mobile financial services - grameen foundation · mobile financial services : perspectives with...
TRANSCRIPT
Mobile Financial Services : Perspectives with Agent Networks
Jordan Weinstock, OpenRevolution
Leo Tobias, Grameen Foundation
Discussion Leaders
Session Information
Introductions
Approaching the Business Case
Liquidity Management and Agent
Incentives
Agent Profiles
MFS Business Case : CARD Bank
CARD MRI Center for Agriculture and Rural Development
• Clients Served: 2,082,913 • Persons Insured: 8,811,450 • Branches and Offices: 1,449 • Presence in 16 of 17 Regions in the Philippines
Nanay Violy
rural village
market center
MBO
Nanay Violy
Center Meeting
CARD Bank Branch
Objectives for the Program
Improve operational efficiency
Improve access and convenience
Demonstrate sustainable account and
transaction volume
Objectives for the Pilot
Recommend the manner of integrating
mobile technology to CARD Bank’s
products and services through Matapat
Identify an MFS business case including
an operational model within the context
of improving customer convenience and
access to services.
Business Case
Operational Model
• Customer Acceptance
• Operational Efficiency / Reorganization
Financial Model
Rollout Schedule
Time and cost of making a
withdrawal
0
20
40
60
80
100
120
140
Control Treatment
Withdrawal cost Withdrawal time in Peso
Travel & transaction cost (Php)
Total Cost Saving: P65 + P22 = P87 per withdrawal
Declined aggregate cost
Financial cost decrease: P22
MFS saves time: 103 min (116 minus 13)
Member’s earning capacity: P0.63/min
Opportunity cost saving: P0.63 x 103min = P65
Customer Acceptance
80% prefer MFS to manual system
Almost 90% transacted at least monthly
Change in time allocation of Account
Officers (AOs)
After controlling for the # of clients processing loan renewals, this difference is statistically significant.
Total time spent on field activities over one week, per center, average across AOs
No change in total time spent on center meetings
Less time on re-loan activities (Client Interview, inventory validation, travel) in MFS centers compared to control centers
Potential time saving
(30+ min) for AOs in
the long term
Break down of center meeting activities, per center, average across AOs
Composition of activities in center meetings is different
between MFS and control centers
Change in time allocation of AOs
Global Projections
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
(15,000)
(10,000)
(5,000)
-
5,000
10,000
15,000
20,000
25,000
30,000
1 2 3 4 5
in P
HP
Mill
ion
s
Growth
Assets Deposits Clients
MFS Usage
SUMMARY: KEY INDICATORS 2014 2015 2016 2017 2018 Total Bank customers 1,274,635 1,422,989 1,587,771 1,770,799 1,974,095 Active MM accounts 347,410 1,065,169 1,255,826 1,401,885 1,562,448 % 27% 75% 79% 79% 79% Total Agents 1,985 6,087 7,176 8,011 8,928 Txn per agent per day 25 25 25 25 25 Txn per customer per month 7.3 7.3 7.3 7.3 7.3
Mobile Channel P&L
(400)
(300)
(200)
(100)
-
100
200
2014 2015 2016 2017 2018
in P
HP
Mill
ion
s
Mobile channel revenue Mobile channel fees OPEX Net Channel Income
Revenue and Expenses:
MFS v NonMFS
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
2014 2015 2016 2017 2018
in P
HP
mill
ion
s
Revenue and Expenses: MFS vs. Non-MFS
Revenue without MFS Expense without MFS Revenue with MFS Expense with MFS
Projected Personnel Costs
2,579
2,780
2,982
3,183
3,385
2,447
2,158
2,362
2,594
2,849
-
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
2014 2015 2016 2017 2018
without MFS with MFS
Personnel with MFS
75% 67% 68% 69% 70%
18% 24% 24% 23% 23%
7% 9% 8% 7% 7%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2014 2015 2016 2017 2018
MBO Staff Branch Staff Head Office Staff
Projected Cost to Income Ratio
76% 77% 78% 80% 81%
76% 74% 74% 73% 74%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2014 2015 2016 2017 2018
Without MFS With MFS
Thank you.
Liquidity Management and Agent Incentives
•
m-$
Currency Inputs
Salary Payment
Current Account
Loan
1
2
3
4
m-$
Spending
Savings
P2P B2B B2C
Network Effect
+ +
Payment Products
Ag Credit SME
+ +
Savings Products
5
Remittances
AGENT Cash-in via Agent
AGENT Cash out via Agent
Mobile Money Ecosystem
• Localized advertising, typically through signage and on-premise materials
• Product education and demonstration Promotion and Education
Registration
Transactions
• Technical capabilities to register new customers (e.g., terminal, handset applications, forms)
• Know your customer and other regulatory compliance
• Transaction assistance for full range of use cases
• Cash in transactions
• Cast out transactions
Role of the Agent
Source: GSMA, CGAP, Benchmark data from other markets, OpenRevolution
Wages and
Salaries
(incl benefits)
11%
Commissions24%
Overhead1%Agent Network
Support (Initial)10%
Agent Network Support (On-
going)
45%
Promotions6%
Regulatory Compliance
1%
Software Maintenance
2%
Operating Expense Breakdown
Why are agents important? Largest operating expense for an MNO
• Typically owned or franchised by the MNO or financial institution
• Represents a single mobile money service and product
• Often is provided technical and financial assistance by the MNO or financial institution
• Agent can be involved in the sale of other non-mobile money products and services
Proprietary
Non-Exclusive • Could be independently owned or part of a third-party network
• Can offer multiple mobile money products and services
• Often sell other non-mobile money products and services
Types of Agent Networks
Super Agents
Agents
Sub Agents
• Liquidity management
• e-Money inventory
• e-Money inventory
• Full transaction set
• Limited transaction set
Agent Hierarchy
• Do I have enough cash on hand to meet customer cash out needs?
• Do I have the necessary resources to procure and maintain adequate e-money inventory?
Liquidity
Incentives
• Are agent incentives and MNO/financial institution incentives align? (e.g., desired transaction types profitable for both agent and entity)
• Are commission payments timely and sufficient given the complexity and risk of mobile money operations?
Agent Issues
What entities in a country typically perform cash management
functions?
Banks
Money transfer organizations
Major retail networks
What do they have to facilitate cash transfers?
Centralized distribution hubs
Daily reconciliation
Cash requirement forecasts based on point of service history
What supporting services do they use to reduce risk?
Armored cars
Insurance
Security guards
Liquidity Management
Logistics
Management processes
Access to cash
Accurate transaction volume forecasts
Security
Agent Liquidity Gap
Registration
Management processes
Access to cash
Accurate transaction volume forecasts
Security
Agent Incentives
What behaviors is the organization trying to promote?
Subscriber growth
Intra-network transactions
Savings
What behaviors is the organization trying to discourage?
Cash outs
Cash ins
Fraud
Incentives and Agent Behavior
Align incentives to desired behaviors
Provide agents with the support needed to be successful
Ensure transparency
Pay commissions promptly
Test programs to ensure agents cannot game the system
How do develop an effective
incentive program