TAMING THE STRANGE BEASTS: SERVICING & THE FUTURE OF … · 2019. 6. 13. · beasts and unlock...
Transcript of TAMING THE STRANGE BEASTS: SERVICING & THE FUTURE OF … · 2019. 6. 13. · beasts and unlock...
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TAMING THE STRANGE BEASTS: SERVICING & THE FUTURE OF PAYGo
Geoffrey Manley &
Daniel WaldronMarch 5, 2019
Zay Yar Lin, CGAP Photo Contest
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© CGAP 2018
1. This is an audio broadcast. Attendees’ microphones will
remain muted during the entire webinar session.
2. To ask questions during the webinar, please use the chat
box on the right-hand side of your WebEx window.
Please submit your questions at any time during the
presentation.
3. To ensure the moderator sees your question, select “All
Participants” from the drop-down menu when sending
your question.
4. A recording of the webinar will be emailed to all
attendees and registrants.
Logistics
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© CGAP 2018
Agenda
9:00 Introductions
9:05 Servicing and the Future of PAYGo
9:25Discussion with Equity Bank, Baobab+, and
PEG Africa
9:45 Q&A
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© CGAP 2018
Speakers
Michael
Nyaga
General
Manager –
Digital Lending
Equity Bank
Alexandre
Coster
CEO
Baobab+
CEO
PEG Africa
Hugh
Whalan
Daniel
Waldron
Financial Sector
Specialist
CGAP
Investment
Director, Debt
CDC
Geoffrey
Manley
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© CGAP 2018
PAYGo firms are “Strange Beasts” managing tasks across
two distinct value chains
Supporting
Activities
Customer
Research
Customer
Base Expansion
Data Collection
and Analysis
Lending / Leasing Value Chain
Durable Goods Value Chain
Inventory Management/ Distribution
Origination Underwriting CollectionsLoan
ServicingPortfolio
ManagementLiability
Management
Manufacture
Inventory
Management/
Distribution Marketing
Sales /
Distribution
Customer
SupportDesign
Origination Underwriting Collections Loan
Servicing
Portfolio
Management
Liability
Management
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© CGAP 2018
Lending / Leasing Value Chain
Durable Goods Value Chain
Inventory Management/ Distribution
Origination Underwriting CollectionsLoan
ServicingPortfolio
Management
PAYGo FinCo PAYGo OpCo
Liability Management
Over time we have seen the durable goods value chain
begin to de-couple…
Inventory
Management/
Distribution Marketing
Sales /
Distribution
Customer
Support
Origination Underwriting Collections Loan
Servicing
Portfolio
Management
Liability
Management
Manufacture Design
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© CGAP 2018
Lending / Leasing Value Chain
Durable Goods Value Chain
Inventory Management/ Distribution
Origination Underwriting CollectionsLoan
ServicingPortfolio
Management
PAYGo FinCo PAYGo OpCo
Liability Management
Over time we have seen the durable goods value chain
begin to de-couple…
Inventory
Management/
Distribution Marketing
Sales /
Distribution
Customer
Support
Origination Underwriting Collections Loan
Servicing
Portfolio
Management
Liability
Management
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© CGAP 2018
Lending / Leasing Value Chain
Durable Goods Value Chain
Inventory Management/ Distribution
Origination Underwriting CollectionsLoan
ServicingPortfolio
Management
PAYGo FinCo PAYGo OpCo
Liability Management
Over time we have seen the durable goods value chain
begin to de-couple…
Inventory
Management/
Distribution Marketing
Sales /
Distribution
Customer
Support
Origination Underwriting Collections Loan
Servicing
Portfolio
Management
Liability
Management
Manufacture Design
3rd Party Manufacturer
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© CGAP 2018
Lending / Leasing Value Chain
Durable Goods Value Chain
Inventory Management/ Distribution
Origination Underwriting CollectionsLoan
ServicingPortfolio
Management
PAYGo FinCo PAYGo OpCo
Liability Management
Over time we have seen the durable goods value chain
begin to de-couple…
This trend has been dubbed PAYGo 2.0
Inventory
Management/
Distribution Marketing
Sales /
Distribution
Customer
Support
Origination Underwriting Collections Loan
Servicing
Portfolio
Management
Liability
Management
Manufacture Design
3rd Party Manufacturer
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© CGAP 2018
But lending value chain decoupling - PAYGo 3.0 – has
proven more elusive
10
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© CGAP 2018
Durable Goods Value Chain
Inventory Management/ Distribution
Origination Underwriting CollectionsLoan
ServicingPortfolio
ManagementLiability
Management
But lending value chain decoupling - PAYGo 3.0 – has
proven more elusive
Inventory
Management/
Distribution Marketing
Sales /
Distribution
Customer
Support
Origination Underwriting Collections Loan
Servicing
Portfolio
Management
Liability
Management
Manufacture Design
3rd Party Manufacturer
Lending/Leasing Value Chain
11
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© CGAP 2018
Durable Goods Value Chain
Inventory Management/ Distribution
But lending value chain decoupling - PAYGo 3.0 – has
proven more elusive
Inventory
Management/
Distribution Marketing
Sales /
Distribution
Customer
SupportManufacture Design
3rd Party Manufacturer
12
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© CGAP 2018
Durable Goods Value Chain
Inventory Management/ Distribution
But lending value chain decoupling - PAYGo 3.0 – has
proven more elusive
Inventory
Management/
Distribution Marketing
Sales /
Distribution
Customer
SupportManufacture Design
Loan Servicing
Portfolio Management
Collections/
Loan Servicing
Portfolio
Management
Liability Management
Liability
Management
Underwriting
Origination/
Underwriting
3rd Party Manufacturer
3rd Party Financial Insitution
13
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© CGAP 2018
Durable Goods Value Chain
Inventory Management/ Distribution
But lending value chain decoupling - PAYGo 3.0 – has
proven more elusive
Inventory
Management/
Distribution Marketing
Sales /
Distribution
Customer
SupportManufacture Design
We recognize this would not be for everyone, but it could
allow firms to innovate and scale more rapidly through new
partnerships
Loan Servicing
Portfolio Management
Collections/
Loan Servicing
Portfolio
Management
Liability Management
Liability
Management
Underwriting
Origination/
Underwriting
3rd Party Manufacturer
3rd Party Financial Insitution
14
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© CGAP 2018
Multiple barriers make it challenging to tame these strange
beasts and unlock PAYGo 3.0
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© CGAP 2018
Multiple barriers make it challenging to tame these strange
beasts and unlock PAYGo 3.0
Reluctant Partners
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© CGAP 2018
Multiple barriers make it challenging to tame these strange
beasts and unlock PAYGo 3.0
Reluctant Partners
Resource Constraints
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© CGAP 2018
Multiple barriers make it challenging to tame these strange
beasts and unlock PAYGo 3.0
Reluctant Partners
Resource Constraints
Customer Ownership
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© CGAP 2018
Multiple barriers make it challenging to tame these strange
beasts and unlock PAYGo 3.0
Reluctant Partners
Moral Hazards
Resource Constraints
Customer Ownership
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© CGAP 2018
Multiple barriers make it challenging to tame these strange
beasts and unlock PAYGo 3.0
Reluctant Partners
Moral Hazards
Resource Constraints
Customer Ownership
But the key barrier is the connection between servicing
of the PAYGo loan and servicing of the solar unit itself
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© CGAP 2018
Multiple barriers make it challenging to tame these strange
beasts and unlock PAYGo 3.0
Reluctant Partners
Moral Hazards
Resource Constraints
Customer Ownership
Sales / Distribution
Origination / Underwriting Customer Support
Collections / Loan Servicing
But the key barrier is the connection between servicing
of the PAYGo loan and servicing of the solar unit itself
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© CGAP 2018
“All the various activities that the originator would have, in
normal course of business, performed…sending invoices,
monitoring collections, sending reminders, taking recovery
action, and so on…and all the activities in relation to
distribution of the cash so collected to investors are covered
by the catchall word servicing.” (Fabozzi & Kothari, 2008,
italics theirs)
What do we mean when we say servicing?
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© CGAP 2018
“All the various activities that the originator would have, in
normal course of business, performed…sending invoices,
monitoring collections, sending reminders, taking recovery
action, and so on…and all the activities in relation to
distribution of the cash so collected to investors are covered
by the catchall word servicing.” (Fabozzi & Kothari, 2008,
italics theirs)
A servicer acts as an intermediary between end
borrowers (in this case, energy poor households) and
investors.
What do we mean when we say servicing?
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© CGAP 2018
What does PAYGo servicing look like?
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© CGAP 2018
What does PAYGo servicing look like?
PAYGo
Company
PAYGo
Household
PAYGo
Investors
Debt and equity
investment
Deposit and
top-up payments
Energy services,
other products
Returns
to investors
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© CGAP 2018
What does PAYGo servicing look like?
PAYGo
Company
PAYGo
Household
PAYGo
Investors
Debt and equity
investment
Deposit and
top-up payments
Energy services,
other products
Returns
to investors
Servicing enables PAYGo households to receive and pay for
energy services, which allow PAYGo companies to pay back
investors
CRM System Call Centers
Servicing function
Field Staff
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© CGAP 2018
Okay, but why is it important?
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© CGAP 2018
Okay, but why is it important?
Warranty Service
Product/Payment Queries
Unlock Codes
Mobile Payments
SMS Reminders/Credit Follow-ups
For the customer it is a bundle of interactions w/ a
single entity
PAYGo
ProviderPAYGo
Customer
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© CGAP 2018
Okay, but why is it important?
CRM
System
Call
Center
Servicing function
Field
Staff
On the business side, it is:
Warranty Service
Product/Payment Queries
Unlock Codes
Mobile Payments
SMS Reminders/Credit Follow-ups
For the customer it is a bundle of interactions w/ a
single entity
PAYGo
ProviderPAYGo
Customer
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© CGAP 2018
Okay, but why is it important?
CRM
System
Call
Center
Servicing function
Field
Staff
1. The bridge between the two value
chains
On the business side, it is:
Warranty Service
Product/Payment Queries
Unlock Codes
Mobile Payments
SMS Reminders/Credit Follow-ups
For the customer it is a bundle of interactions w/ a
single entity
PAYGo
ProviderPAYGo
Customer
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© CGAP 2018
Okay, but why is it important?
CRM
System
Call
Center
Servicing function
Field
Staff
1. The bridge between the two value
chains
2. Technically complex
On the business side, it is:
Warranty Service
Product/Payment Queries
Unlock Codes
Mobile Payments
SMS Reminders/Credit Follow-ups
For the customer it is a bundle of interactions w/ a
single entity
PAYGo
ProviderPAYGo
Customer
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© CGAP 2018
Okay, but why is it important?
CRM
System
Call
Center
Servicing function
Field
Staff
1. The bridge between the two value
chains
2. Technically complex
3. High-touch
On the business side, it is:
Warranty Service
Product/Payment Queries
Unlock Codes
Mobile Payments
SMS Reminders/Credit Follow-ups
For the customer it is a bundle of interactions w/ a
single entity
PAYGo
ProviderPAYGo
Customer
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© CGAP 2018
Okay, but why is it important?
CRM
System
Call
Center
Servicing function
Field
Staff
1. The bridge between the two value
chains
2. Technically complex
3. High-touch
4. One of the key determinants of
receivable value
On the business side, it is:
Warranty Service
Product/Payment Queries
Unlock Codes
Mobile Payments
SMS Reminders/Credit Follow-ups
For the customer it is a bundle of interactions w/ a
single entity
PAYGo
ProviderPAYGo
Customer
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© CGAP 2018
MOST
DE-COUPLEDSpectrum of Financial De-Coupling
Servicing is not just the linchpin of PAYGo solar’s success,
it drives receivables financing options
LEAST
DE-COUPLED
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© CGAP 2018
MOST
DE-COUPLEDSpectrum of Financial De-Coupling
Servicing is not just the linchpin of PAYGo solar’s success,
it drives receivables financing options
LEAST
DE-COUPLED
On-Balance
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© CGAP 2018
MOST
DE-COUPLEDSpectrum of Financial De-Coupling
Servicing is not just the linchpin of PAYGo solar’s success,
it drives receivables financing options
LEAST
DE-COUPLED
Off-Balance / Securitization
On-Balance
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© CGAP 2018
MOST
DE-COUPLEDSpectrum of Financial De-Coupling
Servicing is not just the linchpin of PAYGo solar’s success,
it drives receivables financing options
LEAST
DE-COUPLED
Off-Balance / Securitization
Captive Finance
On-Balance
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© CGAP 2018
MOST
DE-COUPLEDSpectrum of Financial De-Coupling
Servicing is not just the linchpin of PAYGo solar’s success,
it drives receivables financing options
LEAST
DE-COUPLED
Off-Balance / Securitization
Direct FI Financing
Captive Finance
On-Balance
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© CGAP 2018
MOST
DE-COUPLEDSpectrum of Financial De-Coupling
Servicing is not just the linchpin of PAYGo solar’s success,
it drives receivables financing options
LEAST
DE-COUPLED
In which of these models is the lender dependent on the
PAYGo OpCo today?
Off-Balance / Securitization
Direct FI Financing
Captive Finance
On-Balance
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© CGAP 2018
Which of these models would benefit from more robust
backup servicing?
Off-Balance / Securitization
Direct FI Financing
Captive Finance
On-Balance
ALL OF THEM
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© CGAP 2018
Which of these models would benefit from more robust
backup servicing?
Off-Balance / Securitization
Direct FI Financing
Captive Finance
On-Balance
ALL OF THEM
Value chain decoupling and/or developing backup
servicing has the potential to mitigate risks and
unlock more capital
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© CGAP 2018
Whether you are trying to:
Servicer risk in the PAYGo Sector
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© CGAP 2018
Whether you are trying to:
Servicer risk in the PAYGo Sector
Calculate
your loss-
given default
![Page 44: TAMING THE STRANGE BEASTS: SERVICING & THE FUTURE OF … · 2019. 6. 13. · beasts and unlock PAYGo 3.0 Reluctant Partners Moral Hazards Resource Constraints Customer Ownership Sales](https://reader034.fdocuments.us/reader034/viewer/2022051911/600144f9f6bfe2780d132afb/html5/thumbnails/44.jpg)
© CGAP 2018
Whether you are trying to:
Servicer risk in the PAYGo Sector
Calculate
your loss-
given default
Isolate
receivables risk
![Page 45: TAMING THE STRANGE BEASTS: SERVICING & THE FUTURE OF … · 2019. 6. 13. · beasts and unlock PAYGo 3.0 Reluctant Partners Moral Hazards Resource Constraints Customer Ownership Sales](https://reader034.fdocuments.us/reader034/viewer/2022051911/600144f9f6bfe2780d132afb/html5/thumbnails/45.jpg)
© CGAP 2018
Whether you are trying to:
Servicer risk in the PAYGo Sector
Calculate
your loss-
given default
Isolate
receivables risk
Outsource
financing to
a bank/MFI
![Page 46: TAMING THE STRANGE BEASTS: SERVICING & THE FUTURE OF … · 2019. 6. 13. · beasts and unlock PAYGo 3.0 Reluctant Partners Moral Hazards Resource Constraints Customer Ownership Sales](https://reader034.fdocuments.us/reader034/viewer/2022051911/600144f9f6bfe2780d132afb/html5/thumbnails/46.jpg)
© CGAP 2018
Whether you are trying to:
Servicer risk in the PAYGo Sector
Calculate
your loss-
given default
Isolate
receivables risk
Outsource
financing to
a bank/MFI
The question you need to answer is: can anyone other
than the originator service these loans?
![Page 47: TAMING THE STRANGE BEASTS: SERVICING & THE FUTURE OF … · 2019. 6. 13. · beasts and unlock PAYGo 3.0 Reluctant Partners Moral Hazards Resource Constraints Customer Ownership Sales](https://reader034.fdocuments.us/reader034/viewer/2022051911/600144f9f6bfe2780d132afb/html5/thumbnails/47.jpg)
© CGAP 2018
Whether you are trying to:
Servicer risk in the PAYGo Sector
Calculate
your loss-
given default
Isolate
receivables risk
Outsource
financing to
a bank/MFI
The question you need to answer is: can anyone other
than the originator service these loans?
If the answer is no, then you are lending to entire PAYGo
value chain, and any servicing disruption will impair the
value of your security
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© CGAP 2018
“Securitization transactions are
presumably independent of the
originator due to the legal
isolation the transaction
achieves…
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© CGAP 2018
“Securitization transactions are
presumably independent of the
originator due to the legal
isolation the transaction
achieves…
…However, the truth of the sale
might turn out to be a glib
illusion if the servicing platform
is so intimately originator-dependent that
it is difficult to perceive its transfer.”
– Fabozzi & Kothari
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© CGAP 2018
“Securitization transactions are
presumably independent of the
originator due to the legal
isolation the transaction
achieves…
…However, the truth of the sale
might turn out to be a glib
illusion if the servicing platform
is so intimately originator-dependent that
it is difficult to perceive its transfer.”
– Fabozzi & Kothari
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© CGAP 2018
We spoke with 12 PAYGo providers regarding their backup
arrangements
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© CGAP 2018
We spoke with 12 PAYGo providers regarding their backup
arrangements
Inter-group
back-up
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© CGAP 2018
We spoke with 12 PAYGo providers regarding their backup
arrangements
Living will /
run-down scenario
Inter-group
back-up
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© CGAP 2018
We spoke with 12 PAYGo providers regarding their backup
arrangements
Living will /
run-down scenario
Inter-group
back-up
No plan
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© CGAP 2018
This is a problem
We spoke with 12 PAYGo providers regarding their backup
arrangements
Living will /
run-down scenario
Inter-group
back-up
No plan
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© CGAP 2018
How can PAYGo firms (and their investors) reduce servicing
risk?
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© CGAP 2018
How can PAYGo firms (and their investors) reduce servicing
risk?
Tier 1: CRM/SMS
Tier 2: Call center
Tier 3: Maintenance
Tier 4: Collections
Backup Servicer Functions:
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© CGAP 2018
How can PAYGo firms (and their investors) reduce servicing
risk?
Tier 1: CRM/SMS
Tier 2: Call center
Tier 3: Maintenance
Tier 4: Collections
Backup Servicer Functions:
Backup Servicer Options:
![Page 59: TAMING THE STRANGE BEASTS: SERVICING & THE FUTURE OF … · 2019. 6. 13. · beasts and unlock PAYGo 3.0 Reluctant Partners Moral Hazards Resource Constraints Customer Ownership Sales](https://reader034.fdocuments.us/reader034/viewer/2022051911/600144f9f6bfe2780d132afb/html5/thumbnails/59.jpg)
© CGAP 2018
How can PAYGo firms (and their investors) reduce servicing
risk?
Tier 1: CRM/SMS
Tier 2: Call center
Tier 3: Maintenance
Tier 4: Collections
Backup Servicer Functions:
Backup Servicer Options:
Contingency
plans
![Page 60: TAMING THE STRANGE BEASTS: SERVICING & THE FUTURE OF … · 2019. 6. 13. · beasts and unlock PAYGo 3.0 Reluctant Partners Moral Hazards Resource Constraints Customer Ownership Sales](https://reader034.fdocuments.us/reader034/viewer/2022051911/600144f9f6bfe2780d132afb/html5/thumbnails/60.jpg)
© CGAP 2018
How can PAYGo firms (and their investors) reduce servicing
risk?
Contingency
plansFinancial
institutions
Tier 1: CRM/SMS
Tier 2: Call center
Tier 3: Maintenance
Tier 4: Collections
Backup Servicer Functions:
Backup Servicer Options:
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© CGAP 2018
How can PAYGo firms (and their investors) reduce servicing
risk?
Financial
institutions
PAYGo
hardware
or software
licensors
Tier 1: CRM/SMS
Tier 2: Call center
Tier 3: Maintenance
Tier 4: Collections
Backup Servicer Functions:
Backup Servicer Options:
Contingency
plans
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© CGAP 2018
How can PAYGo firms (and their investors) reduce servicing
risk?
Financial
institutions
PAYGo
hardware
or software
licensors
Competitors
Tier 1: CRM/SMS
Tier 2: Call center
Tier 3: Maintenance
Tier 4: Collections
Backup Servicer Functions:
Backup Servicer Options:
Contingency
plans
![Page 63: TAMING THE STRANGE BEASTS: SERVICING & THE FUTURE OF … · 2019. 6. 13. · beasts and unlock PAYGo 3.0 Reluctant Partners Moral Hazards Resource Constraints Customer Ownership Sales](https://reader034.fdocuments.us/reader034/viewer/2022051911/600144f9f6bfe2780d132afb/html5/thumbnails/63.jpg)
© CGAP 2018
How can PAYGo firms (and their investors) reduce servicing
risk?
Financial
institutions
PAYGo
hardware
or software
licensors
Competitors Commercial
backup
servicers
Tier 1: CRM/SMS
Tier 2: Call center
Tier 3: Maintenance
Tier 4: Collections
Backup Servicer Functions:
Backup Servicer Options:
Contingency
plans
![Page 64: TAMING THE STRANGE BEASTS: SERVICING & THE FUTURE OF … · 2019. 6. 13. · beasts and unlock PAYGo 3.0 Reluctant Partners Moral Hazards Resource Constraints Customer Ownership Sales](https://reader034.fdocuments.us/reader034/viewer/2022051911/600144f9f6bfe2780d132afb/html5/thumbnails/64.jpg)
© CGAP 2018
How can PAYGo firms (and their investors) reduce servicing
risk?
Cross-cutting challenges: systems compatibility, data sharing, etc.
Financial
institutions
PAYGo
hardware
or software
licensors
Competitors Commercial
backup
servicers
Tier 1: CRM/SMS
Tier 2: Call center
Tier 3: Maintenance
Tier 4: Collections
Backup Servicer Functions:
Backup Servicer Options:
Contingency
plans
![Page 65: TAMING THE STRANGE BEASTS: SERVICING & THE FUTURE OF … · 2019. 6. 13. · beasts and unlock PAYGo 3.0 Reluctant Partners Moral Hazards Resource Constraints Customer Ownership Sales](https://reader034.fdocuments.us/reader034/viewer/2022051911/600144f9f6bfe2780d132afb/html5/thumbnails/65.jpg)
© CGAP 2018
• Expand the servicing ecosystem beyond originators.
Recommendations
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© CGAP 2018
• Expand the servicing ecosystem beyond originators.
• Donors: direct more funding to development of backup
servicing arrangements.
Recommendations
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© CGAP 2018
• Expand the servicing ecosystem beyond originators.
• Donors: direct more funding to development of backup
servicing arrangements.
• Debt investors: understand the bets you are taking, and
push PAYGo companies to better mitigate servicing risk.
Recommendations
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© CGAP 2018
• Expand the servicing ecosystem beyond originators.
• Donors: direct more funding to development of backup
servicing arrangements.
• Debt investors: understand the bets you are taking, and
push PAYGo companies to better mitigate servicing risk.
• PAYGo providers: find a way to standardize and outsource
certain activities without disrupting their overall functions
Recommendations
![Page 69: TAMING THE STRANGE BEASTS: SERVICING & THE FUTURE OF … · 2019. 6. 13. · beasts and unlock PAYGo 3.0 Reluctant Partners Moral Hazards Resource Constraints Customer Ownership Sales](https://reader034.fdocuments.us/reader034/viewer/2022051911/600144f9f6bfe2780d132afb/html5/thumbnails/69.jpg)
© CGAP 2018
• Expand the servicing ecosystem beyond originators.
• Donors: direct more funding to development of backup
servicing arrangements.
• Debt investors: understand the bets you are taking, and
push PAYGo companies to better mitigate servicing risk.
• PAYGo providers: find a way to standardize and outsource
certain activities without disrupting their overall functions
• FIs: if you want to expand your retail operations, develop
partnerships with PAYGo companies to combine
strengths.
Recommendations
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© CGAP 2018
Discussion
Hugh WhalanCEO, PEG Africa
Alexandre CosterCEO, Baobab+
Michael NyagaGeneral Manager – Digital
Lending, Equity Bank
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© CGAP 2018
Q&A
Michael
Nyaga
General
Manager –
Digital Lending
Equity Bank
Alexandre
Coster
CEO
Baobab+
CEO
PEG Africa
Hugh
Whalan
Daniel
Waldron
Financial Sector
Specialist
CGAP
Investment
Director, Debt
CDC
Geoffrey
Manley
Please submit your comments and questions using the
chat box. Be sure to send them to “All Participants.”
Thank you!
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© CGAP 2018
Thank you To learn more, please visit
www.cgap.org
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© CGAP 2018
www.cgap.orgwww.cgap.org