purchases and gambling. The document argues that mobile payments can facilitate e-commerce in developing markets where credit card usage is low. It also suggests that mobile banking can reduce costs for financial institutions. Overall, the document advocates for collaboration between mobile operators, financial institutions, and merchants to establish ubiquitous mobile wallet platforms and payment standards.
Mobile Banking in Bangladesh: An Incomplete StudyAhsanul Karim
The document analyzes the state of mobile banking (MFS) in Bangladesh. It finds that MFS has grown rapidly, with over 4 million accounts opened, driven by the large unbanked population and widespread mobile phone access. Several banks have launched successful MFS programs. However, MFS is still in early stages, with opportunities to expand agent networks and offerings. Regulations by Bangladesh Bank support further growth and integration of MFS with other financial services. Security, integration challenges, and agent management remain as issues to address for MFS to become a primary banking channel in Bangladesh.
The Reserve Bank of India has proposed major reforms in banking sector with issue of guidelines for setting up “Small and Payment Banks” which will cater to marginalized sections of the Society, including migrant laborers, for collecting deposits and remitting funds.
These banks will provide a whole suite of basic banking products such as deposits and supply of credit, but in a limited area of operation. The payments banks will offer a limited range of products such as acceptance of demand deposits and remittances of funds. They will have a widespread network of access points particularly in remote areas, either through their own branch network or through Business Correspondents (BCs)/agents or through networks provided by others.
Mobile financial services and agent banking in BangladeshSM Nuruzzaman Razu
This presentation introduces mobile financial services and agent banking in Bangladesh. It provides an overview of mobile financial services, including common transactions like money transfers, bill payments, and savings accounts. The presentation notes that mobile financial services are still developing in Bangladesh but growing rapidly, with over 800,000 agents and hundreds of millions of transactions annually. It also outlines opportunities for innovation and challenges around fraud and security issues. Finally, the presentation defines agent banking, where local shop owners conduct banking transactions on behalf of banks, and discusses both the opportunities and challenges of agent banking in Bangladesh.
This ppt you could find RBI's move for setting-up payment banks-India Post which received a license will be a big competitor for other banks,SBI-RIL tie-up for payment bank,RBI's next move on small-finance banks,,creation of around 25,000jobs in Indian economy due to new banks
Payment banks have the potential to revolutionize retail banking in India by increasing competition and expanding access to financial services. Licensed payment banks, including those run by telecom companies and India Post, can perform many regular banking functions but are restricted from lending. This model is expected to drive down costs, transform welfare programs through partnerships with Aadhaar and mobile technology, increase cashless transactions, reduce black money, and provide the government with cheaper borrowing. Payment banks may also attract customers through higher deposit interest rates, discounts, and free services in the initial phase as competition in the banking sector intensifies.
1. An assessment was conducted of an agent banking solution deployed by Urwego Opportunity Bank in Rwanda.
2. The assessment examined key areas such as products, business case, agent network, marketing, risk mitigation, and technology.
3. Several recommendations were provided to improve the solution based on the assessment, such as offering liquidity management facilities to agents, strengthening fraud detection, and engaging in rebranding of strategic agent outlets.
White paper payment banks - changing landscape of retail bankingRSM India
The RBI has recently decided to grant in-principle approval to 11 applicants for setting up ‘Payment Banks.’ This move is to enhance financial inclusion by providing access to small saving accounts and payments, migrant labour work force, small businesses in unorganized sectors, etc. The payment banks are expected to use high technology platform to provide services at low cost, thereby redefining the retail banking landscape.
We are pleased to attach our White Paper: ‘Payment Banks – Changing Landscape of Retail Banking’ and trust you will find the same useful.
This document provides an overview of Axis Bank, one of India's largest private sector banks. It was established in 1993 and began operations in 1994. The bank was jointly promoted by several large public sector financial institutions. It has grown significantly over the past two decades and as of 2015 had over 2500 branches across India and several international offices. The document provides details on Axis Bank's business activities, subsidiaries, and financial performance to give context and background on the organization.
Overview of mobile banking industry in Bangladesh. Competitive analysis by Porter's Five forces model. Swot analysis of Bkash of Brac bank, Rocket of DBBL and Islami bank's Mcash.
Payment and small banks a gateway for financial inclusionPrashanth Ravada
Small finance and payment banks are aimed at increasing financial inclusion by expanding access to financial services in rural and semi-urban areas. They specialize in relationship banking and providing credit to underserved populations like small businesses and farmers. By using a technology-driven, low-cost model and focusing on reducing transaction costs, these banks can mobilize low-cost deposits and meet funding needs in a profitable way. They are expected to play an important role in the financial system by complementing large banks and laying the foundation for greater financial inclusion across India.
This document presents a project proposal about the mobile banking service Bkash. It introduces five group members and lists their objectives as understanding Bkash's repayment processes, services, coverage areas, customer satisfaction, framework, and opportunities for growth. It notes that Bkash aims to provide banking access to lower-income and rural populations. The features section lists programming elements and the outcomes section outlines Bkash's key functions like sending money, storing funds, recharging, and cashing out.
Small banks and payment banks-proposed in uly 2014 by RBI- b.v.raghunandanSVS College
The document discusses RBI's recent initiatives to promote inclusive and differentiated banking in India, including small banks and payments banks. Small banks can accept deposits and lend, but will focus on small farmers and unorganized sectors within a defined local area. Payments banks aim to facilitate savings accounts and payments/remittance services for low-income groups. Eligible promoters include existing non-banking companies and telecom firms. Both small and payments banks are subject to capital requirements and regulations on activities. The goal is to increase access to basic banking services in underserved areas through localized and technologically-driven operations.
Agency banking in nigeria: strategy and service effectivenessTalent Ajieh
It describes the Agency Banking Strategies, value creation ecosystem and How to make Agency banking work effectively by recognizing the roles of different Service Providers in models.
guys this is a very good and nice ppt on internet banking. it covers so many topics in very limited slide. it looks attractive due to fonts, pictures and colours used in this presentation.
this presentation has good animations and looks beautiful and attractive.
This document provides an overview of branchless banking and the state of the industry. It discusses how branchless banking uses technology like mobile phones and agents to provide financial services outside traditional bank branches. The key points covered include:
- Mobile phone ownership has grown significantly in developing countries but banking access remains low. Branchless banking aims to bridge this gap.
- Business models rely on widespread agent networks where customers can transact. This can significantly reduce costs compared to branches.
- The industry is still growing but faces challenges with customer activation rates and developing sustainable business models.
- Ongoing areas of focus include improving products, understanding customer needs, developing agents and business models, facilitating government payments, interoper
This document provides an overview of Axis Bank, one of India's largest private sector banks. It was established in 1993 and began operations in 1994. The bank was jointly promoted by several large public sector financial institutions. It has grown significantly over the past two decades and as of 2015 had over 2500 branches across India and several international offices. The document provides details on Axis Bank's business activities, subsidiaries, and financial performance to give context and background on the organization.
An agent is a third party entity engaged by a financial institution to provide financial services on its behalf using the agent's premises. Agent banking allows customers to access services in a more familiar way than a traditional bank branch. It provides services like deposits, withdrawals, remittances, bill payments and fund transfers. Agent banking uses a branchless model to expand access in rural areas where bank branches may not be economical. It benefits customers, agents and banks. Regulations require agents to be qualified and banks to obtain approval to implement agent banking. Challenges include ensuring profitability and preventing fraud.
Finacle - Agency Banking: New Frontiers In Financial InclusionInfosys Finacle
Finacle thought paper identifies agency banking as a new frontier in financial inclusion. It highlights the important features and benefits of banks emerging with non-financial institutions in order to drive business growth.
This document discusses regulatory frameworks for mobile banking (m-banking) in emerging markets. It outlines key models including bank-based models where banks regulate m-banking and non-bank based models where telecommunications companies and non-banks regulate m-banking. It provides examples of regulatory approaches and guidelines in Bangladesh, India, Pakistan, Sri Lanka, Kenya, and South Africa that illustrate considerations around know-your-customer (KYC) procedures, anti-money laundering (AML), transaction limits, and which entities can issue electronic money.
Key challenges on Digital Financial Services for MFIsSimon Priollaud
101 on Digital Financial services
Key challenges on Digital Financial Services, Mobile Banking, Branchless Banking, Agent Banking
Roadmap to enter the market
Agent banking allows banks to provide limited financial services through engaged agents to underserved populations under an agency agreement. It allows banks a physical presence in rural areas and lets customers access services in a familiar way, while increasing sales from new customers. Agent banking facilitates utility payments, balance inquiries, funds transfers, small deposits and cash withdrawals, remittances, and credit/debit card applications. It provides benefits like easy access, flexible hours, and lower costs compared to traveling long distances to visit a bank branch. In Bangladesh, 12 banks are licensed for agent banking and 4 private commercial banks have started operations, helping to provide over 62% of the population without formal access to financial services.
The document discusses how mobile network operators can earn revenue from mobile financial services. It provides examples of existing mobile money ecosystems, international remittance services, mobile payments for online purchases and gambling. The document argues that mobile payments can facilitate e-commerce in developing markets where credit card usage is low. It also suggests that mobile banking can reduce costs for financial institutions. Overall, the document advocates for collaboration between mobile operators, financial institutions, and merchants to establish ubiquitous mobile wallet platforms and payment standards.
Mobile Banking in Bangladesh: An Incomplete StudyAhsanul Karim
The document analyzes the state of mobile banking (MFS) in Bangladesh. It finds that MFS has grown rapidly, with over 4 million accounts opened, driven by the large unbanked population and widespread mobile phone access. Several banks have launched successful MFS programs. However, MFS is still in early stages, with opportunities to expand agent networks and offerings. Regulations by Bangladesh Bank support further growth and integration of MFS with other financial services. Security, integration challenges, and agent management remain as issues to address for MFS to become a primary banking channel in Bangladesh.
The Reserve Bank of India has proposed major reforms in banking sector with issue of guidelines for setting up “Small and Payment Banks” which will cater to marginalized sections of the Society, including migrant laborers, for collecting deposits and remitting funds.
These banks will provide a whole suite of basic banking products such as deposits and supply of credit, but in a limited area of operation. The payments banks will offer a limited range of products such as acceptance of demand deposits and remittances of funds. They will have a widespread network of access points particularly in remote areas, either through their own branch network or through Business Correspondents (BCs)/agents or through networks provided by others.
Mobile financial services and agent banking in BangladeshSM Nuruzzaman Razu
This presentation introduces mobile financial services and agent banking in Bangladesh. It provides an overview of mobile financial services, including common transactions like money transfers, bill payments, and savings accounts. The presentation notes that mobile financial services are still developing in Bangladesh but growing rapidly, with over 800,000 agents and hundreds of millions of transactions annually. It also outlines opportunities for innovation and challenges around fraud and security issues. Finally, the presentation defines agent banking, where local shop owners conduct banking transactions on behalf of banks, and discusses both the opportunities and challenges of agent banking in Bangladesh.
This ppt you could find RBI's move for setting-up payment banks-India Post which received a license will be a big competitor for other banks,SBI-RIL tie-up for payment bank,RBI's next move on small-finance banks,,creation of around 25,000jobs in Indian economy due to new banks
Payment banks have the potential to revolutionize retail banking in India by increasing competition and expanding access to financial services. Licensed payment banks, including those run by telecom companies and India Post, can perform many regular banking functions but are restricted from lending. This model is expected to drive down costs, transform welfare programs through partnerships with Aadhaar and mobile technology, increase cashless transactions, reduce black money, and provide the government with cheaper borrowing. Payment banks may also attract customers through higher deposit interest rates, discounts, and free services in the initial phase as competition in the banking sector intensifies.
1. An assessment was conducted of an agent banking solution deployed by Urwego Opportunity Bank in Rwanda.
2. The assessment examined key areas such as products, business case, agent network, marketing, risk mitigation, and technology.
3. Several recommendations were provided to improve the solution based on the assessment, such as offering liquidity management facilities to agents, strengthening fraud detection, and engaging in rebranding of strategic agent outlets.
White paper payment banks - changing landscape of retail bankingRSM India
The RBI has recently decided to grant in-principle approval to 11 applicants for setting up ‘Payment Banks.’ This move is to enhance financial inclusion by providing access to small saving accounts and payments, migrant labour work force, small businesses in unorganized sectors, etc. The payment banks are expected to use high technology platform to provide services at low cost, thereby redefining the retail banking landscape.
We are pleased to attach our White Paper: ‘Payment Banks – Changing Landscape of Retail Banking’ and trust you will find the same useful.
This document provides an overview of Axis Bank, one of India's largest private sector banks. It was established in 1993 and began operations in 1994. The bank was jointly promoted by several large public sector financial institutions. It has grown significantly over the past two decades and as of 2015 had over 2500 branches across India and several international offices. The document provides details on Axis Bank's business activities, subsidiaries, and financial performance to give context and background on the organization.
Overview of mobile banking industry in Bangladesh. Competitive analysis by Porter's Five forces model. Swot analysis of Bkash of Brac bank, Rocket of DBBL and Islami bank's Mcash.
Payment and small banks a gateway for financial inclusionPrashanth Ravada
Small finance and payment banks are aimed at increasing financial inclusion by expanding access to financial services in rural and semi-urban areas. They specialize in relationship banking and providing credit to underserved populations like small businesses and farmers. By using a technology-driven, low-cost model and focusing on reducing transaction costs, these banks can mobilize low-cost deposits and meet funding needs in a profitable way. They are expected to play an important role in the financial system by complementing large banks and laying the foundation for greater financial inclusion across India.
This document presents a project proposal about the mobile banking service Bkash. It introduces five group members and lists their objectives as understanding Bkash's repayment processes, services, coverage areas, customer satisfaction, framework, and opportunities for growth. It notes that Bkash aims to provide banking access to lower-income and rural populations. The features section lists programming elements and the outcomes section outlines Bkash's key functions like sending money, storing funds, recharging, and cashing out.
Small banks and payment banks-proposed in uly 2014 by RBI- b.v.raghunandanSVS College
The document discusses RBI's recent initiatives to promote inclusive and differentiated banking in India, including small banks and payments banks. Small banks can accept deposits and lend, but will focus on small farmers and unorganized sectors within a defined local area. Payments banks aim to facilitate savings accounts and payments/remittance services for low-income groups. Eligible promoters include existing non-banking companies and telecom firms. Both small and payments banks are subject to capital requirements and regulations on activities. The goal is to increase access to basic banking services in underserved areas through localized and technologically-driven operations.
Agency banking in nigeria: strategy and service effectivenessTalent Ajieh
It describes the Agency Banking Strategies, value creation ecosystem and How to make Agency banking work effectively by recognizing the roles of different Service Providers in models.
guys this is a very good and nice ppt on internet banking. it covers so many topics in very limited slide. it looks attractive due to fonts, pictures and colours used in this presentation.
this presentation has good animations and looks beautiful and attractive.
This document provides an overview of branchless banking and the state of the industry. It discusses how branchless banking uses technology like mobile phones and agents to provide financial services outside traditional bank branches. The key points covered include:
- Mobile phone ownership has grown significantly in developing countries but banking access remains low. Branchless banking aims to bridge this gap.
- Business models rely on widespread agent networks where customers can transact. This can significantly reduce costs compared to branches.
- The industry is still growing but faces challenges with customer activation rates and developing sustainable business models.
- Ongoing areas of focus include improving products, understanding customer needs, developing agents and business models, facilitating government payments, interoper
This document provides an overview of Axis Bank, one of India's largest private sector banks. It was established in 1993 and began operations in 1994. The bank was jointly promoted by several large public sector financial institutions. It has grown significantly over the past two decades and as of 2015 had over 2500 branches across India and several international offices. The document provides details on Axis Bank's business activities, subsidiaries, and financial performance to give context and background on the organization.
Agent Banking as a part of Financial inclusion Mithun Finance
Financial inclusion is defined as individuals and groups having access to appropriate financial products and services at a reasonable cost, including savings accounts, short-term and long-term credit, insurance, pensions, and money transfers. The UN defines financial inclusion as access to financial services that people are eligible for, while a committee in India defines it as ensuring access to credit and financial services for vulnerable groups at an affordable cost. Financial inclusion allows people to effectively manage their money regardless of income or social status.
Supply chain solutions software allows companies to optimize their supply chain processes. It resolves challenges like globalized manufacturing, meeting customer service demands, and enabling market growth. The software provides visibility into inventory levels, locations, expiration dates and more. It also helps comply with international trade policies and manage foreign market expansion. Overall, the software streamlines data sharing and collaboration across the supply chain.
1. The document discusses branchless banking and mobile money solutions called myKyat developed for Myanmar.
2. MyKyat allows users to perform financial transactions through their mobile phones without needing a bank account, using a network of agents.
3. The myKyat platform provides various functions including sending and receiving money, bill payments, cash deposits, withdrawals and group payments. It aims to promote financial inclusion among the unbanked population.
This document summarizes a study on banking services for the unbanked sector in East African countries. It defines key terms like unbanked and underbanked. Over 70% of the population in East Africa is unbanked. There are constraints from both customer and bank perspectives in reaching rural and poor customers, including distance, costs, and low literacy. Initiatives to increase access include mobile phone banking and agent banking. The types of services needed by the unbanked are simple accounts with low or no fees allowing small, irregular deposits and withdrawals. Expanding access will require innovative non-branch models and partnerships while meeting regulatory requirements.
An presentation on Meezan bank Basic Information there products and services there history, Its board of directors it's PEST, SWOT and Financial Analysis of Year 2014 There Mission And Vision Statement there Core Values and there service Mission
State bank of pakistan Final Presentation by novelty GroupRabbiyah Shaukat
This document summarizes the functions and role of the State Bank of Pakistan (SBP). It outlines SBP's primary functions such as issuing currency, conducting monetary policy, regulating financial institutions, acting as a banker to the government. It also discusses SBP's secondary functions like public debt management, foreign exchange management, and advising the government. The document then examines SBP's non-traditional roles in developing financial institutions, providing training, and extending credit to priority sectors. Finally, it analyzes the role of SBP's Development Finance Group in expanding access to financial services across Pakistan through its field offices.
The document discusses agent banking as a model for financial inclusion in Bangladesh. It provides background on financial exclusion, defines financial inclusion, and outlines the agent banking model. Agent banking allows banks to lower costs and improve access to services while earning more through serving more customers. The presentation notes some challenges of agent banking in Bangladesh like low transaction volumes, lack of awareness, and infrastructure issues, but emphasizes the advantages it could provide like reducing poverty and attracting businesses. It concludes that agent banking can be a new era for financial inclusion in Bangladesh and supports the country's standing as a leader in South Asia for ensuring access to financial services.
A banker is responsible for maintaining positive customer relationships and delivering effective sales strategies. The term "customer" refers to the person who maintains an account at a specific bank branch. A banker-customer relationship is a special contract where a customer entrusts valuable items to the banker with the intention of retrieving them on demand. This relationship is that of a debtor-creditor or pledger-pledgee. Types of bank accounts include current accounts, savings accounts, recurring deposits, and fixed/term deposits. A banker-customer relationship can end due to the death, insolvency, or lunacy of the customer, the customer or bank closing the account, the liquidation of a company, or the completion of a contract
The document summarizes a presentation on leaching Brannerite ores given at the 2010 International Uranium Conference. It discusses the challenges in leaching Brannerite based on past research, results from bottle roll and agitation leach tests on Brannerite samples, and conclusions. The tests showed that a temperature of 90°C was required to achieve significant uranium extraction. Higher free acid levels improved initial extraction rates but not overall recovery. Grind size had little impact on recovery, possibly because acid attacks gangue minerals. More research is needed to optimize temperature, acid level, and grind size.
This document outlines various HTML elements grouped into categories such as lists, forms, tables, links, text formatting, and more. It provides the element name and a brief description for common HTML tags like headings, paragraphs, images, lists, and tables. It also includes some character entities and attributes that can be used with different elements.
Schmallenberg virus is a novel-emerging insect-borne Orthobunyavirus that was first identified in cattle in Germany in 2011. It causes acute disease in cattle and abortions, stillbirths, and birth defects in sheep and goats. The virus is transmitted by Culicoides biting midges and has spread rapidly across Europe since first being identified, infecting over 1 in 4 flocks and herds in some countries. While not transmissible to humans, it poses a serious threat to livestock production through its ability to cause developmental abnormalities in newborn animals if their mothers are infected during pregnancy. Surveillance and vaccination are recommended to control further spread.
The document provides a report on establishing a community garden on a vacant lot located at 245 Welch Street in Pittsburgh, Pennsylvania. It discusses operational scenarios, resource requirements, design considerations, construction plans for raised beds, and next steps for implementing a garden. The goal is to utilize the underutilized asset in a way that benefits the local neighborhood by providing a public amenity and encouraging community involvement and investment.
A copy of the presentation I gave at the AusIMM 2009 International Uranium Conference. It outlines some testing I conducted on a Brannerite ore to beneficiate it.
The port of Cochin Sea exported over 643,000 shipments valued at $6.78 billion from January 2013 to March 2015. Over the same period, the port imported 387,000 shipments worth $20.62 billion. Major exports included cashew nuts, frozen fish and squid. The largest export partners were the United States, United Arab Emirates, and United Kingdom. Major imports consisted of petroleum, weapons, and synthetic rubber, with top sources being Nigeria, Saudi Arabia, and United Arab Emirates.
1. Bank branch expansion into rural unbanked areas of India significantly reduced rural poverty by increasing deposit mobilization and credit disbursement.
2. Preliminary analysis suggests mobile money like M-Pesa has a higher transaction velocity than other monetary instruments typically held by households, especially cash.
3. In Kenya, the outstanding e-float balance held in M-Pesa accounts was over 757 million shillings in August 2008, while the average currency in circulation was only 85.2 billion shillings over the same period.
The MABS Program provides technical assistance and training to rural banks in the Philippines to increase access to banking services for microenterprise clients. It has helped over 100 banks and 1,300 branches provide loans, deposits, insurance, money transfers and mobile banking to over 950,000 micro-borrowers and 1.4 million micro-depositors. Rural banks are leveraging the widespread mobile phone network in the Philippines to overcome issues around cash-in/cash-out access in rural areas by training local merchants to become mobile money agents and establishing their own kiosks and sub-offices. Standardized ID cards and simplified KYC are also helping to promote mobile money through rural banks.
This document discusses the growth of mobile payments and financial services using mobile wallets. It outlines that developed and emerging markets are seeing a wave of mobile proximity payment initiatives using near field communication (NFC) technology. The mobile payments market is growing significantly and expected to reach $630 billion by 2014. NFC devices and phones are reaching mass markets which will help drive further adoption of mobile wallets and payments. This represents a major opportunity, especially to provide financial services to the 80% of the world population that is currently unbanked.
Thomas Bostrøm Jørgensen is a business advisor with experience as CEO of Luup, an international leader in mobile payments. The document discusses the growth of mobile financial services and payments driven by increasing mobile phone adoption globally. By 2015, over 7 billion mobile phones are expected worldwide, and mobile payments could surpass $500 billion annually. Mobile networks are leading this development, while traditional banks have lagged. Four market plays were identified based on levels of banking penetration in developed versus developing countries. The ecosystem for mobile financial services involves mobile operators, banks, payment organizations, and new solution providers. Live services show the potential of mobile banking, payments, and microfinance to bank the unbanked.
121010_Mobile Banking & Payments for Emerging Asia Summit 2012_Mobile Banking...spirecorporate
The document discusses mobile banking in the Philippines, focusing on rural banks and their partnership with regulators and MFIs through the USAID-supported MABS program. It summarizes the successes of the program in establishing mobile phone banking services at rural banks and increasing financial inclusion. The document emphasizes that partnerships between rural banks, MFIs, mobile operators, and regulators have been key to jumpstarting mobile banking and that the Philippines has progressive regulations and good working relationships between industries and regulators.
Obopay syncs Mobile payments into the Financial infrastructureObopay
Obopay has developed a mobile payment platform that allows users to transfer money, pay bills, and make purchases using their mobile phones. The platform supports various mobile technologies and can integrate with existing banking and payment infrastructure globally. Obopay sees opportunities to expand its services to new markets and use cases, such as mobile money transfers, merchant payments, and interoperability between countries.
This document provides an overview of mobile financial services in Latin America and tips for accelerating mobile payments adoption. It finds that 22% of operators in Latin America currently offer mobile financial services, with 55% planning to do so. The outlook for mobile payments in Latin America is strong, with users projected to grow from 8.5 million in 2012 to 22.3 million in 2016. Developing a strong mobile payments portfolio and considering factors like each country's unique context are important. Tips for accelerating adoption include focusing on customer experience through awareness, easy signup/use, and relevant services.
Rabo Development Retail Distribution Case Study: Mobile Banking and PaymentsDan Armstrong
The document discusses Rabo Development's efforts to promote mobile banking and payments in Africa through partner banks. It provides examples of how several partner banks in countries like Zambia, Tanzania, Rwanda, and Paraguay have launched mobile banking services to expand access to financial services. These services allow customers to check balances, transfer funds, pay bills, and purchase airtime using their mobile phones without needing to visit a bank branch. The document also discusses the business case for mobile banking in helping these banks acquire new lower-income customers and generate revenues from transactions while reducing operating costs.
This document discusses electronic and mobile banking. It provides an overview of how electronic banking allows customers to access banking services through electronic channels without time or geographic limitations. Mobile banking allows customers to perform banking transactions through a mobile device like checking balances and transferring funds. The document then outlines the evolution of electronic and mobile banking from early online services in the 1980s to modern services. It discusses the advantages for banks, businesses, and customers in using these services and some potential disadvantages like security and fraud risks. Finally, the document discusses regulations and adoption of these services in India.
Leveraging mobile money to increase access to banking servicesJohn Owens
This document discusses how rural banks in the Philippines have partnered with mobile money platforms like GCash and Smart Padala to increase access to banking services. It notes that mobile phone subscriptions now greatly outnumber bank accounts. Rural banks have registered over 380,000 clients and facilitated over $350 million in mobile banking transactions via GCash. The document outlines the mobile money ecosystem and how rural banks can offer services like deposits, withdrawals, remittances and bill payments through third-party agents using platforms like GCash. It also discusses challenges and solutions to scaling up branchless banking services.
Mobile Payments Convergence Van Dyke Nokia World Dec 2007mykahina
Presentation on the emerging trends of mobility and the future of consumer payments and banking. Presented in Amsterdam, Innovation Stream, Nokia World 4 Dec 2007
1. Payments is a large and growing business that is being disrupted by new mobile and non-bank competitors like PayPal, Square, and Google.
2. Mobile payments in particular are growing rapidly and will likely surpass online payments. Mobile platforms like NFC will be important to winning in this new environment.
3. Silicon Valley has become the center of innovation in mobile payments, with startups as well as tech giants developing new payment solutions and technologies.
121010_Mobile Banking & Payments for Emerging Asia Summit 2012_Monitise: Mobi...spirecorporate
Chatbot for basic queries & transactions Contextual Offers TRANSFER Transfer
Mobile Check Deposit
Mobile Banking App: Core services, offers & rewards Mobile Payments:
Mobile Remote Deposit
NFC, QR, etc
Expand to adjacent services
to drive engagement
Expand to adjacent services
to drive revenue
Expand to adjacent services
to own the customer relationship
Expand to adjacent services
to defend against competition
Expand to adjacent services
to drive operational efficiency
Expand to adjacent services
to enter new markets
Expand to adjacent services
to leverage partners’ capabilities
Expand to adjacent services
to future proof the business
Expand to adjacent
Banks are facing pressure from low interest rates and competition which is reducing profits, so they must leverage big data and mobile capabilities to provide new digital services to customers, gain insights from customer behavior, and target them with personalized offers in order to differentiate themselves, improve the customer experience, and generate additional revenue streams.
121010_Mobile Banking & Payments for Emerging Asia Summit 2012_Building scope...spirecorporate
This document discusses approaches to broadening adoption and usage of mobile payments in emerging Asia. It argues that scope and scale are important, as networks gain more value as more users join. Broad adoption requires recruiting across income segments and including those with purchasing power. Getting funds into the system and keeping them there reduces costs. Leveraging existing networks and finding the right partnerships can help scale up new services. Challenges include aligning interests over time between different players and sectors.
CGAP is a global project that works on expanding access to financial services for poor people in developing countries. It has 12 active projects in 9 countries focusing on mobile banking adoption among low-income users. CGAP's analysis shows that mobile banking has reached millions more customers than similar microfinance programs in some countries. While payments and transfers are popular, there is demand for savings and other services as well. The future of mobile banking will depend on uncertainties around regulations, the types of services offered, competition, and how failures could impact consumer trust.
CGAP is a global project that works on expanding access to financial services for poor people in developing countries. It has 12 active projects in 9 countries focusing on mobile banking adoption among low-income groups. CGAP's analysis shows that mobile banking has reached millions more customers than similar microfinance programs in some countries. While payments and transfers are popular, there is demand for savings and other services as well. The future of mobile banking will depend on how forces like demographics, government policies, security issues, and internet access evolve and how uncertainties around regulations, services, competition, and potential failures play out.
Mobile Banking in 2020 - Mobile World Congress ReportNadejda Tatarciuc
Present report was presented at Mobile World Congress this year, showing the outlook for mobile banking by 2020! - how a younger world, more internet, crime, and activist governments will affect mobile banking penetration.
121010_Mobile Banking & Payments for Emerging Asia Summit 2012_Developments i...spirecorporate
Gregg Marshall, Global Head of Mobile Transaction Services at Western Union, presented on developments in digital cross-border and domestic money transfers. The presentation covered Western Union's current business model, which relies heavily on cash-to-cash consumer transfers. It outlined key strategic growth areas like digital services and partnerships with mobile network operators (MNOs). It also discussed challenges in adopting mobile money transfers and factors contributing to mPesa's success in Kenya, like a hands-off regulator and focus on adoption and customer service. The presentation concluded by stating Western Union's goal of $500 million+ in digital revenue by 2015.
Designing the future bank for the digital eraPol Navarro
The document discusses Banco Sabadell's strategy to transform into a digital bank for the future. It focuses on three key areas: 1) Mobile banking, with Banco Sabadell being pioneers in developing mobile apps. Mobile usage has increased conversions and activity. 2) Social media customer service and brand journalism. 3) Developing a new customer relationship model centered around conversations rather than transactions, using mobile and social channels to engage customers across all touchpoints. The goal is to create a more humanized, simple and integrated banking experience for customers.
The Emergency Telecommunications Cluster (ETC) was activated to provide communications support for humanitarian organizations responding to earthquakes in Nepal in April and May 2015. The ETC requested $2.5 million to provide internet connectivity at nine locations, establish a security communications network in remote areas, conduct technical training, and strengthen Nepal's disaster response capacity. As of May 19th, the ETC had registered over 625 users from 120 organizations using its shared services across 19 sites.
Together - NetHope Global Member Summit Story 2012NetHopeOrg
The document summarizes the NetHope Global Member Summit in 2012 and highlights the collective impact of NetHope members in tackling global challenges. It features quotes from Beyonce about making an impact and being remembered. Finally, it provides brief descriptions and taglines of many nonprofit organizations that work on issues like poverty alleviation, disaster relief, health, environment, and children's rights to showcase the collaborative work of NetHope members.
NetHope Chairman Report -- 2012 NetHope Global Member SummitNetHopeOrg
This document summarizes the Chairman's report from the NetHope Global Member Summit in 2012. It discusses the explosion of connected users, information, and mobile applications in today's digital age. While this pace of change can be scary, the chairman argues it also creates opportunities. He emphasizes six values to guide NetHope: that technology matters for nonprofits, benefiting all benefits one through collaboration, learning through collaboration, building solutions for the field, bias for action through pilots and prototypes, and trust above all else among members. The chairman leaves with questions on how members can amplify the beneficiary voice and increase agility to adjust to rapid technological changes.
Open Humanitarian Initiative -- Google+ Hangout w/ Gisli OlafssonNetHopeOrg
The Open Humanitarian Initiative aims to improve disaster response through two key objectives: 1) improving information sharing between organizations through tools that standardize data and enable secure sharing, and 2) building information management capacity within response organizations. It will develop a data sharing platform, tools for visualizing and analyzing data, and training programs to establish best practices in information management. By bringing together technology companies, academics, and humanitarian groups in a collaborative public-private partnership, the Initiative seeks to establish an effective and sustainable approach to coordinating information during disasters.
Filament Games is an educational game development company with a mission to make education more interactive and meaningful through custom-designed games. They have been in business for around 7 years, employ around 30 people, and have developed around 50 games. Their process involves requirements analysis, creative direction, design, programming, testing, and interactions between the producer, developer, and client during project planning and execution. Testing occurs at various stages including concept proofing, usability testing, content validation, and efficacy research before final publication.
Mobile Money Agent Network Development in HaitiNetHopeOrg
The Payment Innovations working group welcomed Nick Lesher of Open Revolution (www.openrev.com) to speak with Cameron Peake of Mercy Corps (www.mercycorps.org) on their experiences with mobile money agent network development in Haiti. We examine how NGOs can play a role in the development of healthy and sustainable mobile money agent networks.
I4Education webinar: IFRC learning network case study. Presented June 21, 2012 by Reda Sadki, Senior officer for Learning systems International Federation of Red Cross and Red Crescent Societies.
This document summarizes a working group discussion on gaming for social good. It provides case studies of games created for fundraising/awareness raising purposes in developed countries and for engagement/behavior change in developing countries. It outlines pros and cons of using games for these purposes, such as their potential to raise profiles of causes and engage users, but also the challenges of high production costs, difficulties in design, and ensuring real-world impact.
New High-Speed Network Connects Dadaab Aid Agencies For CollaborationNetHopeOrg
To answer the pressing challenges encountered by agencies working in the Dadaab camp, NetHope, Inveneo and Cisco came together to create a new collaboration network that enables humanitarian agencies to function better, to communicate better with other organizations and to better support operations.
Innovations for Youth Capacity and Engagement (IYCE) aims to utilize the power of innovative technology,
including serious games, to empower, engage and educate youth and assist them in their transition to adulthood. April 2012 update.
NetHope connects, collaborates with, and helps international NGOs innovatively address pressing global challenges through technology. Over the past decade, NetHope has grown from 7 to over 30 member NGOs and facilitated partnerships between NGOs and companies to develop solutions in areas like emergency response, field capacity building, and innovation for development. Moving forward, NetHope aims to further accelerate connections between organizations, broaden collaborations, and spark innovations to create sustainable positive change worldwide.
Ten Years of Collaboration: The NetHope StoryNetHopeOrg
This document summarizes the 10 year history of NetHope, a nonprofit organization that connects NGOs to share technology resources. It began in 2001 with discussions between NGO leaders about collaborating on IT infrastructure to serve communities in remote areas. Over 10 years, NetHope grew from 7 founding members to over 30 members, launched programs in connectivity, online training, and innovation, and provided critical support to humanitarian responses in Haiti, Pakistan, and other crises.
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on integration of Salesforce with Bonterra Impact Management.
Interested in deploying an integration with Salesforce for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Digital Marketing Trends in 2024 | Guide for Staying AheadWask
https://www.wask.co/ebooks/digital-marketing-trends-in-2024
Feeling lost in the digital marketing whirlwind of 2024? Technology is changing, consumer habits are evolving, and staying ahead of the curve feels like a never-ending pursuit. This e-book is your compass. Dive into actionable insights to handle the complexities of modern marketing. From hyper-personalization to the power of user-generated content, learn how to build long-term relationships with your audience and unlock the secrets to success in the ever-shifting digital landscape.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...Tatiana Kojar
Skybuffer AI, built on the robust SAP Business Technology Platform (SAP BTP), is the latest and most advanced version of our AI development, reaffirming our commitment to delivering top-tier AI solutions. Skybuffer AI harnesses all the innovative capabilities of the SAP BTP in the AI domain, from Conversational AI to cutting-edge Generative AI and Retrieval-Augmented Generation (RAG). It also helps SAP customers safeguard their investments into SAP Conversational AI and ensure a seamless, one-click transition to SAP Business AI.
With Skybuffer AI, various AI models can be integrated into a single communication channel such as Microsoft Teams. This integration empowers business users with insights drawn from SAP backend systems, enterprise documents, and the expansive knowledge of Generative AI. And the best part of it is that it is all managed through our intuitive no-code Action Server interface, requiring no extensive coding knowledge and making the advanced AI accessible to more users.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
This presentation provides valuable insights into effective cost-saving techniques on AWS. Learn how to optimize your AWS resources by rightsizing, increasing elasticity, picking the right storage class, and choosing the best pricing model. Additionally, discover essential governance mechanisms to ensure continuous cost efficiency. Whether you are new to AWS or an experienced user, this presentation provides clear and practical tips to help you reduce your cloud costs and get the most out of your budget.
Letter and Document Automation for Bonterra Impact Management (fka Social Sol...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on automated letter generation for Bonterra Impact Management using Google Workspace or Microsoft 365.
Interested in deploying letter generation automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
2. Agenda
1. The basis of branchless banking
2. The state of the industry
3. Areas of focus moving forward
4. Q&A: of Role NGOs
2
3. What are the factors that limit access?
Long
distances
&
low
pop
density
High
bank
costs
rela7ve
to
income
Low
educa7on
&
illiteracy
Poor
product/
channel
design
3
4. Financial inclusion requires scale and presence
• Traditional banks have
scale, but lack
presence in the places
where poor people live.
• MFIs have a presence
in poor communities,
but lack the scale.
4
5. Achieving scale and presence with technology
Reducing Channel Cost of
Banking Infrastructure
$250k Traditional branch
$50k In-store branch
$10k ATM
$2k Agent with POS terminal
$400 Agent with mobile
1.7 billion people worldwide have a mobile phone but no bank account.
$0k No agent (cashless)
5
6. Branchless Banking: What do we mean?
Branchless banking makes financial services available outside of traditional bank branches
through the use of available technologies: cell phones, magnetic stripe or chip cards, and
biometric applications. These new business models rely on a widespread network of agents,
often retail locations, where customers can go to transact.
Agent
Client
MNO
Bank
6
7. Branchless Banking: Cash-in
Bank
Agent
opens
bank
account
Client
opens
1 (accessible
by
1 bank
account
(accessible
by
mobile
phone)
mobile
phone)
4 - Agent
account
debited
+ Client
account
credited
2 Cash-‐in
Agent
Client
Electronic
3 value
sent
7
8. Agenda
1. The basis of branchless banking
2. The state of the industry
3. Areas of focus moving forward
4. Q&A: Role of NGOs
8
9. Mobile penetration
Mobile ownership has boomed
in poor countries since 2000
High-‐income
countries
Low-‐income
countries
5.0
4.5
4.0
3.5
3.0
Billions
3.3 bil unique
mobile owners
2.5
2.0
1.5
1.0
1.4 bil
0.5
0.0
Sources: CGAP, Wireless Intelligence
9
10. Mobile penetration vs. banking penetration
But emerging market consumers are still far from
well-connected financially
60%
50%
52%
40%
2x
30%
20%
26%
10%
0%
People
who
have
a
mobile
People
with
bank
account
Sources: CGAP, Wireless Intelligence
10
11. Provider costs
Branchless channels can slash provider costs,
enabling them to reach new clients
$1.00
Average cost per
withdrawal transaction for
4 Mexican and Colombian
$0.80
$0.88
banks
51%
$0.60
$0.40
$0.43
$0.20
$0.00
Source: CGAP analysis Teller
window
Agent
11
12. Customer costs
Still room to experiment with pricing to drive initial
uptake, intensive use
50%
40%
30%
Axis
Title
Branchless
banking
38%
cheaper,
on
average
20%
10%
0%
$0
$100
$200
$300
$400
Axis
Title
BB
Price
as
%
of
PPP
of
value
transferred
Bank
Price
as
%
of
PPP
of
value
transferred
Source: CGAP analysis; PPP=purchasing power parity
12
13. Regulation
Regulatory openness and certainty is increasing for
branchless banking
50%
40%
30%
40%
36%
20%
10%
0%
Countries
permiRng
banks
to
contract
agents
Countries
making
reforms
to
branchless
Source: CGAP Financial Access (2010, 2009)
banking
regulaRon
13
14. Business model is complex
Spread of 2 to 11 years to achieve major revenue
(3 African MNOs with major mobile money services)
MNO
1
MNO
2
MNO
3
0
2
4
6
8
10
12
Years
to
pass
SMS
revenue
Years
to
deliver
10%
of
revenue
Source: CGAP analysis, company financial statements 2009 & 2010
14
15. Customer insight is critical
Understand customer pain points
moving money over time, not just distance
100%
$120
90%
$100
80%
$113
70%
$80
60%
50%
$60
40%
$40
30%
20%
27%
$20
10%
0%
$0
Sources: BFA
and CGAP
Lost
money
via
informal
instruments
Avg.
amount
lost
15
16. Agent management is local
But a universal requirement is understanding the
agent’s business case
Vincent Denise Hasita
KENYA BRAZIL INDIA
$4.11 $0.32 $0.91
Source: CGAP analysis
Daily Agent Profits (USD)
Source: CGAP analysis
16
17. Agenda
1. The basis of branchless banking
2. The state of the industry
3. Areas of focus moving forward
4. Q&A: Role of NGOs
17
18. Key areas on learning agenda
1. Consumer Insight & Product Innovation
2. Business Models
Ø Agents
Ø Activating Customers
3. Government-to-Person Payments (G2P)
4. Policy & Regulation
5. Interoperation
6. Market Ecosystem
International Remittances
18
19. Consumers: Mobile money use by the poor
Kenya: Broad adoption across all levels of the population
19
Source: Jack & Suri, 2012; http://www.slate.com/blogs/future_tense/2012/02/27/m_pesa_ict4d_and_mobile_banking_for_the_poor_.html
20. Consumers: Improvements in user experience
Distribution of transactions at a Mexican Bank’s affiliated agents by day of the week and hour1
Percent of total transactions within a sample of agents
Business hours at branch network
Mon
Tue
Wed
1.2% 40.2% 36.0%
Thu
Fri
Sat
22.6%
Sun
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
Business hours at Agent Partner
1. Based on sample of 3,961 transactions
20
21. Innovation: Over 20 financial institutions linked to M-PESA
Microfinance Start-ups
Banks
Insurance
Companies
Commercial
Banks
21
22. Activation: Majority of registered customers are not
actively transacting
Most branchless banking providers struggle with high rates of inactive customers
140
120
120
100
80 While 120 branchless
banking
60 implementations have
1 in 6
been launched since
1 in 11 2007 only 11 of those
40
21 have reached 200k
20 11 active users
0
Implementations launched after Implementations with >1 million "Confirmed" implementations
2007 registered with >200k active users
In a CGAP survey, 64% of managers said less than 30% of their registered customers were
active, and active rates of less than 10% are not uncommon
22
Source: CGAP and Coffey International, data as of Q1 2012.
23. G2P: Changes over time towards electronic payments
23
Source: CGAP Research
24. Regulation: Agent liability
• Kenya:
mobile
network
operator
expressly
disavows
liability
for
the
agent
but
.
.
.
since
May
2010,
banks
are
liable
for
their
agents
• Brazil:
banks
legally
liable
for
agents
24
25. Interoperability: Three levels
Branchless banking services can be connected or un-connected at three different
levels:
1 Platforms 2 Agents 3 Customer
Customers of one account can send money to Agents of one service serve Customers can access their
customers of another account customers of another service account through any SIM
(cross-network, not off-network transactions)
3
1
2
25
26. Agenda
1. The basis of branchless banking
2. The state of the industry
3. Areas of focus moving forward
4. Q&A: Role of NGOs
26