In 2003 International Finance Corporation (IFC) provided a grant to the Bolivian private financial fund of the nonprofit microfinance institution PRODEM (FFP PRODEM) to have automated teller machines (ATMs) built and customized for illiterate populations speaking three native languages and to launch a point-of-sale (POS) network. The goal was to increase the number of clients by offering greater access and convenience, particularly to the rural population in Bolivia. This issue of monitor summarizes the successes and lessons learned from this information technology project. In general, the collective benefits of the ATM network demonstrated its value and the need to extend the infrastructure by linking to other systems and adding products. The ATM network attracted a significant number of clients, including previously "unbanked" populations. The ATMs also saved PRODEM money, while allowing nationwide access to remittances. If lessons on marketing, technology down-time, product offerings, and pricing were applied, this delivery channel could succeed even more. PRODEM's POS network, in contrast, proved unsuccessful due to: (a) technology challenges, (b) lack of a user-friendly interface and properly aligned agent incentives, and (c) insufficient product features and transaction limits. The POS network required an entirely different technology and more deliberate planning and services, which the project failed to achieve.
详细
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文件日期
2006/07/01
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文件类型
简介
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报告号
45323
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卷号
1
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Total Volume(s)
1
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国家
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地区
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发布日期
2010/07/01
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Disclosure Status
Disclosed
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文件名称
PRODEM's automated teller machine and point of sale network in Bolivia
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关键词
native language;volume of transaction;access to remittance;rural area;entrepreneur;access to capital;access to account;small business owner;intellectual property rights;microfinance institution;greater access;rural population;product offerings;balance inquiry;manufacturing process;biometric identification;information requests;additional revenue;disadvantaged population;primary reason;native speaker;illiterate people;resource base;business model;savings service;educated population;banking service;account balance;external evaluator;private company;illiterate population;cost structure;strategy development;population group;opportunity cost;global experience;urban clients;rural clients;Public Transport;rural branch;remote location;
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