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 75
... branches and 60 automated teller machines. To qualify for the card clients must have operated their businesses for at least one year, have monthly incomes of at least 3,000 pesos (about US$230), have borrowed at least 3,000 pesos from ...
... branches and 60 automated teller machines. To qualify for the card clients must have operated their businesses for at least one year, have monthly incomes of at least 3,000 pesos (about US$230), have borrowed at least 3,000 pesos from ...
الصفحة 76
... branches in Swaziland. A smart card transaction takes a fraction of the time of a regular teller transaction. The Growth Trust Corporation holds a line of credit with participating banks and collects transaction information from the ...
... branches in Swaziland. A smart card transaction takes a fraction of the time of a regular teller transaction. The Growth Trust Corporation holds a line of credit with participating banks and collects transaction information from the ...
الصفحة 83
... branch office. A visit is often made to the client's place of business to verify that the client has made the purchases specified in the loan contract. Periodic payments are made at the branch or through preapproved payments. PRODUCTS ...
... branch office. A visit is often made to the client's place of business to verify that the client has made the purchases specified in the loan contract. Periodic payments are made at the branch or through preapproved payments. PRODUCTS ...
الصفحة 84
... Branch staff verify information and make periodic visits to client businesses. Credit officers usually carry between 200 and 300 clients. PRODUCTS. Credit is for six months to one year and payments are made weekly. Loan amounts are ...
... Branch staff verify information and make periodic visits to client businesses. Credit officers usually carry between 200 and 300 clients. PRODUCTS. Credit is for six months to one year and payments are made weekly. Loan amounts are ...
الصفحة 97
... branches; many are by now active collectors of deposits; and quite often they are the only large institutions in rural areas to offer at least a minimum of financial services to poor clients (box 4.3). Development banks can be ...
... branches; many are by now active collectors of deposits; and quite often they are the only large institutions in rural areas to offer at least a minimum of financial services to poor clients (box 4.3). Development banks can be ...
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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