[vc_row equal_height="yes" content_placement="middle" type="image" enable_parallax="false" parallax_speed="0.4" padding_top="110" padding_bottom="0" bg_image="40038"][vc_column][kleo_gap size="100px"][vc_row_inner][vc_column_inner width="1/6"][/vc_column_inner][vc_column_inner width="2/3"][vc_custom_heading text="IMPLEMENTING INNOVATION THROUGH AN ECOSYSTEM “LEARNING AND SOLVING BY DOING” APPROACH" font_container="tag:h2|font_size:48px|text_align:center|color:%23ffffff|line_height:54px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing=""][/vc_column_inner][vc_column_inner width="1/6"][/vc_column_inner][/vc_row_inner][kleo_gap size="140px"][kleo_gap size="50px"][/vc_column][/vc_row][vc_row equal_height="yes" content_placement="middle" padding_bottom="0"][vc_column width="1/2"][/vc_column][vc_column width="1/2"][vc_row_inner equal_height="yes" content_placement="middle"][vc_column_inner width="5/12"][/vc_column_inner][vc_column_inner width="1/3" css=".vc_custom_1488531456733{padding-right: 0px !important;}"][vc_column_text letter_spacing=""][addtoany][/vc_column_text][/vc_column_inner][vc_column_inner width="1/4" css=".vc_custom_1488531444909{padding-left: 0px !important;}"][kleo_button title="Print this page" href="https://cashlesscatalyst.org/wp-content/uploads/2019/01/Comic-learning-note-1.pdf" target="_blank" style="custom" position="left" size="lg" special="no" border="no" icon="print" font_size="16px" letter_spacing="" el_class="grey-icon" custom_text="#d11e3c"][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row type="color" bg_color="#ffffff"][vc_column][vc_custom_heading text="INTRODUCTION" font_container="tag:h2|font_size:26px|text_align:left|color:%23383b3b|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing=""][vc_row_inner css=".vc_custom_1537456868816{margin-bottom: 35px !important;}"][vc_column_inner][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]CATALYST aims to significantly expand the use of digital payments between low-income consumers and merchants. Achieving this vision requires the identification, development, testing and implementation of innovative business models that are also scalable and sustainable. It also requires a conducive policy environment and a significant behavior change from consumers. Given the numerous stakeholders in the payments value chain, scaling new digital solutions requires that multiple coordination problems be addressed. Through this, the need arises for a context-specific approach, and a rigorous well-defined “learning and solving by doing” methodology. Such a methodology captures the adaptive process of innovation in real world settings where intractable challenges are being addressed. This note outlines the method that is specific to such a setting and underlines CATALYST’s learning process comprising rapid, data-driven, test-learn-and-build cycles with the aim to validate various innovative business models around digital payments that can further be scaled.

[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row type="image" bg_color="#c9213b" enable_parallax="false" padding_top="75" padding_bottom="75" inline_style="font-style: normal;"][vc_column][vc_row_inner][vc_column_inner][vc_custom_heading text="AN ECOSYSTEM APPROACH
" font_container="tag:h2|font_size:26px|text_align:center|color:%23ffffff|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing="" el_class="normal-style "][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row type="color" bg_color="#ffffff" inline_style="font-style: normal;"][vc_column][vc_row_inner][vc_column_inner el_class="normal-style "][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]CATALYST, through its multiple partnerships, serves as an incubator of innovative business models built around digital payments as well as policy field experiments in real-world settings. This ecosystem approach is core to its ability to achieve sustainable impact on the longer-term and catalyze systematic change.

Complex problems, such as digital payments, often remain unresolved, despite the will to address them. This is because the challenges in resolving them result from interconnectedness and complexities of different actors and aspects. Such challenges need to be studied through the lens of the ecosystem in which they exist. Many actors and factors can influence uptake of digital payments between merchants (supply) and low-income households (demand), or within supply chains. Failure to take into aspects such as the regulatory environment, technology innovation, customer need and constraints, as well as available infrastructure, among other aspects, into consideration would yield very limited impact. Central to the philosophy is blending an entrepreneurial innovative way of thinking with a grass root level approach to doing, to infuse transformative change.

[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row type="color" bg_color="#373b3c" padding_top="75" padding_bottom="75" inline_style="font-style: normal;"][vc_column][vc_row_inner][vc_column_inner][vc_custom_heading text="``LEARNING AND SOLVING`` BY DOING MODEL" font_container="tag:h2|font_size:26px|text_align:center|color:%23ffffff|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing="" el_class="normal-style "][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row type="color" bg_color="#ffffff"][vc_column][vc_row_inner equal_height="yes"][vc_column_inner el_class="normal-style"][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]Addressing issues in real-word ecosystem settings through innovation requires an exploratory as well as an action-oriented method. This allows potential solutions to emerge and their iterative testing until evolution into an optimal solution. Key to the success of this process is a well-defined learning plan and testing in the intended use environment. It is characterized by incremental knowledge production and collaborative learning among various experts (researchers, practitioners, government, technology experts, etc.).

The process features the following broad steps:

1. <strong>Identification:</strong> Focus on identifying persistent painpoints from multiple stakeholders’ perspectives.

2. <strong>Solution Design:</strong> Collaborative approach to designing a solution and a commitment to an iterative process that allows continuous refinement of the solution. The solution design is based on developing assumptions from theory, practice as well as ensuring a well-defined plan for learning.

3. <strong>Testing and Systematic Inquiry:</strong> Implementing and testing the solution with the relevant partners and in the environment in which it is intended to be further replicated. This step involves systematic inquiry as learnings are derived and iterated accordingly. Clearly defined metrics are put in place to systematically evaluate, implement and improve the digital payment landscape. Information regarding the methods, tools and metrics used in this exercise are detailed in Appendix. A wide range of methods such as pre-post analysis, information triangulation, A/B testing, experimental and participatory research techniques. Research tools such as surveys, interviews, focus group discussion, etc., are used to gather context-rich information and data that are backed by evidence.

4. <strong>Scaling and Replicating:</strong> Devising a plan for scaling and replicating the optimal solution outcome and catalyzing a systematic and sustaining change in systems.

[/vc_column_text][/vc_column_inner][/vc_row_inner][vc_row_inner css=".vc_custom_1547795402510{padding-top: 25px !important;}"][vc_column_inner width="1/6"][/vc_column_inner][vc_column_inner width="2/3"][vc_single_image image="40138" img_size="746*526" alignment="center"][/vc_column_inner][vc_column_inner width="1/6"][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row type="color" bg_color="#c9213b" padding_top="75" padding_bottom="75" inline_style="font-style: normal;"][vc_column][vc_row_inner][vc_column_inner][vc_custom_heading text="MERAPAPER: SUBSCRIPTION MODEL FOR DIGITAL PAYMENTS CASE STUDY" font_container="tag:h2|font_size:26px|text_align:center|color:%23ffffff|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing="" el_class="normal-style "][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row type="color" bg_color="#ffffff"][vc_column][vc_row_inner equal_height="yes"][vc_column_inner el_class="normal-style"][vc_custom_heading text="Background and context" font_container="tag:h2|font_size:26px|text_align:left|color:%23383b3b|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing=""][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]Merapaper (now Bix42) is a micro Enterprise Resource Planning (ERP) solution, a mobile application that provides digital invoicing and payment service to micro vendors. It focuses on attracting micro vendors whose business has a subscription model of payment. As the first step in this endeavor, it worked towards digitizing billing and invoicing for newspaper vendors, a prominent use case in any geographical area. The solution allowed vendors to keep a track of their consumer base and their respective balances. It generated automatic bills at the end of each month, which reduced the manual labor of maintaining ledgers. In addition, it enabled vendors to send bills to customers via multiple channels of communication such as WhatsApp, email and Short Message Service (SMS). The sections below described the learning by doing process followed by Catalyst.

[/vc_column_text][vc_custom_heading text="Identification" font_container="tag:h2|font_size:26px|text_align:left|color:%23383b3b|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing=""][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]A digital solution such as the Merapaper application that enables remote payment can ease out the pain in payment collection and accounts reconciliation in a subscription business model. The belief is that, through such a systemized digital subscriptionbased payment mechanism, distributors can realize the value proposition of adopting digital payment mechanisms, thereby eventually growing their business and consumers’ sustain usage as well as adopting digital payment mechanisms for other expenses as well.

Newspaper distribution is a laborious manual process including daily distribution, invoicing and payment collection. While doorstep newspaper distribution is a streamlined process with a low error rate, the billing for it is largely a paper-driven process, one that is onerous and labor-intensive and can take-up to 10-12 hours every month. The monthly collection of payments is equally cumbersome and requires at least three or four repeat visits to each household. In reality, it takes 20-22 days for a newspaper vendor to recover the revenue for a given month. This also includes manual reconciliation and cash accounting for bookkeeping. A newspaper vendor works on moderate margins and relies heavily on timely consumer payments to maintain business cash flow. There is also an overhead spillage of up to 5 percent due to transportation charges and wages of staff engaged in invoice distribution and payments collection. Lack of awareness about the availability of digital payment options was a major reason for such a low percentage of digitally paying customers.

Merapaper’s business model targets small vendors who generally belong to low- to middle-income households, and work more than 16 hours every day. Such vendors maintain a daily product purchase cycle. However, the subscription-based customer payment happens once every month or at longer intervals. Hence, these vendors continue to service consumers while extending a minimum of one month’s credit period. It is critical for these vendors to generate enough cash on a daily basis to run their business, make supplier payments and remain afloat.

[/vc_column_text][vc_custom_heading text="The business case for newspaper distributor to go digital" font_container="tag:h2|font_size:26px|text_align:left|color:%23383b3b|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing=""][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]The newspaper business is an ideal sector for payment and invoice digitization. The following section highlights the challenges faced by newspaper distributors that could be resolved with a solution such as the Merapaper app:

1.<strong> Manual process of invoice generation and payment collection:</strong> Newspaper vendors deliver newspapers on a daily basis to consumer households. They must visit each consumer household in person to collect the payments. Payment collection takes about 20-22 days from the date of invoice generation. And a distributor must allocate three to six hours daily and make two to three repeat visits to successfully complete payment collection for the month. Only 2-3 percent of the consumer base pays digitally.

2. <strong>Manual recording of receipts and reconciliation:</strong> Newspaper vendors maintain ledgers with details regarding bill payments and due amount. This task is a challenge due to its time-intensive nature and has the potential to disrupt a vendor’s working capital if mistakes are made.

3. <strong>Resource allocation and overhead cost:</strong> Big newspaper distributors hire temporary employees to complete the monthly payment collection. Along with employee salary, transportation costs chip away at the thin margins of a newspaper business.

[/vc_column_text][vc_custom_heading text="Solution design" font_container="tag:h2|font_size:26px|text_align:left|color:%23383b3b|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing=""][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]CATALYST worked with Merapaper to test the possibility of digitizing subscription-based payments. In addition to pilot testing the Merapaper application, we also aimed to test if the Unified Payment Interface (UPI) platform was appropriate to digitize newspaper subscription payments.

[/vc_column_text][vc_custom_heading text="Theory of change" font_container="tag:h2|font_size:26px|text_align:left|color:%23383b3b|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing=""][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]Collecting payments from consumers is a time- and resource-consuming activity. Distributors struggle with several inconveniences due to cash collection. For example, costumers are sometimes unavailable or low-income subscribers may not have the payment amount available with them.

[/vc_column_text][/vc_column_inner][/vc_row_inner][vc_row_inner css=".vc_custom_1547558084322{padding-top: 25px !important;}"][vc_column_inner][vc_single_image image="40141" img_size="728*520" alignment="center"][/vc_column_inner][/vc_row_inner][vc_empty_space][vc_custom_heading text="Objective" font_container="tag:h2|font_size:26px|text_align:left|color:%23383b3b|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing=""][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]In the wake of the given opportunity to digitize payments to newspaper vendors, the objective was to:

i. Test whether UPI-based remote digital payments are an effective solution for newspaper payments;

ii. Test whether consumers adopt the UPI payment mechanism for newspaper payments;

iii. Understand the impact of UPI-based remote payment mechanism in creating value for distributor and consumer;

iv. Build a process workflow for the newspaper bill payment use case, which can help Merapaper to build a sustained business model; and

v. Validate if Merapaper’s business model provides value to its distributors as an effective and user-friendly solution with a proposition to scale.

[/vc_column_text][vc_custom_heading text="Focus areas" font_container="tag:h2|font_size:26px|text_align:left|color:%23383b3b|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing=""][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]The pilot was focused on peri-urban communities with household incomes in the range of INR 15,000 to 20,000 per annum with most of the residents employed as daily wage laborers, taxi drivers, and household helps. Four locations with this category of consumer base were suggested to provide a vendor connect in the given location. Of the three vendors engaged, two dropped out half way through the pilot due to a lack of availability. The pilot was finally executed in the Kanakpura locality of Jaipur.

[/vc_column_text][vc_custom_heading text="Stakeholder engagement" font_container="tag:h2|font_size:26px|text_align:left|color:%23383b3b|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing=""][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]Within the subscription-based digital payment ecosystem for newspapers, we engaged with the following key stakeholders.

i. <strong>Newspaper vendors:</strong> To introduce digital payment option through the Merapaper mobile application and promote incentives and other pilot levers to the consumer base across the identified low-income communities. In addition, vendors also evaluate payment solution during the pilot and adopt a commercial/sustainable business model based on pilot success, during as well as post pilot.

ii. <strong>Solution provider (Merapaper):</strong> To train vendors on application usability; provide a single channel for troubleshooting and grievance redressal; carry out periodic review of progress; and evaluate the need for any iterative change to the process. Finally, based on pilot learnings, the solution provider must develop scalable and sustainable models for large-scale roll out.

iii. <strong>Consumer:</strong> To interact with the vendor to evaluate the need for the solution and to provide feedback on solution features, value-added services and ease of use.

[/vc_column_text][/vc_column][/vc_row][vc_row type="color" bg_color="#373b3c" padding_top="75" padding_bottom="75" inline_style="font-style: normal;"][vc_column][vc_row_inner][vc_column_inner][vc_custom_heading text="TESTING AND SYSTEMIC INQUIRY" font_container="tag:h2|font_size:26px|text_align:center|color:%23ffffff|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing="" el_class="normal-style "][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row type="color" bg_color="#ffffff"][vc_column][vc_row_inner equal_height="yes"][vc_column_inner el_class="normal-style"][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]<p>An iterative process of learning was followed where field implementation and data-driven decision making was efficiently combined for optimal impact. The focus of this approach was to identify means of instilling a behavior shift from cash to digital payments among consumers and small vendors. Presented here is the phase-wise description of the experiment designed for the pilot.</p>
[/vc_column_text][vc_custom_heading text="Phase 1: Merchant identification and onboarding" font_container="tag:h2|font_size:26px|text_align:left|color:%23383b3b|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing=""][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]<p>Phase 1 was initiated with the one-time set up of the process for UPI payment flow, vendor onboarding and registration of the selected distributor. CATALYST had an active role in this phase involving training of the distributor on the usability of UPI apps and onboarding activities.</p>
<p><strong>Methods:</strong> Pre-post analysis backed by triangulation of information for validation.</p>
<p><strong>Tools:</strong> In-depth interviews with vendors, distributors, etc. Surveys were conducted to gather preliminary information.</p>
<p><strong>Metrics:</strong> Merchant information, business information, consumer base, payment collection data, etc.</p>[/vc_column_text][vc_custom_heading text="Phase 2: Sampling and consumer onboarding:" font_container="tag:h2|font_size:26px|text_align:left|color:%23383b3b|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing=""][/vc_column_inner][/vc_row_inner][vc_empty_space][vc_row_inner][vc_column_inner][vc_single_image image="40014" img_size="full" alignment="center"][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row type="color" bg_color="#c9213b" padding_top="75" padding_bottom="75" inline_style="font-style: normal;"][vc_column][vc_row_inner][vc_column_inner][vc_custom_heading text="FINDINGS" font_container="tag:h2|font_size:26px|text_align:center|color:%23ffffff|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing="" el_class="normal-style "][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row type="color" bg_color="#ffffff"][vc_column][vc_custom_heading text="Characteristics of the sample" font_container="tag:h2|font_size:26px|text_align:left|color:%23383b3b|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing=""][vc_row_inner equal_height="yes"][vc_column_inner el_class="normal-style"][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]Forty-one percent of the sample was male, 59 percent was female and age of the respondents ranged from 14 to 61 years. More than half of the respondents had studied till class10. While almost 76 percent claimed to have bank accounts, only 41 percent had ATM cards and, even among those with ATM cards, 35 percent had been unsuccessful in generating an ATM pin. Thirty percent of the sample did not have access to smartphones or the internet which prevented them from accessing new digital payments services such as UPI. It was surprising to find that more than 80 percent of the respondents did not use an ATM card and less than 30 percent was actively making transactions using any digital method of payment. Awareness about UPI and other online method of payments was low and 47 percent claimed to have no knowledge whatsoever. Even among those who did, awareness was restricted to the benefits of using digital payment methods and a very small percentage was aware about usage of UPI-based apps.

[/vc_column_text][/vc_column_inner][/vc_row_inner][vc_custom_heading text="Insights" font_container="tag:h2|font_size:26px|text_align:left|color:%23383b3b|line_height:32px" google_fonts="font_family:Roboto%20Condensed%3A300%2C300italic%2Cregular%2Citalic%2C700%2C700italic|font_style:700%20bold%20regular%3A700%3Anormal" letter_spacing=""][vc_row_inner equal_height="yes"][vc_column_inner el_class="normal-style"][vc_column_text text_color="#383b3b" font_size="16px" letter_spacing="" el_class="lh22 ptext-justify"]Most people claimed to have easily understood the comic book and its contents. Those who didn’t were either illiterate or not involved in the process of making transactions from their bank accounts (someone else in the family was doing it for them). While the response was less positive among the elderly population, the comic books were fairly well received by school and college students, working youth and middle-aged people.

The respondents involved in the feedback exercise seemed to show a significant increase in their awareness of UPI. The majority claimed to have learnt about multiple topics such as benefits of digital payments, registration and usage of UPI due to the comic’s interactive and illustrative approach. Eighty eight percent of the sample said that they enjoyed reading the comic book and went through the entire document because of its ‘fun to read’ nature; almost half of the sample found it easy to read and follow. Children and youth, in particular, seemed to find the stories really interesting. Comic books, therefore, may be a successful way of reaching out to them especially while dealing with a serious topic such as financial inclusion.

We also received suggestions on the importance of using highly simplified language and short sentences in the comics. Featuring a higher number of illustrations and pictures and minimal text is important while communicating information on complex topics such as new financial services. Further, elucidating each and every single step for registering/making transactions is essential even if it results in a lengthier comic as it increases the chances of people taking action after reading the collateral.

Lastly, in communities such as Bhatta Basti where there are low levels of financial awareness and independence, comic books may be a costeffective solution for increasing adoption of digital payments. However, it is important to pinpoint the stage at which people are in their user journeys. Instead of creating and distributing comic books uniformly across the entire population, it may be more beneficial to customize these collaterals in such a way so that people at different stages of the user journey spectrum are able to use them to proceed step by step to the next level.

[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row type="color" bg_color="#ffffff"][vc_column][kleo_button title="Download full report" href="https://cashlesscatalyst.org/wp-content/uploads/2019/01/Comic-learning-note-1.pdf" target="_blank" position="center" size="lg" type="boxed-icon" special="no" icon="download" font_size="14px" letter_spacing="" el_class="pkirbtn" icon_custom_background="#d11e3c" icon_custom_text="#ffffff"][/vc_column][/vc_row][vc_row el_id="footer_area" text_align="center" type="image" bg_position_horizontal="center" enable_parallax="false" padding_top="50px" padding_bottom="50px" bg_image="7886"][vc_column width="1/4"][/vc_column][vc_column width="1/2" offset="vc_col-lg-offset-0 vc_col-md-offset-0 vc_col-sm-offset-0"][vc_single_image image="7888" img_size="full" alignment="center"][vc_column_text text_color="#ffffff" font_size="14px" letter_spacing="" css=".vc_custom_1484826151396{margin-top: 35px !important;margin-bottom: 5px !important;padding-right: 20px !important;}"]
<p style="text-align: center;">CATALYST is an initiative seeded by an alliance between the Government of India &amp; USAID, to expand digital payments and financial inclusion in India, especially for small merchants and low-income consumers.</p>

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