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Working Paper

Partnerships in Mobile Financial Services : Factors for Success

ACCESS TO BANK ACCOUNT MANAGEMENT ACCRUAL ATM ACCESS ATM CARD B2B BANK ACCOUNT BANK ACCOUNTS BANK CUSTOMERS BANKING CORPORATION BANKING REGULATIONS BANKING SECTOR BANKING SECTORS BANKING SERVICE BANKING SERVICES BANKING SYSTEM BANKS BRANCH INFRASTRUCTURE BRANCH NETWORK BUSINESS CASE BUSINESS MODEL BUSINESS MODELS BUSINESS OBJECTIVES BUSINESS RELATIONSHIPS BUSINESS-TO-BUSINESS BUSINESSES CAPABILITY CELL PHONES CENTRAL BANK CLIENT BASE COMMERCIAL BANK COMMERCIAL BANKS COMMUNICATION NETWORK COMMUNICATIONS SERVICES COMPANY COMPETITIVE ADVANTAGE CONFLICT OF INTEREST CONTACT INFORMATION CONTRACTUAL ARRANGEMENTS CONTRACTUAL RELATIONSHIP CORE BUSINESS CORE BUSINESSES CORPORATE CLIENTS CORPORATE CUSTOMERS CORPORATION CORPORATIONS CUSTOMER ACQUISITION CUSTOMER BASE CUSTOMER EXPERIENCE CUSTOMER INFORMATION DEPOSIT DEPOSIT ACCOUNTS DEPOSIT MOBILIZATION DEVELOPING ECONOMIES DEVELOPMENT BANK DEVELOPMENT FINANCE DISBURSEMENTS DISTRIBUTION CHANNELS DISTRIBUTION COMPANY DISTRIBUTION NETWORK DISTRIBUTION NETWORKS E-MONEY ECONOMIC STRUCTURE EQUITY CONTRACTS FAIR PRICE FINANCIAL CAPITAL FINANCIAL INSTITUTIONS FINANCIAL SERVICE FINANCIAL SERVICE PROVIDER FINANCIAL SERVICE PROVIDERS FINANCIAL SERVICES FINANCIAL STRENGTH FUNCTIONALITY HOLDING IMPLEMENTATIONS INCOME INDIVIDUAL ACCOUNTS INDIVIDUAL COMPANIES INDIVIDUALS INNOVATION INSURANCE INTERNATIONAL DEVELOPMENT INTEROPERABILITY INVESTIGATION INVESTING LEVEL PLAYING FIELD LICENSE LIMITED LOAN PORTFOLIO LOAN REPAYMENTS LOCAL BANK LOCAL BUSINESS MAJORITY SHAREHOLDER MANAGERS MARKET CONDITIONS MARKET INSTRUMENTS MARKET SHARE MARKETING MASS MARKET MENU MERCHANT BANK MICROFINANCE MICROFINANCE INSTITUTIONS MOBILE APPLICATION MOBILE BANKING MOBILE COMMUNICATION MOBILE COMMUNICATIONS MOBILE NETWORK MOBILE NETWORKS MOBILE PHONE MOBILE PHONES MOBILE TRANSACTIONS NATIONAL BANK NETWORKS NON-PERFORMING LOAN NONPERFORMING LOANS NPL ONLINE PAYMENTS OPERATIONAL RISKS PARTNER BANK PARTNER BANKS PARTNERSHIP PARTNERSHIP AGREEMENTS PAYMENT PROCESSOR PAYMENT SERVICE PAYMENT SERVICES PAYMENT TRANSACTIONS PAYMENTS SERVICE PAYMENTS SERVICES PAYROLL SERVICES PHONES PORTFOLIO PRIVATE SECTOR PRIVATE SECTOR DEVELOPMENT PRODUCT DEVELOPMENT PROPRIETARY PUBLIC POLICY RAPID EXPANSION REGULATOR REGULATORS REGULATORY APPROACHES REGULATORY AUTHORITIES REGULATORY ENVIRONMENTS REGULATORY FRAMEWORK REGULATORY FRAMEWORKS REGULATORY REGIMES REGULATORY RESTRICTIONS REMITTANCES RESULT RESULTS RETAIL BANKS RETENTION REVENUE SHARING REVENUE SOURCES RISK MANAGEMENT RISK SHARING SAVINGS SERVICE COMPANIES SERVICE PROVIDER SERVICE PROVIDERS SERVICES TO CLIENTS SOCIALLY RESPONSIBLE INVESTORS STAKEHOLDERS STATE BANK STATE BANK OF PAKISTAN SUBSIDIARY SUPPLY CHAIN TELECOM TELECOMMUNICATIONS TRANSACTION TRANSACTION SERVICES TRANSACTION VOLUME TRANSACTION VOLUMES UNION USER USERS USES VALUE CHAIN WARRANTS
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International Finance Corporation, Washington, DC
Africa | Sub-Saharan Africa | Cambodia | Ghana | Kenya | Pakistan
2015-04-02T19:46:18Z | 2015-04-02T19:46:18Z | 2015

This paper is organized as follows: section one briefly presents the structure of MFS implementations and in particular the four key roles which must be fulfilled. Section two describes the case study implementations and the partnership arrangements between the key actors. Section three describes the importance of aligning competitive forces, economic motivation and partner roles. Section four presents key lessons related to the four underlying businesses of an MFS implementation, distinguishing between the direct and indirect revenue that can accrue to the core businesses of the partner organizations. It also presents key lessons related to the distribution of this revenue between partners.

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