Palestra realziada pelo Instituto de Estudos Avançados da USP, Polo Ribeirão Preto. Mais informações: http://www.iearp.blogspot.com.br/2012/03/tecnologia-bancaria-e-desenvolvimento.html

2. Tecnologia bancária e desenvolvimento:
Correspondentes Bancários no Brasil
Eduardo Diniz
Fundação Getulio Vargas
GVcemf- Centro de Estudos em Microfinanças
São Paulo – Brazil
Ribeirão Preto, Maio 2012

3. 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

4. Accesso a bancos no mundo*
*Financial Access 2009 - CGAP

5. Video 1: problemas relacionados à falta de
acesso a serviços financeiros numa
comunidade rural
(Autazes Episode 1 – 2:12 to 4:30)

6. 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

7. Ondas de inovação bancária
BANK
back office
branch branch
ATM
client client client client
1a wave 2a wave 3a wave 4a wave 5a wave
agent 1 agent 2 agent 3 agent 4 agent 5
client client client client client client

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

9. Branchless banking
• Modelos sem-banco
• Africa e Asia: Quenia, Filipinas
• Modelos com bancos
• América Latina: Brasil, Colômbia

10. Agentes não bancários no mundo*
País # de pontos
Brasil 150,00 60% do total
India 25,000
Kenya 20,000
celulares
Filipinas 20,000
Tanzania 10,000
Pakistán 7,200
Tec. brasileira Perú 6,800
Colombia 5,909 Citibank 4,600
Ghana 1,200
*CGAP

11. Por que deu (tão) certo no Brasil?
n Foco em serviços de interesse para vários
atores
n Evolução regulatória
n Produção local de tecnologia
– Padronização dos pagamentos
– Fornecedores institucionalizados

12. Origens do modelo
n Redes arrecadadoras do nordeste
– Anos 90, após a expansão da rede elétrica
n Bolsa escola
– Segundo mandato FHC
– Ação da CEF
n Pagamentos de contas em bancos
– Interesse dos bancos em manter não-clientes
fora das agências

13. Infraestrutura de Correspondentes
Integração da rede e processo de gestão
Satelite, GPRS POS, PC, etc cartão/dinheiro
Internet, etc.
Integração
Banco da rede
Suporte
Técnico e Clientes
Negócios Tienvarejistas

14. Correspondentes
Suzano - SP
Guarulhos - SP
São Paulo - SP

15. Correspondentes
Suzano - SP
Guarulhos - SP
São Paulo - SP

16. Video 2: relevância do acesso a serviços
financeiros para o desenvolvimento local
(Autazes Episode 1 – 4:30 to 7:00)

17. 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

18. Dados de mais de 200
correspondentes
Ceara
Amazoni
Brasilia
a
Sao
Paulo
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

19. Principais achados
n Consequências da falta de acesso a
serviços financeiros
n Crescimento da economia local após a
chegada dos correspondentes
n Consequências negativas do acesso
fácil associado com a falta de
educação financeira

20. Video 3: problemas relacionados ao uso de
tecnologia nos correspondentes
(Autazes Episode 3 – 1:40 to 3:00)

21. Obrigado!
eduardo.diniz@fgv.br

22. Solidão- PE
Until 2001, no cash in the city

23. Normandia - RR
Until 2001, cash in euros only

24. Autazes - AM

25. Aerial view

26. 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

27. Autazes 2002
• GDP R$ 82MM
• Cattle raising (48%)
• Commerce and services (41%)
• Industry (5%)
• Governmental Benefits (33%)
n 10 retail stores
n No bank branch
– Payments and cash out only in Manaus
» Salaries for +400 city and state workers brought in cash from
Manaus

28. April 2002: Banco Postal

29. Autazes 2004*
n Banco Postal
– 2,800 accounts opened
– 100 new loans/mo
n 36 retail stores
– Some accept cards
– 90% of growth in tax collection
*Valor Econômico 2004

30. Autazes 2009
n Bradesco branch
n New correspondents in the urban area
» Banco Postal,
» Bradesco Expresso (4)
» Lotérica (Caixa Econômica e Banco do Brasil)
n Blog ConexãoAutazes
– http://conexaoautazes.blogspot.com/
n Novo Céu (6000 inhab)
– Biggest community out of the urban area
– Does not have any local point for financial
access
– 1 h 20 min in a boat (R$20),
Bolsa Familia average ticket (~R$85)

31. Banco Palmas - Fortaleza

32. Banco Palmas

33. Microcredit at Banco Palmas

34. 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

35. Why it works in Brazil?
• Regulation evolution
• Central Bank pro-activeness
• Brazilian banking technology
• Network integration and management
• Bill presentation standards
• “Boleto bancário”

36. 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

37. Integration activities grouped into two
general categories

38. Taxonomy for correspondent network
management
Class Class description Model Model description
1.Full Delegation Both categories of activities (negotiation 1.1 Outsourced integrator subrogates contract Bank hires thirdparty integrator as correspondent,
and technical & logistic) are outsourced and the outsourced manager hires independent
to an integrator retailers under sub-agency contract
Outsourced integrators have greater 1.2 Outsourced integrator operates own points Bank hires thirdparty integrator as correspondent,
participation and influence on channel and the outsourced integrators operate own points
operation of services, mostly inside big retail stores
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
2.Partial Delegation Negotiation services performed by bank, 2.1 VAN without prospection Bank prospects and hires individual retailers,
technical & logistics activities usually through its regular branches, that suggest
outsourced to an integrator (in this case, potential correspondents among their corporate
a payment network acquirer (VAN) clients. VAN is hired to provide needed
Tends to be more frequent in areas infrastructure to capture transactions.
already served by traditionalional
2.2 VAN with prospection Bank prospects and hires individual retailers from a
channels (branches)
list of stores already served have by a VAN network
Bank bears risks of non-transfer of net
that capture transactions.
balances collected by agents
3.No Delegation Arrangement not involving network 3.1 Proprietary network Bank take advantage of its pre-existing
outsourcing infrastructure by delivering services though a
Models prevalent in the first years of the network already in operation
correspondent channel CBs (before 3.2 Direct management Bank assumes all activities related to integration
2003) services, negotial and technical- logistics.

39. Bill presentation standards
“Boleto bancário”

40. Regional deconcentration*
Points per Region
*Banco Central do Brasil

41. Operations evolution*
Payment & Balance Credit Cash
Year Deposits
bill collection checking operations withdrawal
Thousands of
operations
6 million
transactions/day
(1US$ = 2,1 R$, may 2009)
Value in Millions R$
*Banco Central do Brasil