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Table of Contents
1. Macro-Economic View of Mobile Financing in Bangladesh ............................................................ 1 1.1. 2. 3. Regulations of Mobile Financing ............................................................................................. 2
Mobile Financial Services and Service Providers: The Status Quo ................................................. 3 Exploring M-Financing in Bangladesh ............................................................................................. 5 3.1. 3.2. 3.3. 3.4. 3.5. Stakeholder Analysis of M-Financing ...................................................................................... 5 Industry Life Cycle ................................................................................................................... 6 PESTEL Analysis of M-Financing in Bangladesh....................................................................... 7 Porters Five Forces Model for Mobile Financing ................................................................... 7 Dynamics of Competition........................................................................................................ 8
Number of Operators...................................................................................................................... 8 Service Charges ............................................................................................................................... 9 Accessibility of Service Outlets ....................................................................................................... 9 Services ........................................................................................................................................... 9 3.6. 4. Porters Competitive Diamond Model .................................................................................... 9
Challenges and Opportunities Ahead for M-Financing ................................................................. 10 4.1. 4.2. Challenges for M-Financing .................................................................................................. 10 Potentials for M-Financing .................................................................................................... 10
Agriculture generates over 17% of GDP, and has become increasingly important as policy makers grapple with climate change and spikes in global and domestic food prices. There is a shift underway to transition from subsistence to commercial agriculture.
The Banking Sector has responded to the agricultural needs, with increased products (notably cards and green financing) to support development of agriculture (and sustainable agriculture). Opportunity to examine mobile channel applications.
The MFI sector continues to grow, but with slower uptake amongst women entrepreneurs and increasing uptake with SMEs demonstrating market saturation in one area, and market diversification in another.
In 2011, the Central Bank issued Mobile Financial Service Guidelines which both clarified mobile banking opportunities for banks, defined clear roles, and signalled support for banking innovation. 1
Through these guidelines, mobile banking will be bank-led. Since 2011, two clear leaders have emerged BRAC/bKash and Dutch Bangla Bank/ DBBL. Both have extensive partnerships with the MNOs. BRAC/bKash alone has access to 98% of mobile subscribers, and a vast agent network an agent in almost every other Bangladesh village. Some more recent estimates note that bKash has over 2 million subscribers (IFC, 2013), a notable leader in this field. Despite these early advances a number of key issues still remain as it relates to access, usage, and diversification. A number of surveys indicated that awareness of the service is still relatively low , and trust/credibility of the service is preventing adoption. Those who do register for an account are using the service only once, and not deepening their usage or diversification of services.
1.1.
Bangladesh Bank is the central bank in Bangladesh, overseeing all monetary policies and regulation of the financial sector. Banking, payment, and identification rules and guidelines have been updated in the last 10 years. Consumer protection laws do not apply to the financial sector, though are touched upon in the Payment and Settlement System Guidelines, and the Mobile Financial Service Guidelines. (Bangladesh Bank, 2011) Mobile Financial Service Guidelines were released in September 2011 (Boakye, Scott, & Smyth, 2011) (and updated in December 2011). Through these guidelines, mobile financial services are to be bank-led through licensed banks. Banks leverage a network of agents, and are accountable for ensuring that mobile accounts are indeed set up, and compliance with KYC protocol.
The three main regulatory bodies are: Central Bank, Home Ministry and BTRC.
Central Bank
Regulatory Bodies
Sets monetary policy and regulates the financial sector. Regulates banks and non-bank financial institutions. Regulates and oversees payment systems. License issuing authority, providing licenses operators who require a license in order to carry out their services. Oversight of internet services, VSAT, call centers, IP Telephone Services, mobile telephone services, vehicle tracking services. Creates and manages a national registration database. ID cards are mandatory and used for a variety of purposes, e.g. driving, tax, mobile, and cable.
BTRC
Home Ministry
Areas
Mobile Money Issuers Deposit Taking
Regulations
Guidelines for Mobile Financial Services for Banks, 2011 Banking Companies Act, 1991 Bangladesh Payment and Settlement Systems Regulations, 2009 Bangladesh Payment and Settlement Systems, 2009 Operating Rules and Procedures of Bangladesh, Automated Cheque Processing Systems Bangladesh Electronic Fund Transfer Network (BEFTN) Rules BEFTN Risk Management Guideline Guidelines for Mobile Financial Services forBanks, 2011 Money Laundering Prevention Act, 2002 Guidance Notes on the Prevention of Money Laundering Guidelines for Mobile Financial Services for Banks, 2011
Retail Agents
The law which directs mobile financing services in Banlgadesh primarily is Guidelines for Mobile Financial Services for Banks, 2011.
(Karim, Islam, & Alam, 2012) The following authorized banks have started mobile financial service delivery: Service Provider bKash (BRAC Bank) DBBL Service Name bKash DBBL Mobile Banking EasyCash M Pay mCash Service Model Non-bank led Bank led Telecom Partners Number of Customers (in million) 3.5 1.38 Number of Agents (in 000s) 71 26
Prime Bank Mercantile Bank Islami Bank Bangladesh Ltd Bank Asia
13 6.5 N/A
iPay
N/A
Trust Bank
Bank led
iPay platform works on Smartphones only over the internet independent of telecom operator Any Operator
N/A
N/A
N/A
N/A
Services offered and Tariffs charged by service providers: Service Provider bKash (BRAC Bank) DBBL Mobile Banking Charges (other than 2.0 % for cash-in & cash-out set by BRTC) 1.85 per cent for remitting money 2.0 per cent for remitting money
Services Provided Money Transfer, cash in & out, bill payment, international remittance Cash-in & out, merchant payment, utility payment, salary disbursement, foreign remittance, government allowance disbursement, ATM money withdrawal Cash deposit, withdrawal, fund transfer, utility bill payment, merchant payment, inward foreign remittance & salary disbursement Depositing and withdrawing money, payment of utility bills, reaching remittance to the
Service Provider
Services Provided recipient, salary, fund transfer, product buying Cash in, Cash out, P2P fund transfer, IBBL a/c to mobile a/c fund transfer and vice versa, Merchant payment, Mobile topup, Foreign remittance Foreign and Domestic Remittance, Ektee Bari EkteeKhamar Project Cash Deposit & Withdraw Account to Account Money Transfer(P2P) Person to Business Payment(P2B) Business to person payments(B2P)
Charges (other than 2.0 % for cash-in & cash-out set by BRTC)
Trust Bank
Account Registration Fee at Accredited Pay Point Tk. 20; Tk. 10.00 up to Tk. 2000 and Tk. 5 Per Thousand above 2000.(In case of cash deposit & withdrawal at Pay-Point)
3.1.
In Mobile Financing, the financers, customers taking the services, agents, dealers and employees providing the services as well as the telecom partners are Primary Stakeholders while the other players in the market, Bankers Association, Local Communities, Home Ministry would be the 5
Secondary Stakeholders. Finally, NGOs, International Development partners and media would be the tertiary stakeholders for M-Financing organizations.
Table 5 Primary, Secondary and Tertiary Stakeholders in Mobile Financing Services
Primary Financers,
Customers, Agents and Dealers and Telecom Partners, Central Bank, BTRC, Bangladesh Bank
Secondary
Competitors, Bankers Association of Bangladesh, Local Communities, Government's Home Ministry
Tertiary NGOs in
Debelopment Sector, Media, National and International Development agencies
3.2.
Till the end of 2012 Bangladesh bank permitted 14 banks t provide full mobile financial services and gave 9 more banks permission to provide international remittance services. (Mobile Financial Services in Bangladesh:An Overview of Market Development, 2012) Currently 17 banks are operating mobile banking activities, while the central bank has given permission to 26 banks in this regard.With the rising popularity and government support of
Figure 4 Industry Life Cycle for Mobile Financial Services Bangladesh
the service this sector is growing and getting more customers as well as competitors day by day. So, we can clearly see the industry is in the growth stage of industry life cycle model with a relatively new product, increasing numbers of customers and competitors.
3.3.
3.4.
The threat of substitution is low. Most of the banks, with a notable exception of Bank Asia, are actually targeting the unbanked population, especially the rural population. M-banking services have hardly any alternative in that target market. The bargaining power of supplier is moderate in this industry. Suppliers in traditional sense refer to providers of raw materials. Due
Buyer power
HIGH
to the different nature of banking services, the depositors are actually the suppliers. Individual suppliers have little power to impact the decision of the institution. The investors can also be termed as suppliers of the funds and big investors may have more influence in banks decision. (Karim, Islam, & Alam, 2012)
Figure 6: Five Forces Model
The bargaining power of buyer is also high. Because there are number of m-banking service providers in the industry and the switching cost is negligible, customers can easily make their choices and choose their preferred institutions services. As it has already been mentioned, 17 institutions have already got license from Bangladesh Bank for M-banking services. Therefore, there is no doubt that competition among the banks will be fierce in the coming days. It has to be noted that due to first movers advantage, BRAC and DBBL are currently enjoying higher growth within the industry. Overall, the competition rivalry is intense.
3.5.
Dynamics of Competition
Number of Operators The number of operators direct effect on the market the services are exposed to. For example Mercantile Bank is providing its M Pay service through Airtel and Citycell, limiting there total market size into around 90,000 mobile phone subscribers of Airtel and Citycell. (Ahmed, Iqbal , & Rahman, 2013)
Service Charges
Services
Service Charges High service charge of mobile financial service is one of the main factors affecting customer satisfaction where the service providers are not performing well. (Bari, 2013)The service providers charging less fees becomes attractive option to service users as cost of switching service is very low. Hence service charge becomes an element of competition. Accessibility of Service Outlets Accessibility is one of the key issues affecting customer satisfaction in mobile financial service market. Naturally, with the highest number of service outlets (71,000) (Islam & Mamun, 2011), bKash is the most accessible service provider across the country. The higher the number of service outlets and the more dispersed they are geographical and based on key locations, the more accessible it will become to the population. Along with accessibility, visibility is also important. (Bari, 2013) Services Another factor affecting competition is the services provided. The service providing able to provide more advanced services becomes more competitive. However, this factor erodes quickly as competitors catch up with the new service. For example, DBBL provided mobile top-up service and then bKash also recently started providing this service. (DBBL, 2012)
3.6.
Factor Conditions: High Tele-density, widespread human resource Status: Good Demand Conditions: Large untapped rural & urban market Status: High Supporting Industries: 6 MNOs, high area coverage Status: Good Stucture, Strategy, Rivalry: Negative attitude towards innovation and creativity Status: Unfavorable Government: Easy Licensing, Recognized by regulatory bodies Status: Favorable
Figure 8: Porter's Competitive Diamond Model
4.1.
1. Channelling the Services through the agents and the telecom partners gives them power and banks are highly dependent on them. Since banks are highly dependent upon these other parties, their cost remains higher and the profit margin lower. 2. Through the non-bank led approach, customer identification and transaction monitoring is in the hands of the agents. This poses a safety threat, because there is hardly any way of determining who the wrongdoer is should there be any crime such as money laundering or terrorist financing committed with this service. 3. The profits have to be shared between the bank, the agents and the telecommunication partners. The agents receive 50%, the banks 25% and the telecommunication partners 25%. (Bari, 2013) 4. Infrastructural Development issues for some organizations like DBBL, who alone invested around BDT 10 crore in mobile banking technology. 5. Bangladesh Bank Regulations limiting transactions up to BDT 25,000 can be transferred each day by a single mobile-banking account.
4.2.
1. There is an untapped banking market of more than 9 crore to be reached through mobile banking. (Islam & Mamun, 2011) 2. Mobile banking can be a development tool for NGOs. 3. Mobile financing is very convenient, affordable, secure and speedy access to financial services across the country. 4. The average customer growth rate of the industry is on average 15%. (Huq, 2013) 5. The operators can come up with more value added services keeping the convenience of customers in mind for example DPS, insurance, bill payment, insurance, micro-loan etc. 6. Carrying Foreign Remittance through mobile financing 7. The RMG sector workers present a huge potential group of customers. 86% of the garments workers do not use mobile banking, which can be an effective market. 8. Promotes entrepreneurship, as m-financing has become a profitable source of income to the agents. Each of these operators earns at least BDT 18,000 month, encouraging SME businesses.
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Works Cited
Ahmed, A., Iqbal , T., & Rahman, M. (2013). Study on Mobile Financing Services: Problems and Prospects. Dhaka. Bangladesh Bank. (2011). Amendment of Guidelines on Mobile Financial Services for the Banks. Bangladesh Bank. Bari, A. S. (2013, June 4). Mobile Banking Scenario in Bangladesh. (K. N. Ahmed, & A. Ahmed, Interviewers) Boakye, K., Scott, N., & Smyth, C. (2011). Mobile For Development. United Nations. BTRC. (2012, Sep 18). Mobile Money Transfer. Retrieved Sep 21, 2013, from BTRC: www.btrc.gov.bd/index.php?option=com_content&view=article&id=285&Itemid=745 DBBL. (2012, June 12). Mobile Banking Agents and Merchants. Retrieved June 9, 2013, from Dutch Bangla Bank Limited: http://www.dutchbanglabank.com/DBBLWeb/mobileagents.jsp Huq, M. M. (2013, June 5). Head of Mobile Banking, DBBL. (T. Iqbal, Interviewer) IFC. (2013). IFC Mobile Money Scoping Report . Dhaka: International Finance Corporation. Islam, D. M., & Mamun, M. S. (2011). Working Paper Series: WP1101, Financial Inclusion: The Role of Bangladesh Bank. Dhaka: Research Department, Bangladesh Bank. Islam, I. (2011). The Bangladesh Telecoms Sector: Challenges and Opportunitites. Dhaka: Asian Tiger Capital Partners. Islam, M. S., & Chowdhury, I. A. (2012). An Evaluation of the Trade Relations of Bangladesh with ASEAN: Justification of Being a future member. European Journal of Business and Management . Karim, A., Islam, S., & Alam, R. (2012). Mobile Financial Services in Bangladesh:An Overview of Market Development. (2012). Mobile Financial Services in Bangladesh:An Overview of Market Development. Dhaka: Bangladesh Bank. Page, M. (2013). The Mobile Economy. GSMA.
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