In most emerging countries, the development of retail banking is often the low rate observed structurally banking client individuals. Indeed, few developing countries where the banking exceeds 20%, unlike developed countries where this indicator is usually above 85%.
The growth potential for retail banking is not negligible, including the activities of daily bank (account management, payments, services). An off rate would not only banking institutions to expand their revenue sources by increasing the volume of commissions, but also to address a broader customer base on other types of offers (consumer credit, micro credit or credit habitat ...).
This is due to several structural factors. We may observe that most of these economies are predominantly rural, which has resulted in a concentration agencies around large cities. Cumulated mesh transport very heterogeneous, this makes access difficult agencies for the majority of the population. In addition, cash payments are less developed because of the high cost of access to financial services and the strong tradition of cash payments.
However, such a finding should not be seen as inevitable. In some emerging countries, the high penetration of mobile (over 80%), combined with the introduction of innovative services, enabled significant advances, playing as a true catalyst for banking. Senegal, Ghana, India, are examples of countries where offers of payment by mobile have developed rapidly (remittances from person to person via SMS, consulting the balance of goods and payment services ...). In the Philippines, for example, Globe Telecom launched its service in 2004 in partnership with GCash a network of banks. This allows customers to send and receive funds to repay their deadlines automatically microcredit, to pay bills for small traders, via an electronic purse managed from the mobile. Thus, the bank is now in the pocket of the client : operations normally carried out at an ATM are now through the mobile.
Key factors of development
The challenge lies primarily in the provision of value-added services for the consumer, may cause adhesion of many banking services. Thus the future service should offer such a simple subscription, services tailored to the demand and cost of access relatively low.
However, the launch of an offer m-banking is subject to several key factors for success. The business model is at the heart of these concerns, with the crucial question of the relationship between banks and mobile operators.
Each of the actors must evaluate, according to its strategic objectives, the risk he is willing to incur and also the regulatory framework imposed, positioning it intends to hold on the various links in the value chain of m-payment ( marketing, distribution, processing orders, billing ...). It may also pass through the entry of third parties, which form the link between the banking and telecom players (
Finance Information City )
The question arises interbanking also at the heart of the debate. Again, several options to consider, such as establishing a system owned or partnered with an international network. At the heart of the problem: the cost of commissions applied and conditions of access to compensation. The risk of developing several communities septate payments (by bank or operator) can not be excluded and would significantly reduce the potential scope of offers m-banking.
Finally, the question of the customer experience will be crucial again, both in terms of value added services, grid pricing, but also simplicity of the trail score.
Positioning and game players
Before the outbreak of the value chain, which will no doubt encourage a revival of competition and the arrival of players on the third market, banks and telecom operators will be required to define their strategy and their positioning. One of the key points will be the estimated return on investment, for which the measure should take into account the direct gains but also all the effects of training related to the increase in banking. Indeed, the stakes of such offers more than just technological factor or a fashion to form a real development opportunity for the nation as a whole.
In this context, it is not impossible to attend the setting up of packages, exported from one country to another. This is the path followed by eTranzact, located in Ghana, Nigeria, Zimbabwe, and whose development is planned in Uganda, Sierra Leone and Cote d'Ivoire. We note also that, regardless whether the diversity of services offered m-banking from one country to another, users use primarily as transfers and payments of goods and services [3] . The development of packages may still face the organization and regulation of national payment systems, differ from one country to another.
In addition, central banks follow closely the various initiatives to avoid seeing the development of virtual systems on the fringes of the financial system. The compliance issues, anti-money laundering and fight against financing of terrorism are also elements in the center of concern in the context of these new offerings.
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