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sawsanenn

Frontiers | FinTech: A New Hedge for a Financial Re-intermediation. Strategy and Risk P... - 0 views

www.frontiersin.org/...full

FinTech Financial inclusion Strategies

shared by sawsanenn on 13 Feb 21 - No Cached
  • FinTechs and the Value Chains in the Financial IndustryIt is beneficial to remember how things worked before and after FinTechs and TechFins or big techs in the financial industry.Banking models are shifting significantly from a pipeline, vertical, paradigm, to modular solutions that pave the way to new banking paradigms that entail higher levels of openness toward third parties and a growing number of modular services bundled together.Value is created in platforms through economies of scope in production and innovation (Gawer, 2014). In order for platforms to work, adoption and network effects are essential. Models can go to mere compliance with the prescriptions of openness of PSD2, to the inclusion of new services, the opening of the banking core and data, and the aggregation of those within a platform experience. In particular, we assist both to the evolution of a Bank-as-a-Platform model and a tech-platform-driven model supporting banking and financial intermediation, which both constitute a new interesting field of analysis.Since the wave of digital transformation started entering the financial industr
  • , banking-as-a-business has started moving from a product/service perspective to more contextual solutions where providers are customer needs-driven. This is because customer-driven companies outperform the shareholder-driven ones, and this requires an outside-in approach.Having said that, it is beneficial to remember that digital transformation implies four main categories of innovation (product, process, organizational and business model) (Omarini, 2019, p. 340); all of them require rediscovering that a new strategy paradigm exists. This regards the concept of co-creation, and because of this no single firm can unilaterally carry out a process of continuous experimentation, risk reduction, time compression, and minimizing investment while maximizing market impact. Co-creation requires access to resources from extended networks (suppliers, partners, and consumer communities).Under these new market conditions, FinTechs have become an important piece of a bigger puzzle, each one in its own area of business (payment, lending, etc.), while at the beg
  • inning most of them started as mono-business companies. Only a few of them may become leaders in the market. On the one hand, there are those that make their strategy become international, and on the other, there are FinTechs which enlarge their services-scopes. However, the majority of them will become part of ecosystems where the direction could swing from banks to tech companies or to FinTechs as well, able to manage the network by developing kinds of conglomerate-as-a-service.Another interesting point to outline regards this recent period where all of us have experienced lockdowns around the world, and some effects have also impacted FinTechs as well. The valuations of most unicorns have crashed overnight, while on the FinTechs side there are different situations. Some of them have experienced a dramatic reduction in their
  • ...6 more annotations...
  • strategy development process, especially when the various units and individuals in the network must collectively execute that strategy. The key issue is this: balancing act between collaborating and competing is delicate and crucial” (Prahalad and Ramaswamy, 2004, p. 197).If co-creation is fundamental to the industry, this needs to leverage on a wider customer perspective that requires introducing the idea of developing ecosystems where the customer is truly free to move and choose the best deal in more competitive markets able to let consumers' ability to make informed decisions against any possible market concentrations among market providers.A business ecosystem (Moore, 1996) reflects the new paradigm of competition in a better way. Traditional management models aimed at gaining competitive advantage, such as vertical or horizontal integration, economies of scale and scope, are not effective anymore. The value of today's companies is determined by the size of its ecosystem (Tewari, 2014). Business ecosystems consist in crossovers of a variety of industries, of which companies cooperate and embrace open innovation to satisfy new customers' needs an
    • samiatazi
      samiatazi on 13 Feb 21
       
      Digital transformation implies four main categories of innovation: product, process, organizational and business model. FinTechs have become a significant piece of a greater riddle, every one in its own zone of business. The victors are those that have sufficient liquidity and money to purchase great innovation. This is particularly valid for installments that will be progressively contactless. Individuals costs and per-client commitment edge are key elements, and important markers. The more wellsprings of incomes an organization holds, the better it is for it to be a FinTech.
  • evaluation, others were quite lucky and suffered less.There are many and different feelings on the way FinTechs will exit this situation, which as far as we understand has overall accelerated some strategic choices.First of all, there are many and different FinTechs in the market. What is critical is to look at the fundamentals of the business. All of them are about answering what society is going to look like in the future (attitudes, behaviors, habits, etc.), so that if we no longer need to go to retail stores anymore, why do we need some services based on this situation? This, again, underlines that banking is a people business (Omarini, 2015) and this requires a business to be resilient to become adaptive to consumer changes or moves into a different market where you can still apply the service because the society is not yet ready to shift somewhere else, which means the same business in different markets. Just think of the ongoing situation where the recent wave of people is rethinking and restructuring their finances, so that they have decided to switch rates to digital banks. In this scenario, the winners are those that have enough liquidity—or better still cash-rich—to buy good technology and invest in new directions, also taking the opportunity to use the pandemic to its advantage. This is especially true for payments that are going to be increasingly contactless. However, some more les
  • sons can be learnt from difficult times especially due to external factors such as the following:- People costs and per-customer contribution margin are key factors, and valuable indicators. They are valuable for incumbents too. When staff costs rise, then this becomes a burden if growth is not going to move on. Then, if we move on the per-customer contribution margin (revenue, minus variable costs including credit losses), then this makes a FinTech earn more money per bank account than the cost of running those bank accounts.- One more point has to do with the way a FinTech makes its revenues per customer, and net income is the figure to look out for here. This means that the more sources of revenues a company holds, the better it is for it. If we think of some of the best-known FinTechs, they gather their net income from interchange fees, ATM withdrawals, which can diminish during the pandemic, but gathering revenues from other sources such as lending, investing, or again from referring customers to third-party services, and earning commissions from these referrals.Under this oncoming market structure configuration, a focus on control and ownership of resources is giving way to the importance of accessing and leveraging resources through unique ways of collaboration. “The co-creation process also challenges the assumption that only the firm's aspirations matter. (…) Every participant in the experience network collaborates in value creation and competes in value extraction. This result in constant tension in the
  • One more point has to do with the way a FinTech makes its revenues per customer, and net income is the figure to look out for here. This means that the more sources of revenues a company holds, the better it is for it. If we think of some of the best-known FinTechs, they gather their net income from interchange fees, ATM withdrawals, which can diminish during the pandemic, but gathering revenues from other sources such as lending, investing, or again from referring customers to third-party services, and earning commissions from these referrals.
    • hichamachir
      hichamachir on 13 Feb 21
       
      Pula can benefit so much from expanding its revenues streams. It lets the customers use the product or service in different ways which can't make them feel lazy to use a specific way.
  • The emergence of new technologies and players, along with a favorable regulatory framework (PSD2 Directive), is changing the banking industry. FinTechs and TechFins have allowed the introduction of new services and changed the way customers interact to satisfy their financial needs. The FinTech landscape is constantly evolving in the market. Different business value propositions are entering the financial services industry, moving from increasing the user's experience to developing a time to market framework for banks to innovate products, processes, and channels, increasing the cost efficiency and looking for a “partnering on order” to lighten the regulatory burdens for banks. The many businesses of banks are changing their value chains, and banks' business models should do the same accordingly. Strategists could no longer take their value chains as a given; choices have to be made on what needs to be protected and maintained, what abandoned and the new on coming to make banks evolve and become more resilient in doing their job. Banking is shifting significantly from a pipeline, vertical paradigm, to open banking business models where open innovation, modularity, and ecosystem-based bank's business model may become the ongoing mainstream and paradigm to follow and develop. Opportunities and threats for banks are many and new ones to re-gaining their role in the market throughout a re-intermediation process.
    • ghtazi
      ghtazi on 13 Feb 21
       
      FinTechs and TechFins have enabled new services to be launched and changed the way clients communicate to meet their financial needs. In the industry, the FinTech landscape is continuously changing.
  • They have brought to the traditional banking industry a wave of competition and broken pipeline value chains, unbundling them into different modules of products or services, which may be combined among themselves. These companies on the one hand and the BigTechs (Google, Facebook, Apple, Samsung, Alibaba, etc.) on the other have been forcing the industry to change, transform, and evolve in a set of new financial intermediation directions. Use of data and customer experience are both FinTechs' major assets and threats as well. On the one hand, they please the customers as individuals and introduce the paradigm of contextual banking. On the other, the two selling points are threatening both the incumbent players and regulators in different ways. For banks, it is even more urgent to react actively because their “no fee zone” is expanding, due to new regulations from the Consumer Financial Protection Bureaus (CFPB) and similar entities in different countries.
    • sawsanenn
      sawsanenn on 13 Feb 21
       
      Since the digitalization wave entered the banking industry, financial institutions has begun to move from a product/service standpoint to more semantic alternatives where suppliers are pushed by customer needs. This is because the customer-driven firms outclass the investor ones, and this necessitates an outside strategy.
ghtazi

Seven ways for financial institutions to react to financial-technology companies | McKi... - 0 views

www.mckinsey.com/...financial-technology-companies

Financial technology banks

shared by ghtazi on 13 Feb 21 - No Cached
  • Financial-technology companies are changing the face of finance. Over the past ten years, what started mostly as disruption in the payments space has expanded to every corner of finance. Even areas once assumed to be safe are seeing new entrants and competitive threats. Wealth and asset management, wholesale banking, capital markets, regulation and risk (“regtech”), and trade finance are just the most recent areas to see innovation driven by small technology-first players.
  • Whether fintechs ultimately win or lose significant market share may be beside the point; they are redefining customer expectations and continue to create new business models. As fintechs are frequently building their entire technology stacks from the ground up, they are highlighting incumbent financial institutions’ weaknesses not only in digital user experiences but also in operational efficiency. Whether a new digital brokerage wins or loses may not matter when customer expectations around brokerage fees change. A retail foreign-exchange fintech having 5 or 50 percent of the market may matter less than retail FX margins disappearing for everyone. Whether the next crops of “neobanks” disrupt retail banking may be less important than their highlighting for users and customers the possibilities of a modern, digital-first experience.
  • f your downside potential from disruptive threats. Incumbents can choose to invest in companies they partner with or to focus on areas they know well or interesting adjacencies. We frequently advise clients to find ways of keeping corporate venture-capital groups slightly at arm’s length to attract skilled managers, and we recently have seen increased interest in investing in established outside managers who focus on financial technology. Transform yourself to be more like a fintech. Digital transformation is a difficult but necessary process for most incumbent financial institutions. Redesigning core infrastructure to be more modular and dynamic, driving a new agile operating model, and upgrading technology and workforce skills are all necessary to compete with outside threats, fintech and otherwise. Build your own (internal) fintech. The road for transformations is normally measured in years, but the competitive threat from fintechs is today. Increasingly, we are seeing financial institutions try to beat fintechs at their own game or self-disrupt areas of their business before others can. The key to success in new digital business building is to combine the agility, speed, and talent of a start-up with the “unfair advantage” of an incumbent by leveraging existing assets (e.g. customers, distribution, or infrastructure). Serve the fintechs. A few financial institutions can find their competitive advantage in creating scaled, efficient technology and operations to enable others to embed financial services in their customer experiences. This “banking as a service” business model depends on finding a profitable path to white labeling but draws on the inspiration of large tech platforms. Enabling the customer experiences of others has quickly moved beyond just enabling fintechs to also working with big technology companies, retailers, telecommunications companies, and beyond. Ignore fintechs. Although ignoring the competition is rarely the right choice, some businesses are built on moats—frequently regulatory—that are difficult to disrupt or they play within narrow markets. Companies should prioritize where they need to focus and in doing so know when they need to pay attention and when they need to avoid the distraction of disrupters.
    • samiatazi
      samiatazi on 13 Feb 21
       
      New competitors and competitive challenges are seen also in areas once thought to be protected. The most recent sectors to see innovation are wealth and asset management, wholesale finance, financial markets, taxation and risk. Fintechs illustrate the gaps of digital customer interfaces and organizational performance of incumbent financial institutions. In order to deal with the Fintech challenge, incumbents can attempt to follow a mix of seven alternatives.
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  • As we counsel the leaders of incumbent financial institutions, we often turn to seven potential reactions they can consider. Leaders can seek to pursue a combination of      these options: Buy a fintech. Strategic through-cycle M&A can be a powerful driver of growth even as valuations remain high, particularly among the most successful and largest fintech companies. Whether incumbents purchase a company for its traction (customer base, loan book), technology (user experience, core system, advanced data capability), or talent (engineering, product management, executive leadership), we frequently find that success depends on their developing strength in post-acquisition integration. Partner with a fintech. A carefully designed partnership can enable faster time to market and cost-efficient implementation, with the ultimate goal of enable enabling bottom-line business impact from accessing new customers or improving back-office processes. Invest in fintechs. Investing in fintech companies is frequently a way to learn more about the space and to hedge some o
  • Financial-technology companies are changing the face of finance. Over the past ten years, what started mostly as disruption in the payments space has expanded to every corner of finance. Even areas once assumed to be safe are seeing new entrants and competitive threats. Wealth and asset management, wholesale banking, capital markets, regulation and risk (“regtech”), and trade finance are just the most recent areas to see innovation driven by small technology-first players.
    • ghtazi
      ghtazi on 13 Feb 21
       
      what we can say is that even in the fintech world there is harsh competition, what once started as a disruption in the payments space has now been extended to every corner of finance. even the safest areas see new entrants and competitiveness. But even with all the pressure that they may encounter Fintechs always finds a way to redefine customer expectations and continue to create new business models.
nouhaila_zaki

M-Pesa: a Mobile Money success story from Kenya - Technology and Operations Management - 0 views

digital.hbs.edu/...money-success-story-from-kenya

M-Pesa Kenya Success Business Model

shared by nouhaila_zaki on 12 Feb 21 - No Cached
  • Given the up-front costs of acquiring agents, it is tempting for mobile money providers to want to take short cuts and minimize the agent-to-customer ratio. However, this does not set an individual agent up for success. If Safaricom were to recruit too few agents, customers would find M-Pesa difficult to use and difficult to access.. On the other hand, if there were too many agents, many of them would not be able to generate enough business to cover the cost of managing their e-cash and cash liquidity. As a result, they would stop maintaining their electronic money float and cash balances. M-Pesa’s success lies in the fact that they grew their agent network at the same pace as their customer base, keeping transactions per agent per month steady at around 1,000 / agent / month.
  • According to a McKinsey report on Mobile Money, proximity of nearest agent makes a significant impact on transaction volumes. “When a cash agent is more than 15 minutes away, mobile money has relatively little appeal, and customers use it once or twice a month. But when the agent is less than 10 minutes away, usage rises to 10 times a month—and for those within 2 minutes of an agent, to 30 times a month.” Safaricom spread its agents out across Kenya so as to truly enable network effects and enable Kenyans to send e-cash to their family members and friends even if they did not live in the same geography.
  • Customers who sign up for the M-Pesa service can convert between e-cash and real cash (these are called cash-in / cash-out transactions), and can transfer e-cash from their account to that of another account holder via SMS.
    • kenzabenessalah
      kenzabenessalah on 12 Feb 21
       
      M-PESA gives people the option of converting their e-cash to real cash which is not the case in most services.
  • ...4 more annotations...
  • Customers who sign up for the M-Pesa service can convert between e-cash and real cash (these are called cash-in / cash-out transactions), and can transfer e-cash from their account to that of another account holder via SMS. Cash-in / cash-out operations take place at one of many designated M-Pesa retail outlets, also known as “agents”. These agents are not employed by Safaricom, but are simply retailers / regular businessmen and women that are ‘authorized’ to trade e-cash for real cash.
    • ghtazi
      ghtazi on 13 Feb 21
       
      m-pesa is a company that allows its customers to convert between e-cash and real cash.
  • Although some of M-Pesa’s initial success could be attributed to a uniquely favorable context for mobile-payments (strong customer need, welcoming regulatory environment, support from banks, strong brand awareness of Safaricom), its rapid and sustained growth was only possible due to a thoughtful operating model design, particularly regarding M-Pesa’s “agent network.”
    • nourserghini
      nourserghini on 13 Feb 21
       
      M-pesa's success goes back to its advantageous situation in Africa as well as it successful operating model design.
  • Revenue from transaction fees that Safaricom collects via the agent during cash withdrawal operations and transfer operations (depositing money into mobile wallet is free). Reduce Safaricom customers’ churn, improve engagement, lifetime value etc.
    • sawsanenn
      sawsanenn on 13 Feb 21
       
      This excerpt shows the business model that M-pesa follows and thier values
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt is important because it reports the two ways in which Safaricom makes value through M-Pesa: on the one hand revenues from transaction fees collected via agents, and on the other hand, the reduction of Safaricom customers' churn.
  • Safaricom pays commission to its “agents”, usually on a monthly basis, based on metrics such as transactions per branch, customers per branch, and quantities transacted, etc. Because it takes agents a couple months to ‘ramp up’ at their branch by attracting M-Pesa customers and convincing them to start transacting, the business model of M-Pesa incurs significant up-front costs and is one of the reasons many mobile-money deployments fail in the early days. Mobile-Money becomes profitable only when it goes viral. According to a McKinsey report, to make mobile money for the unbanked commercially viable, operators and telco’s like Safaricom “must sign up 15 to 20 percent of the addressable market.”
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt describes M-Pesa's business model, which consists of paying commissions to agents, incurring significant up-front costs and relying on mobile-money to become viral for success.
  • mohammed_ab on 12 Feb 21
     
    I think that it's interesting to see that agents are playing a vital role in the success of M-Pesa in Kenya. The company knew about the costs related to acquiring agents, but they also knew that recruiting too few agents will kill the solution M-Pesa is providing. In addition to that, M-Pesa tried to spread its agents all over Kenya to make their solution available and easy to access anywhere in Kenya.
mbellakbail69

South African fintech JUMO scooped up $55 million in funding - 0 views

www.businessinsider.com/d-55-million-in-funding-2020-2

shared by mbellakbail69 on 09 Feb 21 - No Cached
  • JUMO offers a wide range of services to users in emerging markets via partnerships with other financial institutions
    • nourserghini
      nourserghini on 09 Feb 21
       
      Jumo delivers services to third parties in emerging markets using partnership with other financial institutions.
  • JUMO offers financial services infrastructure to third parties and has served over 15 million customers across countries, including Ghana, Kenya, Pakistan, and Tanzania, and it plans to use the fresh capital to launch new products and expand into new markets: It's set to launch in Bangladesh, India, Côte d'Ivoire, and Nigeria soon, per its website.
    • nourserghini
      nourserghini on 09 Feb 21
       
      The article shows that Jumo specializes in financial services infrastructure to third parties. It operates in African countries such as Ghana, Kenya and Tanzania.
  • South African fintech JUMO scooped up $55 million in funding
    • nourserghini
      nourserghini on 09 Feb 21
       
      Jumo's original location is in South Africa.
  • ...8 more annotations...
  • And while JUMO is focused on serving customers in emerging markets, it should use the fresh captial to offer more consumer products, like loan products, to better close the financial inclusion gap in these regions.
  • JUMO's partners include Telenor and Telenor Microfinance Bank, with which it launched its first commercial product in Asia in 2018, and Tigo, Airtel, and MTN with which it offers short-term loans in Kenya, Zambia, and Uganda. With help of the latest funding, JUMO will be able to further boost such partnerships, and become a more dominant player in the financial services industries in emerging markets.
    • mehdibella
      mehdibella on 13 Feb 21
       
      jUMO is focused on serving customers in emerging markets, it should use the fresh captial to offer more consumer products
  • JUMO offers this technology stack to partners, including telecommunication firms and other financial institutions, to power their financial products and serve consumers via their respective platforms.
  • The fintech's technology stack includes a lending product that gives entrepreneurs quick access to funds or asset finance, and JUMO has so far disbursed over $1.8 billion in loans. It also provides savings options to clients, including short-term, structure, and long-term products, and works together with underwriters and insurers to create standalone insurance products to "safeguard incomes, families, assets, and businesses".
    • ghtazi
      ghtazi on 13 Feb 21
       
      JUMO has already distributed 1.8 billion USD loans, it gives also the possibility to its users to have savings options to clients, including short term, structure, and long-term products. The company also ensures the creation of standalone insurance products.
  • JUMO's debt and equity round included participation from both new and existing investors, like Goldman Sachs, Odey Asset Management, and Leapfrog Investments, per TechStartups.com.
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt is important because it reflects the nature of funding that Jumo secures whether through debt or equity; new or existing investors.
  • JUMO's business model of working with third parties helps it to diversify its distribution channels, and allows for quicker expansion — which is likely boosting investor interest in the fintech. To further diversify its offering, and make a bigger impact on serving the financially excluded population in emerging markets, JUMO should look into offering more consumer products, including loan options and bank accounts, as most of its offerings currently focus on serving entrepreneurs and businesses.
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt is important because first it clearly states the business model of Jumo. Then, it discusses the possibilities of (geographical) expansion and diversification of offerings (more consumer products, loan options, bank accounts etc).
  • JUMO's business model of working with third parties helps it to diversify its distribution channels, and allows for quicker expansion — which is likely boosting investor interest in the fintech. To further diversify its offering, and make a bigger impact on serving the financially excluded population in emerging markets, JUMO should look into offering more consumer products, including loan options and bank accounts, as most of its offerings currently focus on serving entrepreneurs and businesses.
    • sawsanenn
      sawsanenn on 13 Feb 21
       
      this excerpt included the services that jumo offers, the business model, and some recommendation that the company should consider improving the platform
  • Additionally, only 27% of the population in Southeast Asia has a bank account, leaving a financial inclusion gap of around 438 million consumers. And we've seen fintechs that aim to close this gap attract significant investor interest in the past year: Investment in African fintechs increased by 155% from $111 million in 2018, to $283 million, while Southeast Asian fintechs saw funding surge of 69% from $588 million to $993 million over the same period, per CB Insights.
kenza_abdelhaq

Robo-Advisors - Business Models and Strategies | ccecosystems.news - 0 views

ccecosystems.news/...business-models-and-strategies

Fintech Strategy Robot Advisors Investments

shared by kenza_abdelhaq on 13 Feb 21 - No Cached
  • As mentioned in the last article, it is not possible to define exactly what a robo-advisor is, as the individual providers offer a range of services of varying breadth. In fact, robo-advisors have long since ceased to offer mere recommendations or advice, and most providers are steadily expanding their services into a fully integrated solution. Accordingly, people now associate a robo-advisor with a platform that can also be used to make an investment directly (see [Bloch/Vins 2017, 114]). However, this service, for example, is linked to certain regulatory requirements, which are presented below. It should be noted here that this is the regulatory framework in Germany. In terms of regulation, four business models can be distinguished in the area of robo advisory services:
    • kenzabenessalah
      kenzabenessalah on 13 Feb 21
       
      Since EasyEquities is about investment, having roboadvisors that provide financial advice would create more value to the company and would target more segments.
  • investment brokerage (german: Anlagenvermittlung),investment advice (Anlagenberatung),acquisition brokerage (Abschlussvermittlung), as well asfinancial portfolio management (Finanzportfolioverwaltung), also known as asset management.
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt summarizes the business models that can be distinguished in the area of Robo-advisory services. The main difference between these business models lies in who is responsible for making the investment decision.
  • Robo-advisors can follow an active or passive investment approach not only in terms of their product range, but also in the composition of the individual products. In active management, for example, the market is constantly monitored and, on the basis of this, the securities that appear to be most advantageous at a given time are included in the portfolio. This targeted approach is described as so-called “stock picking” (see [Müller/Pester 2019, 229f]). Due to market fluctuations, there are thus regular purchases and sales of securities with the aim of achieving a higher return than the passive market. In the course of this, the percentage distribution of the asset classes in the portfolio can also be continuously adjusted and regular risk assessments carried out. As a result, the portfolio may be subject to constant change. The passive management approach is based on the strategy of maintaining the portfolio created at the beginning, including the asset allocation and the defined securities, unchanged and independent of market fluctuations. If a change in asset allocation should occur due to market fluctuations, the original state can be restored through various adjustment methods, also called “rebalancing”. In contrast to active management, this adjustment is not carried out on an ongoing basis, but at predetermined times or according to specific rules. In so-called “periodic rebalancing”, a restoration of the asset allocation is carried out as needed at the time of a previously defined temporal interval change. Another variant of rebalancing provides for an adjustment only if the portfolio value exceeds or falls below a previously defined mark, the threshold
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt distinguishes between Robo-advisors' active investment approach and passive investment approach, based on their product range but also on the composition of the individual products. Understanding the difference between the two approaches would allow us to better formulate strategies that incorporate Robo-advisory in them.
  • ...1 more annotation...
  • Online asset management has been experiencing a rapid rise in Germany for several years. Since 2017, the number of users has grown by a factor of 7 from around 291,000 in 2017 to around 2.01 million in 2020 (cf. o.V. 2020), while the investment volume has increased more than tenfold from around 756 million euros to 8.068 billion euros (cf. o.V. 2020). Two factors in particular are key to this trend
    • kenza_abdelhaq
      kenza_abdelhaq on 13 Feb 21
       
      robo-advising or online asset management has been growing rapidly during the past years due to loss of trust in personal banking advisors amid the 2007 financial crisis and the new generation that prefers digital interactions.
nourserghini

Swvl's co-founder and former COO is building a fintech to offer commercial credit solut... - 0 views

www.menabytes.com/mahmoud-nouh-capiter

Capiter ML model Egypt

shared by nourserghini on 12 Feb 21 - No Cached
  • Capiter, according to its website, offers on-demand cash flow solutions to small businesses and vendors, paying vendors immediately for the goods they sell to small business buyers and then collecting payments from the buyers using flexible payment plans. There are not a lot of details on the website but it would be safe to assume that Capiter makes money by charging a fee, interest, or a combination of both from the small businesses using its solutions.
    • aminej
      aminej on 12 Feb 21
       
      I like this service provided by Capiter because it helps young entrepreneurs and SMEs to maximize their profit. Transactions between supplier and customer happen in a smooth way so that each one is happy. They still have some concerns when it comes to raising money but I'm sure they gonna make it because it is an innovative service that would help a lot of people
    • nourserghini
      nourserghini on 13 Feb 21
       
      This article precisely describes how Capiter pays vendors immediately for the sold merchandise and collects small business' payments all while allowing a flexible payment and charging an extra fee or interest.
  • “Capiter’s unique technologies and sophisticated ML models empower businesses to increase their sales, grow their customer base and improve their cash flow,” the startup notes on its LinkedIn page.
    • nourserghini
      nourserghini on 13 Feb 21
       
      According to the startup notes, Capiter has a unique and sophisticated machine learning models that help it perform efficiently and increase their cash flows. It would be very interesting to discover the uniqueness of their model.
mehdibella

FarmDrive - 0 views

farmdrive.co.ke

Fintech Farmdrive kenya

shared by mehdibella on 08 Feb 21 - No Cached
  • FarmDrive’s alternative credit risk assessment model is providing financial institutions with an agriculturally relevant and data-driven model to assess risk and develop loans that fit the needs of smallholder farmers. Not only will this solution unlock millions of dollars of previously risk-averse capital for smallholder farmers, it will improve the livelihoods of entire communities, thereby alleviating poverty, hunger, and inequalities.
    • sawsanenn
      sawsanenn on 08 Feb 21
       
      FarmDrive overlaps our focus areas of agriculture and financial inclusion, empowering the world's most vulnerable farmers with the digital financial services they need to strengthen and improve their livelihoods. FarmDrive connected to various partners and expertise to help them scale, as its usage increases in other developing markets in sub-Saharan Africa.
  • Nearly 50 million smallholder farmers in Africa are struggling to support their families and communities through agri-business because less than 10% have their economic needs met by the financial sector. Without access to credit, they remain unable to purchase quality inputs, make productive investments, and improve their production and harvests.
    • sawsanenn
      sawsanenn on 08 Feb 21
       
      While financial inclusion in the country has increased, many farmers remain excluded. Limited financing for farmers is due, in part, to a lack of available credible risk-assessment information for financial institutions.
  • FarmDrive’s alternative credit risk assessment model is providing financial institutions with an agriculturally relevant and data-driven model to assess risk and develop loans that fit the needs of smallholder farmers. Not only will this solution unlock millions of dollars of previously risk-averse capital for smallholder farmers, it will improve the livelihoods of entire communities, thereby alleviating poverty, hunger, and inequalities.
    • aminej
      aminej on 11 Feb 21
       
      FarmDrive helps small holder farmers get access to credit and funding in order to develop more and improve their capabilities and ressources. They also offer another service that consist of giving a score to each farmer according to his credits which is a good way to evaluate each one and to include more people that are unbanked.
  • ...2 more annotations...
  • FarmDrive uses mobile phones, alternative data, and machine learning to close the critical data gap that prevents financial institutions from lending to creditworthy smallholder farmers.
  • $450 Billion Financing Gap Agriculture employs 65% of Africa’s population and makes up 32% of its GDP. However, less than 1% of bank lending in Africa goes to agriculture. In absence of accurate and cost-effective methods for assessing small-scale agricultural lending risk, financial institutions choose not to lend to smallholder farmers, thereby contributing to the $450 billion global agriculture financing gap.
    • mehdibella
      mehdibella on 13 Feb 21
       
      Not only will this solution unlock millions of dollars of previously risk-averse capital for smallholder farmers, it will improve the livelihoods of entire communities as the GDPR is maiinly based on agriculture these similar technologies help push it over the limit.
  • hibaerrai on 08 Feb 21
     
    This excerpt is important because FarmDrive tries to gather all data needed to create loans that suit farmers situations.
kenza_abdelhaq

AgroCenta CEO on the Challenges of Entrepreneurship in Ghana - 0 views

www.seedstars.com/...llenges-entrepreneurship-ghana

AgroCenta Ghana Specialized market

shared by kenza_abdelhaq on 12 Feb 21 - No Cached
  • Does being an entrepreneur in Ghana – and in a developing economy in Africa – presents any ulterior challenges you had overcome?Being an entrepreneur in Africa and in emerging markets, in general, is quite difficult because of the lack of structure and supports put in place by the government. It requires a lot of courage and persistence to get the simplest things done. Any simple tech solution that you might want to build can end up being a very complex challenge because it relies on services that do not exist or don’t work properly. Access to funding also remains a big problem for many entrepreneurs who will need money to test, pilot and scale a platform or a solution. Many investors are quite held back when it comes to making investments in Africa for an obvious reason: corruption.
    • nouhaila_zaki
      nouhaila_zaki on 12 Feb 21
       
      This excerpt is important because it reflects the challenges faced by AgroCenta in Ghana, i.e. corruption, lack of financing, lack of proper infrastructure, lack of government help, among other things.
  • Our business model is simple, we are a B2B business that generates commission fees on trade volumes from the businesses we work with.
    • nouhaila_zaki
      nouhaila_zaki on 12 Feb 21
       
      This excerpt is extremely important because it clearly states the business model of the company.
  • we are definitely improving the financial livelihood of smallholder farmers through fair trade. Many smallholder farmers are paid less than $1 a day and our objective is to increase it to $4 a day by 2020.
    • kenzabenessalah
      kenzabenessalah on 12 Feb 21
       
      AgroCenta is an extremely important concept because it is helping to increase farmers' salaries. Going from $1 a day to $4 a day is already an improvement.
  • ...8 more annotations...
  • AgroCenta focuses on 3 key impact goals for Ghana:No Poverty: Gender Equality: in Sub-Saharan Africa, traditions and land ownerships do not favor women, which ends up in many women being excluded from the agriculture value chain. By engaging the relevant stakeholders, AgroCenta rents arable agricultural lands to female smallholder farmers for free. Women are also given seeds, fertilizers, mechanized tractor services and extensive advisory information on farming best practices such as what type of seed to plant, when to plant, how to plant, etc.Decent Work & Economic Growth: we empower smallholder farmers to see agriculture as more than just a way to survive and position it as a viable industry that can be sustainable for their family.
    • mehdibella
      mehdibella on 13 Feb 21
       
      as you can see this company cares a lot about the livelyhood of their farmers and is trying to provide them only with the best features that would make life easier which in fact the main things that they tackle in the SDGs.
  • Seedstars Summit has been phenomenal. It has put AgroCenta on a pedestal and in the spotlight of a huge community in Africa. The experience after the Summit has been amazing: we received a lot of proposals from potential investors, partners and other service providers keen on working with us for growth and expansion.
  • Winning the vote of the entire jury, AgroCenta from Ghana was crowned the Seedstars Global Winner of the 5th edition of Seedstars Summit. At Seedstars, we are convinced that AgroCenta will shape the future of AgriTech in Africa. Indeed, the start-up’s mission is to improve the financial livelihood of smallholder farmers through fair trade.
    • aminej
      aminej on 12 Feb 21
       
      Agrocenta will have a great impact on farmers in Africa since it will enable them to protect their production and have an insurace in case of any risks. It will also help them regulate the market of agricultural products in order to set a price for each one
  • We identified a missing gap in the value chain that was the capacity to access the market for smallholder farmers after they have successfully cultivated their commodities. Access to the market was a huge problem for millions of smallholder farmers.
    • kenza_abdelhaq
      kenza_abdelhaq on 13 Feb 21
       
      AgroCenta is fulfilling a market gap that is the need for smallholder farmers to access the market.
  • AgroCenta focuses as well as Seedstars on achieving the Sustainable Goals set up by the UN
    • sawsanenn
      sawsanenn on 13 Feb 21
       
      one of the main goals is to reach economic growth by empowering smallholders farmers to see agriculture not only as a survival solution but as an investment
  • Gender Equality: in Sub-Saharan Africa, traditions and land ownerships do not favor women, which ends up in many women being excluded from the agriculture value chain. By engaging the relevant stakeholders, AgroCenta rents arable agricultural lands to female smallholder farmers for free. Women are also given seeds, fertilizers, mechanized tractor services and extensive advisory information on farming best practices such as what type of seed to plant, when to plant, how to plant, etc.Decent Work & Economic Growth: we empower smallholder farmers to see agriculture as more than just a way to survive and position it as a viable industry that can be sustainable for their family.
    • hibaerrai
      hibaerrai on 13 Feb 21
       
      Agrocenta main goals are the following: first and the most evident one no poverty especially for farmers who are not paid enough. second, gender equality and finally economic agricultural development within the country.
  • A great team for sure! Our major strength has been a team made of people with diverse backgrounds and experiences and a deep understanding of the agricultural value chain. This asset allowed us to save a lot of time we would have naturally spent on trying to fine tune and launch the AgroCenta platform. Thanks to that we avoided making the common mistakes many new and unexperienced founders make.
    • ghtazi
      ghtazi on 13 Feb 21
       
      what we can understand is that having a great team is the key asset that led to the rapid growth of Agrocenta. cross-cultural team has been a plus for the development of agrocenta. it helped the company to save time and avoid making common mistakes that many new and inexperienced founders make.
  • Many investors are quite held back when it comes to making investments in Africa for an obvious reason: corruption.
mehdibella

South African lending startup Jumo raises $12.5 million - 0 views

www.finextra.com/...tartup-jumo-raises-125-million

Jumo Fintech finance SouthAfrica

shared by mehdibella on 11 Feb 21 - No Cached
  • CEO of Jumo, Andrew Watkins-Ball, comments: “We have a proven business model, evidenced in the strategic partnerships we have built with forward-thinking banks, mobile money operators and partners like Uber."
  • Since launch in 2014, more than 10 million people have saved or borrowed on the Jumo platform, with nearly 70% of these being micro and small business owners across Africa and Asia. To date, the company has originated almost US$1 billion in loans and maintained savings growth of over 50% month-on-month on its platform, which manages over 45 million customer interactions per month.
  • Jumo currently has offices in Kenya, Uganda, Tanzania, Ghana, Zambia, Pakistan, United Kingdom, Singapore and South Africa. It set up its Asia Pacific headquarters in Singapore earlier in the year and has plans to enter several new Asian markets in 2019.
  • ...2 more annotations...
  • South African lending startup Jumo raises $12.5 million
  • Since launch in 2014, more than 10 million people have saved or borrowed on the Jumo platform, with nearly 70% of these being micro and small business owners across Africa and Asia. To date, the company has originated almost US$1 billion in loans and maintained savings growth of over 50% month-on-month on its platform, which manages over 45 million customer interactions per month.
    • mehdibella
      mehdibella on 13 Feb 21
       
      JUMO secured another funding round of US$55 million to support market and product expansion.
  • samielbaqqali on 11 Feb 21
     
    The business model is one of the bases of a company success, and making a partnership with a brand name like Uber would increase the number of customers.
  • chaimaa-rachid on 12 Feb 21
     
    Through this article, we notice a lot of people have used the JUMO platform and they are happy with it. The company is ready to enter many new Asian markets since it has been successful in different countries.
mehdibella

FarmDrive - EWB Canada - 0 views

www.ewb.ca/farmdrive

Fintech Farmdrive kenya

shared by mehdibella on 12 Feb 21 - No Cached
  • FarmDrive - EWB Canada
  • FarmDrive uses data analytics to connect smallholder farmers with financial institutions and credit, enabling crops and farmers to flourish. And all through a mobile phone.
  • FarmDrive uses data analytics and mobile technology to create financial profiles for farmers through a credit scoring model. When the financial institutions can view comprehensive profiles of a farmer’s economic performance, they are more likely to approve loans.By unlocking access to credit, FarmDrive enables smallholder farmers to access: Loans to purchase vital tools and assets. Insurance to bolster to protect against the natural seasonal vulnerabilities of farm work. Comprehensive financial profiles of their farming operations: a useful resource in scaling to service multiple partners or larger supply chains.
    • mehdibella
      mehdibella on 12 Feb 21
       
      As a result, farmers can: Grow their businesses. Provide additional business opportunities for local communities. Promote local employment. Create more food, health and education.
  • ...1 more annotation...
  • FarmDrive uses data analytics and mobile technology to create financial profiles for farmers through a credit scoring model. When the financial institutions can view comprehensive profiles of a farmer’s economic performance, they are more likely to approve loans.By unlocking access to credit, FarmDrive enables smallholder farmers to access: Loans to purchase vital tools and assets. Insurance to bolster to protect against the natural seasonal vulnerabilities of farm work. Comprehensive financial profiles of their farming operations: a useful resource in scaling to service multiple partners or larger supply chains.
    • samiatazi
      samiatazi on 13 Feb 21
       
      As a result, farmers can: Grow their businesses. Provide additional business opportunities for local communities. Promote local employment. Create more food, health and education.
aymanelmamoun

Germany's GreenTec Capital invests in Kenyan start-up Bismart - Capital Business - 0 views

www.capitalfm.co.ke/...l-invests-kenyan-start-bismart

Kenya E-Payment Africa FinTech

shared by aymanelmamoun on 13 Feb 21 - No Cached
  • Bismart was awarded seed capital of Sh1 million in April 2018 by Standard chartered Women in Tech programmed and office space for nine months at IBIZ Africa incubator, as the most innovative and scalable business model in Kenya.
    • aymanelmamoun
      aymanelmamoun on 13 Feb 21
       
      Bismart awarded the most innovative business model in Kenya.
  • NAIROBI, Kenya, Jul 9- GreenTec Capital, a German investment boutique focused on African start-ups, has entered into an investment agreement with Bismart, a Kenyan start-up insurance aggregator leveraging on digital platforms and technologies to educate and advice customers on the best insurance and investment solutions available in the Kenya market.
    • ayachehbouni
      ayachehbouni on 13 Feb 21
       
      This investment will allow bismart to benefit from greentec's experience and expertise in funding start-ups in Africa in order to accomplish its vision which is to enable customers to access insurance and investment services in a transparent, convenient, and friendly manner.
mehdi-ezzaoui

https://ajmjournal.com/HTML_Papers/Asian Journal of Management__PID__2019-10-3-16.html - 1 views

ajmjournal.com/...gement__PID__2019-10-3-16.html

mobile MTN banking

shared by mehdi-ezzaoui on 13 Feb 21 - No Cached
  • Anlesinya et al (2014)16 examined whether corporate social responsibility has significant positive effect on the financial performance of MTN Ghana Limited. The study administered questionnaire on 35 management staff of MTN Ghana Limited, employed standard multiple regression and hierarchical multiple regression for the analysis. The research results showed that CSR at the aggregate level did not have significant positive effect on financial performance but community CSR has a positive while environmental CSR has negative effect on financial performance of MTN Ghana Limited. The study however has left key performance indicators of MTN Ghana unexplored lending support for a more comprehensive study in that regard. Vadiraj and Narahari (2014)1 attempted to develop a model that could predict the future trends of average revenue per user (ARPU) so that telecom service providers could formulate a strategy to increase their ARPU. The study using a multiple linear regression has been able to explain that subscriber base; number of operators and percentage of new users added periodically are the main determinants of average revenue per user (ARPU). Rahul and Xue (2012)17 attempted to examine the relationship between some selected factors and their contribution to the revenue of the Telecom industries in China and India. Using time series data collected from secondary sources from 2000 to 2010 on number of subscribers, technology innovation, and government regulation and policies, their granger causality test found no causality running from number of subscribers to the revenue of the telecom Industry in both China and India. They however found a causality running from technological innovation to the revenue of the Telecom Industries in both countries. Shmelev (2013)18 developed a model for calculating Telecom Company’s revenue and margin indicators. The study crafted the model for calculating the revenue of Telecom companies based on the Business Metric Framework (BMF) developed by the TeleManagement Forum, a global non-profit association for service providers in the Telecommunication sector. Examining the relationship between the two categories of KPIs in the BMF, the study concluded that it is possible to  create a function depending on the target KPIs lower levels, to calculate the final financial indicator at given rates and obtain a performance management  tool based on key performance indicators.  
  • mehdi-ezzaoui on 13 Feb 21
     
    Effects of KPI's company on MTN Ghana Ltd's financial results. MTN database with a variety of data was equipped with time series data on commercial KPIs
ghtazi

About Us - cassava fintech - 1 views

www.cassavafintech.com/about-us

Fintech E-payments Digital Banking E-payment

shared by ghtazi on 08 Feb 21 - No Cached
  • Cassava FinTech is a pan-African business using an integrated model to drive financial inclusion and digital transactions across the continent. Our core operations in Mobile Money, Social Payments Services, Digital Banking, International Remittances and Mobile Micro Insurance with presence in Zimbabwe, South Africa, Burundi, Lesotho and UK and partnerships in other African countries
    • ghtazi
      ghtazi on 08 Feb 21
       
      Cassava fintech is a Pan-African business, they try to use an integrated model to accelerate the continent's financial inclusion and digital transactions. the company has many innovative digital solutions: such as mobile money, social payments, payments services, digital banking, micro insurance, sasai.
  • hibaerrai on 08 Feb 21
     
    Financial inclusion is indeed the main aim of Cassava FinTech.
nouhaila_zaki

SimbaPay - Easy Money Transfer to Kenya - 0 views

www.simbapay.com/default_ke

SimbaPay Kenya Overview Business Model

shared by nouhaila_zaki on 13 Feb 21 - No Cached
  • SimbaPay is PCI DSS compliant and certified. PCI standards mandates the increase if controls around cardholder data to help eliminate credit card fraud. So rest assured your card details are safe and secure with us.
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt is important because it reflects the efforts undertook by SimbaPay in order to eliminate fraud (here credit card fraud) and ensure security.
  • We are compensated for the foreign exchange risk we take given we offer our customers fixed exchange rates. Market exchange rates do change every second, however we understand out customers prefer knowing exactly how much they have to pay and exacty how much their loved ones will receive.
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt is excellent at introducing us to the way in which SimbaPay is making a profit without charging fees on money transfers. This is an explanation of how their business model works.
sawsanenn

SA fintech breaks the $2.5-billion disbursement mark in Africa and Asia - - 0 views

ventureburn.com/...sement-mark-in-africa-and-asia

Financial inclusion FinTech Service Africa Asia

shared by sawsanenn on 13 Feb 21 - No Cached
  • Operating in Uganda, Zambia, Kenya, Ghana, Tanzania, and Pakistan, the fintech plans to expand its offering and service to Côte d’Ivoire and Nigeria. 
    • ghtazi
      ghtazi on 13 Feb 21
       
      JUMO operates in Uganda, Zambia, Kenya, Ghana, Tanzania, and Pakistan. the company is thinking of expanding its activities to Cote d'Ivoire and Nigeria
  • Watkins-Ball comments on cost-effective technology used to collect information which strengthened the business model.  “When we founded JUMO, we were always clear that we can only achieve our mission by leveraging sophisticated information technologies at really low cost. The increase in our prediction capability decreases the cost of credit risk, allowing us to share more value with customers while driving sustainable returns for our bank partners.”
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt is important because it touches upon the ways in which Jumo manages to satisfy its customers by proposing cheap services and products, while at the same time being profitable and generating sustainable returns for corporate partners (banks). The business model here is clearly stated.
  • We’re optimistic about the possibilities in these markets and continue to see huge growth opportunities in Africa, with the potential to replicate our successes in other markets over the longer term.”
    • sawsanenn
      sawsanenn on 13 Feb 21
       
      This estimation is possible because of the large use of smartphones nowadays in different ways. This habit developed also during the covid since we had to use our smart gadgets to fulfill our tasks.
kenza_abdelhaq

Where preparation meets opportunity: How TPay Mobile put Egypt on the Fintech map | Ent... - 0 views

enterprise.press/...e-put-egypt-on-the-fintech-map

TPay Mobile Algeria context

shared by kenza_abdelhaq on 12 Feb 21 - No Cached
  • In a country with low banking penetration and high mobile adoption, Sahar Salama saw a business opportunity in creating a payment solution through telecom operators. She used her experience at Link Development to create a direct operator billing model and launched TPay Mobile in 2014. Launched in Egypt, Saudi Arabia and the UAE simultaneously, they now operate in over 18 markets across MENA covering almost 51 mn transactions a day.
    • kenza_abdelhaq
      kenza_abdelhaq on 12 Feb 21
       
      The introduction of Tpay Mobile was in a context of high mobile adoption and low banking penetration, using telecom operators as a tool allowing payment.
  • kenza_abdelhaq on 12 Feb 21
     
    "In a country with low banking penetration and high mobile adoption, Sahar Salama saw a business opportunity in creating a payment solution through telecom operators. She used her experience at Link Development to create a direct operator billing model and launched TPay Mobile in 2014. Launched in Egypt, Saudi Arabia and the UAE simultaneously, they now operate in over 18 markets across MENA covering almost 51 mn transactions a day."
aminej

Jamiipay » Accelerace - 0 views

www.accelerace.io/...jamiipay

Online Investing Funds Fintech Mobile App

shared by aminej on 13 Feb 21 - No Cached
  • Jamiipay has been a part of the Accelerace accelerator program, that help startup companies accelerate and scale up their business model and finetune their companies. Jamiipay is one of more than 500 companies that Accelerace already have accelerated.
    • aminej
      aminej on 13 Feb 21
       
      Jamiipay is an excellent service that help poor people improve their situation and get out of poverty because everyone deserves that. Their business model is really innovative and will help many people.
kenza_abdelhaq

Lumkani's fire detectors might help save thousands of homes in South Africa's townships - 1 views

www.pri.org/...e-thousands-homes-south-africa

Lumkani South Africa Insurtech Financial Inclusion

shared by kenza_abdelhaq on 13 Feb 21 - No Cached
  • Right now, Lumkani is funded by charitable donations, with consumers paying a small, affordable fee — about $1.30 per box. But the company is looking for a more sustainable business model, and hopes to expand beyond South Africa's big cities throughout the nation and sub-Saharan Africa.
    • kenza_abdelhaq
      kenza_abdelhaq on 13 Feb 21
       
      Affordable devices for low income families in order to promote financial inclusion and expand to the rest of Africa.
  • kenza_abdelhaq on 13 Feb 21
     
    "Right now, Lumkani is funded by charitable donations, with consumers paying a small, affordable fee - about $1.30 per box. But the company is looking for a more sustainable business model, and hopes to expand beyond South Africa's big cities throughout the nation and sub-Saharan Africa."
mbellakbail69

Fawry: Making Payments Easier For 22 Million Egyptians | EgyptInnovate - 1 views

egyptinnovate.com/...ts-easier-22-million-egyptians

shared by mbellakbail69 on 13 Feb 21 - No Cached
  • echnology and its trends has made our lives easier especially in the fields of financial technology and payments. Now there are more advanced ways of payments and one of the most important players in Egypt in this field is Fawry. Fawry offers financial services to consumers and businesses through different channels and locations. Through Fawry you can pay your mobile, landline and utilities bills, donate money, renew your car license and more. Fawry was founded in 2008 and officially started in the market in 2010. They now have offered their service to reach 80,000 points of service in 300 cities all over Egypt. Their portfolio of businesses include: Orange, Vodafone, Etisalat, Go Bus, Lynks, Anghami, Ahl Misr Foundation, Resala and more
    • hibaerrai
      hibaerrai on 13 Feb 21
       
      Fawry made sure to regroup the strongest team from the beginning to work smoothly on the project. Also, they worked hard on changing the culture within the country, and push people to go for non traditional payment methods.
  • We started by hiring the best people we could find, for any startup to succeed it needs a really strong team especially at the beginning. We also got a good fund at the beginning from different entities such as Raya Holding, Technology Development Fund (Ideavelopers), Arab African International Bank, HSBC, Alexbank and other banks, this is what helped us build our brand.
  • Strong team management and good negotiation skills. The second thing is that it was a mutual investment fund, those investors already liked Fawry’s model and didn’t want to change anything but just help accelerate our growth with some cash. We are now a large corporate but with the spirit of a startup. Even until now, we appreciate everyone’s input at the company whether they have been working here for a month or 5 years. it doesn’t matter.
    • mbellakbail69
      mbellakbail69 on 13 Feb 21
       
      Fawry was the only one investing in the business during that time.
  • mohammed_ab on 13 Feb 21
     
    I like how this excerpt underlines the different investors who believed in the value proposition of Fawry from the beginning. We see big names like HSBC that saw the potential of the idea and invested in the start-up.
mehdibella

AgroCenta - Greentec - 0 views

greentec-capital.com/...agrocenta

ghana Fintech Agrocenta

shared by mehdibella on 12 Feb 21 - No Cached
  • AgroCenta brings all the stakeholders in Ghana’s agricultural value chain together to facilitate effective trading within its web and mobile platform. They target rural smallholder farmers and farmer-based organizations that have limited access to markets, logistics, or technology. AgroCenta works to improve the livelihoods of farmers by providing an all-in-one SMS based solution to access commodity pricing, offer goods for sale across Ghana, and an on-demand logistics service to ensure timely deliveries.
    • kenzabenessalah
      kenzabenessalah on 12 Feb 21
       
      I really admire the concept of AgroCenta because it is able to give smallholder farmers an opportunity to expand their business, which would then aid in providing for their families.
  • Agrocenta tackles some of the main market inefficiencies and challenges to growth for smallholder farmers within the agriculture value chain in Ghana and West Africa. Agrocenta works to improve the limited access to market information, to reduce the exploitative behaviour of local buyers and middlemen and to improve the transportation and logistics linkages between small rural sellers of agri production and the larger urban markets.
  • Business Model
  • ...5 more annotations...
  • Agrocenta draws its revenue streams from the price difference between purchase prices (from smallholders) and prices sold to large off-takers. Agrocenta mobilizes a local network of agents and scouts, who work directly with the local farmer communities and engage in the pre/post-harvest process.
    • mehdibella
      mehdibella on 13 Feb 21
       
      Agrocenta's passion to change the face of agriculture in Africa is built on 3 core values, closely aligned with 3 SDGs. Agrocenta aims to create livelihood empowerement for smallholder farmers, help increase farmers' incomes and thus help reducing poverty.
  • Agrocenta’s passion to change the face of agriculture in Africa is built on 3 core values, closely aligned with 3 SDGs.
  • Agrocenta aims to create livelihood empowerement for smallholder farmers, help increase farmers’ incomes and thus help reducing poverty. Agrocenta aims to help ensure sustainable food security by working to reduce inefficiencies in the agricultural value chain. Agrocenta also aims to contribute towards gender equality by working with many female farmers.
    • kenza_abdelhaq
      kenza_abdelhaq on 13 Feb 21
       
      AgroCenta is actively working on empowering small farmers, reducing poverty, ensuring sustainable food security, and contributing to gender equality.
  • Agrocenta draws its revenue streams from the price difference between purchase prices (from smallholders) and prices sold to large off-takers. Agrocenta mobilizes a local network of agents and scouts, who work directly with the local farmer communities and engage in the pre/post-harvest process.
    • sawsanenn
      sawsanenn on 13 Feb 21
       
      this excerpt is important because it shows how agrocenta encourages smallholders farmers to develop their businesses and face challenges by offering them many financial solutions.
  • Products and Services A comprehensive agricultural services platform including: AgroInfo: provides realtime agricultural information and market prices to smallholder farmers AgroTrade: online trading platform offering ability to buy and sell agricultural commodities TruckR: on demand logistics solutions to deliver agriculture goods from rural aggregation points to urban markets and buyers AgroPay: financial platform allowing farmers to transact digitally
    • ghtazi
      ghtazi on 13 Feb 21
       
      these are the Products and services of agrocenta: agroinfo, agrotrade, truckr, and agropay.
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