MSC conducted a digital readiness assessment and provided HFC a proof of concept report. We provided project management services for the pilot and helped HFC launch its mobile application—HF Whizz. By the end of 2020, HFC acquired 200,000-plus new virtual accounts through the application, mobilized more than KES 100 million (USD 1 million) from these new accounts within a year, and saw transactions on their digital platforms grow by 20% to 1.24 million.

MSC helped APB design communication that could nudge rural women to open Bharosa accounts and start small savings at its agent outlets.

This project was an endeavor to gauge the demand for financial products among youth in central Java. MSC sought to capture youth perception regarding existing financial products, compare their financial needs with current products of Plan International, and suggest suitable financial products for them.

MSC conducted research on the use of digital financial services and the associated gender gap among the workers of ready-made garment (RMG) factories in India. The outputs from this research would help BSR refine its HERfinance program in India and further strengthen the outcomes for female garment workers. We shared the results with financial service providers, factories, brands, donors, NGOs, and other relevant technical experts who work towards financial inclusion.

Grameen Foundation enlisted MSC to develop savings services for the poor in three institutions in Asia and Africa. MSC conducted market research and a deposit mobilization review and then supported the development of savings services at the institutions. At the time of writing, the savings services products reach more than 1 million Ethiopians. CARD Bank mobilized USD 179 million from its 2.5 million clients.

MSC has been a provider of choice for technical assistance and advisory services to Equity Bank since 2001. As a result of our support, the bank has deepened financial inclusion and broadened access for users. There has been a significant growth in depositors and deposits as well as borrowers and loan book for the bank. By the first quarter of 2018, over 97% of the bank’s transactions occurred outside its branches and 70% were self-service. The use of alternate delivery channels improved the cost-to-income ratio from 47.1% in 2015 to 44.8% in 2016.