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SKS Microfinance aims to empower the poorest of the poor in India to become self-reliant by providing financial services. Since 1998, SKS has grown to serve over 10,000 customers across 4 branches and 314 village centers, with a 99.9% repayment rate. To continue scaling its operations, SKS developed SKS MAPS, a fully integrated and automated MIS using smart cards and palm pilots to reduce transaction costs and risks associated with high-volume, low-value microloans. This technology innovation has increased productivity and streamlined information collection and reporting.
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The document discusses SKS Microfinance and its work empowering the poor through microloans. SKS has provided close to $1 billion in loans to over 3.2 million members across India with a 99% repayment rate. It operates using a village-based model providing doorstep service and training. Borrowers use loans for a variety of small business and agricultural activities that can generate returns as high as 185%. SKS aims to scale its model to reach 15 million borrowers by 2011 through profitability, standardized processes adapted from business, and technology to lower costs. The document outlines SKS's growth, products, partnerships and goals to empower the poor through microfinance.
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Suryapraksharao
Maroju Suryapraksharaos is seeking a job where he can utilize his skills and talents to contribute to an organization's growth. He has a Master's degree in Computer Applications and Bachelor's degree in Computer Science. His technical skills include programming languages like Java, C and databases like MySQL. He has worked on projects involving big data analytics using Hadoop and customer care and billing systems. He is a member of professional societies and has participated in programming competitions and conferences.
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Transformation
This document discusses the transformation of microfinance in India based on international experiences and the Indian context. It outlines challenges facing microfinance organizations (MFOs) in India related to size, diversity of services, financial sustainability, and tax status. Options for transformation include becoming a non-banking financial company (NBFC), cooperative, or local area bank. The document argues MFOs need flexibility to grow and offer diverse products while maintaining financial self-sufficiency through prudent costs and revenue targets. It suggests regulatory implications should allow MFOs organic growth, expansion in service areas, and NGO investment in for-profit MFOs.
Wwb nancy barry
The document discusses building domestic financial systems that serve low-income populations, especially women. It outlines that microfinance institutions currently serve about 18 million clients across 40 countries. The key is building retail capacity through a range of financial institutions and products that meet the needs of the poor, especially savings, insurance, housing loans and flexible working capital. Country policies need supportive regulations, legal structures and performance standards to encourage the growth of sustainable microfinance.
T beck
The document discusses indicators used to measure financial access and participation. It distinguishes between measuring observed access levels and understanding what drives access. New data sources like surveys of financial institutions can provide insights into geographic and socioeconomic dimensions of access as well as the "bankability" of potential clients. Randomized experiments are highlighted as a way to rigorously assess relationships between access, financial development outcomes, and economic and social impacts.
Sirtaine (1)
IT can help microfinance in two key ways: assessing loans and reaching more clients, especially in rural areas. However, low connectivity, costs, and other obstacles make this difficult. Creative solutions are emerging, like using public infrastructure like post offices or creating own IT networks through internet, satellite, or cellular technologies with low-cost devices in stores. The World Bank can help by building IT infrastructure, increasing telecom competition, and supporting creative solutions through regulations and incentives.
Track 2 b mor-icici microfinance bank
The document discusses ICICI Bank's efforts to expand access to microfinance in India by partnering with microfinance institutions (MFIs). It outlines some of the challenges with traditional MFI models and describes a new partnership model developed by ICICI Bank. The model involves ICICI Bank lending directly to low-income clients through MFIs, while also providing MFIs with an overdraft limit to share risk. This allows for more efficient use of capital compared to previous models.
Sourcefinance
There are internal and external sources of finance available for business growth. Internal sources include reinvesting profits and selling assets. External long-term sources are shares (ordinary and preference) and long-term loans such as debentures, while short-term sources include overdrafts, trade credit, factoring, and leasing. External sources also allow for inorganic growth through mergers and acquisitions requiring large amounts of financing. Business angels and venture capital are other sources that provide capital for growing businesses.
Se mirg 24_sept
The document provides an overview of microfinance and key concepts related to serving low-income customers. It defines microfinance as providing financial services to low-income clients, such as credit, savings, insurance, and money transfers. It discusses definitions and frameworks like the "bottom of the pyramid" and challenges common assumptions about the poor not having purchasing power or being brand conscious. Specific examples from India are provided, such as a Hindustan Unilever program that trained women entrepreneurs as distributors in rural villages and an ITC program that connected farmers to online prices.
Sanchetna ria
The document provides an overview of a rapid institutional assessment conducted of Sanchetna Financial Services Pvt. Ltd. by MicroSave. Key areas assessed include board governance, business plan, management systems, human resources, financial management, microfinance characteristics and performance. The assessment found the organization's board composition and senior management team to be strong, but identified areas for improvement in documentation, internal controls, and developing more sophisticated software.
Sample guide tomicrofinance
Microfinance in India operates through microfinance institutions and NABARD's Self Help Group bank linkage programme. Women account for most microfinance clients. The industry has grown significantly in Southern states like Andhra Pradesh. The government introduced a bill to regulate microfinance organizations and establish a regulatory body. The industry is characterized by low penetration levels, high growth of private equity and venture capital, and high interest rates charged to clients. Major players in the industry include Company 1, Company 2, and Company 3.
Samer abudalo
The collection average rate of microfinance firms in Jordan is 92-99%. These firms have high collection rates due to their strong organizational structures, which include boards of directors, general managers who oversee departments like operations, finance, marketing, and human resources. Previously, firms faced difficulties like client duality where a client could take loans from multiple firms. However, firms now have an agreement to share client data through an online system to prevent this. Microfinance in Jordan aims to improve standards of living and reduce poverty through financial and training services that support small businesses and entrepreneurs.
Rinne
The document discusses microfinance and the role of law and legal counsel. It provides an overview of how microfinance intersects with various legal areas like transactions, debt, equity, and regulations. It also discusses the different roles of international versus local legal counsel. The document then focuses on the organization Unitus, which partners with microfinance institutions around the world to expand access to financial services for the poor. It outlines Unitus' selection process for partnering with MFIs and describes some of Unitus' legal needs.
Ratan mf tech_path_bmgf
The document discusses the potential for information and communication technologies (ICTs) to enable microfinance in India. It notes that while microfinance has grown significantly, reaching over 33 million households, traditional providers of financial services to low-income groups are declining. Case studies show how ICTs like mobile phones can reduce costs and improve data quality for microfinance organizations by streamlining processes like customer profiling and account management. However, the value of ICTs depends on factors like delivery models, operational efficiency, and balancing technology and labor costs. Hybrid approaches that accurately match technologies to functions are most promising.
Presentation materials measuring performance
This document summarizes a framework for measuring the performance of microfinance institutions through standardized financial reporting and analysis. It outlines financial statements including an income statement, balance sheet, cash flow statement, portfolio report, and non-financial data report. It provides definitions and examples of line items for each statement to allow for meaningful analysis and monitoring of microfinance institutions according to international financial reporting standards.
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This document summarizes the state of housing microfinance in Africa. It discusses what housing microfinance is, outlines that it is a growing sector with increasing demand. It identifies opportunities in the sector, such as successful microlending programs and high urbanization rates, as well as challenges around issues like land tenure, funding, and appropriate products. Specific examples of housing microfinance programs in countries like Tanzania, Angola, and Uganda are provided.
Pe1 050401a1 en
This document discusses promoting gender-sensitive entrepreneurship through microfinance institutions. It provides considerations for making programs, policies, services, and organizational structures appropriate for both men and women, including those in HIV/AIDS-prevalent areas. Some recommendations include ensuring needs of different groups of women are addressed; involving women in decision-making; monitoring women's involvement; and creating a gender-sensitive culture through training and policies. The goal is to acknowledge gender differences and help more women access opportunities through entrepreneurship.
Overview of mis mr. ramachandran
The document discusses the role of technology in microfinance institutions (MFIs) in India. It notes that MFIs serve over 33 million people but have high operating costs due to low-value transactions. Technology can help automate transactions, standardize products, and increase efficiency. The document outlines the information needs of different stakeholders and components needed for an effective management information system (MIS) to support operations, management, reporting, and strategic decision-making. It provides examples of how the organization BASIX has successfully implemented technology solutions to enhance its microfinance services.
N srinivasan
1) Microfinance in India saw high growth rates in 2008-2009, with MFIs adding more new clients than the self-help group banking linkage program (SBLP). 2) Total microfinance clients increased from 61.2 million to 76.6 million, with MFI loan volumes growing from Rs. 59.5 billion to Rs. 117.34 billion. 3) The top five MFIs - SKS, Spandana, Share, Bandhan, and Asmita - accounted for over 88% of total MFI loans and served over 11 million clients collectively.
Niamh goggin
The document summarizes research conducted on the supply side of financial services for those who are financially excluded in southeast England. It finds that current microfinance providers are meeting only 5.7% of estimated demand and that there are coverage gaps in certain geographical areas and for borderline micro/small business loans. For sustainability, microfinance organizations need to focus on outreach, performance measurement, and average loan sizes that are larger percentages of local average incomes. The research implications are that standalone microfinance institutions will not survive and that the government needs to take a strategic, long-term approach to addressing financial exclusion.
Mr ali-shaker,first-day-second-meeting-16-8-2009
This document discusses the role of commercial banks in microfinance. It begins by defining microfinance and describing its clients and potential demand. It then discusses the reluctance of commercial banks to engage in microfinance due to perceived costs and risks, despite advantages like branch networks. Successful microfinance programs require senior management commitment, supportive policies, specialized structures, flexible lending practices, well-trained staff, and cost effectiveness. Features of successful programs include sustainability, matching funds, employment, and strong loan repayments. The document argues that microfinance has become a suitable business for banks seeking new revenue from retail customers.
Microfinance annie
The document provides an overview of microfinance in India, including its challenges and potential solutions. It discusses how microfinance aims to provide financial services to the poor through group lending models. However, there are still many gaps in access, with over 500 million poor Indians unserved. Scaling up microfinance further requires increasing access to risk capital and long-term financing for microfinance institutions, as well as improving staff training and the use of technology like low-cost ATMs. Partnerships between banks and microfinance institutions could help address these challenges to expanding financial inclusion in India.
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Akula
- 1. SKS Microfinance December 2002 Vikram Akula, Founder and CEO Empowering the Poorest of the Poor to Become Self-Reliant
- 2. Mission and Profile Founded June 1998 Mission To Empower the Poorest of the Poor to Become Self- Reliant by Sustainably Providing Financial Services Focus Poorest of the Poor in Drought-Prone Deccan Region of India
- 6. SKS MAPS Framework – Designed for Scale