Eduardo DinizFundação Getulio Vargas

GVcemf- Centro de Estudos em Microfinanças

São Paulo – Brazil

Ribeirão Preto, Maio 2012

Tecnologia bancária e desenvolvimento:Correspondentes Bancários no Brasil

Cenário

• TICs se tornaram parte intrínseca do negócio bancários nos últimos 40 anos

• Acesso a serviços financeiros formais é essencial para consolidar um desenvolvimento que seja sustentável

• Em países em desenvolvimento apenas uma pequena parcela da população tem acesso a serviços financeiros formais

Accesso a bancos no mundo*

*Financial Access 2009 - CGAP

Video 1: problemas relacionados à falta de acesso a serviços financeiros numa

comunidade rural (Autazes Episode 1 – 2:12 to 4:30)

Fatores que limitam o acesso a serviços financeiros*

• Longas distâncias, baixa densidade demográfica• Baixa renda em relação ao custo do serviço• Falta de conhecimento ou compreensão sobre

serviços financeiros• Falta de histórico de crédito• Falta de produtos e canais adequados para a

baixa renda• Falta de acesso a recursos financeiros

*CGAP

Como

a te

cnol

ogia

pod

e

mud

ar es

te q

uadr

o?

Ondas de inovação bancária

BANK

branch

back office

client client

ATM

client client

client client client client client

agent 1 agent 2 agent 3 agent 4

1a wave 2a wave 3a wave 4a wave 5a wave

branch

agent 5

client

Branchless banking*

*Mas, I. The Economics of Branchless Banking. Innovations / spring 2009

Branchless banking

• Modelos sem-banco• Africa e Asia: Quenia, Filipinas

• Modelos com bancos• América Latina: Brasil, Colômbia

Agentes não bancários no mundo*

País # de pontos

Brasil 150,00

India 25,000

Kenya 20,000

Filipinas 20,000

Tanzania 10,000

Pakistán 7,200

Perú 6,800

Colombia 5,909

Ghana 1,200

*CGAP

60% do total

celulares

Citibank 4,600Tec. brasileira

Por que deu (tão) certo no Brasil?

Foco em serviços de interesse para vários atores

Evolução regulatória Produção local de tecnologia

– Padronização dos pagamentos– Fornecedores institucionalizados

Origens do modelo

Redes arrecadadoras do nordeste– Anos 90, após a expansão da rede elétrica

Bolsa escola– Segundo mandato FHC– Ação da CEF

Pagamentos de contas em bancos– Interesse dos bancos em manter não-clientes

fora das agências

Infraestrutura de Correspondentes

Integração da rede e processo de gestão

Tienvarejistas

Banco

Suporte Técnico e Negócios

Clientes

Integraçãoda rede

cartão/dinheiroPOS, PC, etcSatelite, GPRSInternet, etc.

Correspondentes

Suzano - SP

Guarulhos - SP

São Paulo - SP

Correspondentes

Suzano - SP

Guarulhos - SP

São Paulo - SP

Video 2: relevância do acesso a serviços financeiros para o desenvolvimento local

(Autazes Episode 1 – 4:30 to 7:00)

Casos estudados• Fortaleza

• Banco Palmas, BNB• Banco Lemon• Autazes, AM• Goiás

• Alto Paraíso, Colinas do Sul, Niquelândia, Pirenópolis• Zona Leste de SP

• Guaianazes, Itaquera, Itaim Paulista, São Mateus• Bancos Comunitários

• Sampaio, Caridade, Vista Linda, Apuanã• Vale do Pajeú - PE

• Afogados de Ingazeira, Solidão, Tabira. Ingazeira, Jabitacá, Quixaba

Dados de mais de 200 correspondentes

Ceara

Brasilia

Sao Paulo

Amazonia

Note: The locations were sampled based on convenience sampling,. To read more about the limitations of non-probability sampling see: http://en.wikipedia.org/wiki/Nonprobability_sampling

Principais achados

Consequências da falta de acesso a serviços financeiros

Crescimento da economia local após a chegada dos correspondentes

Consequências negativas do acesso fácil associado com a falta de educação financeira

Video 3: problemas relacionados ao uso de tecnologia nos correspondentes

(Autazes Episode 3 – 1:40 to 3:00)

Obrigado!eduardo.diniz@fgv.br

Solidão- PE

Until 2001, no cash in the city

Normandia - RR

Until 2001, cash in euros only

Autazes - AM

Aerial view

Autazes

• Population – ~30.000• distributed in 40 different communities • 3,2 hab/km²• Urbanization – 41.7%• Distance to Manaus – ~120 Km• In 2002, around 12 hours on boat• Biggest producer of buffalo milk in Brazil

Autazes 2002

• GDP R$ 82MM• Cattle raising (48%)• Commerce and services (41%)• Industry (5%)• Governmental Benefits (33%)

10 retail storesNo bank branch

Payments and cash out only in ManausSalaries for +400 city and state workers brought in cash from Manaus

April 2002: Banco Postal

Autazes 2004*

Banco Postal2,800 accounts opened100 new loans/mo36 retail storesSome accept cards90% of growth in tax collection

*Valor Econômico 2004

Autazes 2009

Bradesco branchNew correspondents in the urban area

Banco Postal, Bradesco Expresso (4)Lotérica (Caixa Econômica e Banco do Brasil)

Blog ConexãoAutazeshttp://conexaoautazes.blogspot.com/

Novo Céu (6000 inhab)Biggest community out of the urban areaDoes not have any local point for financial access 1 h 20 min in a boat (R$20),

Bolsa Familia average ticket (~R$85)

Banco Palmas - Fortaleza

Banco Palmas

Microcredit at Banco Palmas

Still evolving model

• Models• Consolidation and dissemination of diverse approaches

• Indicators • Efficiency, reach and social relevance

• Impacts• To banks, clients, agents

• Regulation• Labor conflicts, robustness of regulation

• Other concerns• Liquidity operations, card use, etc

Why it works in Brazil?

• Regulation evolution• Central Bank pro-activeness

• Brazilian banking technology• Network integration and management

• Bill presentation standards• “Boleto bancário”

Regulation evolution

• Financial firms as correspondents• 1973: mainly for payment transactions• 1979: collection of information for loans

• Non-financial firms allowed as correspondents• 1999: only to cities unserved by financial services• 2000: to all cities• 2002: accept documents to open bank accounts

• Current regulation (2003) • MFIs and credit unions can hire and be hired as correspondents• List of services expanded• Delegation to third parties of power stablished by contracts

Integration activities grouped into two general categories

Taxonomy for correspondent network management

Class Class description Model Model description 1.Full Delegation Both categories of activities (negotiation

and technical & logistic) are outsourced to an integratorOutsourced integrators have greater participation and influence on channel operation Tends to be more frequent at less banked areas (especially 1.1)Outsourced integrator bears risks of non-transfer of net balances collected by agents

1.1 Outsourced integrator subrogates contract Bank hires thirdparty integrator as correspondent, and the outsourced manager hires independent retailers under sub-agency contract

1.2 Outsourced integrator operates own points Bank hires thirdparty integrator as correspondent, and the outsourced integrators operate own points of services, mostly inside big retail stores

2.Partial Delegation Negotiation services performed by bank, technical & logistics activities outsourced to an integrator (in this case, a payment network acquirer (VAN)Tends to be more frequent in areas already served by traditionalional channels (branches)Bank bears risks of non-transfer of net balances collected by agents

2.1 VAN without prospection Bank prospects and hires individual retailers, usually through its regular branches, that suggest potential correspondents among their corporate clients. VAN is hired to provide needed infrastructure to capture transactions.

2.2 VAN with prospection Bank prospects and hires individual retailers from a list of stores already served have by a VAN network that capture transactions.

3.No Delegation Arrangement not involving network outsourcingModels prevalent in the first years of the correspondent channel CBs (before 2003)

3.1 Proprietary network Bank take advantage of its pre-existing infrastructure by delivering services though a network already in operation

3.2 Direct management Bank assumes all activities related to integration services, negotial and technical- logistics.

Bill presentation standards

“Boleto bancário”

Regional deconcentration*

*Banco Central do Brasil

Points per Region

Operations evolution*

*Banco Central do Brasil

Year Payment &

bill collectionBalance checking Deposits

Credit operations

Cash withdrawal

Val

ue

in M

illi

ons

R$

(1U

S$

= 2

,1 R

$, m

ay 2

009)

Th

ousa

nd

s of

op

erat

ion

s

6 milliontransactions/day