Introduction

Building, Incentivising and Managing a Network of Mobile Money Agents:
A Handbook for Mobile Network Operators

Introduction
Authors: Neil Davidson and Paul Leishman


Introduction
As mobile network operators around the world are Less tangibly, but equally importantly, agents are
discovering, mobile money is a complicated business. the front-line, human face for an operator’s mobile
Far more complex than traditional mobile value- money service. When users have questions, they
added services, mobile money platforms require that are as likely to pose them to their local agent as to
operators tackle a host of difficult strategic issues and a call centre. And customers will have questions,
operational challenges. One of the most difficult of given that mobile money is unlike any service they
these is the need to put together an agent network. will have used before. Indeed, it is typically agents
who teach users how to perform transactions using
As mobile network operators around the world are the mobile phone – even transactions which can be
discovering, mobile money is a complicated business. performed without the participation of the agent.
Far more complex than traditional mobile value- Conversely, if an agent makes a mistake, or commits
added services, mobile money platforms require that fraud, it may be difficult to for users to distinguish
operators tackle a host of difficult strategic issues and between the agent and the service he represents.
operational challenges. One of the most difficult of For these reasons, building a good agent network is
these is the need to put together an agent network. an essential precondition to launching a successful
mobile money service.
Why do agent networks matter?
The press likes to claim that mobile money services What does a good agent network look like?
offer users “a bank in your pocket.” But as any Before sitting down to design a distribution strategy
practitioner knows, this is not a good metaphor. for mobile money, operators can identify the
Although customers can generally conduct some characteristics of a good agent network. In every
transactions, like initiating a peer-to-peer payment, market, operators and customers alike will want
using their mobile phone, it is only when physically agents that are ubiquitous, trustworthy, low-cost,
present with an agent that customers can convert and liquid.
cash to e-money and convert e-money to cash.
Particularly in the early days of a mobile money Ubiquitous
deployment, these services will be in high demand. Customers will be more likely to start using a
Users will need to sign up and purchase e-money mobile money platform if agents are close at hand.
before they can perform any other transactions; After all, financial inclusion levels are low in many
moreover, they will often want to convert e-money developing countries in part because bank branches
into cash as soon as they have performed these other are inconvenient to poor people. According to the
transactions because they aren’t yet comfortable with CGAP-GSMA Mobile Money Market Sizing Study,
storing value in the system. customers are more likely to be frequent users of
mobile money if there is a mobile money agent near
their home.

This handbook is divided into three sections: “Building a Network of Mobile Money Agents,” “Incentivising
Mobile Money Agents,” and “Managing Mobile Money Agents.” Each section is organized as a list of
questions and answers, so that it is easy to quickly locate topics of interest. Complementing this handbook
is an article which reviews ways that regulation can shape the ability of mobile network operators to build
and manage effective agent networks.

The content contained in this report has been gleaned from conversations with dozens of mobile network
operators and other ecosystem participants. We are grateful to all of the operators named in the course of
this document for sharing their experiences and insights with us.

This report was prepared by the Mobile Money for the Unbanked (MMU) programme, one of the initiatives
of the Development Fund at the GSMA. With funding from the Bill and Melinda Gates Foundation, the MMU
programme aims to accelerate the availability of mobile money services to the unbanked and those living
on less than US$2 per day. Bringing together mobile operators in developing countries, banks, microfinance
institutions, governments, development organisations and the private sector, MMU has the goal of reaching
20 million previously unbanked people with mobile financial services by 2012. The best way to keep up-to-
date with the work of the MMU programme is to read the MMU blog at http://mmublog.org.
2


(Note, however, that users’ desire for ubiquity expensive than using bricks and mortar branches
must be balanced with the requirement that each because the mobile infrastructure of handsets,
agent be adequately compensated for participation. base stations, etc. has already been laid. Just as an
As we discuss in this document, oversaturation internet business like Amazon.com would have been
of a market with agents means that agents will economically unviable had the physical infrastructure
be unable to perform enough transactions to earn of cable, routers, and so on not already been in place,
enough commissions to compensate them for their so too mobile money is only feasible once the mobile
investment in mobile money. As such, a good agent network infrastructure is in place.
network is grown in proportion to the number of
active users.) When it comes to mobile money, however, mobile
network operators arguably have an even more
Trustworthy valuable asset than their communications networks.
Customers will never use mobile financial services In markets around the world, mobile network
if they do not believe that their money will be safe. operators have developed extensive distribution
Fraudulent financial services, although usually on a networks to sell airtime, either in the form of
small scale, do emerge in developing markets from vouchers or electronic top-ups. Although it is often
time to time, leading customers to be skeptical about possible to purchase airtime in formal retail channels
trusting someone else with their money. Moreover, (supermarkets, etc.), these outlets typically do not
even if customers have a high degree of trust in the offer operators the reach into rural areas (and poorer
mobile network operator that brands the offering, parts of urban areas) where many of their customers
they will also need to feel comfortable with the local work and live. As such, many MNO’s have built from
representative of that brand. scratch distribution networks that can encompass
tens of thousands of agents, allowing their product
Low-cost (airtime) to achieve a degree of ubiquity in the
Mobile money services are heralded as a way of marketplace that is often matched only by Coca-Cola
offering financial services to previously unbanked – putting airtime, along with Coke, “within an arm’s
people. Since poor people do not have large sums reach of desire.”
of money to deposit or otherwise transact with, the
argument goes, it is impossible for traditional bricks It is distribution networks like this that the most
and mortar banks to serve them profitably. This successful mobile money deployments in the world
implies that the cost structure of a mobile money have leveraged. As such, it makes sense for mobile
agent must be dramatically lower than that of a bank network operators to seek to leverage at least parts
if it is to profitably serve poor customers. of their existing airtime distribution network when it
comes time to build a mobile money agent network.
Liquid This is because the airtime distribution network has
One of the main functions of a mobile money agent the same characteristics that users and the operator
is to perform cash-in/cash-out, transactions which alike value:
cannot be executed without sufficient reserves of
both cash and electronic value. Because both are  Ubiquity: The airtime distribution channel has an
forms of value, we will refer to both cash liquidity extraordinarily reach into even remote parts of
and e-money liquidity in this document. With respect most countries.
to e-money, however, it is equally valid to think in
 Trustworthiness: Every day, thousands of customers
the terms of traditional distribution channel analysis:
willingly hand over cash to their local airtime
agents must maintain inventory of electronic value
distributor, confident that they will receive airtime
that is sufficient to preclude stock-outs most of the
in return.
time.
 Low-cost: Airtime retailers typically have low or
What is the relationship between mobile money no fixed costs, and, as sole proprietors, do not
distribution and airtime distribution? distinguish between profits and take-home pay.
It is widely understood that offering financial
services using the mobile channel is significantly less

3


 Liquidity: Airtime resellers already manage
airtime and cash liquidity in coordination with
their distributors. Moreover, those resellers who
engage in other kinds of business are likely to
generate significant “cash in the till” from those
sales.

However, leveraging this infrastructure for mobile
money has turned out to be a formidable challenge.
It turns out that many airtime agents (and channel
intermediaries, like superdealers) find that the
economics of distributing mobile money are less
attractive than those of distributing airtime, and so
choose to pass on the opportunity. We discuss this
dynamic in the second section of this handbook,
and describe the other kinds of retail outlets that can
serve as mobile money agents instead.

In any case, however, many of the management
processes that we describe in this document
are different from those which govern airtime
distribution. For one thing, agents must maintain
two kinds of interrelated inventories, e-value and
cash, rather than just one (airtime). This requires
more sophisticated liquidity management systems.
For another, mobile money is a service that must be
offered differently from the way airtime is sold. This
requires more intensive training, and oversight, of
agents.

For these and other reasons, operators typically
need to think about mobile money distribution
as a separate challenge from airtime distribution,
even though in certain cases they may be able to
realize some synergies between the two channels. In
practice, nearly every mobile money deployment in
the world has embraced some outlets that sell airtime
and some that don’t as mobile money agents, and we
make the assumption that this will be the case for
most operators making use of this handbook.

4

For further information please contact

mmu@gsm.org

GSMA London Ofﬁce

T +44 (0) 20 7356 0600

Introduction

More Related Content

What's hot

Viewers also liked

Similar to Introduction

More from Camilo Tellez

Introduction