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nouhaila_zaki

AgroCenta - 0 views

www.globalinnovationexchange.org/...agrocenta

AgroCenta Ghana Competitive Advantage

shared by nouhaila_zaki on 12 Feb 21 - No Cached
  • AgroCenta's innovation focuses on the post harvest value chain. The suite of services within AgroCenta provides an end-to-end solution that ensures that it provides a win-win situation for the smallholder farmer and all active players in the value chain. If a smallholder farmer wants to know the latest market price of maize in the nearest market to enable him price competitively, he uses AgroInfo to request for information via SMS and Voice solutions. After the farmers has made a decision on how much to sell, the farmer's commodity information are uploaded onto the AgroTrade platform to connect him to buyers. When a trade agreement is reached between the farmer and a buyer, the farmer requests for TruckR, which is the truck delivery service component of AgroCenta, in real time using mobile phone. After the commodities are sold to the buyer, the farmer is paid via the AgroPay solution, which is the financial inclusion platform within AgroCenta
    • kenzabenessalah
      kenzabenessalah on 12 Feb 21
       
      The important message to take from AgroCenta is that it gives win-win situations for all players. Smallholder farmers as well as those active in the value chain are taking advantage of this concept.
  • AgroCenta targets about 10 million smallholder farmers in Sub Saharan Africa within the next 5 years to help them trade fairly. Over 90% of these smallholder farmers live under $1 and are not able to make enough money from sales proceed to take care of their families and re-invest a percentage of the money raised back into their farms.
    • mehdibella
      mehdibella on 13 Feb 21
       
      AgroCenta's value proposition lies in the advantage of providing the last mile market access for smallholder farmers in the staple food value chain through extensive collaboration with many partners who play an active role in the value chain.
  • AgroCenta's value proposition lies in the advantage of providing the last mile market access for smallholder farmers in the staple food value chain through extensive collaboration with many partners who play an active role in the value chain.
  • ...4 more annotations...
  • AgroCenta provides an end-to-end solution for smallholder farmers in the post-harvest value chain from farm to market, leveraging on technology to create impact. AgroCenta's services include a market linkage platform (AgroTrade) linking farmers directly to buyers and removing exploitative buying, TruckR which is an on-demand trucks and logistics services (uber for trucks), AgroPay which is a financial inclusion plaform for the rural unbanked smallholder farmer.
  • AgroCenta has launched and piloted its Smallholder Farmer Integration Platform (AgroTrade) and has currently signed up over 7500 smallholder farmers in the staple food (rice, maize, soybean, sorghum and millet) value chain and connected them to a larger market (offtakers) to trade fairly. Also AgroCenta has recruited the services of 30 agents who work in close collaboration with smallholder farmer and farmer based organizations in 30 communities. Agents are responsible for signing up smallholder farmers onto the AgroCenta platform, uploading trade deals on behalf of farmers and collecting market price information from major markets across the Northern, Upper East and Upper West Regions in Ghana.
    • tahaemsd
      tahaemsd on 12 Feb 21
       
      Agrocenta provides an end to end solution for smallholder farmers in the post-harvest value chain from farm to market
  • Competitive AdvantageAgroCenta's value proposition lies in the advantage of providing the last mile market access for smallholder farmers in the staple food value chain through extensive collaboration with many partners who play an active role in the value chain. Secondly the provision of an on-demand access to trucks (uber for trucks) enables commodities to be moved from farms to markets etc in real time, reducing food glut and ensuring food security.
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt is important because it highlights the competitive advantage that Agrocenta enjoys. This advantage relies upon two components: 1- The company's partners who are crucial actors in the value chain, 2- The provision of on-demand trucks that allow for the smooth and swift movement of goods.
  • AgroCenta is currently operating in 3 out of 10 regions in Ghana. Our expansion plans are to rollout the platform in the remaining 7 regions of Ghana by end of 2018 and sign up a total of 70,000 smallholder farmers to connect them directly to a market to trade and eliminate exploitative buying. Also AgroCenta plans to scale into immediate countries in West Africa (Ivory Coast & Nigeria) by end of 2020. The long-term goal of AgroCenta is to create the first of its kind commodity exchange and aggregations platform in sub Saharan Africa.
    • kenza_abdelhaq
      kenza_abdelhaq on 13 Feb 21
       
      AgroCenta wants to expand in the rest of Ghana's region before scaling into immediate countries in West Africa and finally moving to a Pan-African approach.
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.
  • 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
  • ...2 more annotations...
  • 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.
  • 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.
sawsanenn

SimbaPay - Show them you care - Start - 0 views

get.simbapay.com

FinTech E-payments Kenya

shared by sawsanenn on 13 Feb 21 - No Cached
    • ghtazi
      ghtazi on 13 Feb 21
       
      simbapay has a competitive exchange rate, it has instant delivery and you can do it whenever and wherever you want. With this app you can send money, track transfers, check exchange rates. And all of that can be done with high security.
  • SimbaPay uses advanced security technology and leading global partners to ensure the safety and security of your data and transaction
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt is important because it introduces SimbaPay's partners, which can be a reflection of the scope of its operations and influence in the region.
  • WHY CHOOSE SIMBAPAY? A few reasons to send with us FROM ZERO FEES And competitive exchange rates INSTANT DELIVERY Direct to Mobile Money(M-Pesa, MTN, WeChat, etc)& Bank Accounts ANYTIME Money transfer at your convenience
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt is very important because it enumerates the three main assets of SimbaPay, which make up its competitive advantage: 1. No fees and competitive exchange rates, 2. Instant delivery thanks to mobile money and bank accounts, 3. the transfer of money can take place at anytime the customer would want, which provides him/her with flexibility and freedom.
  • ...1 more annotation...
  • WHY CHOOSE SIMBAPAY? A few reasons to send with us FROM ZERO FEES And competitive exchange rates INSTANT DELIVERY Direct to Mobile Money(M-Pesa, MTN, WeChat, etc)& Bank Accounts ANYTIME Money transfer at your convenience
    • sawsanenn
      sawsanenn on 13 Feb 21
       
      By making these transactions cheap and fast, Simbapay can attract more customers since these are the characteristics that each customer is looking for
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
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  • 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.
  • 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
  • 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
  • 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

Pennysmart - Next generation bank for African millennials. | SARECO - 0 views

www.sareco.org/...n-bank-for-african-millennials

Sareco fintech Advantage

shared by ghtazi on 27 Feb 21 - No Cached
  • Customer Problem: With excessive charges, high minimum investment required with complicated KYC processes and low interest rates, those wanting to save will typically avoid using their bank accounts. Instead savings are stored in cash or mobile money, with their value steadily decreasing due to high rates of inflation.
    • sawsanenn
      sawsanenn on 27 Feb 21
       
      reason why launching pennysmart a competitor of Invest Mobile
  • Competitive Advantage: ● Only company Mobile Money subscription payment in West Africa ● First Mover Advantage in Ghana ● Pan African team with previous founding experience ● Highly Scalable business model due to adoption Mobile Money in Africa ● Viral and high network effects inherent in our services enabling us to grow fast with less cost
    • ghtazi
      ghtazi on 27 Feb 21
       
      this excerpt shows the competitive advantages of Sareco
chaimaa-rachid

How to achieve success with cloud adoption in the financial sector | Enterprise IT | Te... - 0 views

www.technologymagazine.com/...loud-adoption-financial-sector

competitive-advantage fintech cloud

shared by chaimaa-rachid on 13 Feb 21 - No Cached
  • Today, in order to maintain competitive advantage, financial institutions need to be increasingly agile and quick in how they respond to fast-changing customer expectations and ultimately beat their competitors.
sawsanenn

Vodacom and Safaricom in the driver's seat for M-Pesa - 0 views

www.theafricareport.com/...in-the-drivers-seat-for-m-pesa

Financial inclusion FinTech Service Africa

shared by sawsanenn on 12 Feb 21 - No Cached
  • M-Pesa, the mobile-money platform that helps millions of people on the continent to make financial transactions, is now under stronger African control. This follows the successful conclusion of the acquisition of M-Pesa by South Africa’s Vodacom and Kenya’s Safaricom from the UK’s Vodafone, the chief executives of the three companies announced on Monday.
  • The transaction has been in the works since 2019, when Vodacom and Safaricom announced they had formed a joint venture through which they planned to acquire the full suite of M-Pesa services.
    • kenza_abdelhaq
      kenza_abdelhaq on 13 Feb 21
       
      Vodacom and Safaricom engaging in a joint venture to acquire M-Pesa.
  • The platform is available in Kenya, Tanzania, Lesotho, the Democratic Republic of the Congo, Ghana, Mozambique and Egypt. The acquisition will enable a more aggressive expansion strategy to other markets on the continent where the platform is not available.
    • kenza_abdelhaq
      kenza_abdelhaq on 13 Feb 21
       
      Large network around Africa.
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  • In 2019, M-Pesa users conducted 11bn transactions worth R2trn ($107.1bn), while the platform contributed R3.1bn to Vodacom’s revenue. M-Pesa is a big part of Vodacom’s plans to diversity into fintech.
    • ghtazi
      ghtazi on 13 Feb 21
       
      m-pesa is a competitive advantage for Vodacom's plan to diversify into fintech. the platform is now available in 7 African countries. this will also allow an aggressive expansion strategy to other markets in Africa when the platform is not yet available.
  • A key impediment to M-Pesa gaining traction was the fact that the country has a well-established banking sector and most adult South Africans have bank accounts.
    • sawsanenn
      sawsanenn on 13 Feb 21
       
      besides that, these banks have their own fintech services that are not as developed as M-Pesa, but the fact they are produced from the bank, it makes them more trustworthy than M-Pesa This kind of bank services make the market highly competitive
  • mohammed_ab on 12 Feb 21
     
    This acquisition will allow M-Pesa to expand to other African markets more easily. It will also give the company stronger market power as all subscribers of Vodacom's will have easy access to M-Pesa services.
  • kenza_abdelhaq on 13 Feb 21
     
    "The transaction has been in the works since 2019, when Vodacom and Safaricom announced they had formed a joint venture through which they planned to acquire the full suite of M-Pesa services."
hindelquarrouti

Agent Banking: Challenges and Opportunities in Ethiopian Banking Sector. - 2 views

repository.smuc.edu.et/...TILAHUN%20GIRMA%20Final.pdf

Belcash Agent Banking Service

shared by hindelquarrouti on 11 Feb 21 - No Cached
  • hindelquarrouti on 12 Feb 21
     
    As stated by Belcash, mobile banking can allow banks to empower their customers. The customers would be able to access their accounts using their personal mobile phones, as well as keep updated in terms of information like their balance for example. All this is seen as a competitive advantage for banks.
kenza_abdelhaq

Bango partners with TPAY MOBILE to accelerate mobile commerce London Stock Exchange:BGO - 1 views

www.globenewswire.com/...ccelerate-mobile-commerce.html

TPay Mobile Algeria Financial Inclusion Partnership

shared by kenza_abdelhaq on 11 Feb 21 - No Cached
  • TPAY MOBILE makes it easy for digital service providers to access over 600 million customers and accept payments across MEA and Turkey. Through one simple API integration, TPAY MOBILE’s full service mobile payment platform enables rapid business growth and drives financial inclusion.
  • Bango (AIM: BGO), the data-driven commerce company, and TPAY MOBILE FZ-LLC (TPAY MOBILE, www.tpaymobile.com) the full-service digital payments platform for the Middle East, Africa, and Turkey, have formed a strategic partnership to increase access to digital commerce. This partnership simplifies and accelerates entry into new markets for online merchants by connecting platforms and pooling operational expertise
    • kenza_abdelhaq
      kenza_abdelhaq on 12 Feb 21
       
      Tpay mobile partnered up with the global company Bango that offers payment insights based on commerce data. This strategic partnership allowed the two companies to pull resources together and share their operational expertise.
  • ...2 more annotations...
  • TPAY MOBILE has pioneered digital commerce and financial inclusion in the Middle East, Africa, and Turkey. Its technology is used by regional digital merchants and international brands like Google, Apple, Unity, Huawei, PUBG and Tencent to connect to consumers across MEA and Turkey. These merchants can now scale globally through the worldwide payment reach enabled by the Bango Platform. In addition, merchants integrated to either Bango or TPAY MOBILE can accelerate revenue growth from their products and services, by using Bango Audiences in marketing programs, which attract more paying customers through payment behavior targeting.
    • kenza_abdelhaq
      kenza_abdelhaq on 12 Feb 21
       
      This partnership allows Tpay Mobile to use Bango platform and audiences and have a more global reach. This partnership also allows Tpay Mobile to target customers depending on their payment behavior and therefore attract more paying customers. On the other hand, Bango benefits from the digital commerce and financial inclusion expertise that Tpay Mobile has in the MEA region and Turkey.
  • App developers, stores and payment providers cross the threshold into the Bango ecosystem to converge, grow and thrive. By bringing businesses together and powering e-commerce with unique data-driven insights, Bango delivers new business opportunities and new dimensions of growth for customers around the world. Being inside the Bango circle means global merchants including Amazon, Google and Microsoft can work together with payment partners from Africa to the Americas, accelerating the performance of everyone on the inside.
    • kenza_abdelhaq
      kenza_abdelhaq on 12 Feb 21
       
      Tpay Mobile's partner Bango is a data driven company giving valuable insights to companies to enhance E-commerce performance, allow growth, and enhance customers' experience and inclusion on a broader scope.
  • samielbaqqali on 11 Feb 21
     
    Nowdays, rapid platforms get a lot of attention, because, as there's big competition, the only way for a platform to have an advantage is to work on the design and the rapidity
mohammed_ab

SA watches as brokers fight it out - The Mail & Guardian - 0 views

mg.co.za/...atches-as-brokers-fight-it-out

EasyEquities Investech Investment platform Trading South Africa

shared by mohammed_ab on 13 Feb 21 - No Cached
  • One digital financial services provider, EasyEquities, is offering super-cheap prices in the hope of reeling in first-time and younger investors. The company charges 64c for R100 invested. “You won’t find cheaper,” its website claims boldly. In South Africa, that is most certainly true. EasyEquities also requires no minimum investment amount and there are no monthly account fees.
  • mohammed_ab on 13 Feb 21
     
    The competitive advantage of EasqyEquities is its cheap commission fees.
aminej

Ghana's Zeepay plans mobile-money expansion to South Africa, Rwanda - 0 views

www.theafricareport.com/...pansion-to-south-africa-rwanda

Ghana Money Fintech Mobile Service Transfer Lending

shared by aminej on 09 Feb 21 - No Cached
  • Takyi-Appiah says he saw opportunity in the fact that customers had to wait for days and queue up to obtain remittances sent to banks. Foreign expansion soon followed, and Zeepay now counts Côte d’Ivoire and Zimbabwe as its second- and third-largest markets.
  • Ghana’s Zeepay plans to raise $10m in equity funding to support the creation of new mobile-money hubs in East and Southern Africa, Andrew Takyi-Appiah, co-founder and managing director, tells The Africa Report. The new hubs, which will include processing centres and back offices, are likely to be in Rwanda and South Africa, says Takyi-Appiah from Accra. He adds that the use of Swahili in Rwanda makes it a good platform from which to reach out to other markets in the region.
    • aminej
      aminej on 12 Feb 21
       
      This new Fintechs are becoming more and more developed and present in different countries across Africa. It is good to see such companies being innovative and competitive in order to show what the African continent is really capable of
  • samielbaqqali on 09 Feb 21
     
    It is important that the company takes advantages of the customers' struggles to find a creative way to encourage them to benefit from the service.
samielbaqqali

Fawry expands services nationwide to overcome high operating costs | MENAFN.COM - 1 views

menafn.com/qn_news_story_s.aspx

Fawry E-payments Housing

shared by samielbaqqali on 11 Feb 21 - No Cached
  • As for the competitive advantages, we are the most popular service, compared to the rest of the companies, on top of our work during the current period to expand the range of services that we offer, where we signed a contract with beIN SPORTS for their customers to pay subscriptions through us. We also agreed with the company to pick up premiums from beIN customers€one million customers to date€in addition to more than 200 services that we currently have.
  • Mohamed Okasha, managing director of Fawry, said the company plans to increase its outlets to 100,000 in 2018 compared to 70,000 outlets this year. The company also provides e-payment services for monthly installment payments for the beneficiaries of social housing projects.
  • chaimaa-rachid on 11 Feb 21
     
    It looks very interesting to see how the company is trying to be dominant in the market. In this article, we can notice that the company tries to be always present in the market by expanding more and more its services.
  • samielbaqqali on 12 Feb 21
     
    Fawry wants to expand its business into housing payments, which will make it gain more customers.
nouhaila_zaki

African money transfer firms thrive as pandemic spurs online remittances | Reuters - 0 views

www.reuters.com/...rica-remittances-idUSKBN27B0UB

Lesotho Mukuru Remittances Pandemic

shared by nouhaila_zaki on 13 Feb 21 - No Cached
  • The pandemic gave remittance companies an advantage over their main competition in Africa: the sprawling informal networks of traders, bus drivers and travellers used by many migrants to send money home.“We’ve seen an influx of new customers, and we see them mainly coming to us from the informal market,” said Andy Jury, chief executive of Mukuru, the company Takawira now uses.Jury and other industry executives say that shift is likely to last as digital remittance services are typically cheaper, faster and safer than informal networks, which are difficult for governments to regulate.Mukuru, which focuses mainly on African remittances and allows customers to send both cash and groceries, has seen a roughly 75% acceleration in growth compared to last year.
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt is important because it reflects the "positive" impact that the pandemic had on Mukuru. It shows what Mukuru did better than traditional remittances platforms (i.e. buses, banks) so that it survived the covid-19 pandemic.
  • nouhaila_zaki on 13 Feb 21
     
    ""We saw an increase of transfers as the diaspora wanted to help their family," said Patrick Roussel, who heads mobile financial services for the Middle East and Africa at French telecom company Orange - a dominant player in French-speaking Africa."
hindelquarrouti

WorldRemit review 2021: Complaints, fees, rates | finder.com - 2 views

www.finder.com/-international-money-transfers

worldremit Benefits fintech

shared by hindelquarrouti on 11 Feb 21 - No Cached
  • What to watch out forMaximum daily limits. Transaction limits depend on how you are sending the money, while a total 24-hour cap of $9,000 applies to all transactions being sent by you out of the US.Changing fees. Depending on where you are sending to, how you are paying and how you are transferring money, your fees may vary. Although a base fee of $3.99 is applied to most transfers, keep an eye on this category when actually completing your transfer to make sure it doesn’t change.No hedging options. WorldRemit only offers one-off transfers, unlike some of its competitors that offer additional tools to help you save money. Hedging tools are most often used to lock in an exchange rate, helping you save money on future transfers if the market shifts against your position.Inconsistent markups. Exchange rates vary through WorldRemit and depend not only on the currency you are sending to but also on the destination country. Expect mid-market markups anywhere from 1-4%.
  • Easy-to-use website. Signing up and sending money can be done in as little as a few minutes, and support can be accessed through phone, email, live chat and FAQs.Worldwide network. Customers in more than 50 countries can send funds to over 150 countries using a variety of methods, including bank transfers, cash pickup at thousands of locations, door-to-door delivery, delivery to services like Alipay and more.Flexible payment options. Pay with a credit or debit card, from your bank account, through Apple or Google Pay and even with prepaid cards.Fast transfers. Cash pickups, WorldRemit Wallet transfers and airtime top-ups are typically available instantly after sending, while mobile money and bank deposits may take one or more business days to process.
    • samielbaqqali
      samielbaqqali on 12 Feb 21
       
      The boundaries of WorldRemit services are discussed in this article. Every service has its limits, so the company has to focus on this aspect to strengthen its services by asking the service users for feedback.
  • Cash pickups, WorldRemit Wallet transfers and airtime top-ups are typically available instantly after sending, while mobile money and bank deposits may take one or more business days to process.
  • ...2 more annotations...
  • WorldRemit transfers can be sent from over 50 countries and received in over 150 countries.
  • WorldRemit uses many methods to protect your transaction and is authorized and regulated by many government agencies.
  • hichamachir on 11 Feb 21
     
    This article talks about the limits of WorldRemit services. I think that every service got its limits so the company has to work on this aspect in order to improve its services by asking about feedback for the service users.
  • hindelquarrouti on 13 Feb 21
     
    Besides aiming for financial inclusion, Worldremit offers a lot of benefit to its client since it is easy to use, as well as, it is a worldwide network with flexible payment options and fast transfers that are not available in traditional banking. This has created a competitive advantage for the company
sawsanenn

SimbaPay | F6S - 0 views

www.f6s.com/simbapay

FinTech E-payments Kenya

shared by sawsanenn on 13 Feb 21 - No Cached
  • Customers can also use our bill settlement technology to pay merchants in Africa such as universities, mortgage providers, hospitals, utility companies etc. Payments are instant and we cut out the 'middle-man' thus reducing transaction costs for the customer.
  • Customers can also use our bill settlement technology to pay merchants in Africa such as universities, mortgage providers, hospitals, utility companies etc. Payments are instant and we cut out the 'middle-man' thus reducing transaction costs for the customer.
    • ghtazi
      ghtazi on 13 Feb 21
       
      Simbapay permits its users to use their technology to pay merchants in Africa and promises an instant payment, and reduce the transaction costs.
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      The excerpt is important because it provides us with an overview oof product/service offerings from SimbaPay. The main objective of SimbaPay seems to be cutting out the middle man, and reducing the transaction costs that customers used to pay for before.
  • We offer additional services to Diaspora such as opening bank accounts back home using our app. This initiative won us the Demo Africa 2015 award and has seen strong interest thus far. We are also working on offering other Diaspora services such as insurance for relatives back home and P2P lending from Diaspora to borrowers back in Africa.
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt is important because it complements the previous paragraph, as it introduces another set of services offered by SimbaPay. These services targetted towards the Diaspora are core to what SimbaPay proposes to customers.
  • ...1 more annotation...
  • We let customers send money to family and friends in Africa in a fast, convenient and cheap way. Users in the UK & Europe can use our app to have money delivered instantly to mobile wallets or bank accounts of their loved ones in Africa.
    • sawsanenn
      sawsanenn on 13 Feb 21
       
      It is a good and trustworthy way to send money to Africa. the fact that they make the transaction cheap can give simbapay a competitive advantage
sawsanenn

Paga Definition - 0 views

www.investopedia.com/...paga.asp

FinTech E-payments Nigeria competition

shared by sawsanenn on 13 Feb 21 - No Cached
  • In order to prevent fraudulent transactions, Paga has put certain measures in place to protect its users. A user logging into an unrecognized device, for example, will have to answer a couple of security questions before proceeding. Again, every transaction using Paga has to be finalized with a personal PIN known only to the user.
    • ghtazi
      ghtazi on 13 Feb 21
       
      Paga has placed such steps in place to protect its users in order to discourage fraudulent transactions. For example, a user logging into an unrecognized computer would have to answer a few safety questions before continuing. Again, with a personal PIN is known only to the user, any transaction using Paga must be finalized.
  • With Paga, customers are able to deposit and save money, purchase prepaid phone credit, pay utility and cable bills, and make payments to retailers. The partnership between Paga and Western Union also has the added benefit where Western Money transfers sent to users can be deposited into their Paga accounts.
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt is important because it discusses Paga's offerings fist, before moving to how Paga's partnerships, here with Western Union, helped the fintech improve its offerings.
  • Paga was introduced in Nigeria to take advantage of the cash buildup in the system and to create a means whereby financial services are available to all. Although the banking sector in Nigeria is not easily accessible to everyone, the telecommunications industry has been more successful in reaching a large portion of the country’s population. The collaboration of both the banking and telecom sector has given rise to mobile banking platforms like Paga, where a user can perform basic financial transactions with the use of a cellphone. Paga works through a mobile phone application or online through the company’s website.
    • nouhaila_zaki
      nouhaila_zaki on 13 Feb 21
       
      This excerpt is important because it narrates the context in which Paga emerged. The combination of a large unbanked/underbanked population and high accessibility to telecommunications contributed to the establishment and subsequent success of Paga n Nigeria.
  • ...1 more annotation...
  • A number of other mobile wallet and payment service platforms are increasingly being implemented in emerging nations that have a high percentage of unbanked groups. M-Pesa, MTN Mobile Money, Airtel Money, and Orange Money are examples of mobile banking applications that are being employed to include all people in the growing digital financial sphere.
    • sawsanenn
      sawsanenn on 13 Feb 21
       
      this excerpt talks about companies that strated to offer the same services as paga which made them competitors to paga
aymanelmamoun

https://paymentsafrika.com/payment-news/mobile/multi-banks-interoperable-and-agent-netw... - 0 views

paymentsafrika.com/...bile-money-go-live-in-ethiopia

E-Payment Africa FinTech

shared by aymanelmamoun on 13 Feb 21 - No Cached
  • One of the uniqueness of HelloCash mobile money services is its interoperability and shared infrastructure features. The system is designed for multi banks and MFI’s to be interconnected and offer the mobile money service to their respective customers, therefore, partnering financial institutions are able to share each other’s agent and branch network to serve each other’s customers.
    • aymanelmamoun
      aymanelmamoun on 13 Feb 21
       
      The competitive advantage of HelloCash is interoperability and shared infrastructure features.
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