Mobile banking - How can telcos enter the retail banking market

Mobile banking - How can telcos enter the retail banking market

Table of Contents

1. Executive Summary
1.1. Key findings
1.2. Recommendations: one solution for entering the mobile banking market is to share the risk with a banking partner

2. Methodology & introduction
2.1. General methodology of IDATE DigiWorld’s reports
2.2. Introduction: the online banking revolution will continue, relentlessly
2.2.1. Regulatory disruption: with banking regulation new entrants can change banking market
2.2.2. Technological disruption: new technologies and user-centric UX open the banking market to fintech
2.2.3. Business model disruption: new business models are opening the market to new data-driven entrants
2.2.4. Conclusion: the banking and payment industry is transiting major change, with new entrants

3. How M-Banking makes sense for telcos
3.1. Traditional key players in electronic payment value chain
3.2. New players on the banking value chain
3.3. New opportunities for telcos – direct and indirect – on the value chain

4. The sort of mobile financial services a telco can provide
4.1. Type of mobile financial services from mobile payment to mobile banking
4.1.1. Mobile payment
4.1.2. Mobile banking
4.1.3. Advanced mobile banking
4.2. Assessment of service-wise market potential for a telco
4.2.1. Banks and telco financial services perspective
4.2.2. Service-wise market potential valuation for telcos
4.3. Value-added services proposition to a telco’s customers

5. The best way for a telco to enter the mobile banking market
5.1. Types of variables which may influence the penetration strategy
5.2. Partnership approach to enter the banking market
5.2.1. With or without a banking partner?
5.2.2. What type of partnership?
5.2.3. What type of partner?
5.3. Eight illustrative business cases of different penetration strategies
5.3.1. Telco-only business model
5.3.2. Bank-led partnership business model
5.3.3. Partnership 50/50 business model
5.3.4. Telco-led partnership business model

6. The costs of m-banking, and its revenues
6.1. Mobile banking market opportunity
6.2. Business model
6.2.1. Cases of profitable mobile banking by telcos are originating in developing countries with a sizeable opportunity among the unbanked
6.2.2. In developed countries, the prime example of profitable mobile banking are to be found in fintech initiatives that focused on niche services and applied a low-cost strategy to acquire a mass audience.
6.3. Costs and revenues breakdown
6.3.1. Revenues: direct revenues are not the only sources of revenue for a telco
6.3.2. Costs: financing requirement is mainly driven by customer growth

List of Tables and Figures

Figure 1: A new wave of banking revolution
Figure 2: Changes in the banking market
Figure 3: Key Regulatory and Industry Initiatives (KRIIs) clustered by regulators’ primary objectives, 2017
Figure 4: Number of users for largest banks, Telco and digital players in the World
Figure 5: Three major changes in the banking market that
Figure 6: Traditional electronic payment value chain
Figure 7: New entrants’ stakes: controlling the relationship with the consumer and integrating value chain
Table 1: Advantages and challenges of competitors
Figure 8: New direct and indirect opportunities for Telco
Figure 9: Type of mobile financial services from mobile payment to mobile banking
Figure 10: Telco could reach more value by adding mobile banking services to their offering
Figure 11: Service-wise market potential valuation for Telco
Figure 12: Telco source of differentiation
Figure 13: Fintech and mobile banking app example: a focus on design, UX or niche segment to differentiate
Figure 14: Customer-centric UX best practices
Figure 15: Orange financial services strategy depends on the specifics of market
Figure 16: Type of Business Model
Table 2: example of business model and related characteristics
Figure 17: Type of business model
Figure 18: Type of Business Model
Figure 19: Fintech according to their regulation status
Figure 20: M-Pesa
Figure 21: Orange Cash
Figure 22: Orange Money
Figure 23: Orange Finance
Figure 24: M-Shwari
Figure 25: O2 Banking
Figure 26: Telenor Banka
Figure 27: Orange Bank
Figure 28: Number of registered and active customers, by region (December 2016)
Figure 29: MTN’s Mobile Money EBITDA
Figure 30: Orange Money Journey
Figure 31: N26 Business Model used to be the example for Orange Bank
Figure 32: Number of clients to break even elements
Figure 33: Direct and indirect revenues contribution to gross-profit of MTN’s MobileMoney
Figure 34: Costs split
Figure 35: Illustrative set-up costs to implement mobile banking

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