Equity Bank started its agency banking business model in 2010. Since then, the model has become very successful. Currently, the platform has over 2.3 million registered customers with around 80,000 transactions taking place daily through over 6,000 agent outlets. This briefing note, discusses in detail, the key strategic and operational factors behind the success of Equity Bank’s agency banking model.
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WaterCredit Market Assessments in Uganda, Kenya, Indonesia and India
This report was developed by Water.org in collaboration with the Caterpillar Foundation to assess the
Access to credit in Andhra Pradesh post microfinance crisis
A study conducted by MicroSave in Andhra Pradesh in 2011 highlighted the importance of MFIs as a source of accessible micro-credit for the low-income segment.
New sales and distribution models in Mobile Financial Services
The primary hypothesis of this paper is that, despite the promise of increased reach and efficiency gains, these new approaches are fraught with challenges. High-touch engagement at the point of sale is often still necessary, especially for low-income clients.
Qualitative research tools for market research: Experiences from MetaMon research
In the recently conducted research on money management metaphor, we have modified some existing market research (including design research and ethnographic) tools to decipher the intuitive and spontaneous responses from the field.
Aadhaar Enabled Public Distribution System in East Godavari
The hugely ambitious, policy initiative of transferring the vast majority of central and state government benefits, entitlements and subsidies, as e-money, directly into the UIDAI Aadhaar linked accounts of the eligible beneficiaries was announced by the Prime Minister of India on the 26th of November 2012 at the first meeting of the National Committee on Direct Transfers.
Given the scope and scale of work involved and the rudimentary state of the agent network, and indeed the technology infrastructure needed, to make G2P happen in India, the work being contemplated is truly massive. MicroSave case studies on barriers and best practices in some of the UIDAI demonstration districts show that front-end processes are usually manual (even where technology could be effectively employed). They involve multiple hand-offs (often between unconnected departments, such as block officials to bank managers in the district, who have virtually have no reporting responsibilities to the district administration); lack clarity on ownership, roles and responsibilities; and have limited opportunities to learn from more optimal solutions that might have emerged elsewhere. The problem is further compounded by significant variations across districts in: (a) the level of maturity and automation (IT or technology enablement) within the state or the district, and within the specific beneficiary programmes; and (b) the motivation and ownership of the officials driving the programmes.
But there are important and laudable successes emerging, which we document in Aurangabad and in East Godavari; although East Godavari is also the site of experiences that highlight some of the many challenges that lie ahead.