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 48
... internal and has to do with the person's changed view of self. Such a change, if positive, can prepare the way for other changes. For example, a person who feels more confident may be willing to take new kinds of risks, such as starting ...
... internal and has to do with the person's changed view of self. Such a change, if positive, can prepare the way for other changes. For example, a person who feels more confident may be willing to take new kinds of risks, such as starting ...
الصفحة 70
... internal group monitoring and screening of clients, MFIs using group-based lending also can save by using a hierarchical structure. Typically, loan officers do not deal with individual group members but rather collect repayment from a ...
... internal group monitoring and screening of clients, MFIs using group-based lending also can save by using a hierarchical structure. Typically, loan officers do not deal with individual group members but rather collect repayment from a ...
الصفحة 77
... internal savings funds and then later taking on the lending risk and banking duties associated with onlending external funds. This aspect of social intermediation mostly involves training group members in participatory management ...
... internal savings funds and then later taking on the lending risk and banking duties associated with onlending external funds. This aspect of social intermediation mostly involves training group members in participatory management ...
الصفحة 85
... internal mobilization of members' funds as well as loans provided by the MFI. METHOD. A village bank consists of its ... (internal account). Loans from the internal account (member savings, interest earnings) set their own terms, which ...
... internal mobilization of members' funds as well as loans provided by the MFI. METHOD. A village bank consists of its ... (internal account). Loans from the internal account (member savings, interest earnings) set their own terms, which ...
الصفحة 86
... internal control and auditing, specific training, and representation. These services are paid for by the village banks, which guarantees the financial sustainability of the model. PRODUCTS. These include savings, current accounts, and ...
... internal control and auditing, specific training, and representation. These services are paid for by the village banks, which guarantees the financial sustainability of the model. PRODUCTS. These include savings, current accounts, and ...
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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