Microfinance Handbook: An Institutional and Financial PerspectiveWorld Bank Publications, 01/12/1998 - 302 من الصفحات Microfinance is not simply banking; it is a development tool. It has been estimated that there are 500 million economically active poor people in the world operating microenterprises and small businesses. Most of them do not have access to adequate financial services. The purpose of this Handbook is to bring together in a single source guiding principles and tools that will promote sustainable microfinance and create viable institutions. The Handbook takes a global perspective, drawing on lessons learned from the experiences of microfinance practitioners, donors, and others throughout the world.This volume covers extensively matters pertaining to the regulatory and policy framework and the essential components of institutional capacity building, such as product design, performance measuring and monitoring, and management of microfinance institutions.The handbook has three parts. 'Issues in Microfinance Provision' - Part I, takes a macroeconomic perspective toward general microfinance issues and is primarily nontechnical. 'Designing and Monitoring Financial Products and Services' - Part II, narrows its focus to the provision of financial intermediation, taking a more technical approach and moving progressively toward more specific (or micro) issues. 'Measuring Performance and Managing Viability' - Part III, is the most technical part of the handbook, focusing primarily on assessing the viability of microfinance institutions. |
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الصفحة ix
... Delinquency Management 243 The Effect of Delinquency on an MFI's Profitability 244 Controlling Delinquency 245 Rescheduling or Refinancing Loans 246 Productivity and Efficiency Management 248 Improving Staff Productivity 248 Managing ...
... Delinquency Management 243 The Effect of Delinquency on an MFI's Profitability 244 Controlling Delinquency 245 Rescheduling or Refinancing Loans 246 Productivity and Efficiency Management 248 Improving Staff Productivity 248 Managing ...
الصفحة xii
... Delinquency Crisis 246 10.2 Unusual Gains in Efficiency at Women's World Banking, Cali, Colombia 248 10.3 Performance Incentives at the Association for the Development of Microenterprises, Dominican Republic 250 10.4 Performance ...
... Delinquency Crisis 246 10.2 Unusual Gains in Efficiency at Women's World Banking, Cali, Colombia 248 10.3 Performance Incentives at the Association for the Development of Microenterprises, Dominican Republic 250 10.4 Performance ...
الصفحة xiii
... Delinquency, Example 1 244 10.2 Cost of Delinquency, Example 2 245 10.3 On-Time and Late or No Payments 247 10.4 Branch Cash Flow Forecasts 256 Foreword Preface Introduction 1. The term “microfinance activity” is used CONTENTS xiii.
... Delinquency, Example 1 244 10.2 Cost of Delinquency, Example 2 245 10.3 On-Time and Late or No Payments 247 10.4 Branch Cash Flow Forecasts 256 Foreword Preface Introduction 1. The term “microfinance activity” is used CONTENTS xiii.
الصفحة 7
... delinquency management, staff productivity and incentives, and risk management, including asset and liability management. A. Necessary. Caveat. Microfinance has recently become the favorite intervention for development institutions, due to ...
... delinquency management, staff productivity and incentives, and risk management, including asset and liability management. A. Necessary. Caveat. Microfinance has recently become the favorite intervention for development institutions, due to ...
الصفحة 114
... delinquency (well below 5 percent to 8 percent of outstanding portfolio, with loan loss rates below 2 percent) to ensure optimum income and prevent asset erosion. Source: Clark 1997. ISSUING FINANCIAL PAPER REFERS TO A FORMAL IOU GIVEN ...
... delinquency (well below 5 percent to 8 percent of outstanding portfolio, with loan loss rates below 2 percent) to ensure optimum income and prevent asset erosion. Source: Clark 1997. ISSUING FINANCIAL PAPER REFERS TO A FORMAL IOU GIVEN ...
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activities additional adjusted amount analysis approach areas assets Association average balance Bank borrowers branches calculated capacity capital cash changes chapter clients considered costs credit officers debt delinquent demand dependence deposits determine donors earned economic effective enterprise equity example existing expenses financial institutions financial services formal funds growth impact important income increase indicators individual inflation institutions interest interest rate internal investment issues lending loan loss loan term measure ment method Microenterprise microfinance mobilization months Network NGOs offer operating organization outstanding payments percent performance period policies poor portfolio profit programs Project ratio received regulated repayment reports reserve result risk rural savings sector social Source staff statements structure subsidies Sustainable tion Washington women World Bank