Learnings from Valyou in Malaysia How Mobile Money Is
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Digital Payments: Prospects for South Asia and Pakistan
52 Journal of Contemporary Studies, Vol. V, No.2, Winter 2016 DIGITAL PAYMENTS: PROSPECTS FOR SOUTH ASIA AND PAKISTAN Dr. Muhammad Zia-Ur-Rehman & Umara Afzal* Abstract The study focuses on the prevailing digital payment patterns across South Asia and the trends and challenges emerging in Pakistan. Some of the crucial digital payment instruments and devices in relation to the e-commerce, m-commerce environment are analysed. The ways in which South Asian businesspersons, customers and employers are replacing hard cash with digital payments are examined. Based on such analysis of trends and patterns widespread in today’s world, the article also discusses the advantages of various devices of digital payments. The paper underscores the prospects and policy recommendations of digital payment trends in Pakistan. Key Words: Digital Payments, Mobile Payments, QR Codes, Point of Sales, NFC, South Asian Trends Introduction n early 2000s, digital payments became a global phenomenon. In developing countries of South Asia digital payments within the realm I of Mobile Banking has recently caught more attention.1 With the help of digital payments, consumers pay bills for products and enterprises operate with them at the core of their business models, utilizing various smart phones, gadgets and tablets. The benefits of digital payments are * Dr. Muhammad Zia-ur-Rehman is Assitant Prof. at Department of Leadership and Management Studies, National Defence University. Umara Afzal is a former M.Phil Scholar of Department of Leadership and Management Studies, National Defence University. 1 Tomi Dahlberg, Niina Mallat, and Anssi Öörni, Trust Enhanced Technology Acceptance Model-Consumer Acceptance of Mobile Payment Solutions, the Stockholm Mobility Roundtable 2003 (Finland, 2003), https://pdfs.semanticscholar.org/d6b6/7e730218100e82c70525249462b02 4515d0b.pdf. -
Journal of Contemporary Studies a Biannual Publication of Faculty of Contemporary Studies
Journal of Contemporary Studies A biannual publication of Faculty of Contemporary Studies Patron-in-Chief Lieutenant General Nazir Ahmed Butt, HI (M), President, National Defence University, Islamabad. Chairman Prof. Dr. Pervaiz Iqbal Cheema, Dean, Faculty of Contemporary Studies, National Defence University, Islamabad EDITORIAL BOARD Editor-in-Chief Dr. Zulfqar Khan Editor Dr. Shaheen Akhtar Assistant Editors Dr. Khuram Iqbal Mr. Tasawar Hussain EDITORIAL ADVISORY BOARD Prof. Ian Talbot, Professor of Modern British History at the University of Southampton, UK. Prof. Dr. Sally Wallace, Andrew Young School of Policy Studies, Georgia State University, USA. Prof. Dr. Mehmet Asutay School of Government and International Affairs, Durham University, UK. Prof. Marvin G. Weinbaum, Director for Pakistan Studies at the Middle East Institute, USA. Dr. Andrew Futter, Associate Professor of International Politics at University of University of Leicester, UK. Dr. Julian Droogan, Department of Security Studies and Criminology, Macquarie University, Australia. Dr. S. Gulden Ayman, Associate Professor, Marmara University Istanbul, Turkey. Dr. Nishchal N. Pandey, Director Centre for South Asian Studies, Kathmandu, Nepal. Dr. Ying Rong, Senior Research Fellow, China Institute of International Studies (CIIS). Professor Tim Edmunds, Director of Teaching and Learning School of Sociology, Politics and International Studies (SPAIS), University of Bristol, Bristol, United Kingdom. Dr. Hasan Askari Rizvi, Political and Defence Analyst, Pakistan. Dr. Moonis Ahmar, Dean, Faculty of Arts, University of Karachi, Pakistan. Dr. Rashid Ahmad Khan, Dean Social Sciences, University of Sargodha, Pakistan. Dr. Ejaz Hussain, Professor National Institute of Pakistan Studies, Quaid-i-Azam University, Islamabad. Winter 2016 Volume V, Number 2 JOURNAL OF Editor-in-Chief Dr. -
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Abstract Mobile banking has been anticipated as the next step in digital finance for years. It is now, suddenly emerging in the developing world as a viable option for bringing banking services to the unbanked population of the world. The first part of my research question is: what issues resulted in the slow adoption of mobile banking? I find that the main reasons is the lack of a standard, providing a framework for innovations to emerge in. The second part of my research question then follows as, what are the dynamics between standardization and innovation in the Pakistani mobile banking market? To study this I conduct an empirical study of Easypaisa, analysing it in light of Information infrastructure theory. My findings are based on three topics. Firstly, that the establishment of the OTC money transfer standard has made the original plan for expansion change direction, focusing more on innovating on top of this standard rather than trying to change the standard itself. Secondly, my findings suggest that new trends in the mobile banking industry is requiring Easypaisa to change their internal system to allow for easy integration of 3’rd parties innovators. Thirdly, they suggest that the strong regulation of the branchless banking industry in Pakistan both enable and constrain innovation in the industry. I find that Easypaisa’s exploratory and bottom up approach to development have enabled them to be flexible enough to handle the regulatory standards imposed by the government and have enabled them to establish the OTC standard money transfer option. Further they suggest that the scaling of mobile banking solutions requires standard to emerge, however, it also needs flexibility to allow for innovation. -
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Journal of Payments Strategy & Systems Volume 9 Number 1 Social networks, game-changer for e-money? Will social networks (e-)monetise the payments industry? Philippe Caluwaerts Received (in revised form): 6th December, 2014 Policy Officer, Audit and Credit Rating Agencies Unit, Financial Stability, Financial Services and Capital Markets Union Directorate General, European Commission, Rue de Spa 2 (SPA2 01/103), 1049 Brussels, Belgium Tel: (32-2) 2984811; e-mail: [email protected] Philippe Caluwaerts is Policy Officer in the ecosystem lacking global standards and requir- Directorate-General Financial Stability, Financial ing enhanced collaboration between mul tiple Services and Capital Markets Union of the stakeholders including financial institutions, card European Commission. He was previously schemes, mobile network operators, service involved in the design and implementation of the providers and merchants, and the sometimes European policy on payment services and retail fragmented regulatory regimes, all have to be financial services. As part of his duties, he took addressed for e-money to be successful. This part in the design and negotiation of the revised paper describes why we may be at the forefront rules on electronic money and electronic money of a breakthrough in the e-money market, institutions (Directive 2009/110/EC), which were driven by social networks. In particular, the adopted in September 2009. Currently, he is uptake of electronic commerce, the boom of social expert in the EU regulation on credit rating agen- networks connecting families across the globe cies. Before joining the Commission, he worked and creating opportunities for money remittance, in the private sector in banking, mobile telecom- the active presence of merchants on social net- munications and consulting. -
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Mobile Payment
Telecom & Media Viewpoint Mobile payment Is this the turning point? Mobile payment has been on the agenda of numerous players across industries for more than a decade. Now, with Apple Pay and Google Wallet launched and the markets equipping themselves, mobile payment may finally take off. Is this the turning point in developed markets? Mobile payment has taken off, but not in developed cashless societies early are still in a nascent stage. In Sweden, markets – until now for example, where cash payments decreased to 22% of total transactions, mobile payments still only represented 3% of Mobile payment has taken off on a global scale, accounting for transactions as of 2014. a total of 285 billion USD in 2014 and representing 7% of global A well-known success story in developed markets is the electronic transactions. Arthur D. Little expects these figures to Starbucks mobile payment app. The app was launched in 2011 continue growing at a fast pace, exceeding 800 billion USD and counted 12 million users in 2014, which the firm claimed by 2017. accounted for about 90% of US mobile payment transactions. Figure 1: Global m-payment value forecast [2013-17, bn USD] Other prominent examples are driven by Korea Telecom in South Korea and NTT DoCoMo in Japan. Nevertheless, success stories 823 in developed markets are mostly regionally bound and specific, such that they have not been replicated or extended on a global 605 scale. 426 Nonetheless, Arthur D. Little believes a turning point for mobile payment in developed markets is more likely than ever 285 188 before. -
Easypaisa: Mobile Money Innovation in Pakistan
Easypaisa: Mobile Money Innovation in Pakistan Authors: M. Yasmina McCarty and Roar Bjaerum Contents 4 EXECUTIVE SUMMARY 5 PART 1 Structuring for innovation 8 PART 2 Designing the model: Over-the-counter vs. mobile account 13 PART 3 Distribution: Balancing reach and quality 17 CONCLUSION AND CONSIDERATIONS Figures 9 FIGURE 1 Easypaisa transaction values in first year of operations 14 FIGURE 2 Easypaisa Sales and Distribution Structure The MMU programme is supported by The Bill &Melinda Gates Foundation, The Mastercard Foundation and Omidyar Network. 4 GSMA - MOBILE MONEY FOR THE UNBANKED EASYPAISA 5 Executive Summary EASYPAISA, a mobile money service launched in Pakistan in 2009, serves more than five million customers a month through 25,000 points of service. By the end of 2012, it had processed more than 100 million transactions with a throughput of more than US$ 1.4 billion. Easypaisa was identified as a 2012 GSMA Mobile Money Sprinter — one of the 14 most successful mobile money services.1 Three important mobile money innovations emerge from the Easypaisa story. First, Easypaisa was launched from a unique cor- porate structure. Telenor Pakistan, a mobile network operator (MNO) acquired a 51% ownership stake in Tameer Bank, a microfi- nance bank, and then established Easypaisa as a common organization across the two companies. Second, Telenor Pakistan and Tameer Bank introduced over-the-counter (OTC) mobile money services – an entirely new model that did not require registration for an electronic wallet. And third, Easy- paisa achieved rapid national expansion by relying exclusively on its existing GSM PART 1 distribution structure. With a population of 180 million and only Structuring for innovation 15% bank penetration in 2008, Pakistan presented an attractive market opportu- nity for mobile money.2 Easypaisa seized A. -
Social Intrapreneurs Step up TACKLING the CHALLENGE
TACKLING THE CHALLENGE of FINANCIAL INCLUSION Social Intrapreneurs Step Up THE ASPEN Launched in 2009, the Aspen Institute First Movers Fellowship Program INSTITUTE is the leading global network of corporate social intrapreneurs who FIRST MOVERS are collectively changing the way business is done and how success is measured. The Fellowship Program is an innovation lab and a vibrant FELLOWSHIP community of innovators who are creating new products, services, and PROGRAM management practices that deliver financial value to their company and positive social and environmental outcomes for the world. WEBSITE: “Corporate social intrapreneurs are important new drivers of corporate ASPENINSTITUTE.ORG/FIRSTMOVERS behavior. They see possibilities for generating enterprise value and social impact that others miss. In doing so, they are raising the bar for business EMAIL: performance and redefining the measures of business success.” [email protected] Nancy McGaw Founder, First Movers Fellowship Program Director, Aspen Institute Business & Society Program We are grateful for the support of MetLife Foundation in making this publication possible. © The Aspen Institute Business & Society Program, Fall 2016 This report demonstrates how businessmen and women – First Mover INTRODUCTION Fellows at the Aspen Institute Business & Society Program – are creating pathways in their own companies to bring more people into the financial & OVERVIEW system and thus create greater well-being for all. There are hundreds – maybe But a huge challenge remains. For approaches that one can take to help thousands – of NGOs, government starters, despite all of our progress, two solve the critical social problem of financial agencies and private companies billion people do not have bank accounts. -
Financial Inclusion
ANNUAL REPORT TO THE SECRETARY-GENERAL SEPTEMBER 2020 UNITED NATIONS SECRETARY-GENERAL’S SPECIAL ADVOCATE FOR INCLUSIVE FINANCE FOR DEVELOPMENT FINANCIAL INCLUSION Beyond Access and Usage to Quality TABLE OF CONTENTS Message from the UNSGSA � � � � � � � � � � � � � � � � � � � � � � � � � 2 The Path of Financial Inclusion � � � � � � � � � � � � � � � � � � � � � � 4 Ensuring Positive Impact on Development � � � � � � � � � � � � � � � � � � � � � � 6 Reaching the Underserved � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 8 Responsible Tech Solutions � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �13 CEO Partnership for Economic Inclusion � � � � � � � � � � � � �18 Country Visits Pakistan � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 22 Indonesia � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 27 Financial Inclusion for Development: Building on 10 Years of Progress � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �28 The Road Ahead � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �32 Annexes � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �34 About the UNSGSA � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 35 UNSGSA Activities 2019–2020 � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 36 Cover photo credit: Hesham Fathy Message from the UNSGSA The state of the -
Branchless and Mobile Banking Solutions for the Poor: a Survey of the Literature
Ahmed Dermish, Christoph Kneiding, Paul Leishman, and Ignacio Mas Branchless and Mobile Banking Solutions for the Poor: A Survey of the Literature About 2.6 billion people in the world do not have access to formal financial serv- ices, and yet one billion of them have a mobile phone. Branchless banking systems take advantage of increasingly ubiquitous real-time mobile communications net- works to bring banking services into everyday retail stores, thereby alleviating the lack of banking infrastructure in the communities where poor people live and work. Most of these deployments are quite recent, hence there is a shortage of hard empirical evidence relating to them. However, one mobile banking scheme, M- PESA in Kenya, has been phenomenally successful and has been a catalyst for much of the research done to date. In this article, we review the emerging literature on the definitions and model taxonomies employed in mobile banking; the status and drivers of global adoption of these schemes; the take-up and usage patterns of cus- tomers and their socioeconomic impact; and, finally, regulatory issues. Our objec- tive is to help policymakers and practitioners in their continued efforts to create an enabling environment for branchless banking. FINANCIAL ACCESS NEEDS The financial lives of the poor have been amply and vividly described in Collins et al. (2009). Their income is precariously small and often irregular. For instance, they may be smallholder farmers with seasonal income or day laborers without guaranteed employment. Occasionally they face a crisis that can easily overwhelm their means, such as a serious illness or death in the family, or natural events such Ahmed Dermish is a consultant with Bankable Frontier Associates.