Các ngân hàng và các nhà bán lẻ Mỹ Latinh có nhiều khả năng hơn so với những người ở các khu vực khác để đi vào cung cấp dịch vụ trực tiếp, như trong trường hợp của Banco Azteca, Banco Bradesco ở Brazil, và Banco Pichincha ở Ecuador. | 52 Microfinance for Bankers and Investors If parts of this description sound more like a mass-market retailer than a commercial bank it should come as no surprise that some of the most successful entrants into inclusive finance like Banco Azteca in Mexico come from retail sectors already known to customers. Latin American banks and retailers are more likely than those in other regions to go into direct service provision as in the case of Banco Azteca Banco Bradesco in Brazil and Banco Pichincha in Ecuador. Their motivations include stiff competition in mainstream markets such as invasion of their markets by large international banks demonstrated profitability of microfinance institutions and the presence in some cases of underutilized branch infrastructure. The outcomes of direct delivery strategies have varied widely from attempts that never reach many people and are abandoned after a short time to major successes reaching millions of people which points to a second set of important corporate choices. In-House vs. Partnerships For those bold enough to go into direct delivery the next major choice becomes whether to go it alone or in partnership with other organizations. Few companies have all the attributes needed for successful entry so they must decide whether to build the new competencies themselves acquire them or partner with others. In-House Some organizations decide to build their own capacity thus capturing the whole revenue stream from the operation and avoiding the difficulties inherent in partnering arrangements. Companies that follow this route generally already have most of the key attributes we mentioned above. Even for the best suited organizations entry into inclusive finance cannot be treated simply as new product development. It often requires the creation of new structures. Grupo Elektra which had an extensive retail structure client connections IT capability and a history of financing consumer purchases still needed to create Banco Azteca in .
