2011年-世界发展银行全球_Branchless_Banking_in_Pakistan___A_Laboratory_for_Innovation_4页_591kb

Summary of Branchless Banking in Pakistan: A Laboratory for Innovation

Core Content

Pakistan has emerged as a leading market for branchless banking, driven by supportive regulatory frameworks and a willingness to foster innovation. The State Bank of Pakistan (SBP) has played a pivotal role in creating an environment that encourages financial inclusion through flexible regulations and collaboration with the private sector. The sector is characterized by a diverse range of participants, including mobile network operators (MNOs), technology firms, and even courier services.

Key Players and Services

• Tameer Microfinance Bank and Telenor Pakistan
  Launched easypaisa in 2009, a widely used branchless banking service. It allows customers to make bill payments and money transfers through easypaisa agents, even without a Tameer account or Telenor phone.

  • Agent Network: Over 12,000 agents, with two-thirds processing at least one transaction daily.
  • Transaction Volume: 23 million transactions processed by July 2011, totaling Rs 43 billion (US$500 million).
  • Mobile Account: Introduced in 2010, allowing customers with a Telenor SIM card to access banking services via their phone.
  • Growth: After regulatory changes in 2011, over 500,000 new customers were added through a major advertising campaign.

• UBL Omni
  Launched in 2010 by UBL, offering over-the-counter bill payments, money transfers, and mobile banking via SMS or WAP.

  • Agent Network: Omni Dukans, with 5,000 agents disbursing payments to 2 million recipients by June 2011.
  • Partnerships: Involved in disbursing payments for government and non-government programs like BISP and flood relief.
  • Challenges: Struggles to shift customers from over-the-counter to account-based transactions.

• First MicroFinance Bank (FMB)
  Launched a pilot in 2008 with Pakistan Post Office, using post office branches for loan disbursement and collection.

  • Deployment: Staff stationed in 52 post offices, disbursing 162,000 loans totaling US$29 million.
  • No Expansion Plans: No intention to scale up the service beyond the pilot.

• Dubai Islamic Bank Pakistan Ltd
  Targets high net worth individuals, operating in a pilot phase at three sites with plans to expand to 25 locations by year-end.

  • Focus: Low-cost channels in schools, business districts, residential areas, and shopping malls.
  • No Mass Market Target: Service is not aimed at the general public.

• Waseela Microfinance Bank Limited (Mobilink & Orascom)
  A new microfinance bank with plans to launch a branchless banking model similar to easypaisa.

  • Expected Features: Over-the-counter services, mobile wallet, and potential for broader financial services.

• TCS (Courier Company)
  Aiming to convert its couriers into "barefoot bankers" by leveraging its 400 outlets.

  • Plans: To develop its own banking license and offer financial services through its network.
  • SBP Requirements: Must submit a business plan for a full-service microfinance bank.

• Askari Bank & Zong (China Mobile)
  Collaborating on a branchless banking service targeting army salary disbursements.

  • Initial Focus: Army personnel and their families.
  • Agent Recruitment: Agents will be placed near army barracks.

• MCB (Commercial Bank)
  Applied for a branchless banking license but has not yet rolled out an agent network.

  • Mobile Banking: Uses Fundamo interface, now serving 150,000 customers.
  • Partnership with Nokia: Developing a mobile banking app for all Nokia handsets, with plans to use Nokia stores as agent locations.

Regulatory Environment

• SBP Leadership: The State Bank of Pakistan has been proactive in promoting financial inclusion through flexible and adaptive regulations.
• Regulatory Changes (2011):
  • Removed biometric capture requirement for low-value accounts.
  • Increased transaction limits on accounts.
  • Introduced "level 0" accounts with minimal balance and no physical paperwork.
• G2P Pilots: Government and SBP have experimented with using branchless banking for distributing social payments, such as flood relief and BISP, through mobile wallets and cards.

Challenges and Opportunities

Challenges:

• Customer Confidence: Encouraging users to adopt account-based services over over-the-counter transactions.
• Commercial Viability: Achieving profitability without donor funding or government subsidies.
• Fraud Prevention: Ensuring security and preventing abuse of the system, especially in a country with high financial sector scrutiny.

Opportunities:

• Government Support: SBP and other government bodies are actively supporting the sector through initiatives like the Challenge Fund.
• Market Potential: High customer adoption rates suggest strong demand for branchless banking services.
• Innovation Potential: The sector is seen as a testbed for new financial models and technologies.

Conclusion

The next 12 months will be crucial for the development of Pakistan's branchless banking sector. Success in overcoming current challenges could provide valuable lessons for other countries looking to expand financial inclusion through alternative delivery channels. The diversity of players and the government's supportive stance position Pakistan as a unique and important laboratory for financial innovation.