Embedding Social Performance Management in Financial Service Delivery

After decades of growth and experimentation, financial service providers (FSPs) have learned that to achieve financial inclusion and generate benefits for lower-income clients, one must be customer-centric. The products should be designed to help...

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Main Authors:	Koning, Antonique, Wardle, Leah
Format:	Brief
Language:	English en_US
Published:	World Bank, Washington, DC 2014
Subjects:	ACTION PLAN BORROWER BUSINESS CASE BUSINESSES CERTIFICATION STANDARDS COLLATERAL COMPANY CUSTOMER BASE CUSTOMER SEGMENTS CUSTOMER SERVICE DEEDS DEFAULT RATE DEPOSIT DEPOSIT-TAKING INSTITUTIONS ECONOMIC OPPORTUNITIES EMPLOYEE ENTRY POINTS EXPANSION FEMALE CLIENTS FINANCIAL NEEDS FINANCIAL PERFORMANCE FINANCIAL RETURNS FINANCIAL SERVICE FINANCIAL SERVICE PROVIDERS FINANCIAL SERVICES FINANCIAL SUSTAINABILITY FORMS OF COLLATERAL GROUP LOANS GROWTH RATE HUMAN RESOURCE INCOME INDUSTRY STANDARDS INSTITUTION INTEREST RATES INTERNAL AUDIT INVESTING LAND TITLE LAND TITLES LOAN LOAN APPLICATIONS MARKET DEVELOPMENT MARKET RESEARCH MARKET SEGMENTATION MARKET SHARE MFI MFIS MICRO FINANCE MICROBANKING MICROFINANCE MICROFINANCE INDUSTRY MICROFINANCE INSTITUTIONS MICROLOAN NETWORKS NEW BUSINESS NEW PRODUCT NEW PRODUCTS OUTREACH PDF PERFORMANCE DATA PERFORMANCE INDICATORS PHOTOS PORTFOLIO PORTFOLIO QUALITY PRIVACY PRODUCT INFORMATION PRODUCTIVITY PROFITABILITY PROTOCOLS REGULATOR REGULATORS REPAYMENT REPUTATION RESPONSIBLE BANKING RESULT RESULTS RETENTION RETURN RISK MANAGEMENT SERVICE PROVIDERS SOCIAL INVESTORS SOCIAL MISSION SOCIAL PERFORMANCE TARGETS TECHNICAL ASSISTANCE TRANSPARENCY TURNOVER TURNOVER RATE USES WEB WEB SITE WORKING HOURS
Online Access:	http://documents.worldbank.org/curated/en/2014/05/20234771/embedding-social-performance-management-financial-service-delivery http://hdl.handle.net/10986/20261

id	okr-10986-20261
recordtype	oai_dc
spelling	okr-10986-202612021-04-23T14:03:55Z Embedding Social Performance Management in Financial Service Delivery Koning, Antonique Wardle, Leah ACTION PLAN BORROWER BUSINESS CASE BUSINESSES CERTIFICATION STANDARDS COLLATERAL COMPANY CUSTOMER BASE CUSTOMER SEGMENTS CUSTOMER SERVICE DEEDS DEFAULT RATE DEPOSIT DEPOSIT-TAKING INSTITUTIONS ECONOMIC OPPORTUNITIES EMPLOYEE ENTRY POINTS EXPANSION FEMALE CLIENTS FINANCIAL NEEDS FINANCIAL PERFORMANCE FINANCIAL RETURNS FINANCIAL SERVICE FINANCIAL SERVICE PROVIDERS FINANCIAL SERVICES FINANCIAL SUSTAINABILITY FORMS OF COLLATERAL GROUP LOANS GROWTH RATE HUMAN RESOURCE INCOME INDUSTRY STANDARDS INSTITUTION INTEREST RATES INTERNAL AUDIT INVESTING LAND TITLE LAND TITLES LOAN LOAN APPLICATIONS MARKET DEVELOPMENT MARKET RESEARCH MARKET SEGMENTATION MARKET SHARE MFI MFIS MICRO FINANCE MICROBANKING MICROFINANCE MICROFINANCE INDUSTRY MICROFINANCE INSTITUTIONS MICROLOAN NETWORKS NEW BUSINESS NEW PRODUCT NEW PRODUCTS OUTREACH PDF PERFORMANCE DATA PERFORMANCE INDICATORS PHOTOS PORTFOLIO PORTFOLIO QUALITY PRIVACY PRODUCT INFORMATION PRODUCTIVITY PROFITABILITY PROTOCOLS REGULATOR REGULATORS REPAYMENT REPUTATION RESPONSIBLE BANKING RESULT RESULTS RETENTION RETURN RISK MANAGEMENT SERVICE PROVIDERS SOCIAL INVESTORS SOCIAL MISSION SOCIAL PERFORMANCE TARGETS TECHNICAL ASSISTANCE TRANSPARENCY TURNOVER TURNOVER RATE USES WEB WEB SITE WORKING HOURS After decades of growth and experimentation, financial service providers (FSPs) have learned that to achieve financial inclusion and generate benefits for lower-income clients, one must be customer-centric. The products should be designed to help the poor improve lives, and service delivery must be responsible, transparent, fair, and safe. Decision-making at each level of the business should place customers at the center, to ensure solutions add value to people's lives. Some FSPs are customer-centric: their systems, processes, and employees help build loyalty, trust, and long-term relationships with customers. Others find it challenging, especially when serving low-income customer segments. 2014-09-29T20:40:33Z 2014-09-29T20:40:33Z 2014-05 http://documents.worldbank.org/curated/en/2014/05/20234771/embedding-social-performance-management-financial-service-delivery http://hdl.handle.net/10986/20261 English en_US CGAP brief; CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo/ World Bank, Washington, DC Publications & Research :: Brief Publications & Research
repository_type	Digital Repository
institution_category	Foreign Institution
institution	Digital Repositories
building	World Bank Open Knowledge Repository
collection	World Bank
language	English en_US
topic	ACTION PLAN BORROWER BUSINESS CASE BUSINESSES CERTIFICATION STANDARDS COLLATERAL COMPANY CUSTOMER BASE CUSTOMER SEGMENTS CUSTOMER SERVICE DEEDS DEFAULT RATE DEPOSIT DEPOSIT-TAKING INSTITUTIONS ECONOMIC OPPORTUNITIES EMPLOYEE ENTRY POINTS EXPANSION FEMALE CLIENTS FINANCIAL NEEDS FINANCIAL PERFORMANCE FINANCIAL RETURNS FINANCIAL SERVICE FINANCIAL SERVICE PROVIDERS FINANCIAL SERVICES FINANCIAL SUSTAINABILITY FORMS OF COLLATERAL GROUP LOANS GROWTH RATE HUMAN RESOURCE INCOME INDUSTRY STANDARDS INSTITUTION INTEREST RATES INTERNAL AUDIT INVESTING LAND TITLE LAND TITLES LOAN LOAN APPLICATIONS MARKET DEVELOPMENT MARKET RESEARCH MARKET SEGMENTATION MARKET SHARE MFI MFIS MICRO FINANCE MICROBANKING MICROFINANCE MICROFINANCE INDUSTRY MICROFINANCE INSTITUTIONS MICROLOAN NETWORKS NEW BUSINESS NEW PRODUCT NEW PRODUCTS OUTREACH PDF PERFORMANCE DATA PERFORMANCE INDICATORS PHOTOS PORTFOLIO PORTFOLIO QUALITY PRIVACY PRODUCT INFORMATION PRODUCTIVITY PROFITABILITY PROTOCOLS REGULATOR REGULATORS REPAYMENT REPUTATION RESPONSIBLE BANKING RESULT RESULTS RETENTION RETURN RISK MANAGEMENT SERVICE PROVIDERS SOCIAL INVESTORS SOCIAL MISSION SOCIAL PERFORMANCE TARGETS TECHNICAL ASSISTANCE TRANSPARENCY TURNOVER TURNOVER RATE USES WEB WEB SITE WORKING HOURS
spellingShingle	ACTION PLAN BORROWER BUSINESS CASE BUSINESSES CERTIFICATION STANDARDS COLLATERAL COMPANY CUSTOMER BASE CUSTOMER SEGMENTS CUSTOMER SERVICE DEEDS DEFAULT RATE DEPOSIT DEPOSIT-TAKING INSTITUTIONS ECONOMIC OPPORTUNITIES EMPLOYEE ENTRY POINTS EXPANSION FEMALE CLIENTS FINANCIAL NEEDS FINANCIAL PERFORMANCE FINANCIAL RETURNS FINANCIAL SERVICE FINANCIAL SERVICE PROVIDERS FINANCIAL SERVICES FINANCIAL SUSTAINABILITY FORMS OF COLLATERAL GROUP LOANS GROWTH RATE HUMAN RESOURCE INCOME INDUSTRY STANDARDS INSTITUTION INTEREST RATES INTERNAL AUDIT INVESTING LAND TITLE LAND TITLES LOAN LOAN APPLICATIONS MARKET DEVELOPMENT MARKET RESEARCH MARKET SEGMENTATION MARKET SHARE MFI MFIS MICRO FINANCE MICROBANKING MICROFINANCE MICROFINANCE INDUSTRY MICROFINANCE INSTITUTIONS MICROLOAN NETWORKS NEW BUSINESS NEW PRODUCT NEW PRODUCTS OUTREACH PDF PERFORMANCE DATA PERFORMANCE INDICATORS PHOTOS PORTFOLIO PORTFOLIO QUALITY PRIVACY PRODUCT INFORMATION PRODUCTIVITY PROFITABILITY PROTOCOLS REGULATOR REGULATORS REPAYMENT REPUTATION RESPONSIBLE BANKING RESULT RESULTS RETENTION RETURN RISK MANAGEMENT SERVICE PROVIDERS SOCIAL INVESTORS SOCIAL MISSION SOCIAL PERFORMANCE TARGETS TECHNICAL ASSISTANCE TRANSPARENCY TURNOVER TURNOVER RATE USES WEB WEB SITE WORKING HOURS Koning, Antonique Wardle, Leah Embedding Social Performance Management in Financial Service Delivery
relation	CGAP brief;
description	After decades of growth and experimentation, financial service providers (FSPs) have learned that to achieve financial inclusion and generate benefits for lower-income clients, one must be customer-centric. The products should be designed to help the poor improve lives, and service delivery must be responsible, transparent, fair, and safe. Decision-making at each level of the business should place customers at the center, to ensure solutions add value to people's lives. Some FSPs are customer-centric: their systems, processes, and employees help build loyalty, trust, and long-term relationships with customers. Others find it challenging, especially when serving low-income customer segments.
format	Publications & Research :: Brief
author	Koning, Antonique Wardle, Leah
author_facet	Koning, Antonique Wardle, Leah
author_sort	Koning, Antonique
title	Embedding Social Performance Management in Financial Service Delivery
title_short	Embedding Social Performance Management in Financial Service Delivery
title_full	Embedding Social Performance Management in Financial Service Delivery
title_fullStr	Embedding Social Performance Management in Financial Service Delivery
title_full_unstemmed	Embedding Social Performance Management in Financial Service Delivery
title_sort	embedding social performance management in financial service delivery
publisher	World Bank, Washington, DC
publishDate	2014
url	http://documents.worldbank.org/curated/en/2014/05/20234771/embedding-social-performance-management-financial-service-delivery http://hdl.handle.net/10986/20261
_version_	1764445027876995072

Embedding Social Performance Management in Financial Service Delivery

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