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Channels Methodology: Overview of Feasibility Study Findings
Use this template to summarize activities completed in the feasibility study phase of potential new channel deployment or channel enhancement, to present results and provide recommendations (for inputs, refer to: Draft Project Charter, Guidelines for Internal/External Analysis, and Template for High-Level Business Case)
Introduction: [MFI] Studied How [Describe Project Goal] Can Contribute to Achieving [XXX] Business Objectives
• [MFI] has multiple business objectives for [YYYY] which include (samples given,
substitute as needed):
• increasing client outreach
• increasing savings mobilization
• Improving customer experience
• improving productivity
• improving operational efficiency
• [MFI] aims to [restate goal] to reach these objectives and therefore, launched a Feasibility Study in order to (samples given, substitute as needed):
• determine market demand, options and best possible solutions that meet [MFI’s] objectives and clients needs: convenient to access, trust-worthy, affordable, impactful and efficient.
• ensure that [new channel] is complementary with [MFI’s] currently available channels: [list]
Outlook: Based on External and Internal Analysis, [MFI] Defined the Best Route for Implementation
• The Feasibility Study commenced in [month] and concluded in [month]. It comprised the following activities (samples given, substitute as needed):
– Analysis of public and [MFI’s] documentation, and regulation
– Conducted focus groups with existing and potential clients in [list locations]
– Strategy sessions with [MFI’s] management and staff
– Business and technical Interviews with potential partners
• The expected outputs are (samples given, substitute as needed):
– Evaluating external environment considerations (regulation/infrastructure/competition) that could affect [MFI’s] business plans and project success
– Providing a better understanding of the existing consumer demand and offerings (solutions, companies, partnerships, consortiums, technologies), limitations, risks and current usage
– Assessing [MFI’s] internal capacity to finance, pilot, launch and operate [new channel]
– Helping [MFI] to make an informed decision on when and how to implement [new channel]
• Provide a detailed overview with bullet points of main findings based on External Analysis (refer to that document) of market conditions, competition, regulation, etc.
Lessons Learned From Relevant Activities Conducted (focus groups,
surveys, etc.): [Summarize main lessons learned]
• Status – Provide detailed bullet points on
activities concluded
• Results – Provide detailed bullet points on
findings
– Categorize observations to highlight general trends along with any outliers
[MFI] will complement existing channels (e.g. branch, ATM) with (e.g. mobile banking, agents using mobile phones (OTC)) to provide access to an extended set of services including airtime recharge, bill and merchant payments, and transfers [samples given, substitute as needed].
Payment & Transfer
Branch ATM Field Officers Agents Client
OTC Assist for others
Implementation Options Based on Requirements, Effort, And Level of Control [Summarize Assessment & Decision]
• Option 1 has been chosen because it opens perspectives for [MFI] to use the service provider’s already existing solutions, marketing efforts and agents, and /or complement with its own staff agents.
• Option 2 has been discarded because: • It would require a licence (unpredictable and time consuming)
• Current mobile payment operators (even the most powerful banks) have had a hard time to put in place this solution with [insert statistics on status of current deployments of other market players]
Option 1:
Use existing Service
Provider
Option 2: Develop its
own mobile / agent
banking
Requirements Implementation
Effort Control
Medium Medium Low to
medium
High High High
Depends on the relationship (partnership or just provider)
[Adjust sample provided below to reflect specific results of Internal & External Analysis (refer to those documents for inputs)]
[Conduct market scan and list potential partners, based on achieved level of client activity and likelihood to meet [MFI] expectations (samples given, substitute as needed)]
Potential partners
Service provider Already partner of [competitor banks]
Shareholder of [MFI]
Already partner of [international money transfer providers, etc.]
Why (sample reasons)
Active with agriculture value chain and in 8 other countries
Solution provider Leader in payment processing Current provider of [MFI’s] [cards, etc.]
41%
15%
11%
7%
6%
5%
4%
3%
2%
6%
0% 10% 20% 30% 40% 50%
service provider 1
service provider 2
service provider 3
other
other
other
other
other
other
other
% Registered clients, per service provider [samples given, input actual market data]:
Registered
Service provider Present in [region]
B2B Service provider
Short List of Potential Partners: Assessment Based on Questionnaires and Interviews Resulted in a Short List
• Flexibility (rapid decision making and IT development to support [MFI’s] needs)
• Agent network strength
• Openness to co-branded commercial efforts
Business Case Components
• The following slides provide sections to detail drivers of cost savings and revenue generation, respectively, based on inputs to High-Level Business Case template (refer to that document). Next is a summary of estimated costs, followed by a calculation of net benefits.
Cost Savings: [List, Describe, and Quantify Main Drivers Based on High-Level
•Reduced opportunity cost of servicing customers for simple transactions.
Reduce branch
congestion
•Fewer trips by customers to the branches means reduced strain on the branch staff and resources, which frees them up for higher value transactions.
Increase Transaction
Revenue
•Increasing the number of self-service channels decreases the branch office resources required
Improve Operational Efficiency
Expected Cost Savings Year 1 Year 2 Average number of transactions saved per year at a branch per customer 6 12 Cost of branch service per transaction
600 600
Average savings per user per annum
3,600 7,200
Savings due to Agent Network 36,000,000 180,000,000
Savings due to m-banking channels 63,000,000 270,000,000
Total Savings* 99,000,000 450,000,000
*The cost saved can be estimated, roughly, as follows: the average cost to serve a customer in a branch is between $3 and $4. For simplicity, we can assume 1 branch visit per active (agent and/or mobile) customer per month is saved due to access to the alternative channels.
[Graphics are for illustration only; update based on High-Level Business Case template (refer to that document) completed with inputs specific to MFI]
Revenue Drivers: [List and Describe Main Drivers Based on High-Level
•Due to accessibility of account and flexibility of payments, customers will be able to make more frequent transactions (deposits/ withdrawals/ transfers/ bill payment)
Increase Customer Activity
•When performing transactions at Agents, the customer pays a Commission (motivated by the economy made on transportation and the time to travel to the Branch, e.g. proximity & comfort)
Increase Transaction Revenue
•Clients will leave more money in account: (1) deposit will be made easier by efficient officers & agents, (2) withdrawal can be done at anytime through ATMs & agents and (3) important VAS (airtime, payments & transfers) can be done 24/7 through own phone
Increase Savings Mobilization
•By increasing the number of self-service channels, the workload per Field Officer decreases proportionally
Improve Operational Efficiency
[Graphics are for illustration only; update based on High-Level Business Case template (refer to that document) completed with inputs specific to MFI]
Revenue Forecasts: [Quantify Based on High-Level Business Case
Gross Revenue K NGN 26,012 90,977 142,827 201,354 285,014
Fees & Commissions K NGN 26,012 90,977 123,920 163,272 232,725
Monthly Fee on A/C K NGN 13,464 35,154 44,827 53,616 61,781
ATM Transactions K NGN 2,584 9,195 17,505 30,185 55,344
Agent Transactions K NGN 811 22,908 33,663 44,831 68,930
Field Officers Transactions K NGN 9,009 21,933 23,949 27,399 30,185
Customers Transactions K NGN 144 1,786 3,976 7,241 16,485
Commissions Paid to Partners K NGN (1,030) (18,057) (30,045) (44,821) (79,852)
Income from Accrued Deposits K NGN - - 18,906 38,082 52,289
Net Revenue K NGN 24,983 72,920 112,782 156,533 205,162
[Graphics are for illustration only (sample assumes revenue driven by commissions on transactions & interest on accrued deposits) – replace with inputs specific to MFI]
Costs Structure: Capital Expenditures [early estimates]