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International Journal of Business and Social ScienceVol. 5, No. 8; July 2014Effect of Financial Innovations and Operationalization on Market Size inCommercial Banks: A Case Study of Equity Bank, Eldoret BranchRobert Silikhe SimiyuThe Catholic University of Eastern AfricaDepartment of Accounting and FinanceP.O Box 908-30100Eldoret, Kenya.Paul Nyatha Ndiang'uiP.O Box 58761Nairobi, Kenya.Celestine Chege NgugiP.O Box 7624-30100Eldoret, Kenya.AbstractThe study aimed at establishing the effect of financial innovations and operationalization on market size whilefocusing on Equity, a commercial bank. Further, the study was guided by the following research questions: a.)Towhat extent has Equity Bank Engineered Financial Products? b.)To what level has the market size been attainedin relation to the Current Financial Innovations Undertaken? c.)And what are the pre –existing customers’ needsthat need to be met, those that will influence the Current and Future Financial Innovations? The study adopted aCase design approach and used both questionnaires and interview schedules in data collection. The studytargeted a population of 1600 people who comprised Equity Bank Staff and Customers who formed its primarysample group. A sample of 200 respondents was drawn from the target population. The collected data was coded,entered and analyzed using the STRATA program; the analysis of the result was based on descriptive statistics(mean, standard deviations, frequencies and percentages). Interview schedules were analyzed thematically usingcontent analysis. Frequency distribution tables and percentages were generated. On tabulation of the data, theresearcher interpreted the unique trends that assisted to evaluate whether the objectives of the study have beenmet. Regression models were used to show relationships between the variables. The key finding was that asignificant relationship between the various types of accounts and the assets growth of the bank (p 0.006) and onthe profitability of the bank (p 0.007). The study findings also indicated that there was an effect on the loansissued by the bank on the assets (p 0.007) and on the profitability of the bank (p 0.002). Finally, theCorrelation indicated no significant relationship between the transaction channels employed and market size (p 0.011) but a significant relationship between the various market needs and products developed. Thus moreinnovations were recommended to meet the customer need and expand the market size.1.0 Introduction1.1 Background to the ProblemFinancial innovation is the introduction of new financial instruments or service or practice, i.e. introducing newuses of funds, or finding out new sources of funds, or introducing new process or techniques to handle day-to-dayoperations, or carrying out a new organization with these changes being on the parts of existing financialinstitutions and channels. In addition, the emergence and its spectacular growth of new financial institutions andmarkets is also part of financial innovation Patrya (2006).227
Center for Promoting Ideas, USAwww.ijbssnet.comFinancial innovations encompass a wide range of changes in the financial system which leads to the broadeningdeepening, diversification, structural transformation internationalization and sophistication of the financialsystem. They result in the financialization of the economy whereby financial assets to total assets ratio tends toincrease.Changes in the financial market during the Nineteen Century witnessed considerable amount of financialinnovations. They are generally the outcome of the changing needs for financial services and the availability ofnew technology to provide them. There are continuous efforts to innovate and serve consumers better byintroducing new products, new functions of financial institutions and call for changes in the strategies ofregulating agencies. Certain innovations disrupt the normal trajectory of life and organizations, and hence they arealso called disruptive innovations. Disruptive innovations introduce a new value proposition either by creatingnew markets or reshaping existing markets, Christensen (2003).In his Innovator’s Dilemma, Christensen (2003) proposes three types of Disruptive innovations: Sustaininginnovations provide better quality or additional functionality for a firm’s most demanding customers. Theseinnovations move companies along established improvement categories. These are basically incrementalinnovations along an established product or brand on dimensions historically valued by customers .Typicalexamples are new flavors of ATM cards i.e. Master Card, Visa Card and the Auto Branch which come withincrementally benefits.Low-end disruptive innovations occur when existing products or services are so transformed that they become“too good” that they can be sold at premium prices. They all began by offering existing customers a low-priced,relatively straightforward product or service i.e. ATM charges were priced at Kshs. 30 at a market whosebenchmark was Kshs. 50.New-market disruptive innovations do not entail those that by traditional measures, do not meet existing customerneeds nor do they characterize existing products and services. They are typically simpler, more convenient, lessexpensive, and so they appeal to less demanding customers. Typical examples are: Agency Banking, ATMDeposits, and Easy 24/7 Methods. All these are low-cost, no-frill, less sophisticated products that served a largeunderserved market for their affordability, even though limited capabilities. These occur when characteristics ofexisting products limit the number of potential consumers or force consumption to take place in inconvenient,centralized settings. These products create new growth by making it easier for people to do something thathistorically required deep expertise or great wealth, and hence invite non-consumers.According to the Disruptive Innovation Theory, Christensen& Bower (2005), organizations can use relativelysimple, convenient, low-cost innovations to create growth and triumph over powerful competitors. That isestablished incumbents almost always lose to attackers armed with disruptive innovations.Christensen, Anthony & Roth (2004) identify three customer groups that provoke different types of innovations:non-consumers, undershot consumers, and overshot consumers. Each customer group provide uniqueopportunities. Companies can create new-market disruptive innovations to target non-consumers; they can launchup-market sustaining innovations to reach undershot consumers, and they can generate low-end disruptiveinnovations or modular displacements to reach overshot customers. Equity Bank has vigorously and extensivelyadopted the three models of innovation, earlier highlighted, to attain and maintain its clientele.Christensen et al. (2006) describe a sub-category of disruptive innovation, called catalytic innovations. Catalyticinnovators share five qualities. They create systemic social change through scaling and replication, they meet aneed that is neither observed (because the existing solution is more complex than many people require) nor notserved at all, they offer products and services that are simpler, less costly than existing alternatives, and may beperceived as having a lower level of performance, but users consider them to be good enough, they generateresources, such as donations, grants, volunteer labor, or intellectual capital, in ways that are initially unattractiveto incumbent competitors, and they are often ignored, disparaged or even encouraged by existing players forwhom the business model is unprofitable.Catalytic innovations take place under all structures, pro-profit and non-pro-profit, private or public, big or small.Examples of catalytic innovations are the Wings to Fly program, Financial Literacy Program (Fika) financed byMaster Card Program.228
International Journal of Business and Social ScienceVol. 5, No. 8; July 2014Financial innovations improve market integration and the efficiency of international financial markets by bringingabout structural changes and by offering broader and more flexible range of instruments. These results inimproved allocations that would strengthen global financial intermediaries and would provide hedge exposure torisk associated fluctuation in many financial parameters through a variety of techniques. A number of companieshave come out with new financial instruments in the recent years. The innovative corporate new financialinstruments include zero interest bonds, deep discount bonds, partially convertible debentures, zero couponconvertible notes, Debt for equity swap and so forth.1.1.1 Profile of EBL1.1.1.2 Equity Bank’s HistoryEquity Building Society was established in 1984 to provide financial services to the ordinary Kenyan citizens.From inception it had a compelling social vision of bringing financial services to the “unbanked” poor strongsocial mission, which was to empower Kenyans by providing them access to financial services. However,Equity’s performance was not impressive as the Confidence in the Financial Sector had been adversely affectedby the Collapse of many Financial Institutions, Kenya Banking Survey, (2000).Between 1986 and 1993 Equity grew savings by only KSh 2 million and loans and advances Increased by KSh 5million. By 1993, 54% of loans were non-performing, accumulated losses Totaled KSh 33 million. The firm wasdeclared insolvent by the Central Bank of Kenya (CBK), which then gave the management one year to turnaroundthe Firm, instead of shutting it down. At that time three depositors accounted for about 85% of total deposits, theNational Health Insurance Fund, Kenya Ministry of Water and other depositors.In 1994, Equity applied for and was granted a license to operate as a Micro Finance Institution. As an MFI, it hadaccess to short term savings and could grant short term facilities (tenure of 6 to 12 months) of average size of 300(Kshs.20, 000). The Bank started experiencing significant growth in all dimensions and to support thisgrowth and IT system was put in place with the support of UNDP in 2000. The new system helped the bank toreduce customer time at the teller from 30 to 5 minutes. The Bank was, therefore, in a position to introducemobile banking to help extend the reach in the rural areas. This was the beginning of the rapid transformation ofEquity Bank.In 2003, Equity began recruiting key senior management positions in order to strengthen Marketing, humanresources management, finance, IT and internal audit functions. In the Same year, AfriCap bought a 16% stake inEquity, joined the Board and provided some Valuable technical assistance in the areas of risk management andmanagement information System.Stretch goals, targets, measures and activities were agreed for each critical success factor. With the commonalityof vision and understanding of the strategic plan and the activities necessary to achieve it, Equity was able tofurther delegate responsibility and empowered managers. At the beginning of 2005, Equity Building Society,legally transformed into Equity Bank. The smooth change and rapid admission of the Bank to the central clearingsystem reflected the detail and care with which the transformation process had been planned and executed.Equity Bank still remained a broad-based Bank in line with its vision and mission. This was also evident from theBank’s product portfolio; for while the savings product range had grown to include personal and business currentaccounts, about 80% of savings accounts by volume were ordinary savings accounts. The core Equity customerswere low-income workers, small business traders, farmers, and government employees. However, more recently,the Bank had moved up-market and across into other market segments such as higher income earners, studentsand youth, as well as larger scale corporations. The professional image of Equity’s banking halls and AutoBranches had encouraged the higher value customers to see it as a bank that could meet their needs too.On 7th August 2006, Equity Bank was listed on the Nairobi Stock Exchange, valued initially at KSh.70 per share,but quickly traded up to a high of KSh.182 per share. This completed Equity’s progression from what waseffectively a small family firm to a high potential Organization on to a high performing and finally a listedinstitution. On 4th February, 2010 Equity Bank was listed in the Uganda Stock Exchange and thereafter acquiredthe then Uganda Microfinance Bank (UMB).229
Center for Promoting Ideas, USAwww.ijbssnet.comCurrently, EBL is present in all the East African Countries (Rwanda, Uganda, Tanzania and Kenya) withexpansion plans into Burundi being underway. Moreover, Southern Sudan also falls into EBL’s market portfoliowhere three (3) branches have been established.1.2 Statement of the ProblemFinancial Innovation entails the development and expansion of the financial markets through the variousinstitutions that enhance the financial monetary policies. It is a continuous activity that every financial institutionhas to undertake to ensure that it perpetually produces profits to its shareholders in line with the Agency Theory.Financial innovation was developed in the early 19th Century as a tool to meet and exceed market needs.Since the mid-1960s, the growth of financial innovation has been swift but over the last two or three decades, thegrowth rate of bank deposits relative to the growth rate of other liabilities has been decreasing.The level of Financial Engineering has been influenced by; Technological advances in telecommunications,Profit-seeking opportunities, and regulatory avoidance and increased competition from other intermediaries andnonfinancial firms. The growth rate of competition among financial intermediaries has increased dramatically. FIsare becoming more diversified.Moreover, Financial Innovation is stirred by the excessive competition among banks, overly risky loans and thestock market crash that caused the default on many bank loans. With Financial Innovation taking place in theBanking System the Geographic barriers to the provision of financial services are disappearing, are moreautomated, and the financial instruments have become less specialized. The avoidance of regulations played a keyrole in the process of financial innovation in the 1960s.Other innovations include: fungibility which refers to the ease to which one financial instrument can betransformed into another; deposit insurance which was developed to eliminate Bank runs while giving banks agreater incentive to make riskier loans thus enhancing high profit margins; Disintermediation is the removal offunds from financial intermediaries, the disposing of assets by intermediaries to obtain funds to pay depositorsand disruptive to the process of allocating resources to capital formation. A free safe deposit box for opening asavings account is an example of an implicit interest payment.Securitization is the process whereby relatively illiquid assets are packaged together and sold to individualinvestors and have taken the forms of Credit cards, Student loans, and Small business loans. Financial futures andoptions have been developed due to Greater interest rate and exchange rate risks. A Eurodollar borrowing is afinancial innovation that evaded both Regulation Q (interest rate ceilings) and Regulation D (reserverequirements).Patrya & Hartya (2010), indicated that without a clearly formulated legal framework to aid Regulatorybodies in combating the effects of Financial Innovation and Engineering then the Financial markets areprone to collapse as happened in the Great Depressions of the 1930’s and the Economic Crisis In 2009in the USA and the European Countries. Financial Institutions collapsed due to excessive competitionamong themselves, having overly risky loans and the Stock market Crash caused by the default on manyBank Loans.The creativity towards enhancing financial engineering is driven by price volatility, increased competition in thefinancial markets, technological advancement in telecommunications, volatile interest rate, inflation, changes inregulation and collateralized mortgage obligations.Yet, recognizing its potential to make a valuable contribution to serving the poor in Kenya, the Central Bank ofKenya allowed Equity Bank to continue in business after a capital injection. Within two years, in 1995 theorganization had made a small operating profit. Since then Equity has moved by leaps and bounds. On January1st, 2005 Equity Building Society transformed into a bank and on August 7th 2006 it was listed on the NairobiStock Exchange with an initial valuation of Ksh 6.3billion, and with a current valuation of over KSh.103 billion.This accomplishment has only been possible through tailor-made financial products and services. A key findingof the study was that there is a fundamental paradigm shift in Banking practices and products from the traditionalforms which have continued to drive market size and by extension profitability. Moreover, Equity Bank needs tocontinually innovate products to meet their clients’ current and emerging financial needs.230
International Journal of Business and Social ScienceVol. 5, No. 8; July 2014The Automated Teller Machines (A.T.M.) have been rolled out through the Robust System that the Bank Operatesin , with the numbers increasing rapidly with a total of 743 under the Equity Bank Branches with 15 A.T.M.’sbeing run by the Equity Bank Limited , Eldoret 1 flagship.The Bank had leveraged on this system to launch new products and host other delivery channels. This haddecongested the banking halls, with over 50 percent of customers’ cash withdrawals taking place at the ATMs.The system also made it possible for the Bank to embark on an aggressive branch and Point of Sale terminalsexpansion programs .The Bank has a network of 142 branches supported by 700 VISA branded ATMs and 2,500Point of Sale terminals. . Customers could make withdrawals, payments and check their balances at the Bank’sATMs.Through the ATM, Equity bank linked with Safaricom, a mobile Phone Company with in excess of 5 Millioncustomers who are linked to the M-PESA mobile transfer, and enabled them to withdraw money via the ATM’swithout actually being Equity Bank Members. Cash Back/ Swipe and Shop with an ATM, an equity Accountholder can do shopping at various malls and pay through them with the support of various Point Of Sale(P.O.S.’s).Moreover, the ATM Card Holder can withdraw through the Cashier at the shopping mall through the Cash BackConcept. Further, a registered Member can access and avail for a Bank Overdraft from an A.T.M. without settingfoot inside a banking hall. The Bank introduced mobile phone banking, which had the capability to allow airtimetop-ups; cash back services at different points of sale, that enabled customers to withdraw cash from cashiers atsupermarkets. In addition debit cards were launched in 2007 which have enabled the Bank to increase its ATMreach by adding 110 ATMs to the network through the signing-up with Pesa Point.With the great advent and usage of the Mobile Phone, the volume of mobile-phone banking (“m-banking”)transactions has exhibited the most rapid growth in the recent past and will endeavor to do so. Broadly, defined asthe delivery of the range of financial services—including electronic transfers, bill payment, banking transactions,and brokerage services—through mobile devices, m-banking radically reduces the cost of delivery and increasesconvenience for customers.Equity Bank Limited has continued to Engineer Financial Products to enable it meet its current market needs andby extension maximize profits. Examples include the M-Kesho( Mobile- Money Transfer), Easy 24/7, JijengeAccount etc.Using the Equity Bank model as a benchmark, this study examines the financial innovations that have led to alarge market size of 230,000 (56%) clients within a tow
Financial innovations improve market integration and the efficiency of international financial markets by bringing about structural changes and by offering broader and more flexible range of instruments. These results in improved allocations that would strengthen global financial
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