The Rise Of E Commerce - 1440 Words

1 INTRODUCTION 1.1 Background In today’s world there is a widespread trend of global expansion, the borders between markets have become more and more diffused. The number of firms expanding abroad is increasing and internationalization has become a necessity, not only to further a firm’s growth, but also to better handle international competition in its home market. This internationalization continues in all industries, not at least in the fashion industry. Fashion is a global phenomenon, it does not matter if you walk the streets of Spain, New York or Beijing anywhere you turn you will see fashion aware people. But this study is focus on fashion industry China’s apparel market is one of the fastest growing markets in the world. The rise of e-commerce and the rise in fast fashion have fueled the fast growth of the market. In terms of store numbers, China is now the most important international market for many major fast fashion brands. It is the largest international market for ZARA and Uniqlo, and the largest international market in Asia for HM and CA. On 1964 the first Hennes store outside Sweden open in Norway, on 1978 the first store outside Scandinavia opens in London, in the UK, on 1990s progress continues in Europe with the opening of the first store in France in 1998.Newspapre and magazine advertising is complemented by outdoor advertising featuring famous models .on 2007 the first Asian stores open in Hong Kong and Shanghai. On 2009 the new store in Beijing ofShow MoreRelatedE Commerce Is On The Rise772 Words   |  4 PagesI agree with your post. I believe that brick and mortar businesses are highly relevant despite the fact that e-commerce is on the rise. I too enjoy shopping online sometime mainly due to my shopping habits and simply out of convenience. Joseph (2016) acknowledges that, E-commerce has the convenience component nailed down. 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Nafta And Theu.s. North American Free Trade Agreement

Introduction The formation of NAFTA (North American Free Trade Agreement) has brought many advantages among the nations of the U.S., Canada, and Mexico. Since its inception in 1994, it is difficult to see the great effect NAFTA has economically whether it is good or bad due to currency fluctuations, and economic growth (Villarreal Fergusson, 2014). This is why the paper will go into the advantages that NAFTA has brought to the countries mentioned above. The advantages that will be discussed are the reducing or elimination of tariffs amid the three nations, and production domestically (Ebert Spielmann, 1994; Villarreal Fergusson, 2014). The NAFTA Advantage of Tariff Reduction One of the important advantages involving NAFTA was†¦show more content†¦In agriculture NAFTA’s goal was to establish different cross-border engagements in regard to the agriculture trade. As one engagement would be established between the U.S. and Mexico, the other would be set up between Canada and Mexico. NAFTA in regard to the trade in agriculture involving the U.S. and Mexico did away with the majority of the barriers not having nothing to do with tariffs. This was accomplished by converting them to ordinary tariffs, or by tariff-rate quotas. Tariffs placed on corn and sugar where done away with in 15 years between the two nations (Villarreal Fergusson, 2014). One-half of the agricultural trade between the U.S., and Mexico was duty free when NAFTA was established. This was an advantage to both nations due to the fact that before NAFTA exports from the U.S to Mexico in agriculture were under the control of requirements in licensing imports that were restrictive (Villarreal Fergusson, 2014). Next in regard to the automotive industry, NAFTA did away with the auto decree in Mexico that was so restrictive. This involved the doing away of tariffs from Mexico on products from Canada and the U.S., and importation tariffs from the U.S. on Mexico as long as they followed the stipulations involving the rules of origin. These were sixty percent in regard to parts for other

An Investigation Into the Factors Influencing free essay sample

Chapter One Introduction 1. Introduction This chapter will cover the background of the research problem, purpose of study, hypotheses, importance of the study, and the scope of the study. The chapter introduces the major concepts of the study of strategic alliances and agent banking models. 1. 1. Background 1. 1. 1 Strategic Management Process Although most can agree that a firm’s ability to survive and prosper depends on choosing and implementing a good strategy, there is less agreement about what constitutes a good strategy (Barney, 2008). However, there seems to be an agreement as to what a strategy really means: a firm’s theory about how to gain competitive advantage. The strategic management process is a sequential set of analyses and choices that can increase the likelihood that a firm will choose a strategy that generates competitive advantage (Hesterly, 2008). The first step is mission (long term purpose) definition, followed by setting of objectives, that is, specific measurable targets that a firm uses to evaluate the extent to which it is realizing its mission. The next phase are the internal and external analyses, where a critical evaluation of the strengths, weaknesses, opportunities and threats is done in regard to both the internal and external environments. Once a firm establishes a sound balance between internal capabilities and weaknesses with external opportunities and threats, the management is in an informed position to select strategies that presents the best way possible to achieve the firm’s objectives. Barney (2008) categorizes strategy choices into business level strategies and corporate level strategies. Business-level strategies are actions a firm takes to gain competitive advantage in a single market and includes cost leadership, differentiation and focus. Corporate level strategies are actions a firm takes to gain competitive advantage in multiple markets and includes vertical integration strategies, strategic alliances, mergers and acquisitions. This study draws its subject on strategic alliances as a corporate-level strategy a firm may choose to achieve its broad objectives. 1. 1. 2 Strategic Alliances A strategic alliance exists whenever two or more independent organizations cooperate in the development, manufacture, or sale of products or services. These alliances can be groped into three broad categories: nonequity alliances, equity alliances, and joint ventures (Barney, 2008). In a nonequity alliance, the cooperative relations are managed through the use of various contracts: licensing agreements, supply agreements, and distribution agreements. For instance, in the banking industry, agent banking falls under distribution agreements since agents are contracted by banks to offer banking services on behalf of the banks (C. G. A. P, 2009). 1. 1. 3 Agent Banking In a growing number of countries, banks and other commercial financial service providers are finding new ways to make money and deliver financial services to unbanked people (Lyman, 2009). Rather than using bank branches and their own field officers, they offer banking and payment services through third parties. For poor people, â€Å"branchless banking† through retail agents may be far more convenient and efficient than going to a bank branch (C. G. A. P, 2009). For many poor customers, it will be the first time they have access to any formal financial services—and formal services are usually significantly safer and cheaper than informal alternatives. Two models of branchless banking through retail agents are emerging: one led by banks, the other by non-bank commercial actors (Lyman, 2009). Both use information and communication technologies, such as cell phones, debit and prepaid cards, and card readers to transmit transaction details from the retail agent or customer to the bank (C. G. A. P, 2009). Branchless banking through retail agents appeals to policymakers and regulators because it has the potential to extend financial services to unbanked and marginalized communities. But it also challenges them to ask: What are the risks of these new approaches, and are they different from those of conventional branch-based banking? How should banks respond to these risks, so as to permit branchless banking with retail agents to operate safely and expand access to finance (C. G. A. P, 2009). Agency banking can be understood by examining the experience of five ioneering countries— Brazil, India, South Africa, the Philippines, and Kenya—where agent-assisted branchless banking that targets poor customers is already a reality (Kumar, 2009). Some models of branchless banking—for example, Internet banking and automatic teller machines (ATMs)—can be seen as modest extensions of conventional branch-based banking. Other models offer a distinct alternative to conventio nal branch-based banking in that customers conduct financial transactions at a whole range of retail agents instead of at bank branches or through bank employees (Staschen, 2009). Agent-assisted branchless banking is relatively new. Among the countries studied, the phenomenon ranges in age from only a few months (in the case of Kenya), to a few years (in the case of Brazil and some services in India). Outside of Brazil and the Philippines, branchless banking through retail agents reaches relatively few customers with a limited range of financial services (C. G. A. P, 2009). As compared with conventional branch-based banking, both models of agent-assisted branchless banking touch on issues that lie at the heart of traditional bank regulation and supervision. One set of issues, common to both models, arises from the outsourcing of substantially all direct customer contact to a potentially infinite array of different types of retail agents (Lyman, 2009). According to F. S. D/Kenya, key issues to be considered are: authorization of agent network managers, establishment of a register of agents, review of agent licensing requirements, competition agent exclusivity, and need for consumer protection arrangements covering agents. Coupled with the risks associated with new operational platforms, these issues are likely to be of major concern to commercial banks and may indeed hamper the implementation of agent banking. 1. 2 Problem Statement In the year 2009, C. B. K became one of the founding members of the Alliance for Financial Inclusion (A. F. I) in September 2009. Through A. F. I, C. B. K conducted a study tour of Brazil and Colombia to gain an understanding of Agent Banking. This model introduced through the Finance Act, 2009 entail the use of third parties by banks to extend their outreach cost effectively. The National Financial Access Survey released in 2009 indicates that 32% of Kenya’s bankable population remains totally excluded from any form of financial services. The Central Bank has therefore continued to promote policy solutions geared towards enhancing financial inclusion, with the introduction of agent banking being one of the initiatives. In a growing number of countries, banks are finding new ways of delivering financial services to unbanked people. The introduction of agent banking is intended to enable institutions to provide banking services in a more cost effective way which is equally cheaper to the customers (C. G. A. P, 2009). It is further intended to enhance financial access especially for those people who are currently unbanked, while giving banks an opportunity to increase their market shares (F. S. D/Kenya, 2009). Despite the strong presence of retail outlets showing interest to work with banks as agents, the adoption of this model is rather slow. Since the coming into operations of the Guidelines on Agent Banking, only six banks have applied to the C. B. K for Agent Network approval (C. B. K, 2010). Of these, only two applications had been granted approval by end of September 2010, while the other four were still in the early stages of review. As at 30th September 2010, CBK had approved 5,892 agents of which 4,392 of these agents are telecom related with 1,500 comprising other types of enterprises. In addition, 66% of the approved agents are in the rural areas while the rest are in urban areas. (C. B. K, 2010). This study therefore seeks to find out the factors influencing the implementation of agent-banking by commercial banks in Kenya. 1. 3 Purpose This study aims at discovering the factors behind the sluggish pace of agent banking implementation in Kenya, with emphasis on the position taken by commercial banks in Kenya towards agent-assisted banking models. The results of the study will include comprehensive recommendations to both commercial banks and the industry regulator on possible strategies of making agent banking, as an alternative service delivery channel, a success in bringing financial services closer to the poor and currently unbanked population. 1. 4 Objectives of the study 1. 4. 1 General objective The general objective of the study is to determine factors influencing the implementation of agent banking in the Kenyan Financial Services Sector. 1. 4. 2 Specific objectives The study aims to achieve the following specific objectives; i. To determine how consumer protection influences the implementation of agent banking by commercial banks in Kenya ii. To determine how laws and regulations influences the implementation of agent banking by commercial banks in Kenya iii. To determine how risk appetite affects the implementation of agent banking by commercial banks in Kenya iv. To find out the effect of overall business strategy on the implementation of agent banking by commercial banks in Kenya. 1. 5 Hypotheses Table 1. 1 Hypotheses sets |Set |H0 |HA | |1 |Consumer protection requirements influence the |Consumer protection requirements have no influence on the | | |implementation of agent banking by commercial banks in |implementation of agent banking by commercial banks in | | |Kenya. Kenya. | |2 |Unfavorable legal and regulatory guidelines on agent |Legal and regulatory guidelines on agent networks have no | | |networks affect the implementation of agent banking by |effect on the implementation of agent banking by commercial | | |commercial banks in Kenya. |banks in Kenya. | |3 |Low risk appetite influences the operationalization of |Low risk appetite has no effect on the operationalization of| | |agent banking by commercial banks in Kenya. |agent banking by commercial banks in Kenya. |4 |Lack of an elaborate business strategy on agent banking|Business s trategies have no effect on the adoption of agent | | |affects the adoption of agent banking models among |banking models among commercial banks in Kenya | | |commercial banks in Kenya | | 1. 6 Scope The study will cover duly registered commercial banks in Kenya, with information being gathered preferably from the headquarters of the institutions. Respondents will be individuals holding managerial position related to retail banking, channels management, risk management and marketing or strategy functions. All aspects of service delivery by third party agents will form the main subject of the study. 1. 7 Significance of the study 1. 7. 1 To regulatory authorities The study will be of major use to the CBK, Central government and other oversight bodies as it will give insights on the unique attributes of the Kenyan banking sector and identification of potential problem areas in the quest of increasing financial inclusion through alternative channels. This will go along pay in guiding policy decisions that can be exploited to make banking services conveniently available all segments of the population. 1. 7. 2 To commercial Banks The study is important to Commercial bank managers since it will help them appreciate the magnitude of potential loss of business opportunities to their competitors due to lack of flexible strategic planning. The report will also produce valuable industry data that can be used by commercial banks to develop comprehensive business strategies on agent banking as key potential problem areas in the banking model will be identified and quantified. . 7. 3 To academicians and researchers The study will be a source of reference material for future researchers on related topics; it will also help other academicians who undertake the same topic in their studies. The study will highlight important relationships that require further research; this may be in the areas of relationships between firm’s performance and delivery channels’ dynamics. 1. 8 Limitations of the study This study will be confined to the headquarters of 12 Commercial Banks in Kenya. The responses given might be inadequate to make generalizations for the whole banking sector. This problem will however be averted by stratifying the population into three categories based on asset book size and market reach, and in line with the classification provided by the industry regulator, followed by random sampling. This will ensure that the sample will indeed be a true representative of the population. 1. 9 Assumptions The study assumes that consumer protection requirements, low risk appetite, cumbersome regulations and restrictive business strategies have a negative influence on the adoption of agent banking models in Kenya. The study further assumes that middle and top level bank managers in the areas of retail banking, marketing, strategy and risk management are conversant with the subject of service delivery through third party agents. 1. 10 Definitions Strategy- a firm’s theory about how to gain competitive advantage Strategic management process sequential set of analyses and choices that can increase the likelihood that a firm will choose a strategy that generates competitive advantage Strategic alliances arrangements where two or more independent organizations cooperate in the development, manufacture, or sale of products or services Agent banking – a banking model where commercial banks offer their core services through third party intermediaries Consumer protection – set of guidelines a firm/industry employs to cover its customers from any form of exploitation due to their vulnerable position in a business transaction Risk appetite – the amount of loss a firm is ready to absorb due to risk events Risk – uncertainty in the occurrence of loss or gain Reputation risk – risk of loss resulting from compromised external opinion towards a firm Operational risk – risk of loss resulting from inadequate or failed internal processes, people and systems, or from external events Liquidity risk – risk that an imbalance between cash inflows and outflows will result in insufficient cash reserves to meet all demands of the depositors. Chapter Two Literature Review 2. 0 Introduction This chapter presents the literature review and theories, and conceptual framework adopted in the study of strategic alliances and more specifically, the evolution of agent banking. In addition, an empirical work has been reviewed with the final presentation of conceptual and operational frameworks of the study. 2. 1 Theoretical Literature Review The sections analyses current theories related to strategic management process, strategic choice, strategic alliance threats and opportunities, and their relevance in the agent banking models. Research gaps and theoretical weaknesses have also been identified. 2. 1. 1 Strategic Management Process Although most can agree that a firm’s ability to survive and prosper depends on choosing and implementing a good strategy, there is less agreement about what constitutes a good strategy (Barney, 2008). However, there seems to be an agreement as to what a strategy really means: a firm’s theory about how to gain competitive advantage. The strategic management process is a sequential set of analyses and choices that can increase the likelihood that a firm will choose a strategy that generates competitive advantage (Hesterly, 2008). The first step is mission (long term purpose) definition, followed by setting of objectives, that is, specific measurable targets that a firm uses to evaluate the extent to which it is realizing its mission. The next phase are the internal and external analyses, where a critical evaluation of the strengths, weaknesses, opportunities and threats is done in regard to both the internal and external environments. Once a firm establishes a sound balance between internal capabilities and weaknesses with external opportunities and threats, the management is in an informed position to select strategies that presents the best way possible to achieve the firm’s objectives. Barney (2008) categorizes strategy choices into business level strategies and corporate level strategies. Business-level strategies are actions a firm takes to gain competitive advantage in a single market and includes cost leadership, differentiation and focus. Corporate level strategies are actions a firm takes to gain competitive advantage in multiple markets and includes vertical integration strategies, strategic alliances, mergers and acquisitions. This study draws its subject on strategic alliances as a corporate-level strategy a firm may choose to achieve its broad objectives. One major weakness of this framework is that it presents strategic management in a form of series while in real sense, management decisions are made within a network of closely interwoven and interrelated activities. For instance, S. W. O. T analysis is done at every stage in the strategic management process 2. 1. 2 Strategic Alliances A strategic alliance exists whenever two or more independent organizations cooperate in the development, manufacture, or sale of products or services. These alliances can be groped into three broad categories: nonequity alliances, equity alliances, and joint ventures (Barney, 2008). In a nonequity alliance, cooperating firms agree to work together to develop, manufacture, or sell products or services, but they do not take equity positions in each other or form an independent organizational unit to manage their cooperative efforts. Rather, these cooperative relations are managed through the use of various contracts: licensing agreements, supply agreements, and distribution agreements. For instance, in the banking industry, agent banking falls under distribution agreements as agents are contracted by banks to offer banking services on behalf of the banks (C. G. A. P, 2008). The classification according to Barney (2008) is in agreement with that given by Day (1990) and gives a clear distinction between strategic alliances and mergers and acquisitions. However, other writers have questioned this classification as merger could be indeed be a form of strategic alliances involving capital. 2. 1. 3 Strategic Alliance Opportunities Strategic alliances create value by exploiting opportunities and neutralizing threats facing a firm. Opportunities associated with strategic alliances fall into three large categories. First, these alliances can be used to improve performance of a firm’s current operations. Second, alliances can be used to create a competitive environment favorable to superior firm performance. Finally, they can be used to facilitate a firm’s entry into or exit from new markets or industries (Hesterly, 2008). Indeed, the major reason why most firms cooperate is to increase efficiencies and open more avenues of improving firms’ performance. However, Hesterly (2008) has not clearly whether opportunities of strategic alliances attract firms or it is the business needs that compel firms to initiate alliances in the market. 2. 1. 4 Strategic Alliance Threats Just as there are incentives to cooperate in strategic alliances, there are also incentives to cheat on these cooperative agreements. Indeed, research shows that as many as one-third of all strategic alliances do not meet the expectations of at least one alliance partner (Barney, 2008). In the case of distributor agreements (nonequity alliance), the producers often evaluate the threats of the alliance using a framework of risk. The risk based approach has particularly been adopted in the financial services contracting in countries like Brazil and Mexico. (C. G. A. P, 2006) Hesterly (2008) has highlighted four issues of concern to forming strategic alliances: consumer protection, legal / regulatory implications, competitive networks, Reputational and operational risks. In addition, an organization needs to have an overall business strategy that is open to strategic linkages with other entities. Lyman (2009) has brought these threats into perspective while studying the branchless banking model in Brazil, Kenya and the Philippines. 2. 1. 4. 1 Consumer Protection And Resolution Of Grievances According to Lyman (2009), any of the foregoing categories of risk triggers consumer protection concerns if the resulting loss falls on customers. Use of retail agents may also increase the risk that customers will be unable to understand their rights and press claims when aggrieved. Customers are protected against fraud by laws and regulations in the countries studied. But it is not always clear to customers how they will be protected against fraud when they use retail agents to conduct financial transactions. 2. 1. 4. 2 Legal / Regulatory Risks Since industry regulators have had little experience with agent banking models and are still adjusting existing rules to address them (or had yet to begin this process), some level of legal and regulatory uncertainty and ambiguity for both the banks and nonbanks (and to a lesser extent also for retail agents) has remained. Once a model becomes widely used in a country, these uncertainties and ambiguities could take on a systemic dimension if, for example, several banks with significant operations conducted through retail agents suddenly face an unfavorable interpretation that challenges their authority to transact business through retail agents or the enforceability of related legal agreements (Lyman, 2009) 2. 1. 4. 3 Operational Risk Operational risk refers to potential losses resulting from â€Å"inadequate or failed internal processes, people and systems or from external events. For banks and nonbanks that use retail agents and rely on electronic communications to settle transactions, a variety of potential operational risks arise. For example, customers or retail agents could commit fraud, or a bank’s equipment or other property could be stolen from a retail agent’s premises. Financial loss for banks or nonbanks (and also potentially for customers) can also occur from data leaks or d ata loss from hacker attacks, inadequate physical or electronic security, or poor backup systems (Lyman, 2009). 2. 1. 4. 4 Reputation Risk When retail agents under perform or are robbed, banks’ public image may suffer. Many operational risks mentioned (such as the loss of customer records or the leakage of confidential customer data) also can cause reputational risk, as can liquidity shortfalls in the retail agent’s cash drawer. Moreover, reputation risk can spread from one bank or nonbank to another and take on systemic dimensions (Lyman, 2009) 2. 1. 4. 5 Liquidity Risk Retail agents, especially those that are relatively small, unsophisticated, and remote, may not have enough cash to meet customers’ requests for withdrawals and may lack experience in the more complex liquidity management required for offering financial services. To manage liquidity effectively, retail agents must balance several variables, including turnover of cash, ease of access to the retail agent’s bank account, and processing time of transactions, among others (C. G. A. P, 2008). 2. 1. 4. 6 Business Strategy Although most can agree that a firm’s ability to survive and prosper depends on choosing and implementing a good strategy, there is less agreement about what constitutes a good strategy (Barney, 2008). According to Aaker (1998), t is usually very difficult to predict how competition in an industry will evolve, and so it is rarely possible to know for sure that a firm is choosing the right strategy and this is why a firm’s strategy is almost always a theory. However, this theory sets the tone at which competition evolution is handled in the future. For a firm to make the choice of making strategic alliances, the overall business strategy must be open to the formation of strategic linkages with other entities. This fact has been acknowledged by the Central Bank of Kenya which has directed that for any commercial bank to be allowed to offer services through third party agents, it must have an elaborate business strategy on agent banking (CBK guidelines on Agent Banking, 2010). In summary, the classification of threats in agent banking models as given by Lyman (2009) appears to be widely accepted by industry players as the framework was drawn from case studies done in the banking industry in the pioneering countries. However, the framework fails to suggest possible avenues of avoiding or at least neutralizing these threats to be used as a guideline by financial institutions which are interested in agent banking models. More research is indeed required to meet this gap if agency banking is to be the new frontier of increasing financial inclusion. 2. 2 Empirical Review The concept of agent banking has only taken momentum in the twenty first century, with Brazil being a success story of branch-less banking. Other countries where the banking approach has been implemented are South Africa, India, Mexico, Kenya and the Philippines. In Kenya, the idea of agent banking evolved from the innovations of the mobile telecommunications company, Safaricom Ltd, with its innovative and transformative money transfer service, ‘M-PESA’. In 2009, the Banking Act was amended to allow commercial banks use agents in their outreach to extend the formal financial services access frontier. Three organizations have been instrumental in studying agent banking models and their contribution to the universal goal of raising financial inclusion among the poor. These organizations are F. S. D/K (Financial Sector Deepening, Kenya), C. B. K (Central Bank of Kenya) and C. G. A. P (Consultative Group to Assist the Poor). In an effort to promote financial access by the majority of Kenyans, the Central Bank and the banking sector continued with initiatives to put in place a credit information sharing mechanism which would enable individuals to use their information capital as â€Å"collateral† to access bank services. Further, the amendment of the Banking Act to permit banks to use agents in their outreach would also extend the formal financial services access frontier. In 2009, banks pursued revenue growth strategies based on their ability to acquire new customers and cross-selling more products and services to existing customers by leveraging on technology (C. B. K, 2010). In a growing number of countries, banks and other financial service providers are finding new ways to make money and deliver financial services to unbanked people (C. G. A. P, 2009). Rather than using bank branches and their own field officers, they offer banking and payment services through third parties. For many poor customers, it would be the first time they have access to any formal financial services—and formal services were usually significantly safer and cheaper than informal alternatives. Two models of branchless banking through retail agents have emerged: one led by banks, the other by non-bank commercial actors (Lyman, 2009). Both use information and communication technologies, such as cell phones, debit and prepaid cards, and card readers to transmit transaction details from the retail agent or customer to the bank (C. G. A. P, 2009). For example, customers of Caixa Economica Federal, a Brazilian state-owned bank, could open and deposit money in a current account, make person-to-person transfers, and get loans—all using simple bankcards and card readers at over 12,000 lottery outlets, supermarkets, and even butcher shops (Lyman, 2009). In Kenya Customers could use their phone to send and receive â€Å"M-PESA,† make payments to other people and shops, and store money for future use (F. S. D/K, 2010). Branchless banking through retail agents appeals to policymakers and regulators because it has the potential to extend financial services to unbanked and marginalized communities. But it also challenges them to ask: What are the risks of these new approaches, and are they different from those of conventional branch-based banking? How should banks respond to these risks (C. G. A. P, 2009) F. S. D/Kenya and C. G. A. P have done immense research and advocacy on agent banking. Agency banking can be understood by examining the experience of five pioneering countries— Brazil, India, South Africa, the Philippines, and Kenya—where agent-assisted branchless banking that targets poor customers is already a reality (Kumar, 2009). Branchless banking represents a new distribution channel that allows financial institutions and other commercial actors to offer financial services outside traditional bank premises. Lyman (2009) has outlined two models of agent banking. One model of branchless banking—for example, Internet banking and automatic teller machines (ATMs)—can be seen as modest extensions of conventional branch-based banking. Other models offer a distinct alternative to conventional branch-based banking in that customers conduct financial transactions at a whole range of retail agents instead of at bank branches or through bank employees (C. G. A. P, 2009). This concept has introduced new risks and other regulatory issues in the industry. For regulators, the task is not to try to eliminate these risks, but to balance them appropriately with the benefits of branchless banking—including expanded outreach of financial services. Of the countries so far studied, Kenya may best reflect the situation of most developing and transition countries (F. S. D Kenya, 2010). Policymakers and regulators have greeted branchless banking with a mixture of great enthusiasm for its potential to expand access and real concern about new risks for vulnerable customers and the financial system. The case for accepting bank agents in Kenya has already been accepted by policy makers and regulators in Kenya; the question is how to regulate and supervise this (FSD Kenya. 2010). In addition, it is left to the individual banks to decide whether they will use the model to meet their strategic objectives. The Central Bank of Kenya has indeed placed a requirement for an elaborate business strategy on agent banking before any approval is given for agent networks. Section 2. 3. 2. f CBK guidelines on agent banking approval requires the applying institution to have a delivery channel strategy and how agents fit in the strategy, feasibility study of the global view of future operations and development of the agent business for a minimum period of three years and a business strategy for agent banking (C. B. K, 2010). According to FSD-Kenya, key issues to be considered are: review of agent licensing requirements, risk management, and need for consumer protection arrangements covering agent s. These issues are likely to be of major concern to commercial banks and may indeed hamper the implementation of agent banking. The threats associated with agent banking have not gone unnoticed. Indeed most commercial banks are taking a rather conservative position regarding the implementation of agent banking model. Like F. S. D/K, C. G. A. P (2009), has identified three issues that agent banking, as a strategic alliance orientation, poses to both the regulator and the market players: reputational and operational risks, consumer protection, regulatory framework and business strategies at the institutional level. On its part, C. B. K has alluded that any bank wishing to operate through agents must have an elaborate business strategy on agent banking before any approval is given. 2. 3. 1 Conceptual Framework [pic] Independent Variables Dependent Variable Figure 2. 1: Conceptual framework Source: (Author, 2010) 2. 3. 2. Operational Framework: [pic] Dependent variable Independent variables Parameters Figure 2. 2: Operational framework Source: (Author, 2010) Chapter Three Research Methodology 3. 0 Introduction This chapter presents the methodology that will be used to carry out this study. Research methodology is defined as an operational framework within which the facts are placed so that their meaning may be seen more clearly. The task that follows the definition of the research problem is the preparation of the design. The methodology of this research includes the research design, population to be studied and sampling strategy, the data collection process, the instruments to be used for gathering data, and how data will be analyzed and presented. 3. 1 Research Design In this study a survey design will be used. This research problem can best be studied through the use of a survey. This method portrays an accurate profile of persons, events, or situations. Surveys allow the collection of large amount of data from a sizable population in a highly economical way. It allows one to collect quantitative data, which can be analyzed quantitatively using descriptive and/or inferential statistics. 3. 2 Population The population of study will consist of 46 commercial banks in Kenya. Target population in statistics is the specific population about which information is desired. A population is a well defined set of people, services, elements, and events, group of things or households that are being investigated. This definition ensures that population of interest is homogeneous. Population studies, also called census are more representative because everyone has equal chance to be included in the final sample that is drawn. The target population of this study will be all the 46 commercial banks in Kenya registered under the banking act. The study will focus on the headquarters of the banks, especially risk, marketing, strategy and retail divisions since they are the most conversant with the strategic directions of the banks in regard to the subject of the study. Table 3. 1 Target Population Class |Net Assets |Population |Percentage % | | |(‘000,000’ KES) |(Frequency) | | |Large Banks |gt; 15,000 |19 |42 | |Medium Banks |5,000 – 14,999 |14 |32 | |Small Banks |lt; 5,000 |12 |26 | |Total | |45 |100 | Source: (C. B. K, 2010) 3. 3 Sample size The sample size in this study will consist of 12 commercial banks in Kenya. The researcher will involve the marketing managers, retail ba nking managers, and risk/compliance managers (preferably two managers from each of the mentioned functional areas) from each bank. This means that the total respondents in this study will be 72 in number. 3. 4 Sampling technique The researcher will use stratified random sampling to select 12 commercial banks out of 46 banks. The researcher will in this case consider all the commercial banks and choose 12 of them in a manner that will make the sample a true representative of the population. The population will be stratified into three categories according to the market shares and in line with the CBK classification of financial institutions. In each class, the researcher will select a random sample so that each item in the population has the same probability of being selected as part of the sample as any other item. Table 3. 2: Sample size Classes |Respondents |Target Population (2/Bank)|Sample size (2 |percentage | | | | |respondents * 4 | | | | | |banks per class) | | |Large |Marketing/strategy Managers |38 |8 |21% | | |Retail-Banking Managers |38 |8 |21% | | |Risk/Compliance managers |38 |8 |21% | |Medium |Mar keting/strategy Managers |28 |8 |28% | | |Retail-Banking Managers |28 |8 |28% | | |Risk/Compliance managers |28 |8 |28% | |Small |Marketing/strategy Managers |24 |8 |33% | | |Retail-Banking Managers |24 |8 |33% | | |Risk/Compliance managers |24 |8 |33% | Source:(Author, 2010. ) 3. 5Instruments. The researcher will use primary data (questionnaires) to carry out the study. The questionnaires will include structured (close-ended) and unstructured (open-ended) questions. The structured questions will be used in an effort to conserve time and money as well as to facilitate in easier analysis as they are in immediate usable form; while the unstructured questions will be used so as to encourage the respondent to give an in-depth and felt response without feeling held back in revealing any information. With unstructured questions, a respondent’s response may give an insight to his feelings, background, hidden motivation, interests and decisions and give as much information as possible without holding back. 3. 6 Validity and Reliability The questionnaires to be used are estimated to be reliable as sets of questions measuring a single concept have been groped together, resulting in a high degree of internal consistency. In addition, the instruments will be subjected to a test-retest procedure before being distributed to the main respondents. The variables have been operationalized into parameters that represent issues which are handled on a day to day basis under normal business activities in the industry being studied. Besides, the selected respondents have been drawn from personalities with knowledge, experience and influence on matters forming the subject. This will ensure that the instrument actually measures the true situation, opinions and predictions on agent banking in Kenya. A survey designed will be used in this study because of its strength associated with collecting data in a real life situation. In addition, the sampling technique (random stratified) and the proposition of drawing respondents from relevant divisions in the head offices of commercial banks will increase the external validity as the results could be generalized to the entire banking sector in Kenya. 3. Data Collection Data will be collected using the drop and pick method. The method is deemed appropriate as all respondents are expected to be found within a small geographical area, that is, the city of Nairobi. This is coupled by the possibility of face to face interaction with the respondents which is likely to increase t he response rate. 3. 8 Data Processing and Analysis Once the completed questionnaires have been received, the raw data will be edited to ensure accuracy, completeness and consistency as well as identifying cases where a respondent may give more than one response in a question that would otherwise generate a single answer. A codebook of questionnaire items will then be developed and used to enter responses into a computer spreadsheet which would then be imported by S. P. S. S. Data will be analyzed using a multiple regression model. This will enable the researcher to make possible predictions about the study. A multivariate regression model will be applied to determine the relative importance of each of the three variables with respect to the implementation of agent banking by commercial banks in Kenya. The regression model will be as follows: y = ? 0+ ? 1X1 + ? 2X2 + ? 3X3 + ? 4X4 + ? Where: Y = Implementation of agent banking ?0 = Constant Term ?1, ? 2, ? 3, ? 4 = Regression coefficients associated with consumer protection, risk appetite, laws regulations and restrictive business strategy respectively X1= consumer protection X2= risk appetite X3= laws and regulations X4= Restrictive Business strategy. 3. 9 Presentation of Findings The findings will be presented using tables and charts. Tables will be used to summarize responses for further analysis and facilitate comparison. This will generate quantitative reports through tabulations, percentages, and measures of central tendency. Cooper and Schindler (2003) notes that the use of percentages is important for two reasons; first they simplify data by reducing all the numbers to range between 0 and 100. Second, they translate the data into standard form with a base of 100 for relative comparisons. References Aaker, D. (1998), Strategic Market Management, Chichester, Wiley. Voll 13 pp 14 – 26 Achrol, R. S. and Kotler, P. (1999), â€Å"Marketing in a networked economy†, Journal of Marketing, (special issue). Aliouat, Boualem. (2006). â€Å"Effects of change paradigms on strategic Alliance† Montreal: pp, 26 – 84. Barney, J. B. and Hesterly, W. S. (2008), â€Å"Strategic Management and Competitive Advantage†. New Jersy, Prentice-Hall. Banking in Brazil. † World Bank Working Paper No. 85. Washington, D. C. : World Bank. http://siteresources. worldbank. org/inttopconf3/resources/363980retail0p101official0use0only1. pdf. Bengtsson, Maria Kock, Soren. (2000). Competition in Business Networks- to cooperate and compete simultaneously†. Industrial Marketing Management Vol. 29 No. 5 pp. 411-426. Elsevier Science. Calori, R. et al. (1989). Strategic Action. Paris: Organisation Editions. Cravens, D. W. (1998), â€Å"Examining the impact of ma rket-based strategy paradigms on marketing strategy†, Journal of Strategic Marketing. Vol. 45 No. 11 pp. 312-367. Central Bank of Kenya. (2009). Banking Supervision Annual Report, 2009: http://www. centralbank. go. ke/downloads/acts_publications/banking supervisionannualreport_2009. pdf Central Bank of Kenya. (2010). Banking Supervision Quarterly Repor, third quartert, 2010http://www. centralbank. go. e/downloads/acts_publications/banking supervisionthirdquarterreport_2010. pdf Central Bank of Kenya. (2010). Guidelines on Agent Banking, 2010 : http://www. centralbank. go. ke/downloads/acts_publications/banking agentbankingguidelines_2010. pdf Consultative Group to Assist the Poor (CGAP). (2009). Financial Access: Measuring Access to Financial Services around the World. http://www. cgap. org/financialindicators. Davis, S. M. (1984), Managing Corporate Culture, Cambridge, MA Ballinger Publishing Company. Vol. 15 No. 11. Day, G. S. (1990), Market Driven Strategy: Processes for Cr eating Value, The Free Press, New York, NY. The Free Press. Voll 9 No 2 Doyle, P. 1998), Marketing Management and Strategy, London Prentice-Hall Europe, Hemel Hempstead. Voll. 13 pp 42 – 48 Drew, S. A. W. (2001), â€Å"What really drives a fast company? †, Journal of Management. Vol. 65 No. 79 pp. 651-926. Elsevier Science. Financial Sector Deepening, Kenya. (2010). Regulation and Supervision of Bank Channels: Policy Options for Kenya : http://www. fsdk. com/downloads/acts_publications/ Regulation and Supervision of Bank Channels,2010. pdf Hax, A. C. and Wilde, D. L. (2001), The Delta Project: Discovering New Sources of Profitability in a Networked Economy, Palgrave, Basingstoke. Vol. 10 No. 2, pp. 4-14. Johnson, G. and Scholes, K. (1997), Exploring Corporate Strategy, Prentice-Hall Europe, Hemel Hempstead. Vol. 7 No. 6, pp. 343-56. Lyman, Staschen, Kumar, Anjali, Ajai Nair, Adam Parsons, and Eduardo Urdapilleta. 2008. â€Å"Expanding Bank Outreach through Retail Partnerships: Correspondent Mas, Ignacio Hannah Siedek. (2009). .Banking through networks of agents CGAP Focus Note 47. Ndungu, N. (2010). Banking Supervision Annual Report, CBK Focus Note 2009. Porter, M. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, The Free Press, New York, NY. Pp 26 – 31 Porter, M. (1985), Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press, New York, NY. Pp 46 – 53 Slater, S. F. nd Narver, J. C. (1998), â€Å"Customer-led and market-oriented: let’s not confuse the two†, Strategic Management Journal. Vol. 59, July, pp. 63-74 Consumer protection Regulatory issues Risk appetite Business strategy Agent Banking Implementation Grievance Handling Information Confidentiality Fr aud employee theft Reputational risk Operational risk Liquidity Risk Agent Registration Agent control monitoring Conflict resolution Channel strategy Feasibility studies Technical Expertise Consumer Protection Risk Appetite Laws Regulations Restrictive e#(2CUVCO gt; business strategy Agent Banking Implementation (Number of banks)

The Complete Guide to Getting Started Freelance Writing From Scratch

So, you want to learn how to be a freelance writer? Whats it all about and how to become a freelance writer? I get a lot of emails from people asking me how to break into freelance writing and no matter where you are in the world, the steps to take to becoming a freelance writer are the same. Its a great way to earn extra cash and actually make a living from it, so I thought Id write a guide to help new freelance writers jumpstart their business. Because theres a lot of wrong advice out there like how you need formal training to write online. Anyone can be a freelance writer. You dont need any experience or degree. Its the perfect business for bloggers, stay-at-home moms or those just fed up with their 9-5 job. And its profitable. Ashlee Anderson of Work From Home Happiness quit her secure job to pursue freelance writing without having any professional writing experience. She currently earns a full-time income from freelance writing. And I do too. Freelance Writing Jobs From Home My Story Its been five years since I started freelance writing. When I first learned how to become a freelance writer, I made the mistake of finding work on iWriter, which is a content mill. Content mills provide cheap content jobs and they usually batch orders. Their goal is to get a lot of content for cheap. After I earned a measly $2 from my first writing job, I gave up. This wasnt for me. My time wasnt worth that. I had twins to take care of and a house to run. I almost quit for good back then. But, I didnt. I re-grouped and started fresh. I started a writer website, searched for freelance writing jobs and over time was able to land high-paying clients. Okay, I glided over the important parts, but Ill break it down for you in a moment. *Check out my super simple, techy-freestep-by-step tutorial to start a blog for your business (theres even a video to show you how to start your website). With persistence, motivation and hard work I now am able to have freelance writing jobs from home! If you want that for yourself, here are the steps on how to become a freelance writer you need to get started. Free Course on How to Become a Freelance Writer 1. Research About Freelance Writing When I first started I did a lot of research. I found other freelance writers, read their blogs and looked at their writer website and learned as much as I could about this business. I had no clue how to write a blog post or what kinds of jobs there are for freelance writers. I sometimes emailed freelance writers and asked questions like how to set my rate. To get started visit these websites to learn more about freelance writing: FreelancerFAQs Be a Freelance Blogger The Write Life And here are some posts on my blog to help you learn more about freelance writing: What is Freelance Writing (And How Do I Become a Freelance Writer)? 53 Places to Land Freelance Writing Gigs Online How to Make Money Freelance Writing 2. Become Familiar With the Writing Skills and Tools Required Now I know I said you can start freelance writing from scratch. This is absolutely true, but if you want a better chance of succeeding, its probably a good thing to learn a few skills and tools. Some skills you should definitely have for freelance writing are: Organizational Skills Youll have to keep track of all your projects, billing information, client information, pitches sent and content schedule for your blog and sometimes for your clients blog. Youll also need to develop a writing routineto organize your articles or blog posts. What are the steps to gather research for your pieces? How do you outline your blog post? Having a system in place for your projects is key to growing your business. You dont want to make a mistake or forget to do something. For me, I have a couple of notebooks to jot down content ideas for my blogs and a task list of what I need to do right away. Blogging Skills I primarily write blog posts or digital marketing material like a lead magnet. When I first started, I had no clue how to blog. I read tons of blog posts but never looked at the formatting. It wasnt until I started this blog that I actually paid attention to subheadings and creating white space. Writing for an online audience is different than writing a term paper for your college professor. You need to know how to captivate a reader with your headline and introduction. You also need to back up your claims and facts with reputable sources. And you need to include subheadings, bullet lists or numbered lists and above all, provide actionable tips. For more help, check out these three posts: Use These 3 Ingredients for the Sweetest Bite Sized Blog Post 6 Writing Mistakes Freelance Writers Are Making Be a Freelance Writer: How to Write a Blog Post Your Client Will Love Confidence Putting yourself out there and trying to land writing gigs is tough. Youll get rejected, turned down or you may have a client walk all over you. To be a successful freelance writer you really need confidence and lose the fear of pitching. I know you may not have it right away. Thats okay. But, eventually, youre going to have to take action. This might mean applying to jobs even though you arent that qualified for. It might mean sending off a pitch that isnt perfect. The point is, is you have to just go and do it. Besides these basic skills, you also need to know the tools of the trade. Task Management Program Since youre running your business on your own, you need to keep track of everything. I personally use Google Sheets and the Productivity Planner for Freelance Writers to keep track of my projects and income. I also use Trello to keep track of my to-do list for the week. You might find Asana is a better fit for you or even Microsoft Excel. Find a program that you like and start creating a system for your projects, finances and if you want, your blog content or pitches you send. Image Editing Program Some of your clients may want you to do images for your content. Or, you may want to offer that as part of your services. Knowing how to add text to blog images is important to know as a freelance writer. It shows prospective clients you know how to blog. Many people use a free editing program like Canva or PicMonkey. I personally use Photoshop for all my images. Whats great about learning how to design images is that you can offer this to your clients or you might find prospects are asking you to do their images. I actually have four clients that I do images for and all of them asked me since Im not advertising this service. Editing App Its a good idea to have your work edited with Grammarly or Hemingway or some other editing app. For me, I go through an in-depth editing process before I submit my work to my clients. You might have to invest in a subscription, but its well worth it if you plan on making freelance writing a business. 3. Practice Writing Now, you dont have to be the best writer to be a successful one. But, you do need to know how to write sentences and get your thoughts across! What if English isnt your first language? There are many freelance writers who dont have English as their primary language and they are making a living freelance writing. So, it is possible but it might just mean you have to work a little harder showing prospects you are more than capable of writing for them. If, though, you are a fairly good writer, work on improving your writing. Practice adding sensory details, eliminate filler words, and hone your craft. You can do this by starting your own blog. Not only will this help you become a better writer, but it will also help you market your freelance writing business. I have landed many clients from my blog and I know my blog only makes me more credible as a professional writer. Reading is also a great way to improve your vocabulary and world knowledge. I try to read blogs in my niche and when I can, I actually pick up a real book or two to read on my downtime! 4. Create a Portfolio of Your Work Most job ads youll apply for will ask to see your work. They want to see samples of published work. If youre new, you wont have any published work unless you already have a blog. So, how do you show prospects you can actually write? Besides starting a blog, you can create samples. Draft up a few pieces and either upload them as a Google Doc or publish them on Medium. Check out this post on how to create samples from scratch. Another way to create samples is with guest posting. These are blogs that accept guest writers. Get posted on these blogs means you will have a link to show prospects someone thought your writing was good enough to be published. Check out this post on how to land a guest post. 5. Start Pitching to Jobs Now its time to actively search for freelance writing jobs from home. But where do you go and how do you do it? When I first started freelance writing, I used Problogger and Freelance Writing Jobs. These job boards list new jobs daily and are often good quality jobs. I avoided freelance marketplaces like Upwork because the jobs werent high quality and I actually never landed a gig there. When you find a job you are interested in the important thing to remember is to be one of the first few to apply (so check the boards before bed and when you wake up) and make sure your pitch stands out. How do you do this? Show your credibility with guest posts or testimonials. Or, you can relate a fact or story with the business in question. To help you with pitching check out these posts: The Anatomy of My First Freelance Writers Pitch (That Landed the Gig) An Insanely Fast Way to Find Freelance Writing Jobs The Proven Pitching Process for New Freelance Writers But, are there other ways to find freelance writing jobs? Yes! There are tons of ways. Actually, here are 20 Ways to Find Freelance Writing Jobs (As a Beginner). 6. You Gotta Hustle Being a freelancer means you gotta hustle for work. But, this doesnt mean you ALWAYS have to hustle. The goal is for clients to come to you. But, when youre new, businesses or magazines dont know you even exist. So, you have to market your services and get your name out there. How do you do this? There are many ways, but to start try these two ways: Get on social media This isnt for socializing; its for networking. Sign up for Twitter and LinkedIn and start connecting or following other writers and businesses you want to write for. Guest post Guest posting is not only a way to build your portfolio. Its also a way to get your name out there. For every guest post, you write and is published you receive an author bio with links back to your writer website, portfolio, or social media profiles. When I first started, I only had a Pinterest account and Facebook account. But, I knew I had to be more social so I signed up for a Twitter and LinkedIn account and started networking my butt off. And I can tell you from personal experience that Twitter and LinkedIn have landed me the most work from social media. 7. Continue Learning The best thing you can do as a new freelance writer is continue to learn. Whether its writing tips, business tips or pitching tips, hone your skills by learning from those who have done it before. And to help with that I have a free course on getting paid to write online. Sign up to my free six-day email course and get even more actionable tips to help you succeed as a freelance writer. How to Become a Writer Over to you are you interested in freelance writing? Remember to please pin me!