E-Financial
Sustaining Financial Inclusion Through Viable Agent Network
By Fasasi Sarafadeen Atanda
As it is today, financial inclusion is stakeholders’ slogan; the awareness has been created Agents are everywhere, but there is a threat and that threat is agent viability. There is no doubt about it all the stakeholders, such the banks, the MNO, MMO have realized that agents play very key role in delivering digital financial services.
If you look at all the strategies of the mobile network operators, mobile money operators and the banks you will find aggregators that show that agents are key in delivering strategy.
If agents are key how then do we make agents viable? My experience has shown that we have high rate of agents’ turnover as a major challenge at the same time provider performance instability as also a major issue. So, we have two major issues that will help to sustain financial inclusion.
Agents’ turnover rate is too high and also the providers or principal, their performance is also not stable. What I mean by that is, on the agents part of turnover, my visit to the field confirmed that the agents that the providers have invested in training, marketing, on boarding in the last three years, greater percentage of them are no longer in business.
That is a waste of resources. They now have new agents that they need to also train and brand again.
I am sure in the next one year if you visit those locations you will find a new sets of agents. In this situation, we are turning over experiences which are not going to lead into sustainability.
What are those things that are responsible for this? First is general skill-set or capacity. What we have is individual provider training agents which is good, if you are agents of Paga, Paga will train you; if you are agents of Opay, Opay will train you.
If you look at the content of the training it is specific to their platform, it is about how to transact on their platform, dispute resolution on their platform, and it is really not about profitability and knowledge of the business.
Actually, viability of agents is determined by making agency banking or agent network a business and not as a service. They don’t train agents on how they will be productive or cost analysis structure.
Training of agents should be handled by a neutral body or training consultants, to be able to deliver cost benefit training on the agents. Even if you are agents of operator A or agents of operator B you will be trained on how to cover your cost as well as how to remain in business.
As at today, SANEF has been playing that role; we want them to do more, they are in the best position to provider general knowledge in training of agents.
Secondly, is what I called platform quality; here we have mobile App platform, and POS Channel platform. This is a major factor responsible for agents’ turnover, by the time you rout transaction through a platform that has not been tested and certified good, you run into trouble and lose your money, this makes agents to be discouraged in the business and before you know it they will close shop.
For instance, if you are transacting with N100,000 capital and you find yourself transacting on a particular provider’s platform of inferior quality because of lack of security. We need to find out if such platforms are secured and feasible. Can you see the money you put in and the money going out? That is transaction history.
Again, what is the time of resolution of dispute and the channel of dispute resolution? Who is supervising this? We need to start certifying any transaction platform that will be used by agents. This has to do with involving stakeholders that have been able to work with all the platforms.
Thirdly is the support system, we have seen a situation where the principal for example, a bank with an agent network. The agent will come to a bank and won’t have a fair treatment in terms of say I want to quickly get cash and go back to location, No. Banks don’t see their agents as agents they want them to go and queue up in line like other customers. This discourages agents as they will spend the whole day in the bank.
This is contrary to what obtains in some Asian and South American countries where financial inclusion is flying, in those environments, the principals are supporting the agents. In Brazil, a bank opens a ‘Till account’ for the agents with a limit, as agents are transacting they don’t need to be looking for money up and down, they are transacting from the ‘Till account’ a sort of an advance. But, here there is no support from the principals.
Multiple taxes: Local government and state government are coming to agent location for one levy or the other. You can’t imagine State government revenue agents are coming, LCDA and LGA agents are coming to a single kiosk. It is worst these days as local government are looking for revenue everywhere, they have now printed a special receipt they called permit for POS.
It is important we borrow a leaf from countries like Uganda and Tanzania where there is a direct statement from central bank of those countries that certain categories of financial inclusion at the level of agents are excluded from these obnoxious taxes. I have closed about three locations in Niger State, five in Kaduna because every day local government harass us for one levy or the other.
On provider performance instability: If you check the statistics, the top five providers MMO, MNO in the past five years, they are not among the top ten today. Why?
A provider that can boast of 70,000 to 100,000 agents today they have crashed to 5,000 some are struggling for 2,000 agents. We need to find out why agents are closing shops.
Among the reasons are: 1. Most of them roll out without pilot even when they are doing pilot it is done within their office and they won’t get agents in the field involved for a proper product design feedback in order to know what the market requires.
I have witnessed a provider that rolled out agency platform believing that they are everywhere, unfortunately when they rolled out we discovered that their platform lack feasibility no agent history. You can’t view your transaction history. You don’t have feasibility into your transaction and they have spent so much money and can’t recall it again, imagine investment that has gone the drained. Today, they are not among the first ten providers because they have lost so much money.
Also in the strategy, I have checked through a lot of providers’ strategy across the channels; the MMO, MNO and the Banks led, I discovered that they don’t engage the practitioners before they design their strategy and their strategies have always be the same.
If you look at commission structure and on boarding processes, they are all the same, so the mistake of one is been repeated in the other. Strategy of agency banking is not cast in stone you have to look at what is obtainable in the market. These are some of the causes of the downfall of most of the providers.
Also the feedback channel, most of them don’t want to listen to feedback. I have seen providers’ WhatApp group platform where they are the only one authorised to give out information, agents cannot comment. This is funny. On their platform, they will add you as their agent but you cannot write anything there. It is only for passing of information to agents. How would they know what is happening in the market, how would they listen to complains? How would they get feedback to improve on their system?
More so, their objective is more of ‘Profit-centric’, in one year you want to recoup your investment, because of this that they give unrealistic targets to their staff, “On board” “On board” before you know it, they on board nonsense for them and as they are on boarding, people are disembodying.
The most successful financial inclusion organisation in Africa is Mpesa in Kenya. In their first year they did not sell any product, they only registered 400 agents compared to providers in Nigeria where in their first year they want to hit 100,000 agents. Providers in Nigeria should be Customer-centric and not Profit-centric.
They should try as much as possible to make sure that people accept their product and sale value to them if you want to retain them. Agents’ retention is nearly zero in Nigeria that is why you see agents on board today and tomorrow dis-on board.
On dispute resolution channels, today most of the MNO if they want to deploy terminals or retrieve PoS from agents, there are no define guard lines, some of them will lock some of their agents wallet so that they don’t have access to the funds again so that he can come to them and they will collect their terminal.
There should be human face to everything, today there are some MNO that throw in debit to agents account without notification, when you inquire they say it is charges of non-performance. Because you are not using their PoS very well they will debit you for the cost of the PoS. MNOs are behaving as if there are no regulation in the system.
Fasasi Sarafadeen Atanda is chief executive officer of partner de Ecosystem, an agent network management company.
First Asset Management Limited, a leading investment management firm in Nigeria and a subsidiary of First HoldCo Plc., has announced a significant milestone, the company has surpassed ₦1 trillion in Assets Under Management (AUM).
This achievement reflects the firm’s steadfast commitment to delivering exceptional client service and strong investment performance. It also underscores the trust and loyalty shown by its clients, partners, and stakeholders, which have been instrumental in driving the company’s sustained growth.
Speaking of the milestone, Ike Onyia, Managing Director of First Asset Management Limited, credited the accomplishment to the enduring support of the firm’s clients and stakeholders.
“This milestone is a clear indication of the confidence placed in us by our clients and partners. It highlights the firm’s ability to deliver successful investment outcomes and reinforces its dedication to fulfilling its mandate,” Onyia said.
He went on to express deep appreciation to the firm’s clientele: “The continued partnership of our clients is not taken for granted. Their commitment has been pivotal, and the performance of their investments inspires the team’s dedication to providing best-in-class service. As the firm continues to grow, it remains focused on deploying innovative and forward-looking investment strategies tailored to each client’s financial goals.”
Federal High Court in Abuja has rejected the request to stop the Central Bank of Nigeria (CBN) from using the e-naira trademark for the growth of the country’s economy.
Justice James Omotosho refused to grant the request brought before him by E-naira Payment Solutions Limited, a private company, which had dragged the CBN before the court, praying for an order of interim injunction restraining the apex bank from using the e-naira trademark on the grounds of lack of ownership.
It claimed that the disputed e-naira trademark was its sole property based on the acceptance of its application for registration by the Trade Marks Registry of Nigeria.
The plaintiff claimed that its ownership of the trademark was being threatened by the CBN’s bid to hijack the mark, adding that it would suffer irredeemable damages if the apex bank were allowed to assume ownership of the mark.
In a motion on notice marked FHC/ABJ/CS/2021, E-naira Payment Solutions Limited asked the court to stop the CBN from communicating with the United States Patent and Trademark Office regarding the disputed trademark until the dispute is fully resolved.
It also pleaded with the court to stop the United States from processing the CBN’s application for the formal registration of the e-naira trademark for use by the CBN and the federal government of Nigeria.
However, the CBN, in its defence, pleaded with the court to reject the request on the grounds that the e-naira trademark is a national asset that can only be owned and used by the federal government of Nigeria and itself.
The apex bank claimed that the letter of acceptance of registration issued to the plaintiff in error by the Trade Marks Registry of Nigeria had since been voided and withdrawn through a letter dated 15 November 2021.
CBN, while describing the e-naira trademark as national intellectual property, informed the court of its possession of a registration certificate from the Trade Marks Registry of Nigeria in line with Section 22 of the Trade Marks Act and that it was on the verge of securing registration from the United States Patent and Trademark Office.
The bank maintained that the e-naira trademark cannot be owned by an individual or private corporate body such as E-naira Payment Solutions Limited and faulted the ownership claims of the plaintiff, adding that there was no proof of its claim in Class 36 that it had registered the mark with the Trade Marks Registry of Nigeria.
Contrary to the plaintiff’s claim, the CBN, in its defence, insisted that Nigeria would suffer huge losses in its economy and reputation in the international community.
In his ruling on the motion, Justice James Omotosho agreed with the CBN that Nigeria’s economy would suffer greater damage than the plaintiff if the request were granted.
The judge held that the letter written by the CBN to the United States Patent and Trademark Office, advising it not to accept the plaintiff’s application, was a preservatory measure aimed at protecting Nigeria’s interests, not a malicious act as claimed by the plaintiff.
Justice Omotosho, while rejecting the request, awarded costs of N50,000 against the plaintiff, to be paid to the CBN before the adjourned date for the hearing of the substantive suit. He fixed 26 June for the hearing of the substantive matter.
The Federal Ministry of Industry, Trade and Investment (FMITI), under the leadership of Honourable Minister Dr. Jumoke Oduwole, MFR, has reaffirmed its commitment to Nigeria’s economic transformation through a robust partnership with the Nigerian Exchange Group (NGX Group).
This collaboration was highlighted during the distinguished Closing Gong Ceremony at the NGX, Lagos, where Dr. Oduwole outlined FMITI’s ambitious target to facilitate $6 billion in foreign investment into Nigeria’s productive economy in 2025.
Oduwole was at the Nigeria Stock Exchange (NGX) on invitation by the Board and Management of Nigerian Exchange Group Plc (NGX Group) to perform the distinguished Closing Gong Ceremony on Nigerian Exchange, Lagos.
This symbolic ceremony, held on trading days, marks the formal close of the market and provides an excellent platform to showcase leadership, inspire stakeholders, and address critical economic issues.
Of the $6 billion target, $3 billion is projected to come from Foreign Direct Investment (FDI) into key sectors such as infrastructure, manufacturing, agribusiness, technology, and renewable energy.
These sectors are pivotal to creating jobs, promoting exports, and enhancing Nigeria’s productive capacity. Another $3 billion will be mobilized through Foreign Portfolio Investment (FPI) by leveraging innovative financial instruments like green bonds, diaspora-linked securities, and SME-focused platforms.
These efforts aim to deepen market liquidity and align capital flows with national priorities.
Oduwole emphasised the integral role of capital markets in driving economic resilience and sustainable growth, stating: “Deepening Nigeria’s capital markets is fundamental to improving investment flows, creating jobs, and sustaining long-term economic resilience.”
Ahonsi Unuigbe, Chairman of Nigerian Exchange Limited (NGX), reinforced the importance of this collaboration, noting that, “capital markets are powerful engines of innovation, business expansion, and economic inclusion, all of which are essential to advancing Nigeria’s industrialisation objectives.”
Temi Popoola, Group Managing Director/CEO of NGX Group, high – lighted the Exchange’s technologydriven vision.
“We are building a next-generation exchange ecosystem designed to de – mocratise investment opportunities, enhance market liquidity, and position Nigeria as a competitive destination for both domestic and international capital,” he said.
Partnership Opportunities and Achievements The engagement brought together key stakeholders from the capital market ecosystem, all of whom reaffirmed their commitment to supporting FMITI’s initiatives.
Notable areas of collaboration include: Strategic Listing of State Owned Enterprises (SOEs): Building on the successful corporatization of the Nigerian National Petroleum Company (NNPC), the listing of SOEs is expected to unlock significant value, enhance transparency, and deepen market liquidity.
Empowering SMEs: Efforts are underway to establish a dedicated capital market platform for small businesses, providing access to funding, capacitybuilding programs, and pathways for sustainable growth.
Green and Sustainable Finance: The NGX Impact Board is set to mobilize capital for high-impact projects through instruments like green and sustainability bonds, supporting climate resilience and infrastructure development.
The NGX Group also emphasized its role as a gateway to capital markets, offering a robust platform for cross-border investments.
This aligns with FMITI’s vision to restore investor confidence and attract foreign capital, as evidenced by the recent rebound in Foreign Direct Investment (FDI), which rose to $2.6 billion by Q2 2024.
A Shared Ambition for Nigeria’s Prosperity Speaking at the ceremony, Alhaji (Dr.) Umaru Kwairanga, Chairman of NGX Group, commended the Ministry’s leadership and bold reforms, which have set the stage for inclusive growth.
“By fusing policy innovation with market infrastructure, we can catalyze a new era of sustainable growth and national development,” he stated.
As Nigeria moves toward its $1 trillion GDP target by 2030, FMITI and NGX Group remain steadfast in their shared ambition to build a prosperous, inclusive, and resilient economy.
Together, they aim to align investments with national priorities, unlock the full potential of Nigerian enterprise, and create tangible opportunities for all Nigerians.
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