Latest entries

Three business model changes to make African platforms work better for financially excluded workers and merchants



As we explored platform business models, we found examples of practices that we hypothesize could impede the participation of the financially excluded. We discuss considerations for improving several business practices that could be problematic for financial inclusion, and we highlight three problems and offer suggestions for organizations to consider or areas for researchers to explore more deeply

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Why African platforms are adding financial services to their business models



Why would a tractor company need to be in the insurance business? Why would a ride-hailing company start offering credit? It’s actually an old story. From store credit cards in the US and carnês de loja in Brazil, to Ally Financial—the bank started by General Motors—the line between financial services and consumer goods and services has always been blurry. We’re seeing this again: in the recent wave of platformization, platforms are getting into the finance game to support their core business.

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Transformational Upskilling: How teaching skills to digital platform users can increase value for all



Platforms—a dozen massive ones, and perhaps 500 smaller ones—play an increasingly critical role in the livelihoods of hundreds of millions of people around the world. In almost every economic sector, platforms have introduced new “multi-sided” markets, matching buyers and sellers in attention, goods, services, and labor at massive scales. Websites and electronic supply chains are replacing bazaars and storefronts. Gig work is augmenting salaried work. Algorithms and finely-tuned digital user experiences are supercharging traditional buyer/seller relationships.

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Partnership Considerations for Conversational Interfaces



Conversational interfaces (CIs) are currently being deployed to help extend access to financial education and services across emerging markets with strong results. In one pilot in Tanzania, CGAP found that farmers who used Arifu’s interactive learning platform saved at rates five times that of farmers who did not use the platform. Although these findings are preliminary, they suggest these tools have a significant potential to change behavior.

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