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The rise of online banking around the world has helped other economies solve these very challenges. Cash, for example, is hard to transport. Coins and bills are prone to theft, and their use makes dodging taxes easier for those so inclined. For individuals who must pay in person, getting across a gridlocked city like Cairo is logistically difficult. Together, these problems can constrain an economy. In Egypt, where 94 percent of all transactions were cash as recently as 2014, such a system stymies economic growth.

Fawry is part of a new wave of technology companies ushering Egypt into the digital age. Many of these firms are helping transform industries like banking, health care, and transport, and in the process creating good jobs for young Egyptians, more than 30 percent of whom are unemployed.

Over the last four years, our service has allowed the Ethiopian population to access the following services using their mobile phones: Health advice (HelloDoctor)Market access (HelloMarket / HelloGebeya)Labour market access (HelloJobs / HelloSera)Legal advice (HelloLawyer / HelloTebeka)Mobile Trade service (HelloBroker/ HelloDelela)And, since February 2015, in partnership with select Ethiopian banks and micro finance institutions;Financial Inclusion (HelloCash)

To help unlock the potential of Ethiopia through the digitalization of essential services, such as finance, healthcare and education. To help drive sustainable and inclusive growth though digitalization. We believe digitalization will lower transaction costs and bring essential services to the reach of the poor. It bypasses the conventional time consuming and capital intensive build-up of fixed assets (banks branches, school buildings and clinics).

Innovate Finance is delighted to be supporting this strategic review of the UK FinTech sector. Over the last few months we have seen exponential growth and change in the adoption of digital financial services. We are at a pivotal moment with regards to our economy and now have a unique opportunity to reflect on the success of UK FinTech. We have the best in class in terms of innovation and should consider what more we can do to fully embed it within our wider financial services. We look forward to working with Ron Kalifa and stakeholders across the ecosystem to develop a shared blueprint for growth of the UK’s financial services sector that has technological innovation at its core

This is why the Vodacom-Safaricom duo has created a joint venture with full powers to make M-Pesa a “super-app” to provide for various needs such as booking taxis, making various appointments or paying for various services by mobile phone.

Safaricom launched new services as early as 2013, with M-Shwari, Fuliza and KCB M-Pesa came later to provide savings and micro-loans. By 2019, these “apps within apps” will account for two-thirds of M-Pesa’s revenues (84.4 billion shillings in total). “Remittances are still performing well and are up 14.6 per cent over the previous year,” said Sateesh Kamath, Safaricom’s chief financial officer.

Nigerian fintech startup Paga, poised for global expansion, has announced its acquisition of Apposit, a United States (US)-based technology company with operations in Ethiopia. Founded in 2009, Paga provides Nigerians with safe and convenient ways of making payments, allowing money to be sent to any phone number for the beneficiary to redeem at a Paga agent or at an ATM via a cardless withdrawal. Customers can also use Paga to deposit money to bank accounts in Nigeria, pay their bills, or top-up mobile phone airtime.

In 2017 MTN Ghana – the local subsidiary of the South African mobile operator, and the market leader – redefined what constitutes a subscriber, removing 3.4m inactive lines from its network in the first quarter of the year. However, in the same quarter the company gained more than 800,000 new active customers. The net effect was a drop of 2.5m in its subscriber base, leaving it with 16.9m voice subscribers, according to the NCA.

MTN Ghana holds the largest market share. As of April 2017 it had a 56.1% share of mobile data services and 46.9% of voice. It also held 59.7% of broadband wireless access through its 4G services.

The firm saw revenue growth of 19.8% in 2016 on the back of its strong performance in the data segment. According to the company’s financial results, data revenue increased by 66% and accounted for 42% of total revenue in 2016 on the back of the launch of a 4G network.

The Ghanaian unit of African telecommunication giant MTN Group Ltd. is petitioning the highest court to review a declaration that it is a significant market power. Failure could result in stricter regulation.

It wants a reversal of the National Communications Authority’s decision, which was upheld by a lower court, the continent’s biggest operator said in a statement. The designation would limit its growth and performance, the company said.

Fawry Microfinance, a subsidiary of the listed Fawry for Banking and Payment Technology Services, intends to borrow at least EGP 300 million from its existing shareholders, Enterprise cited Fawry CEO Ashraf Sabry on December 14th

Fawry’s subsidiary plans to expand its microfinance portfolio to EGP 500 million by the end of 2021, up from EGP 204 million until September 2020, the news portal added.“We have seen solid growth in 2020 and we see the potential of lending to small businesses to finance their working capital and purchases from suppliers,” Enterprise quoted Sabry as saying.

The Impact of Mobile Payments on the Success and Growth of Micro-Business: The Case of M-Pesa in Kenya | Journal of Language, Technology & Entrepreneurship in Africa

So far JUMO has analysed more than 33 terabytes of data to serve more than nine million customers in seven countries across Africa and Asia, including Tanzania, Kenya, Uganda, Ghana, Zambia and Pakistan.

Its mission is to build and operate inclusive digital banking marketplaces to advance financial inclusion for the 80 per cent of the world’s population who are excluded or underserved by traditional financial services.

As an investor partner, LeapFrog’s financial services expertise is being used for product design and multi-country rollouts, to turbocharge Jumo’s growth and spur financial inclusion across Africa.

Hailed as the “Kenyan technology success story”, many have claimed M-PESA to be a testimony to the greatness of the East African country’s technology scene, producing world-class technology companies that rival those in South Africa. However, is the acclaimed mobile money service really Kenyan at all? The answer is no. M-PESA is British.

By any stretch of the currently available facts, the service that accounts for more than 60 percent of Kenya’s GDP in transactions was conceived by British professionals. The company commissioned with developing the idea, Sagentia, into a workable technology was British. Additionally, the company that owns the intellectual property rights to the idea, Vodafone, is British and, lastly, it was funded in its initial stages by the British Government.

Despite this certificate being awarded in 2012 and being stated as being in the LITERARY category, Ouko insists he is the original M-PESA innovator and further elaborates by saying that he has been “trying to Patent a Money Transfer system way back in 2003”. Even though he says that he believes many more Kenyans contributed to the innovation and development of M-PESA without recognition or reward, he writes, “Even though I currently believe I am the one, I start this with an open mind. If another person or firm comes forward with compelling proof I am ready to step aside and support that person.”

Founded in January 2015, WorldCover is a US-based insurance technology company that uses a peer-to-peer model to provide farmers in developing worlds with crop insurance against natural disasters and provides investors with diversified returns from the non-traditional financial markets.

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.

We've set three strategic goals that we believe are both ambitious and achievable within the next 5-years:1. Raise $1 billion in loans over the internet2. Reach 2 million entrepreneurs around the world3. Realize our own self-sufficiency in the process.