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Microfinance for Bankers and Investors_7

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Phân phối thu nhập bất bình đẳng cao của Mexico từ lâu đã gặp rắc rối các nhà hoạch định chính sách kinh tế của nó. Ngân hàng Thế giới khẳng định rằng 20% giàu nhất của dân số tài khoản cho hơn một nửa của tổng số của đất nước có được thu nhập, trong khi 20% nghèo nhất, kiếm được chỉ có 4 percent.4 dịch vụ ngân hàng có xu hướng theo tiền. | 196 Microfinance for Bankers and Investors Serving or Not Serving the Mexican BOP Market Mexico s highly unequal income distribution has long troubled its economic policy makers. The World Bank asserts that the richest 20 percent of the population account for over half of the country s total earned income while the poorest 20 percent earn only 4 percent.4 Banking services tend to follow the money. For years four elite- and corporate-oriented international banks accounted for more than three-quarters of all banking HSBC Banco Bilbao Vizcaya Argentaria BBVA Citibank s Banamex and Santander Serfín. Some 16 million low-to-middle-income households more than two-thirds of all Mexicans had little or no access to financial services.5 But Grupo Elektra already did business with the BOP population. Its Salinas y Rochas stores had been selling furniture on credit since 1906. Elektra began manufacturing selling and financing radios and TVs in the 1950s. Today Grupo Elektra sells computer equipment electronics cell phones furniture household appliances motorcycles and automobiles to low- and middle-income families. It brings in over 3 billion in annual revenue even though the monthly incomes of its typical customers are only between 250 and 3 200.6 By the late 1990s Grupo Elektra was selling more than half of its goods on credit. Besides installment plans for store purchases the company also offered savings accounts remittances and other services through the stores. The Model Leveraging Existing Knowledge and Infrastructure Grupo Elektra made excellent use of its positioning to reach a vast virtually untapped market for banking services. Half a century s experience serving the BOP market as a retailer Brand recognition and customer loyalty within its demographic and geographic targets An existing infrastructure of physical locations and retail operations Sophisticated data systems through which banking operations could be deployed Elektra knew its existing customers are often .