“MicroSave was asked to present evidence to the Reserve Bank of India’s Committee on Comprehensive Financial Services for Small Businesses and Low Income Households. The Committee wanted to know about our extensive experience of agent networks in India.
This powerpoint presentation highlights the
1. Status of agent networks in India;
2. Design features of a successful agent network
3. Recommendations to the Committee,
4. Examples of successful agent networks”
https://www.microsave.net/helix-institute/Talking about the world’s most ambitious research project on agent networks, Mike McCaffrey, Head of Digital Financial Services – Africa, highlights three key trends to watch out for agent networks in 2014; inter-connectivity, liquidity tethering and fraud. Mike also introduces The Helix Institute of Digital Finance, a world-class training institute for digital finance (mobile money and mobile banking) practitioners.
We can probably all agree that “sustainability” is a very tired noun. We use it to describe our wishful hopes for everything from human life on earth to improved supply chain management. And the reason we can’t quite give it up is because our need for a more equitable and enduring ecology, economy, and society remains as urgent as ever.
Mobile banking hasn’t really achieved sustainability yet. Everyone talks about it as an almost done deal. Nevertheless, cash still trumps all. Even for the success stories like M-PESA, MTN Mobile Money, Tigo Cash, and Airtel Money. Money seldom resides on any of these phones for very long before it’s cashed out. Small emergency funds and savings don’t last long either for customers whose lives are beset with periodic, expensive crises.
Remittances would certainly seem to be the steady drip that turns into reliable revenue streams for mobile operators, bank partners, and other commercial interests involved. But the sending and receiving of a percentage of migrant wages are not the enduring “customer need” on which the truly sustainable business propositions depend.
For both the workers and their beneficiaries, these payments are an emotionally fraught mix of familial duty, leverage, guilt, resentment, and social expectations. They are isolated monthly payments that, over time, can become irregular and even cease altogether. Remittances are closer to dowries and mafia protection money than they are to a utility bill. Consumers also expect, even if they begrudge, the extra fees involved in these highly personal money transfers.
No surprise, while they are acknowledged as a “pain point” (see Removing the Pain from Using Cash: An M-banking Solution?) most people balk at spending one paise or shilling or pesewa more to pay their neutral, impersonal monthly costs—water, electricity, rent, phones—by phone. “Sustainable” in this instance may actually mean giving up on the short-term (and generally minimal) profits for the long-term benefits of full adoption and use of all the services mobile banking can offer. As far back as 2010, at the MMU conference delegates from TrueMoney-Thailand, Grameen Phone-Bangladesh and Telenor-Pakistan discussed why they started with bill payments.
Embedded fees for both remittances and bill payments seem to differ, depending on the country and social norms. In most cases, any payment involving an agent and cash-out also involves an extra charge. If simply cash-in, as is the case with most bill payments, fees are lower ($.07-.35) and often waived by banks, insurance, and credit agencies. In Pakistan, where bills traditionally never include an extra cost, Telenor started off with small fees and then stopped, bowing to competitive and customer pressures.
The idea that the neutral bills—water, electricity, rent, phone—are more integral to full financial inclusion than remittances is not new. MicroSave has been writing about the potential for E-/M-Banking via remittances and ways of effectively graduating customers since 2009. Two years ago, MasterCard published Bill Payment, A Demand-Based Path to Financial Inclusion and a CGAP blog Bank-Led or Mobile-Led Financial Inclusionalso makes a strong case for bill payments as a “pain point” that both banks and telecoms should promote in their mobile service offerings. And, of course, ultimately successful digital financial service solutions need a compelling product mix.
Even so, CGAP’s 2013 year-end roundup reports air-time top-up and P2P (person to person) payments still dwarf bill payments. (The most recent figures available are 18 months old, however, and South Asia’s bill-payment adoption appear to be a full third higher than East Africa. So more current—and more comprehensive—data, including from Bangladesh’s bKash and India’s Eko, would be useful before we reach any final conclusions).
Q—and several As
The real question would seem to be why more utilities, landlords, health clinics, credit and insurance agencies, in South Asia, East Africa, and elsewhere, do not actively encourage the throngs of cash-paying customers in their lobbies every month to pay by phone and save everyone a great deal of time and trouble.
And the real answers include:
A dearth of reliable payment gateways for mobile cash in/out transactions in these markets also poses a significant deterrent. Most readers already know of payment gateways as the online systems that authorise and coordinate e-commerce and point-of-sale credit card-purchases. But as customer adoption rates for mobile payments are less than encouraging (see above), the banks and telcos who generally underwrite and support such gateways hesitate to invest – particularly in poor areas.
Utilities and other potential payees, large and small, also delay and debate m-payment agreements without a burgeoning and eager customer base, and without the relative security and improved efficiencies most payment gateways offers.
Online payment systems had even worse problems at the outset. Sooner or later, probably sooner, either a better technology will come along for the bankers and the largest, most ubiquitous payees. Or the cost of cash for all involved will simply become too onerous.
At that point, some magic number between 16-34 percent on all three sides of the transaction triangle—customers, payees, technical/financial enablers—cross Geoffrey Moore’s notorious chasm.
And then the real benefits begin to emerge. Payment and credit delinquency go down, account activity and customer loyalty go up, grievances usually diminish, and financial capability overall seems to improve. Worthy and possibly even sustainable New Year’s resolutions for 2014.
MicroSave’s “Payment Banks: What can we learn from international experience” is a handbook encapsulating 20 years of on-the-ground research and technical assistance; creating successful business cases while serving the mass market. The handbook provides deep insights, from across the globe, around strategy, product development, and agent network development/ management.
There are two glaring facts the mobile money industry needs to face up to. First, digital accounts have very little value stored in them, and the practice everywhere is to withdraw any e-money received immediately and in full. This makes people not naturally inclined to pay electronically, except for remote payments for which people will take the trouble specifically to cash in. Second, there is surprisingly little systematic use of electronic payments by formal businesses, a space in which cash and especially checks prevail, even in Kenya. The predominant business use is in fact by informal traders, though no product development is aimed at them.
These two gaps work together to limit the electronification of merchant payments. While that’s the case, mobile money will not become part of customers’ everyday life, and many providers will struggle to reach sustainable scale.
The failure in the value proposition in both cases –for savers and for businesses— is that mobile money doesn’t offer manageability tools around the money balances that are kept and the payments that are made or received. As a saver, it does not make me feel in control of my money, because it doesn’t let me separate my money out into various pots and play mental discipline games around them (jam jarring). As a business, mobile money does not make it easy for me to keep accounts, reconcile receipts with invoices, and match against things like inventory and sales leads.
We got to this situation because there is indeed very little manageability (beyond doing the actual transaction) that one can offer on simple mobile phones. But now, subject to some caveats, we can foresee the day in the not too distant future when people at the base of the pyramid, and especially traders and entrepreneurs, will all have smartphones. Moreover, by designing compelling user experiences, financial services could become an important driver to accelerate smartphone penetration in developing countries.
It is time to start thinking about a new generation of more intuitive mobile money services on touchscreen smartphones – a mobile money app. With this app, mobile money providers can offer a full upgrade path to heavier mobile money users who like the convenience of payments on the fly, but want much more interaction, structure and information around their money matters.
At the personal use level, this banking app should let people express much more visually and cogently the heuristic games they play in their own minds every time they face a money decision. In other words, it should be conceived more like a game than an internet banking site.
At the business use level, it’s about helping (formal and informal) businesses manage the information around transactions, not just helping them pay/receive money. To adopt mobile money as a way of doing business, enterprises need to make sure that payments can be tracked, reconciliations can be made, frauds can be avoided, and payments can be linked to other business processes (e.g. such as order, inventory and fleet management).
The manageability of payments on the business side will not be achieved at the handset level alone. The challenge needs to be solved by developers and integrators working on behalf of business clients. For that, they will need a set of flexible application programming interfaces (APIs) which allow them to integrate the payment flows from the mobile money system with the enterprises’ own accounting, resource and workflow management systems.
Taking mobile money to the next level has got to be about solving the savings and business use challenges. To crack that, it is time that we start experimenting with smartphone apps, supported by appropriate network-level APIs. There needs to be much more bundling of software services with payments. Only then can we really think about mobile money being not only more inclusive but also more relevant daily – and hence more impactful.
Our exclusive Agent Network Accelerator research reports (found under publications) are part of our global Agent Network Accelerator (ANA) Research Programme. ANA, a collaboration between MicroSave and the Bill & Melinda Gates Foundation, is the largest research project on agent networks in the world. The Uganda Country Report is based on a national representative sample of over 2,000 mobile money agent surveys carried out in 2013. The report paints a picture of the stage of maturity of the market there, focusing on the operational factors of success, and residual challenges the country still faces. To read through the report, please click here.