Small Business Loans - Move Over Banks, The Non Bank Lenders Are Here
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Why the Banks Don't Lend ot Small Business and Who Are the Non Bank Lenders that are Lending to Small Business
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What Is Cashflow and How Should It Be Managed?
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The three key financial statements - the balance sheet, income statement, and statement of cash flows - provide valuable information to business managers and investors about the overall financial health of a company. The balance sheet provides a snapshot of a company's assets, liabilities, and equity. The income statement shows profit and loss. And the statement of cash flows explains changes in cash flow from operations, investing, and financing activities.
THE CHINA SYNDROME
The document summarizes observations about China's stock market volatility and its potential impacts. It notes that China's A-share market, accessible mainly to Chinese citizens, saw a 30% correction after rising 130% in the prior year. While the sell-off spread to other emerging markets, its effects were most significant in China. The document asserts that though Chinese officials are concerned about the plunge, its real economic impacts should be limited since less than 10% of Chinese households own stocks. It concludes by expressing continued confidence in China's economic growth.
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The Japan banking industry has a low rating for mergers and acquisitions capacity, similar to Eurozone banks. There is only one major Japanese bank with real ability to pursue deals based on strength. The banking industry in Japan needs transformation, and business combinations aimed at restructuring balance sheets would be the healthiest development, as the current situation risks leaving the entire industry struggling if problems are not addressed.
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- Major assets are loans and investment securities. Major liabilities are deposits.
- Banks play key roles in monetary policy transmission, payments, and maturity transformation. They are regulated to protect deposits and financial stability.
- Large banks engage in both retail and wholesale banking, while small banks focus on retail. Regulations and consolidation have reduced the number of banks in the US over time.
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The U.S. banking industry is overdue for consolidation as market structure is obsolete and profitability has been weak for a decade. Regulatory pressures and competition are making it hard for most banks to grow revenues and profits. Mid-tier banks with $10-250 billion in assets are expected to see significant consolidation through M&A to gain scale and lower costs. Consolidation can yield 30-35% cost savings by shedding excess capacity, spreading fixed costs over a larger base, and investing in digital capabilities. $600 billion in M&A among mid-tier banks is estimated to boost sector returns enough to reach banks' cost of capital.
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Bank Case Assignment
Ratche93
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CaseRequirements.pdf
Home>Business & Finance homework help>Bank Case Assignment
What is this Project’s Objective?
This project is designed to improve your ability to analyze a particular bank's performance. The
emphasis should be to explore your bank from a regulator’s point of view. In that respect you
should address the six CAMELS components and try to identify any "red flags" that could indicate
potential problems in your bank. The Excel file under the name of “Bank Financial Analysis”
should be used to capture the financial data for your bank and to show the associated financial
ratios. You should be able to find all your data in your bank’s Uniform Bank Performance Report
(UBPR) which is available at www.ffiec.gov. Your written report should be no less than 5 pages
long (typed, double-spaced) not including the Excel worksheet. The six CAMELS components
are: Capital adequacy; Asset quality; Management quality; Earnings record; Liquidity position;
and Sensitivity to market risk. Following is a more detailed listing of the items that you need to
address:
A. Liquidity
Consider your bank’s Uniform Bank Performance Report (UBPR) and provide an overview of your
bank’s liquidity by reviewing the following areas:
1. Liquidity and Funding Ratios especially the Net Non-Core Funding Dependence
and Loan to Assets Ratios – The first ratio measures the degree to which the bank is
funding longer-term assets (loans, securities that mature in more than one year, etc.) with
non-core funding. Non-core funding includes funding that can be very sensitive to
changes in interest rates such as brokered deposits, CDs greater than $100,000, and
borrowed money. Higher ratios reflect a reliance on funding sources that may not be
available in times of financial stress or adverse changes in market conditions. What are
the trends in these ratios? How do they compare to the peer?
2. The availability of liquid assets readily convertible to cash without undue loss-
Consider Federal funds sold, available for sale securities, loans for sale, etc.
3. Core deposit/asset growth - Are core deposits capable of funding anticipated asset
growth?
4. Diversification of funding sources - A bank with strong liquidity has a strong core
deposit base, established borrowings lines, and procedures in place for acquiring
internet-based or other forms of emergency borrowing.
5. External Forces - Economic conditions, competition, marketing efforts, etc. ...
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Working Capital ManagementAlternative Working Capital Policies.docx
The document discusses working capital management topics like cash management, inventory and accounts receivable management, trade credit, and bank loans. It provides definitions of working capital terms and analyzes the working capital ratios of a company called SKI. It evaluates if SKI is holding excessive cash, inventory, and receivables. It also discusses cash budgeting and how SKI could improve its cash position by tightening credit policies and reducing inventory and receivables without hurting sales.
Lou ureneck boston university
This document provides an overview of key concepts in banking for journalists. It discusses how banks accept deposits and make loans, generating profit from the spread between low interest rates on deposits and higher rates on loans. It also covers the risks banks face, such as liquidity risk if depositors withdraw funds, credit risk if loans are not repaid, and interest rate risk if rates change. The document defines various types of banks and introduces metrics like CAMEL that are used to evaluate bank performance and stability.
Lou Ureneck_Boston university
This document provides an overview of key concepts in banking for journalists. It discusses how banks accept deposits and make loans, generating profit from the spread between low interest rates on deposits and higher rates on loans. It also covers the risks banks face, such as liquidity risk if depositors withdraw funds, credit risk if loans are not repaid, and interest rate risk if rates change. The document defines various types of banks and provides financial metrics like leverage, return on assets, and non-performing loans that can be used to analyze bank performance.
Lou Ureneck_boston university
This document provides an overview of key concepts in banking for journalists. It discusses how banks accept deposits and make loans, generating profit from the spread between low interest rates on deposits and high rates on loans. It also covers the risks banks face, such as liquidity risk if depositors withdraw funds, credit risk if loans are not repaid, and interest rate risk if rates change. The document defines various types of banks and provides metrics like CAMEL that can be used to evaluate bank performance and stability.
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Investment banks need to fundamentally reshape their business models to succeed in the future. They must restructure their legal entities, optimize costs, innovate, and focus on a clear strategic vision. This will involve reshaping operations around a new holding company structure, divesting non-core businesses, and defining their goals as a global boutique, regional specialist, or universal bank. Successfully implementing these changes despite regulatory challenges will determine which banks lead in the future.
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The document discusses several accounting alerts that investors should be aware of to identify potential problems with a company's financial reporting and avoid future surprises. It describes sizable differences between reported cash flow and earnings, questionable accounting of transactions with affiliates, premature revenue recognition, reversal of past reserves to inflate earnings, and unrealistic assumptions as potential red flags. The document provides examples of companies in the past that engaged in these practices and later faced consequences like earnings restatements or stock price declines. Intensive analysis of financial statements and footnotes is presented as the best way for investors to evaluate a company's true financial strength and accounting conservatism.
From Complexity To Client Centricity
To grow and prosper in today’s ever-changing world, banks
too must change. They need to move beyond any existing
organizational silos, infrastructure complexities and other
constraints – and toward an operation centered on the client.
Working capital
Free to download..Dont forget to hit like i hav worked hard for this..
This one deals with Working capital ie current liabilities and current assets and some ratios regarding them.
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This document discusses working capital management. It begins by noting that large companies like Apple, Microsoft, and GE held large cash balances of $142 billion, $89 billion, and $138 billion respectively in early 2015. It then examines reasons why firms hold cash, including the speculative motive to take advantage of opportunities, the precautionary motive as a financial reserve, and the transaction motive to satisfy ongoing operational needs. The document goes on to discuss concepts like float, which is the difference between a firm's book and available cash balances due to outstanding checks, and how firms can benefit from collection and disbursement float during the check clearing process.
What is this Project’s Objective This project is designe.docx
What is this Project’s Objective?
This project is designed to improve your ability to analyze a particular bank's performance. The
emphasis should be to explore your bank from a regulator’s point of view. In that respect you
should address the six CAMELS components and try to identify any "red flags" that could indicate
potential problems in your bank. The Excel file under the name of “Bank Financial Analysis”
should be used to capture the financial data for your bank and to show the associated financial
ratios. You should be able to find all your data in your bank’s Uniform Bank Performance Report
(UBPR) which is available at www.ffiec.gov. Your written report should be no less than 5 pages
long (typed, double-spaced) not including the Excel worksheet. The six CAMELS components
are: Capital adequacy; Asset quality; Management quality; Earnings record; Liquidity position;
and Sensitivity to market risk. Following is a more detailed listing of the items that you need to
address:
A. Liquidity
Consider your bank’s Uniform Bank Performance Report (UBPR) and provide an overview of your
bank’s liquidity by reviewing the following areas:
1. Liquidity and Funding Ratios especially the Net Non-Core Funding Dependence
and Loan to Assets Ratios – The first ratio measures the degree to which the bank is
funding longer-term assets (loans, securities that mature in more than one year, etc.) with
non-core funding. Non-core funding includes funding that can be very sensitive to
changes in interest rates such as brokered deposits, CDs greater than $100,000, and
borrowed money. Higher ratios reflect a reliance on funding sources that may not be
available in times of financial stress or adverse changes in market conditions. What are
the trends in these ratios? How do they compare to the peer?
2. The availability of liquid assets readily convertible to cash without undue loss-
Consider Federal funds sold, available for sale securities, loans for sale, etc.
3. Core deposit/asset growth - Are core deposits capable of funding anticipated asset
growth?
4. Diversification of funding sources - A bank with strong liquidity has a strong core
deposit base, established borrowings lines, and procedures in place for acquiring
internet-based or other forms of emergency borrowing.
5. External Forces - Economic conditions, competition, marketing efforts, etc. have a
material impact on the need for liquidity going forward.
You should also take a look at your textbook’s continuing case assignment for chapter 11 which
discusses various bank liquidity indicators.
B. Sensitivity to Market Risk
Sensitivity to Market Risk - refers to the risk that changes in market conditions could adversely
impact earnings and/or capital. Market Risk encompasses exposures associated with changes in
interest rates, foreign exchange rates, commodity prices, equity prices, etc. While all of these
items are important, the primary risk in most b.
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October 2019
The last pit stop?
Time for bold
late-cycle moves
McKinsey Global Banking Annual Review 2019
Literature title
2
Content
04
Executive summary
07
The late cycle:
Welcome to uncertainty
23
Time for bold moves:
Levers to improve performance in the late cycle
41
The right moves for the right bank
55
Conclusion
3 The last pit stop? Time for bold late-cycle moves
A decade on from the global financial
crisis, signs that the banking industry has
entered the late phase of the economic
cycle are clear: growth in volumes and
top-line revenues is slowing with loan
growth of just four percent in 2018—the
lowest in the past five years and a good
150 basis points below nominal GDP
growth. Yield curves are also flattening.
And, though valuations fluctuate, investor
confidence in banks is weakening
once again.
Industry veterans have been through
a few of these cycles before. But,
notwithstanding the academic literature,1
this one seems different. Global return
on tangible equity (ROTE) has flatlined
at 10.5 percent, despite a small rise in
rates in 2018. Emerging market banks
have seen ROTEs decline steeply, from
20 percent in 2013 to 14.1 percent in
2018, due largely to digital disruption that
continues unabated. Banks in developed
markets have strengthened productivity
and managed risk costs, lifting ROTE
from 6.8 percent to 8.9 percent. But on
balance, the global industry approaches
the end of the cycle in less than ideal
health with nearly 60 percent of banks
printing returns below the cost of equity. A
prolonged economic slowdown with low or
even negative interest rates could wreak
further havoc.
What explains the difference between
the 40 percent of banks that create
value and the 60 percent that
destroy it? In short, geography, scale,
differentiation, and business model.
1 Carmen M. Reinhart and Kenneth S. Rogoff, This Time is Different: Eight Centuries of Financial Folly,
Princeton, NJ: Princeton University Press, 2009.
On the first, we find that the domicile
of a bank explains nearly 70 percent
of underlying valuations. Consider the
United States, where banks earn nearly
ten percentage points more in returns
than European banks do, implying
starkly different environments. Then
comes scale. Our research confirms that
scale in banking, as in most industries,
is generally correlated with stronger
returns. Be it scale across a country, a
region, or a client segment. Having said
that, there are still small banks with niche
propositions out there generating strong
returns, but these are more the exception
than the rule. Underlying constraints of
a business model also have a significant
role to play. Take the case of broker
dealers in the securities industry, where
margins and volumes have been down
sharply in this cycle. A scale leader in the
right geography as a broker dealer still
doesn’t earn cost of capital.
Domicile is mostly out of a bank’s control.
...
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Chapter 11
Commercial banks are the largest financial institutions in terms of total assets. They take in deposits and make loans. The document provides an overview of the commercial banking industry, including:
- Major assets are loans and investment securities. Major liabilities are deposits.
- Banks play key roles in monetary policy transmission, payments, and maturity transformation. They are regulated to protect deposits and financial stability.
- Large banks engage in both retail and wholesale banking, while small banks focus on retail. Regulations and consolidation have reduced the number of banks in the US over time.
Come Together
The U.S. banking industry is overdue for consolidation as market structure is obsolete and profitability has been weak for a decade. Regulatory pressures and competition are making it hard for most banks to grow revenues and profits. Mid-tier banks with $10-250 billion in assets are expected to see significant consolidation through M&A to gain scale and lower costs. Consolidation can yield 30-35% cost savings by shedding excess capacity, spreading fixed costs over a larger base, and investing in digital capabilities. $600 billion in M&A among mid-tier banks is estimated to boost sector returns enough to reach banks' cost of capital.
HomeworkMarketHow it works.Pricing.FAQ.Homework Answers.Lo
HomeworkMarket
How it works.Pricing.FAQ.Homework Answers.Log in / Sign up
.cls-1{fill:none;stroke:#001847;stroke-linecap:square;stroke-miterlimit:10;stroke-width:2px}
Bank Case Assignment
Ratche93
.cls-1{fill:#dee7ff}.cls-2{fill:#ff7734}.cls-3{fill:#f5a623;stroke:#000}
CaseRequirements.pdf
Home>Business & Finance homework help>Bank Case Assignment
What is this Project’s Objective?
This project is designed to improve your ability to analyze a particular bank's performance. The
emphasis should be to explore your bank from a regulator’s point of view. In that respect you
should address the six CAMELS components and try to identify any "red flags" that could indicate
potential problems in your bank. The Excel file under the name of “Bank Financial Analysis”
should be used to capture the financial data for your bank and to show the associated financial
ratios. You should be able to find all your data in your bank’s Uniform Bank Performance Report
(UBPR) which is available at www.ffiec.gov. Your written report should be no less than 5 pages
long (typed, double-spaced) not including the Excel worksheet. The six CAMELS components
are: Capital adequacy; Asset quality; Management quality; Earnings record; Liquidity position;
and Sensitivity to market risk. Following is a more detailed listing of the items that you need to
address:
A. Liquidity
Consider your bank’s Uniform Bank Performance Report (UBPR) and provide an overview of your
bank’s liquidity by reviewing the following areas:
1. Liquidity and Funding Ratios especially the Net Non-Core Funding Dependence
and Loan to Assets Ratios – The first ratio measures the degree to which the bank is
funding longer-term assets (loans, securities that mature in more than one year, etc.) with
non-core funding. Non-core funding includes funding that can be very sensitive to
changes in interest rates such as brokered deposits, CDs greater than $100,000, and
borrowed money. Higher ratios reflect a reliance on funding sources that may not be
available in times of financial stress or adverse changes in market conditions. What are
the trends in these ratios? How do they compare to the peer?
2. The availability of liquid assets readily convertible to cash without undue loss-
Consider Federal funds sold, available for sale securities, loans for sale, etc.
3. Core deposit/asset growth - Are core deposits capable of funding anticipated asset
growth?
4. Diversification of funding sources - A bank with strong liquidity has a strong core
deposit base, established borrowings lines, and procedures in place for acquiring
internet-based or other forms of emergency borrowing.
5. External Forces - Economic conditions, competition, marketing efforts, etc. ...
Comprehensive Guide to Working Capital Finance and the Intricacies of the Wor...
In this comprehensive guide, we embark on a journey through the labyrinth of working capital finance, dissecting its components, strategies, challenges, and future trends, aiming to equip you with the knowledge to navigate the financial landscape of your business effectively.
Working Capital ManagementAlternative Working Capital Policies.docx
The document discusses working capital management topics like cash management, inventory and accounts receivable management, trade credit, and bank loans. It provides definitions of working capital terms and analyzes the working capital ratios of a company called SKI. It evaluates if SKI is holding excessive cash, inventory, and receivables. It also discusses cash budgeting and how SKI could improve its cash position by tightening credit policies and reducing inventory and receivables without hurting sales.
Lou ureneck boston university
This document provides an overview of key concepts in banking for journalists. It discusses how banks accept deposits and make loans, generating profit from the spread between low interest rates on deposits and higher rates on loans. It also covers the risks banks face, such as liquidity risk if depositors withdraw funds, credit risk if loans are not repaid, and interest rate risk if rates change. The document defines various types of banks and introduces metrics like CAMEL that are used to evaluate bank performance and stability.
Lou Ureneck_Boston university
This document provides an overview of key concepts in banking for journalists. It discusses how banks accept deposits and make loans, generating profit from the spread between low interest rates on deposits and higher rates on loans. It also covers the risks banks face, such as liquidity risk if depositors withdraw funds, credit risk if loans are not repaid, and interest rate risk if rates change. The document defines various types of banks and provides financial metrics like leverage, return on assets, and non-performing loans that can be used to analyze bank performance.
Lou Ureneck_boston university
This document provides an overview of key concepts in banking for journalists. It discusses how banks accept deposits and make loans, generating profit from the spread between low interest rates on deposits and high rates on loans. It also covers the risks banks face, such as liquidity risk if depositors withdraw funds, credit risk if loans are not repaid, and interest rate risk if rates change. The document defines various types of banks and provides metrics like CAMEL that can be used to evaluate bank performance and stability.
Building the investment bank of the future_PRINT READY_High Resolution
Investment banks need to fundamentally reshape their business models to succeed in the future. They must restructure their legal entities, optimize costs, innovate, and focus on a clear strategic vision. This will involve reshaping operations around a new holding company structure, divesting non-core businesses, and defining their goals as a global boutique, regional specialist, or universal bank. Successfully implementing these changes despite regulatory challenges will determine which banks lead in the future.
Reality Check: Accounting Alerts Every Investor Should Know by Olstein Funds
The document discusses several accounting alerts that investors should be aware of to identify potential problems with a company's financial reporting and avoid future surprises. It describes sizable differences between reported cash flow and earnings, questionable accounting of transactions with affiliates, premature revenue recognition, reversal of past reserves to inflate earnings, and unrealistic assumptions as potential red flags. The document provides examples of companies in the past that engaged in these practices and later faced consequences like earnings restatements or stock price declines. Intensive analysis of financial statements and footnotes is presented as the best way for investors to evaluate a company's true financial strength and accounting conservatism.
From Complexity To Client Centricity
To grow and prosper in today’s ever-changing world, banks
too must change. They need to move beyond any existing
organizational silos, infrastructure complexities and other
constraints – and toward an operation centered on the client.
Working capital
Free to download..Dont forget to hit like i hav worked hard for this..
This one deals with Working capital ie current liabilities and current assets and some ratios regarding them.
Cash & float MGT control systems book sides.pdf
This document discusses working capital management. It begins by noting that large companies like Apple, Microsoft, and GE held large cash balances of $142 billion, $89 billion, and $138 billion respectively in early 2015. It then examines reasons why firms hold cash, including the speculative motive to take advantage of opportunities, the precautionary motive as a financial reserve, and the transaction motive to satisfy ongoing operational needs. The document goes on to discuss concepts like float, which is the difference between a firm's book and available cash balances due to outstanding checks, and how firms can benefit from collection and disbursement float during the check clearing process.
What is this Project’s Objective This project is designe.docx
What is this Project’s Objective?
This project is designed to improve your ability to analyze a particular bank's performance. The
emphasis should be to explore your bank from a regulator’s point of view. In that respect you
should address the six CAMELS components and try to identify any "red flags" that could indicate
potential problems in your bank. The Excel file under the name of “Bank Financial Analysis”
should be used to capture the financial data for your bank and to show the associated financial
ratios. You should be able to find all your data in your bank’s Uniform Bank Performance Report
(UBPR) which is available at www.ffiec.gov. Your written report should be no less than 5 pages
long (typed, double-spaced) not including the Excel worksheet. The six CAMELS components
are: Capital adequacy; Asset quality; Management quality; Earnings record; Liquidity position;
and Sensitivity to market risk. Following is a more detailed listing of the items that you need to
address:
A. Liquidity
Consider your bank’s Uniform Bank Performance Report (UBPR) and provide an overview of your
bank’s liquidity by reviewing the following areas:
1. Liquidity and Funding Ratios especially the Net Non-Core Funding Dependence
and Loan to Assets Ratios – The first ratio measures the degree to which the bank is
funding longer-term assets (loans, securities that mature in more than one year, etc.) with
non-core funding. Non-core funding includes funding that can be very sensitive to
changes in interest rates such as brokered deposits, CDs greater than $100,000, and
borrowed money. Higher ratios reflect a reliance on funding sources that may not be
available in times of financial stress or adverse changes in market conditions. What are
the trends in these ratios? How do they compare to the peer?
2. The availability of liquid assets readily convertible to cash without undue loss-
Consider Federal funds sold, available for sale securities, loans for sale, etc.
3. Core deposit/asset growth - Are core deposits capable of funding anticipated asset
growth?
4. Diversification of funding sources - A bank with strong liquidity has a strong core
deposit base, established borrowings lines, and procedures in place for acquiring
internet-based or other forms of emergency borrowing.
5. External Forces - Economic conditions, competition, marketing efforts, etc. have a
material impact on the need for liquidity going forward.
You should also take a look at your textbook’s continuing case assignment for chapter 11 which
discusses various bank liquidity indicators.
B. Sensitivity to Market Risk
Sensitivity to Market Risk - refers to the risk that changes in market conditions could adversely
impact earnings and/or capital. Market Risk encompasses exposures associated with changes in
interest rates, foreign exchange rates, commodity prices, equity prices, etc. While all of these
items are important, the primary risk in most b.
Banking-in-emerging-markets-seizing-opportunities-overcoming-challenges
1) The document discusses opportunities and challenges for banks operating in emerging markets, focusing on 10 rapid-growth markets identified as the next wave beyond the BRICs.
2) Banks in these markets face common challenges around serving unbanked customers without developed infrastructure and meeting growing demand for lending with constrained balance sheets.
3) To achieve profitable growth, banks must balance rapid expansion with efficiency gains, through initiatives like low-cost retail products, strong corporate and investment banking capabilities, advisory services, and new wealth management products.
October 2019The last pit stop Time for bold late-cyc.docx
October 2019
The last pit stop?
Time for bold
late-cycle moves
McKinsey Global Banking Annual Review 2019
Literature title
2
Content
04
Executive summary
07
The late cycle:
Welcome to uncertainty
23
Time for bold moves:
Levers to improve performance in the late cycle
41
The right moves for the right bank
55
Conclusion
3 The last pit stop? Time for bold late-cycle moves
A decade on from the global financial
crisis, signs that the banking industry has
entered the late phase of the economic
cycle are clear: growth in volumes and
top-line revenues is slowing with loan
growth of just four percent in 2018—the
lowest in the past five years and a good
150 basis points below nominal GDP
growth. Yield curves are also flattening.
And, though valuations fluctuate, investor
confidence in banks is weakening
once again.
Industry veterans have been through
a few of these cycles before. But,
notwithstanding the academic literature,1
this one seems different. Global return
on tangible equity (ROTE) has flatlined
at 10.5 percent, despite a small rise in
rates in 2018. Emerging market banks
have seen ROTEs decline steeply, from
20 percent in 2013 to 14.1 percent in
2018, due largely to digital disruption that
continues unabated. Banks in developed
markets have strengthened productivity
and managed risk costs, lifting ROTE
from 6.8 percent to 8.9 percent. But on
balance, the global industry approaches
the end of the cycle in less than ideal
health with nearly 60 percent of banks
printing returns below the cost of equity. A
prolonged economic slowdown with low or
even negative interest rates could wreak
further havoc.
What explains the difference between
the 40 percent of banks that create
value and the 60 percent that
destroy it? In short, geography, scale,
differentiation, and business model.
1 Carmen M. Reinhart and Kenneth S. Rogoff, This Time is Different: Eight Centuries of Financial Folly,
Princeton, NJ: Princeton University Press, 2009.
On the first, we find that the domicile
of a bank explains nearly 70 percent
of underlying valuations. Consider the
United States, where banks earn nearly
ten percentage points more in returns
than European banks do, implying
starkly different environments. Then
comes scale. Our research confirms that
scale in banking, as in most industries,
is generally correlated with stronger
returns. Be it scale across a country, a
region, or a client segment. Having said
that, there are still small banks with niche
propositions out there generating strong
returns, but these are more the exception
than the rule. Underlying constraints of
a business model also have a significant
role to play. Take the case of broker
dealers in the securities industry, where
margins and volumes have been down
sharply in this cycle. A scale leader in the
right geography as a broker dealer still
doesn’t earn cost of capital.
Domicile is mostly out of a bank’s control.
...
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We see four distinct models emerging, centred around: (1) global universal banking, (2) global investment banking & wealth management, (3) a blend of electronic and high margin business, and (4) regional universal banking.
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Small Business Loans - Move Over Banks, The Non Bank Lenders Are Here
- 1. S M AL L BU S IN S S L O AN S M oveO verBankstheN on-BankL endersHaveArrived
- 2. W ithbusinesslendingunder$100,000 shrinkingthefastest S mallBusinessL endingisP lummeting 4
- 3. S mallBusinessL oansnoL onger“ P rofitable” forBanks ■ T heaveragecapitalacrossBankloanbooksincreasesfrom 8% ofassetsto10.5% to13% ofassets ● Banksincreasinglyfocusedonmaximisingcapitalefficient andreturnoncapital(vsstraightprofitabilitymeasures) ■ BaselIIImeanthatmortgagesaresignificantlymore profitablethanunsecuredsmallbusinessloans(evenw hen thehigherratesonsmallbusinessloansaretakeninto account) ■ O ff-balancesheetsecuritizationstructureshavenot eventuated(yet)forportfoliosofunsecuredbusinessloans ■ S ignificantsupply-demandimbalanceresultsacrossmost pricepointsinthesmallbusinesslendingmarket BaselIIIcapitalrequirementsfocusheavilyonloancollateral(w ithunsecuredloansrequiringincreasedcapitalsupport) 4
- 4. HighDemandw ithverylimitedsupply BanksarefocusedonpropertysecuredlendingtoS M Es(atmidsingledigitinterestrates) T raditionalM erchantCashAdvanceproviderstypicallyofferveryhighinterestrates S M Ecreditdemandbetw eenthesetw oextremesislargeandsignificantlyunderserved 4 Q■ Demandathigherratesisdrivenby: HighreturnS M Eprojects(e.g. opportunitytopurchasestockatheavy discount),and M ustdo projects(e.g.fundw orking capital,payunexpectedbillz) P 45% 30% Merchant Cash Advance Providers 9% 6% Banks P ■ Bankspricebusinessloansinanarrow bandlargelyindependentofdemand;~6- 9% p.a. ■ T raditionalM CA providersarepricing ~30-45% 9% BAN KS M CA;s ■ L argeunmetdemandforcreditinpricing segmentbetw eenBanksandM CAs HugeS upply – DemandImbalanceacrossS M ECreditM arket Q Q P Demand S upply S upply-DemandImbalance Unmet Demand Between MCA and Banks
- 5. S mallBusinessL endingisS hiftingtotheN on-BankM arket ■ Dropinsmallbusinesscreditsupplyhasresultedinthebirth andgrow thofthenon-banksmallbusinesslender ■ L eadersamongstthedirectlendingfirmsinclude: ● O ndeckCapitalw w w.ondeckcapital.com.au ● Kabbage.com w w w.kabbage.com ● M arketInvoice w w w.marketinvoice.co.uk ● FundingCircle w w w.fundingcircle.com ● CanCapitalw w w.cancapital.com ● Ezbob w w w.ezbob.com ■ S hiftingmarkethasalsoseenthebirthofseveralinnovative brokersandmarketplaces. Globalleadershereare: ● L endio w w w.lendio.com ● Biz2credit w w w.biz2credit.com ■ Grow thratesamongstsomeofthesefirmsareat100%+ compoundannualgrow thrates 4 N on-banklS M Eendingmarketisincreasingdramatically
- 6. T heFutureofS mallBusinessL ending ■ L ikelytoseecontinuedshiftinbusinessaw ayfrom thebanksunless regulatorychangesaremade ■ N on-Banklendersareplayinganimportantrolebutcostofcapital constraintsseesmostoperatingathigherratesonthecreditcurve ■ N on-Banklendersdrivingsignificantinnovation– online,fast, innovativecreditmodelsetc. ■ T hereisastrongcaseforgovernmentinterventiontosupport increasedlendingtosmallbusinessandatimprovedrate ■ L ikelythatinfuturenon-banklendersmayprovideoriginationand credit,servicingcapability,w ithw holesalefundingcomingfrom the banksorsecuritizationmarket ● O ndeckCapitalhaspartneredw ithseveralregionalbanksandis alreadyprovidingtheirIP andprocessesona“ w hitelabel” basis 4
- 7. GetCapital w w w .getcapital.com.au w w w .getcapital.com.au/blog