| The unbanked and the underbankedtogether | | | | business models; and to optimize these models in |
| spend around $10.4 billion on more than 324 million | | | | order to help FIs enter new and lucrative |
| alternate financial services (AFS) products; this is | | | | markets. |
| due to lack of knowledge on part of the banks to | | | | Vendor Selection |
| target and market banking products to the | | | | This section seeks to profile the companies |
| underserved. Economic inclusion of the | | | | supporting the market under study. We profile the |
| underbanked population (approximately 43 million in | | | | top vendors and analyze user perspectives to |
| 2009) into the traditional banking cycle will have a | | | | help you make the best decision for your financial |
| significant financial impact on the federally insured | | | | institution. Every report includes in-depth reviews |
| banks that have traditionally stayed out of this | | | | of the top vendors. |
| market. | | | | What makes our report unique? |
| Wooing the Underbanked – Need, Behavior, | | | | A strong heritage of providing cutting-edge |
| and Attitude Analysis is a market research study | | | | research: |
| designed specifically to profile underbanked | | | | MarketsandMarkets provides clients with ground |
| populace/households. The aim of this report is to | | | | breaking marketing research. M&M's unique |
| analyze the reasons behind the low adoption of | | | | research methodology and expert analytical |
| traditional banking products by underbanked and | | | | capabilities will provide you the tools to apply the |
| their preference for alternate financial services | | | | best marketing practices to your Financial |
| (AFS) and products (transaction/credit). | | | | Institution. |
| The underbanked are educated and employed but | | | | Ensure that your strategy is viable: |
| are reluctant to use traditional banking products | | | | Our study will help you examine the breadth of |
| such as debit / credit cards and short term loans | | | | possibilities you may encounter when planning |
| primarily due to the fear of hidden costs and | | | | future strategies and product launches. It will |
| convenience issues. They make little use of the | | | | help you create plans that are resilient enough to |
| services provided by mainstream financial | | | | meet the full range of unanticipated events. |
| institutions; and are limited to traditional banking | | | | Discover new opportunities: |
| where they usually have a checking / savings | | | | This market research study will forecast the |
| account. They also frequently use AFS offered | | | | future roles, uses, and acceptances of new |
| by non-banking institutions. AFS products are | | | | products, services, and applications emerging in |
| non-bank money orders, payday lending, check | | | | the marketplace. It will identify opportunities |
| cashing facilities, rent-to-own agreements, and | | | | where companies can get a leg up on the |
| refund anticipation loans. | | | | competition. |
| The objective of the report is to provide vital | | | | Key questions answered |
| marketing information about the underbanked that | | | | 1. Which are the high-growth segments and how |
| also use AFS products; and the traditional and | | | | is the market segmented on the basis of |
| novel banking and financial services that banks can | | | | products, services and stakeholders? |
| render to them. The report will provide new | | | | 2. What are market estimates and forecasts; |
| insights and give recommendations for banks | | | | which markets are doing well and which are not? |
| intending to capitalize on this untapped market | | | | 3. Where are the gaps and opportunities; what |
| segment. Intensive bifurcation of the underbanked | | | | factors are driving market growth? |
| customers on the lines of income, age, education, | | | | 4. Which are the key playing fields and |
| region, race, etc. will enable product development | | | | winning-edge imperatives? |
| and provide a roadmap to the future of novel | | | | 5. What is the competitive landscape; who are the |
| banking practices for the underbanked. | | | | main players in each segment; what are their |
| Scope of the report | | | | strategic directives, operational strengths, key |
| Strategy formulation | | | | selling products, and product pipelines? Who is |
| This section seeks to provide a schematic of the | | | | doing what? |
| marketplace under study; and to enable the | | | | Powerful Research and analysis |
| report user to determine their competitiveness | | | | The analysts working with MarketsandMarkets |
| and positioning in the market. Through our | | | | come from renowned publishers and market |
| in-depth understanding of the financial services | | | | research firms globally, adding their expertise and |
| industry, we size the market, identify the trends | | | | domain understanding. We get the facts from |
| and drivers, and develop the right framework for | | | | over 22,000 news and information sources, a |
| strategy formulation to help users maintain or | | | | huge database of key industry participants and |
| enhance their market position. | | | | draw on our relationships with more than 900 |
| Business Model | | | | market research companies. |
| This section seeks to identify the already existing | | | | |