tailieunhanh - BANK FOR AGRICULTURE AND AGRICULTURAL COOPERATIVES (BAAC), THAILAND (CASE STUDY): Delbert Fitchett

Mobile banking provides another delivery channel to reach youth and increase their access to formal financial services. The number of mobile phone subscribers below the age of 30 is predicted to increase in 2012 throughout the world. In South Asia, the number is projected to rise by 30 per cent to 380 million, while sub-Saharan Africa will have 108 million subscribers under 30, and Latin America will have 188 million. 39 Youth who are often tech- nologically savvy and most likely own or have access to a cell phone may be more comfortable using this medium to access their savings account | CGAP Consultative Group to Assist the Poorest CGAP Working Group on Savings Mobilization BANK FOR AGRICULTURE AND AGRICULTURAL COOPERATIVES BAAC THAILAND CASE STUDY Delbert Fitchett Eschborn 1999 Bundesministerium fur wirtschaftliche Zusammenarbeit J und Entwicklung Ễ BMZ CGAP Working Group on Savings Mobilization CONTENTS ABBREVIATIONS iv LIST OF TABLES GRAPHS v 1 CONTEXT 1 Macroeconomic context 1 A period of economic growth and stability 1986-1996 1 The Thai rural economy 2 Advances in alleviating rural poverty in recent years 2 The financial and economic crisis since mid-1997 3 Financial sector context 4 Role of the central bank 4 General development of the banking sector 5 Outreach and characteristics of state financial sector interventions 5 Social security system 5 The crisis in the financial sector 6 Classification of the macroeconomic financial and socio-cultural context 6 2 INSTITUTIONAL ANALYSIS 7 Rural financial markets in Thailand 7 General characteristics of BAAC 7 Trends in BAAC savings mobilization 7 Trends in agricultural lending 8 Institutional type governance and organizational structure 8 Institutional type and governance 8 Organizational structure 9 Lessons learned in institutional type governance and organizational structure 11 Demand-oriented savings products and technologies 13 Characteristics of demand-oriented savings products and technologies 16 Design of demand-oriented savings products 16 Lessons learned in the design and handling of demand-oriented savings products and technologies 17 Management capabilities 18 General management capabilities 18 Special management capabilities Risk management 18 Special management capabilities Liquidity management 21 Lessons learned in management capabilities especially risk and liquidity management 21 Regulatory and supervisory framework 21 .