20-21 February 2018, Mexico City: Workshop on building business linkages that boost SME productivity. http://www.oecd.org/cfe/smes/workshop-on-building-business-linkages-that-boost-SME-productivity.htm
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help alleviate symptoms of mental illness and boost overall mental well-being.
EastWest Ageas Life Insurance – Insurer Transformation Award 2023The Digital Insurer
- EastWestAgeas (EWA) is a life insurance joint venture between EastWest Bank and Ageas insurance that started in 2016 and has grown its customer base to almost 50K individual and 200K group customers.
- EWA underwent a one-year transformation journey to build a future-proof enterprise architecture using microservices and moving to the cloud, as well as developing a data architecture and digital culture.
- As a result of the transformation, EWA has seen benefits like reduced application processing time from 90 minutes to 30 minutes, faster policy issuing from 3 days to 1 day, and reduced cost of the core system by 65%.
Companies need to understand the full range of the multichannel consumer decision journey to understand how to best influence potential and current customers. Scenarios and data from this McKinsey presentation show how consumers are making their decisions today - particularly in the UK and France - and how brands can turn those insights into profits.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Coherent provides a platform called Coherent Spark that helps companies convert their spreadsheet models into scalable and connected cloud services. It summarizes that Coherent Spark allows companies to:
- Convert spreadsheet business logic into application logic through APIs
- Control spreadsheet environments for compliance, governance and cost savings
- Connect spreadsheet outputs to core systems, analytics and other destinations
Spark provides benefits like accelerated transformation, reduced costs and risks, and improved collaboration between business and IT. Case studies show how Coherent Spark helped insurance companies save time and costs in product development, underwriting, and deploying new offerings.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help alleviate symptoms of mental illness and boost overall mental well-being.
EastWest Ageas Life Insurance – Insurer Transformation Award 2023The Digital Insurer
- EastWestAgeas (EWA) is a life insurance joint venture between EastWest Bank and Ageas insurance that started in 2016 and has grown its customer base to almost 50K individual and 200K group customers.
- EWA underwent a one-year transformation journey to build a future-proof enterprise architecture using microservices and moving to the cloud, as well as developing a data architecture and digital culture.
- As a result of the transformation, EWA has seen benefits like reduced application processing time from 90 minutes to 30 minutes, faster policy issuing from 3 days to 1 day, and reduced cost of the core system by 65%.
Companies need to understand the full range of the multichannel consumer decision journey to understand how to best influence potential and current customers. Scenarios and data from this McKinsey presentation show how consumers are making their decisions today - particularly in the UK and France - and how brands can turn those insights into profits.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Coherent provides a platform called Coherent Spark that helps companies convert their spreadsheet models into scalable and connected cloud services. It summarizes that Coherent Spark allows companies to:
- Convert spreadsheet business logic into application logic through APIs
- Control spreadsheet environments for compliance, governance and cost savings
- Connect spreadsheet outputs to core systems, analytics and other destinations
Spark provides benefits like accelerated transformation, reduced costs and risks, and improved collaboration between business and IT. Case studies show how Coherent Spark helped insurance companies save time and costs in product development, underwriting, and deploying new offerings.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Developing a Roadmap for Digital TransformationJohn Sinke
Digitally mature companies out-perform their peers in innovation, agility and responsiveness to customers. “Digirati” also enjoy advantages in efficiency and effectiveness in product delivery, marketing, e-commerce, sales and customer service. More importantly, companies that achieve Digital Excellence are 26% more profitable (source: Capgemini Consulting and MIT Centre for Digital Business).
However, building a Roadmap for Digital Transformation requires not only successful collaboration between the CMO and the CIO, it also demands a strong customer-focused orientation and digital culture. During this presentation, John Sinke will share insights from leading marketers and his personal experience of turning Resorts World Sentosa into a “digital business”.
Building Digital Strategy Roadmap For Digital Transformation Complete DeckSlideTeam
Digital strategy roadmap is a blueprint for aligning business goals with your digital strategy. It shows how the company plans to embrace digital technologies to grow business and create better customer experience in the long term. Creating a digital strategy roadmap is not simply listing out key digital initiatives and giving them a tentative timeline. It follows an extensive research process which starts with Digital Review. It starts with uncovering consumer insights and market insights. One then develops Digital Strategy keeping in mind the digital goals and key initiatives in the short and long term. The third step in this process is Digital Planning which involves setting realistic time frame for implementing digital initiatives. The final steps involve setting KPIs for measuring the success of digital strategy. Taking the healthcare sector as a case study, our researchers have outlined the digital landscape of the industry and showed key digital strategies a healthcare provider wishes to implement for digital transformation. https://bit.ly/3bL7TlW
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
Buy-side M&A - Qualifying Your Seller & Finding ValueFirmex
Watch Full Webinar here: http://www.firmex.com/Qualifying-Your-Seller-Finding-Value-Sign-Up
How to avoid surprises and common mistakes, analyzing business issues in due diligence and how data rooms are playing a role in the due diligence process
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
Pemerintah mengumumkan rencana untuk membangun pusat perbelanjaan baru di pusat kota untuk mendukung pertumbuhan ekonomi. Rencana ini mendapat dukungan dari kalangan bisnis tetapi ditentang oleh kelompok lingkungan karena khawatir akan mengganggu ekosistem setempat. Perdebatan masih berlanjut mengenai dampak sosial ekonomi dan lingkungan dari rencana pembangunan tersebut.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
Resetting Destination for Energy Decarbonization | Accentureaccenture
The transition to a decarbonized energy system is a transition like no other. Oil and gas companies are poised to lead the charge. Along the way, however, they must change what they do and how they do it. Here’s why https://accntu.re/34sLSGW
Digital Strategy in Banking: Thinking about the Customer Experience FirstFabio Mittelstaedt
Simple think is not enough anymore, you need to design think your new digital Bank. Re-invented services, different concepts and new business models. Rewired competition coming from digital garage start-ups from all over the world. And a completely reshaped customer experience in Banking designed from entrepreneurs and FinTech pioneers coming from all industries. All at remarkable speed. It’s safe to say that digital is disrupting banking, and not just unbundling products but building a new lifestyle and enhanced customer journey. So how can banks carry out the right digital strategy and an effective digital governance?
Banks should disrupt themselves and redefine their digital strategy for growth based on three imperatives for success:
1. Technology entrepreneur, to flex your platform with the mindset of a start-up;
2. Banking entrepreneur, to re-orient your business and drive an agile transformation;
3. Digital entrepreneur, to delight your customer with the perfect experience.
World Economic Forum: The power of analytics for better and faster decisions ...PwC
This document summarizes the key findings of PwC's 2016 Global Data and Analytics Survey. The survey polled over 2,100 senior business leaders across 50 countries and 15 industries about their strategic decisions between now and 2020. The survey found that most respondents believe their strategic decisions will significantly increase shareholder value but that they face limitations in decision-making due to resource constraints rather than limitations in data analysis capabilities. Additionally, the survey found that while companies are ambitious about improving decision speed and sophistication through greater use of machine learning and analytics, they expect to fall short of these ambitions by 2020.
Today's customers are fundamentally different from customers of past years as they are harder to acquire, retain, and delight because of the explosion in digital technologies consumers use day to day. New digital experiences are forcing banks to play catch-up and match the innovative and engaging interactions and products — such as mobile payments — that non-banks are offering to those same customers. This IDC research, sponsored by TCS Digital Software & Solutions Group, revealed three key themes for digital transformation in the banking industry.
Fintech, Online Brokerage & Online Betting - Presentation by Valentin Stalf, Co-Founder & CEO of N26 at the NOAH Conference London 2016, Old Billingsgate on the 11th of November 2016.
The document discusses the future of banking and the mobile banking startup Number26. Number26 has built the first global mobile bank with a full European banking license. Their product allows for paperless account opening in 8 minutes, real-time overdraft, hassle-free international transfers, and investing on the go. Number26 has seen rapid growth, with over 200,000 users and over €2 billion in total transaction volume within 1.5 years. They are backed by leading investors and have a team of 150 employees based in Berlin.
The CMO Survey - Highlights and Insights Report - March 2023christinemoorman
The document discusses the results of a survey of marketing leaders on topics related to the economy, marketing spending, managing brands, growth strategies, and metrics. Some key findings include:
- Marketers report slightly higher optimism in the US economy than last quarter, though below pre-pandemic levels. Over 40% still feel less optimistic.
- Most companies decreased marketing spending or saw no impact due to inflationary pressures on consumer spending.
- Marketers use an array of metrics to measure performance, but strategic, long-term metrics are measured least consistently.
- Having the right talent and operating model are seen as most important for future revenue growth, while technology has increased in importance.
Marketing to Account Based Marketing Better, Effective and Rewardingrun_frictionless
Account-based marketing is a practice that enables B2B marketers to drive more revenue by focusing their marketing and communications efforts on the accounts (companies) that have the most potential to become customers.
https://runfrictionless.com/b2b-white-paper-service/
The document is a lead generation trend report that provides findings from a survey of over 600 B2B marketing professionals. Some key findings include:
1. Increasing lead quality is the top priority for most marketers, followed by increasing lead volume, reflecting a trend toward quality over quantity.
2. Generating high quality leads and lack of resources are the biggest challenges and barriers to success.
3. Events and conferences have seen a resurgence as the most effective lead generation tactic.
4. Most marketers measure ROI using lead volume but are unable to determine the conversion rate of leads to closed deals.
This document provides an overview of strategies and initiatives to improve SME finance. It discusses key observations on SME banking profitability and challenges in the sector. It then outlines IFC's approach to addressing these challenges through advisory services, partnerships, knowledge sharing initiatives like the SME Finance Forum, and investment projects. Case studies highlight projects in Honduras, Lebanon, and China that helped participating banks grow their SME lending and improve performance.
The document discusses the vision, strategy, and governance practices of a bank. It outlines the bank's goals of expanding retail, agriculture, and MSME lending, improving asset quality, and leveraging technology. It describes the board's responsibility for financial reporting, internal controls, legal compliance, and overseeing the bank's continued operations. The document also notes the bank's focus on transparency, accountability, risk management, regulatory compliance, strategic planning, and ethical business practices in its governance approach.
Developing a Roadmap for Digital TransformationJohn Sinke
Digitally mature companies out-perform their peers in innovation, agility and responsiveness to customers. “Digirati” also enjoy advantages in efficiency and effectiveness in product delivery, marketing, e-commerce, sales and customer service. More importantly, companies that achieve Digital Excellence are 26% more profitable (source: Capgemini Consulting and MIT Centre for Digital Business).
However, building a Roadmap for Digital Transformation requires not only successful collaboration between the CMO and the CIO, it also demands a strong customer-focused orientation and digital culture. During this presentation, John Sinke will share insights from leading marketers and his personal experience of turning Resorts World Sentosa into a “digital business”.
Building Digital Strategy Roadmap For Digital Transformation Complete DeckSlideTeam
Digital strategy roadmap is a blueprint for aligning business goals with your digital strategy. It shows how the company plans to embrace digital technologies to grow business and create better customer experience in the long term. Creating a digital strategy roadmap is not simply listing out key digital initiatives and giving them a tentative timeline. It follows an extensive research process which starts with Digital Review. It starts with uncovering consumer insights and market insights. One then develops Digital Strategy keeping in mind the digital goals and key initiatives in the short and long term. The third step in this process is Digital Planning which involves setting realistic time frame for implementing digital initiatives. The final steps involve setting KPIs for measuring the success of digital strategy. Taking the healthcare sector as a case study, our researchers have outlined the digital landscape of the industry and showed key digital strategies a healthcare provider wishes to implement for digital transformation. https://bit.ly/3bL7TlW
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
Buy-side M&A - Qualifying Your Seller & Finding ValueFirmex
Watch Full Webinar here: http://www.firmex.com/Qualifying-Your-Seller-Finding-Value-Sign-Up
How to avoid surprises and common mistakes, analyzing business issues in due diligence and how data rooms are playing a role in the due diligence process
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
Pemerintah mengumumkan rencana untuk membangun pusat perbelanjaan baru di pusat kota untuk mendukung pertumbuhan ekonomi. Rencana ini mendapat dukungan dari kalangan bisnis tetapi ditentang oleh kelompok lingkungan karena khawatir akan mengganggu ekosistem setempat. Perdebatan masih berlanjut mengenai dampak sosial ekonomi dan lingkungan dari rencana pembangunan tersebut.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
Resetting Destination for Energy Decarbonization | Accentureaccenture
The transition to a decarbonized energy system is a transition like no other. Oil and gas companies are poised to lead the charge. Along the way, however, they must change what they do and how they do it. Here’s why https://accntu.re/34sLSGW
Digital Strategy in Banking: Thinking about the Customer Experience FirstFabio Mittelstaedt
Simple think is not enough anymore, you need to design think your new digital Bank. Re-invented services, different concepts and new business models. Rewired competition coming from digital garage start-ups from all over the world. And a completely reshaped customer experience in Banking designed from entrepreneurs and FinTech pioneers coming from all industries. All at remarkable speed. It’s safe to say that digital is disrupting banking, and not just unbundling products but building a new lifestyle and enhanced customer journey. So how can banks carry out the right digital strategy and an effective digital governance?
Banks should disrupt themselves and redefine their digital strategy for growth based on three imperatives for success:
1. Technology entrepreneur, to flex your platform with the mindset of a start-up;
2. Banking entrepreneur, to re-orient your business and drive an agile transformation;
3. Digital entrepreneur, to delight your customer with the perfect experience.
World Economic Forum: The power of analytics for better and faster decisions ...PwC
This document summarizes the key findings of PwC's 2016 Global Data and Analytics Survey. The survey polled over 2,100 senior business leaders across 50 countries and 15 industries about their strategic decisions between now and 2020. The survey found that most respondents believe their strategic decisions will significantly increase shareholder value but that they face limitations in decision-making due to resource constraints rather than limitations in data analysis capabilities. Additionally, the survey found that while companies are ambitious about improving decision speed and sophistication through greater use of machine learning and analytics, they expect to fall short of these ambitions by 2020.
Today's customers are fundamentally different from customers of past years as they are harder to acquire, retain, and delight because of the explosion in digital technologies consumers use day to day. New digital experiences are forcing banks to play catch-up and match the innovative and engaging interactions and products — such as mobile payments — that non-banks are offering to those same customers. This IDC research, sponsored by TCS Digital Software & Solutions Group, revealed three key themes for digital transformation in the banking industry.
Fintech, Online Brokerage & Online Betting - Presentation by Valentin Stalf, Co-Founder & CEO of N26 at the NOAH Conference London 2016, Old Billingsgate on the 11th of November 2016.
The document discusses the future of banking and the mobile banking startup Number26. Number26 has built the first global mobile bank with a full European banking license. Their product allows for paperless account opening in 8 minutes, real-time overdraft, hassle-free international transfers, and investing on the go. Number26 has seen rapid growth, with over 200,000 users and over €2 billion in total transaction volume within 1.5 years. They are backed by leading investors and have a team of 150 employees based in Berlin.
The CMO Survey - Highlights and Insights Report - March 2023christinemoorman
The document discusses the results of a survey of marketing leaders on topics related to the economy, marketing spending, managing brands, growth strategies, and metrics. Some key findings include:
- Marketers report slightly higher optimism in the US economy than last quarter, though below pre-pandemic levels. Over 40% still feel less optimistic.
- Most companies decreased marketing spending or saw no impact due to inflationary pressures on consumer spending.
- Marketers use an array of metrics to measure performance, but strategic, long-term metrics are measured least consistently.
- Having the right talent and operating model are seen as most important for future revenue growth, while technology has increased in importance.
Marketing to Account Based Marketing Better, Effective and Rewardingrun_frictionless
Account-based marketing is a practice that enables B2B marketers to drive more revenue by focusing their marketing and communications efforts on the accounts (companies) that have the most potential to become customers.
https://runfrictionless.com/b2b-white-paper-service/
The document is a lead generation trend report that provides findings from a survey of over 600 B2B marketing professionals. Some key findings include:
1. Increasing lead quality is the top priority for most marketers, followed by increasing lead volume, reflecting a trend toward quality over quantity.
2. Generating high quality leads and lack of resources are the biggest challenges and barriers to success.
3. Events and conferences have seen a resurgence as the most effective lead generation tactic.
4. Most marketers measure ROI using lead volume but are unable to determine the conversion rate of leads to closed deals.
This document provides an overview of strategies and initiatives to improve SME finance. It discusses key observations on SME banking profitability and challenges in the sector. It then outlines IFC's approach to addressing these challenges through advisory services, partnerships, knowledge sharing initiatives like the SME Finance Forum, and investment projects. Case studies highlight projects in Honduras, Lebanon, and China that helped participating banks grow their SME lending and improve performance.
The document discusses the vision, strategy, and governance practices of a bank. It outlines the bank's goals of expanding retail, agriculture, and MSME lending, improving asset quality, and leveraging technology. It describes the board's responsibility for financial reporting, internal controls, legal compliance, and overseeing the bank's continued operations. The document also notes the bank's focus on transparency, accountability, risk management, regulatory compliance, strategic planning, and ethical business practices in its governance approach.
Public Private Producers Partnership & value chain finance Alok Kumar
This document discusses financing models for 4Ps (public-private partnerships) in agriculture. It presents different market segments for agricultural financing from large corporate farms to subsistence farmers. Traditional financing is based on balance sheets and assets, while alternative financing uses future asset flows and performance guarantees.
The document outlines a 4P lending approach that is private sector led, uses strategic partnerships, cost sharing, and risk mitigation. Key risks addressed include production, supply, finance, marketing, price, and climate risks. Lessons discussed include the need for market understanding, business support services, and strengthening of producers' organizations and value chains. Recommendations include improving the legal environment, adapted policies, subsidies, financial education, and management capacities.
The burgeoning onshore wealth management industry has its own unique set of challenges and positioning but it is becoming increasingly attractive for banks with the rising wealth of Asian consumers.
Since many of these domestic banks are still in an investment mode, cost-to-income ratios in the industry are steadily increasing. Intensifying competition from domestic and foreign players over more careful and knowledgeable clients and the recent increase of regulatory requirements and administrative work present real challenges in scaling up.
Questions will thus arise - how can onshore wealth managers scale up their business effectively and efficiently without incurring the significant costs of their more mature peers? Which operational investment should be given priority within a finite budget – back-office, front-end, staffing or product manufacturing?
These issues and more will be discussed in the webinar on Scaling Up Your Wealth Management Business organized by Private Banker International and Sopra Banking Software based on research that has taken place around the region and globally.
This document discusses various business models and strategies that banks use to effectively serve small and medium enterprises (SMEs). It provides examples of relationship-based strategies from Standard Chartered Bank and Wells Fargo, an advisory-based model from TEB Bank in Turkey, a segment-based model from Garanti Bank in Turkey, a niche model targeting women entrepreneurs, a supply-chain linked model from Citibank in India, and an alternative financing model using online factoring from NAFIN in Mexico. The models demonstrate different approaches to positioning, segmentation, products, and partnerships that banks employ to better meet the needs of SME customers.
Supply chain finance (SCF) involves an external finance provider settling supplier invoices in advance of the due date at a lower cost than the suppliers' own financing. This benefits both buyers and suppliers. For buyers, SCF can increase payment terms without higher prices and improve cash flow. For suppliers, it provides faster access to cash at advantageous rates. Implementing an SCF program requires selecting technology and financing partners and integrating it with procure-to-pay processes to maximize benefits like improved working capital and stronger supplier relationships.
The document discusses international experience in developing support for small and medium enterprises (SMEs). It notes that SMEs can play a major role in economic development, but that access to finance remains a key constraint, particularly in the Middle East and North Africa region. The document summarizes recommendations from a review by the G20 SME finance sub-group, including developing country strategies, strengthening legal/regulatory frameworks and financial infrastructure, and building capacity of financial institutions to better serve SMEs. Case studies from countries like Mexico, India, Brazil, Turkey and Russia provide examples of programs that have improved SME access to finance.
Sme finance-policy-presentation-g20-workshop-riyadh-mar11-2014Dr Lendy Spires
This document discusses constraints to SME financing and innovative approaches to addressing them. It covers:
1. Traditional constraints like information asymmetry, lack of usable collateral, and financing sources/products.
2. Innovative responses using technologies like big data, digital footprints, and supply chain relationships.
3. The role of policy in enabling regulatory frameworks for innovative approaches, like factoring, and establishing electronic platforms and laws for security/signatures.
This report explores the power of mobile technology in providing low income consumers with access to a wide range of financial products that go beyond simple mobile payments. This work, sponsored by the Bill and Melinda Gates Foundation, aimed to look at distribution strategies and second generation mobile microfinance products via pilots in West Africa and South-East Asia. The number of unbanked or underbanked mobile subscribers around the world is projected to reach ~2 billion by 2012. Today, only around 50 million subscribers use mobile money services. Most of these deployments have been focusing on 1st generation mobile money products such as remittances, airtime top-up, bill payments and loan repayment. The transformational impact of mobile money is expected to come from 2nd generation financial services such as micro-savings, micro-credit and micro-insurance, especially in countries with less than 10% retail banking penetration. Both telcos and financial institutions should benefit from the take-up of these products, as they reap expertise from complementary skills and deliver more value to customers. However, the formula for success is not straightforward. Drawing on their on-site experiences in pilots conducted in West Africa and in South-East Asia in the course of 2010, PlaNet Finance and Oliver Wyman explain the challenges in deploying mobile microfinance and offer strategic and operational solutions.
- See more at: http://ec2-54-247-108-110.eu-west-1.compute.amazonaws.com/blogs/branchless-banking/articles/planet-finance-mobile-banking-report#sthash.G58HPykI.dpuf
This document discusses agricultural value chain finance. It defines an agricultural value chain and outlines factors that influence the competitiveness and success of value chain finance, including the end market, operating environment, cooperation among value chain partners, and support services like finance. It provides examples of different value chain business models and describes how to conduct an assessment of the value chain, participants, and points where financing is needed. Finally, it outlines various financial instruments that can be used and adapted for agricultural value chain finance.
- Supply chain finance aims to optimize the availability and cost of capital within buyer-supplier supply chains. However, financing supply chains is challenging due to the involvement of smaller companies that have higher capital costs and must deal with larger companies extending payment terms.
- Providing flexible payment options to customers can increase sales, but it creates financial burdens for sellers. Larger companies have significant credit, billing and collection costs, while smaller companies rely on expensive capital to finance extended payment terms.
- Understanding these challenges is important as supply chains involve various company types delivering products to consumers, both domestically and globally, with trillions in trade payables outstanding.
Global payments community consulting firm and the world’s leading advisor on business strategy. We partner with clients from the private, public, and not-for- profit sectors in all regions to identify their highest-value opportunities, address their most critical challenges, and transform their enterprises. Our customized approach combines deep insight into the dynamics of companies and markets with close collaboration at all levels of the client organization. This ensures that our clients achieve sustainable competitive advantage, build more capable organizations, and secure lasting results.
FINANCIAL & CORPORATE COLLATERAL > portfolio // Linda C. ModicaLinda Modica
This short visual presentation contains the design work of Linda C. Modica, a NYC-Metro area art director & graphic designer. Selected published works for GSMI, IMN (Information Management Network) and Black Swan Consulting Group.
In this presentation, Anup Singh domain leader of SME Finance domain at MicroSave highlights the key opportunities for the banks in enhancing access to finance to SMEs and also retaining customers through provision of non-financial services. Amongst other things, the focus is on use of automation to enhance efficiency in the processes of SME finance, lower origination cost and reduce turnaround time in expanding access to finance to SMEs.
This document discusses advancing financial inclusion through financial education in Pakistan. It outlines that financial literacy encompasses knowledge, skills, and attitudes to understand personal finance. While access to financial services has increased in Pakistan, lack of financial literacy remains a barrier to effective use. The State Bank of Pakistan is taking a three-pronged approach - regulatory provisions for financial institutions, supply-side industry initiatives, and demand-side capacity building - to improve financial literacy in the country through programs like the National Financial Literacy Program. The goal is to educate the public about financial concepts and empower them to make informed financial decisions.
The countdown has officially begun! 9 days left until the Supply Chain Finance Summit in Amsterdam (24th – 25th January). Neurosoft is a proud Gold Sponsor.
Good Practice Guidelines For Funders Of Microfinance Presentation (2006) 28p ...Siddharth Misra
The document provides guidelines for funders of microfinance to help ensure good practice and effectiveness. It outlines lessons learned at the macro, meso, and micro levels of financial systems and provides operational guidelines for funders. Key recommendations include supporting interest rate liberalization and financial inclusion while avoiding direct credit programs. The guidelines aim to help funders align their actions with their strengths and maximize positive impact for poor clients.
Calvin Miller has over 25 years of experience in agricultural economics and rural finance. He has worked extensively in value chain development, finance, and institutional development in Bolivia and over 40 other countries. In this presentation, he discusses the changing agricultural landscape driven by dynamic markets. He outlines the stages of agricultural finance from directed credit to value chain finance. Value chain finance links all participants in agricultural markets through strategic alliances and financial products. New technologies, risk management tools, and a focus on clients' business needs are shaping innovative approaches to rural finance. Governments can support value chain finance through policies that build capacity and market integration.
Exponential banking: Reinventing Financial Services in a world of Exponential...Vincent Teo
A Point of View on the threat of Fintechs and Neobanks in the Financial Services category and what banks should do to respond and continue to unlock business and customer value and drive growth.
Banks should look beyond just embracing the latest Fintech and look to reinvent themselves as the Exponential Bank of the Future.
This paper was presented at the Future of SMEs Banking Conference organised by Business a.m on 27th November, 2019 in Lagos. For SMEs to be able to play the role of engine of growth, Banks and other financial services provider need to be creative in managing funding and credit risks.
Similar to Naim - Financing SMEs in global sustainable value chains: the role of supply chain finance for SME productivity (20)
Servizio Civile Universale - Serena SUSIGANOECD CFE
Presentazione di Serena Susigan, Direttrice, ENDO-FAP, Servizio Civile Universale Don Orione, Liguria, all'evento OCSE "Scegliere il Servizio Civile Universale: un dialogo sulle opportunità di impiego dei giovani in Italia", tenutosi a Trento il 6 febbraio 2024.
Maggiori informazioni: https://www.oecd.org/cfe/leed/oecd-ucs-6-feb.htm
Servizio Civile Universale - Federica DE LUCAOECD CFE
Presentazione di Federica De Luca, Ricercatrice all’Istituto Nazionale per l’Analisi delle Politiche Pubbliche (INAPP), Referente di progetto “Monitoraggio e Valutazione del Servizio Civile Universale”, all'evento OCSE "Scegliere il Servizio Civile Universale: un dialogo sulle opportunità di impiego dei giovani in Italia", tenutosi a Trento il 6 febbraio 2024.
Maggiori informazioni: https://www.oecd.org/cfe/leed/oecd-ucs-6-feb.htm
Servizio Civile Universale - Cristina PASCHETTAOECD CFE
Presentazione di Cristina Paschetta, Responsabile Progettazione, gestione bandi e volontari, accreditamento nuove sedi, Consorzio Monviso solidale, Piemonte, all'evento OCSE "Scegliere il Servizio Civile Universale: un dialogo sulle opportunità di impiego dei giovani in Italia", tenutosi a Trento il 6 febbraio 2024.
Maggiori informazioni: https://www.oecd.org/cfe/leed/oecd-ucs-6-feb.htm
FDI and Superstar Spillovers: Evidence from Firm-to-Firm Transactions - Amit...OECD CFE
FDI and Superstar Spillovers: Evidence from Firm-to-Firm Transactions
Mary AMITI (FED New York, United States)
Despite competition concerns over the increasing dominance of global corporations, many argue that productivity spillovers from multinationals to domestic firms justify pro-FDI policies. For the first time, we use firm-to-firm transaction data in a developed country to examine the impact of forming a new relationship with a multinational, and find a TFP increase of about 8% three or more years after the event. Sales to other buyers, trade and customer quality also increase. However, we also document that starting to supply other “superstar firms” such as those who heavily export or are very large also increases performance by similar amounts, even if the superstar is a non-multinational. Placebos on starting relationships with smaller firms and novel identification strategies relying solely on demand shocks to superstar firms support a causal interpretation. In addition to productivity spillovers, we document the transmission of “relationship capabilities” and “dating agency” effects as the increase in new buyers is particularly strong within the superstar firm’s existing network. These results suggest an important role for raising productivity through the supply chains of superstar firms regardless of their multinational status.
Find out more at https://oe.cd/spl-mtg
E-invoicing data for functional territories definition: the use case of pharm...OECD CFE
E-invoicing data for functional territories definition: the use case of pharmacies
Maria AURINDO (National Institute of Statistics, Portugal)
The presentation illustrates how a new Business-to-Consumer (B2C) database extracted from the Portuguese E-invoice system can be an important tool to explore the functional territories concept taking the pharmacies catchment areas as an example. The discussion addresses data integration methodological options and how Statistics Portugal infrastructural information domains – Business register, Building and fraction register and Population register – were crucial for this exercise, developed within the CE-SIG – Map of facilities and services project.
Find out more at https://oe.cd/spl-mtg
Mapping location and co-location of industries at the neighborhood level - A...OECD CFE
Mapping location and co-location of industries at the neighborhood level
Alessandro ALASIA, Dennis HUYNH (Statistics Canada)
In Canada, there is limited analysis on industry locations at the neighbourhood level; location and co-location of industries have been assessed primarily at the regional scale which results in an information gap for businesses. Recent evidence suggests that businesses do not just choose a city for their location, they choose specific business districts within a metropolitan area. Recent improvements in the geolocation of business microdata allow to address the information gap. This work, undertaken as part of the Business Data Lab and in collaboration with the Canadian Chamber of Commerce, is a first attempt to map industry locations at the neighbourhood level in major metropolitan areas of Canada. Using establishment-level microdata from the Business Register, we apply spatial kernel density estimations to identify neighbourhoods with high employment/revenue density for selected industries (2-digit NAICS) and industry clusters (grouping of 6-digits NAICS). The geographic delineation of business districts within metropolitan areas is the first step in understanding the evolution of industry location and co-location over time, and assessing local business dynamics at the neighbourhood level. Ultimately, these business districts can be analyzed in combination with additional data sources (e.g., mobility and road traffic) to derive further economic insights.
Find out more at https://oe.cd/spl-mtg
Advancing and democratizing business data in Canada- Patrick Gill & Stephen TappOECD CFE
Democratizing data through innovative data governance and visualizations
Patrick GILL, Stephen TAPP (Chambers of Commerce, Canada)
Small organizations in Canada struggle with accessing and leveraging data on business conditions and trends. These organizations have expressed difficulty in knowing what is available, accessing it and converting this information into actionable insights. To empower small organizations with more business-related information and insights, the Canadian Chamber of Commerce has built a suite of free tools that merge and visualize traditional statistics with powerful high-frequency data sets (e.g. payments and mobility). This work is enabled by innovate data governance (e.g. a data trust) and a collaborative partnership with Statistics Canada. The Canadian Chamber of Commerce is continuing work with Statistics Canada to release more local business information available through the agency’s Business Register (e.g. the mapping of local business districts), and is exploring how Generative AI can support small organizations’ navigation and understanding of the business information it has curated.
Find out more at https://oe.cd/spl-mtg
Firm-level production networks: evidence from Estonia - Louise GuillouetOECD CFE
The market microstructure of industrial ecosystems in the digital and green transitions: evidence from Estonia
Louise GUILLOUET (Science, Technology and Innovation Directorate, OECD)
Thanks to a unique combination of administrative and survey data matched to the Estonian VAT data, this project studies how information on transaction data can shed light on industrial policy making, through two different angles: 1/ Improving the understanding of the production network, industrial ecosystems and the relevant unit of analysis for industrial policy design and 2/ An application to the diffusion of the green and digital transitions, showing the role of production network in technology diffusion and how this can be leveraged to increase policy effectiveness.
Find out more at https://oe.cd/spl-mtg
Using B2B transactions data: teh Belgian experience - Emmanuel DhyneOECD CFE
The document discusses the Belgian business-to-business transactions dataset, which contains all transactions between Belgian firms above 250 euros annually from 2002-2021. It has been used in research on the internationalization of firms and organization of domestic production. The document also considers alternatives to collecting full transaction data, such as only collecting information on the largest customers and suppliers of each firm.
Horizon 2020 - research networks across borders - Rupert KawkaOECD CFE
Involvement of rural regions in European research networks
Rupert KAWKA, Torsten SCHUNDER (Federal Office for Building and regional Planning, Germany)
This study investigates the distribution of the European Union's Horizon 2020 funding programme on rural and urban regions between 2014 and 2020 and the resulting urban-rural links. Leveraging the Horizon 2020-database covering the 2014-20 programming period, which encompasses data on approximately 35,000 funded projects involving nearly 180,000 partners, the paper explores the participation of rural firms and organisations in the broader European research framework. By integrating the urban-rural classification of NUTS 3 regions, the research addresses key questions concerning the involvement of rural regions in Horizon 2020 projects, the structural differences in projects with and without rural participation, and the dynamics of urban-rural collaboration in research. The study further aims to identify potential clusters of rural innovation hubs across Europe and assess spatial disparities.
Find out more at https://oe.cd/spl-mtg
How can the social and solidarity economy help refugees along their journey?OECD CFE
Forcibly displaced people fleeing violent conflict and other forms of persecution find support from the social and solidarity economy (SSE) along their pathways, from their country of origin to asylum protection. The numbers are growing and new OECD work sheds light on how the specific values and characteristics of SSE entities provide high-quality responses to refugee needs and facilitate integration in host communities.
The SSE can support access to rights, empowerment, social and labour market inclusion of refugees. Join this webinar with the UNHCR, SINGA and NESsT Poland to discover how the SSE plays a role in the steps along the way of refugee’s journey.
This document discusses platform cooperatives, which are defined as digital platforms that are owned and controlled democratically by their users. There are over 500 platform cooperatives currently operating in various sectors such as culture, catering, cleaning, delivery, home services, care, transportation and tourism. The document outlines how platform cooperatives emerged in reaction to issues with the sharing and gig economies. It also discusses the contributions of platform cooperatives to local development and working conditions, as well as challenges they face related to funding, legal frameworks, capacity, and decision-making. Finally, it proposes some policy options for governments to help support platform cooperatives through increasing awareness, improving evidence, facilitating funding, assessing legal frameworks, and providing capacity building support
Data-driven regional productivity scorecards in the United Kingdom - Raquel O...OECD CFE
Presentation by Raquel Ortega-Argilés, Professor of Economics, Manchester University and Director of the Productivity Laboratory, The Productivity Institute, United Kingdom at the 21st OECD Spatial Productivity Lab meeting on "Rebooting regional productivity: from analysis to policy", held in virtual format on 18 October 2023.
This webinar focused on recent initiatives from the Basque Country in Spain, the United Kingdom, and Trentino in Italy, where the analysis of subnational economic data is used to compare productivity performance across regions, understand which economic and social factors drive regional productivity, and how regional productivity links to other economic and social outcomes.
More OECD information: https://oe.cd/SPL
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Competitiveness for Wellbeing - Basque Country - James Wilson.pdfOECD CFE
Presentation by James Wilson, Research Director, Orkestra, Basque Institute for Competitiveness, Spain at the 21st OECD Spatial Productivity Lab meeting on "Rebooting regional productivity: from analysis to policy", held in virtual format on 18 October 2023.
This webinar focused on recent initiatives from the Basque Country in Spain, the United Kingdom, and Trentino in Italy, where the analysis of subnational economic data is used to compare productivity performance across regions, understand which economic and social factors drive regional productivity, and how regional productivity links to other economic and social outcomes.
More OECD information: https://oe.cd/SPL
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
The productivity board of the autonomous province of Trento - Carlo Menon.pdfOECD CFE
Presentation by Carlo Menon, Economist, Trento Centre for Local Development, CFE, OECD at the 21st OECD Spatial Productivity Lab meeting on "Rebooting regional productivity: from analysis to policy", held in virtual format on 18 October 2023.
This webinar focused on recent initiatives from the Basque Country in Spain, the United Kingdom, and Trentino in Italy, where the analysis of subnational economic data is used to compare productivity performance across regions, understand which economic and social factors drive regional productivity, and how regional productivity links to other economic and social outcomes.
More OECD information: https://oe.cd/SPL
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Rafforzare il partenariato e la cooperazione internazionale in Friuli Venezia...OECD CFE
Presentazione di Mattia Corbetta, Policy Analyst al Centro OCSE di Trento per lo Sviluppo Locale per il lancio del rapporto OCSE "Rafforzare il partenariato e la cooperazione internazionale in Friuli Venezia Giulia", 4 ottobre 2023, Trieste.
Maggiori informazioni www.trento.oecd.org
Immersive technologies and new audiences for classical ballet-RogersOECD CFE
Presentation by Tom Rogers, Creative Digital Producer, Birmingham Royal Ballet, United Kingdom at the 6th Summer Academy on Cultural and Creative Industries and Local Development "Disrupting tradition: How digital technology is changing the cultural and creative processes", 18-20 Sept. 2023 ONLINE and 27-29 Sept. 2023 ONSITE (Trento, Italy).
More info: https://oe.cd/sacci
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Data-driven art residencies to reshape the media value chain-BlotOECD CFE
Presentation by Manon Blot, Project Manager, Cultural and Artistic activities and EU projects, France at the 6th Summer Academy on Cultural and Creative Industries and Local Development "Disrupting tradition: How digital technology is changing the cultural and creative processes", 18-20 Sept. 2023 ONLINE and 27-29 Sept. 2023 ONSITE (Trento, Italy).
More info: https://oe.cd/sacci
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Presentation by Lara Assi, United Kingdom, & Natalie Lama, Jordan at the 6th Summer Academy on Cultural and Creative Industries and Local Development "Disrupting tradition: How digital technology is changing the cultural and creative processes", 18-20 Sept. 2023 ONLINE and 27-29 Sept. 2023 ONSITE (Trento, Italy).
More info: https://oe.cd/sacci
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Presentation by Harry Verwayen, General Director, Europeana Foundation, the Netherlands at the 6th Summer Academy on Cultural and Creative Industries and Local Development "Disrupting tradition: How digital technology is changing the cultural and creative processes", 18-20 Sept. 2023 ONLINE and 27-29 Sept. 2023 ONSITE (Trento, Italy).
More info: https://oe.cd/sacci
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Naim - Financing SMEs in global sustainable value chains: the role of supply chain finance for SME productivity
1. FINANCING SMES IN GLOBAL
SUSTAINABLE VALUE CHAINS
The role of supply chain finance for SME productivity
February 20th, 2018
2. IFC: A MEMBER OF THE WORLD BANK GROUP
1
.
Main international development institution dedicated
exclusively to the private sector
.
Over 60 years of experience in emerging countries as
leader in private transactions and projects
.
Major source of multilateral financing for the private
sector in emerging markets
.
Our economists established the term "emerging
markets" in 1981
.
Stable "AAA“ risk rating by S&P and Moody's
Positive profitability: in the history of IFC never
registered losses
IBRD
• Promoting private
sector
development
• Private companies
in member
countries
• Capital / Loans
• Risk Management
• Technical
assistance
• Mobilization
IFC
Est. 1956
An Unprecedented Opportunity: Ending Extreme Poverty in One Generation
3. GLOBAL SME CREDIT GAP
2
65% of formal SMEs in emerging economies are not served or underserved
Source: Stein, P.; O. Pinar and M. Hommes (2013)
4. DEFINITION OF SCF
3
Supply Chain Finance (“SCF”) has numerous definitions. According to ICC Banking Commission «Standard
Definitions for Techniques of Supply Chain Finance», March 2016:
“Supply Chain Finance is defined as the use of financing and risk mitigation practices and techniques to optimise
the management of the working capital and liquidity invested in supply chain processes and transactions. SCF is
typically applied to open account trade and is triggered by supply chain events. Visibility of underlying trade flows
by the finance provider(s) is a necessary component of such financing arrangements which can be enabled by a
technology platform.”
A general supply chain model
Sub-
Suppliers
Supplier
Retailers: e.g.
VSEs, SMEs
Supplier
Supplier
Corporate
Anchor
Distri-
butor
Distri-
butor
VSEs
VSEs
VSEs
Sub-
Suppliers
Sub-
Suppliers
Distri-
butor
5. THE VALUE OF SCF FOR SMES
SCF benefits SMEs in the following ways:
• Can access funding to be used as working capital, even if they lack collateral or a
credit history,
• Matched funding is linked to business needs,
• No additional liabilities on the balance sheet,
• Strengthen relationship with buyers, which can extend into knowledge sharing
arrangements, adoption of standards, upgrading of processes or technologies,
• Over time, can qualify for better credit terms as payment history data is collected.
SCF addresses SME needs through appropriate partners, products and processes,
accelerating job creation
6. THE ROLE OF SUSTAINABILITY IN GVS
5
By joining global value chains (GVCs), small
and medium enterprises (SMEs) can contribute
to development in emerging economies. There is
evidence that countries and firms grow faster when
they are integrated with GVCs.
Sustainability standards increasingly govern
global value chains. Some of these standards are
voluntary, while others are mandatory. Examples
include national regulations covering environmental
protection, and voluntary sustainability platforms
such as fair trade or organic certification.
Governments, lenders and businesses offer
financial and technical assistance to help SMEs
upgrade their sustainability performance.
7. THE RELATIONSHIP BETWEEN SMES AND GVCS
6
The rise of Global Value Chains (GVC) presents specialization opportunities for SMEs to
drive economic growth, job creation and innovation…
8. THE RELATIONSHIP BETWEEN SMES AND GVCS
7
… but the SME credit shortfall weakens the ability of firms to comply with international
sustainability standards, limiting their entry in GVCs.
9. PhysicalSupply
Chain
Supplier Selection
Pricing
Purchase Order
Manufacturing
Testing
Storage Delivering
Export / Import
Receiving Goods
Warehousing
Invoice Issued /
Approved
Payment Disputes
Payment
Settlement
• Letter of Credit
• Supplier Finance
• Partial Advance
• Merchandise
Finance
• Event-based
advances
Inventory In-
transit Financing
• Factoring
• Receivables
Purchase
• Payables
Financing
• Payment
Processing
• Invoice
Discounting
SupplyChainFinance
Pre-Shipment Finance Post-Shipment Finance
Advise the buyer
on issues related to
credit and financing
Help reconcile disputes, validate data
related to the goods, release funds and
remittance detail
Advisory Services provided by the Banks
Order Production Shipment Invoicing Payment
Advise the buyer about the proper ways of
forecasting cash flow based on cash
management services it may provide
THE VALUE OF SCF FOR BANKS
• Banks can offer multiple products in different stages of the supply chain, carrying the flow of financial
information
• SCF enables reach to SMEs due to technology (reach, scale, risk monitoring & underwriting) and
structuring arrangements taking corporate credit risk.
10. SCF AT IFC: OUR OFFER
9
Sustainability
Returns
Risks
Investment Advisory
Supplier financing
• Credit lines
• Funded/unfunded risk sharing
facilities
• Global Trade Supplier Finance
Program (targeting more cross
border trade)
Operating Model
• Opportunity sizing
• Operating model design & strategy
Products and Services
Sales & Delivery Channels
HR & Systems
Credit & Risk Management
• VCF product strategy
• Product program design
• Product process design
• Anchor selection, sales &
onboarding
• Platform selection & technology
integration
• Training needs assessment, sales
incentives & compensation
• VCF credit policies
• VCF credit application scorecards
• Early warning mechanisms
• Risk based pricing
• Collections framework
• Win market share and
significantly scale up the SME
client base and operations
• Improve the efficiency of
servicing the Trade Finance /
Value Chain Finance transactions
• Boost profitability gained from
reduced transaction costs and
enlarged clientele
• Tighten relationship with large
corporate clients & closely
tracking their business to increase
cross/up-sell rates
Opportunities for
Banking Sector
’s Product Offering
11. COMMON PITFALLS AND LESSONS LEARNED FROM OUR PROJECTS
10
Poor Due Diligence of
Anchor companies
Common Pitfalls Lessons Learned
Poor Due Diligence of
Suppliers
Poor scalability and
growth potential
Poor commitment
from management &
pilot designs
• Establish a clear selection criteria for anchor engagement
• Secure alignment between Anchor Finance/Treasury and Sourcing/Procurement
• Identify a stake in the program for the anchor & encourage anchor to introduce SCF to
suppliers
• Analyze working capital financing of the anchor & see how the financial ratios will be
impacted with SCF
• Check for sporadic suppliers
• Understand level of financing options to test demand for SCF
• Segment the supplier base to determine margins and levers that could be charged
• Develop packages and well structured onboarding programs
• Structured on-boarding program initiated by anchor
• Efficient and electronic documentations to solidify payment settlement terms
• Trained sales force dedicated to SCF with proper incentive structure
• Adequate risk management framework to prevent fraud and limit operational risk
• IT effectiveness with high degree of automation through electronic platform usage
• Obtain buy in from senior management and support from business units within the bank
• Formation of Steering Committee and appointment of an engaged “SCF champion‟
• Carefully design pilot with a sufficient timeframe to prove results
12. SCF: AN INCENTIVE TO DEVELOP SME BANKING OPERATIONS
11
Corporate & Retail
Bank
Supply chain finance
SME Bank
Through supply chain finance solutions, banks can take advantage of their corporate
relationships to expand their lending capacity in the SME segment, under a controlled risk
environment
13. FRONT OFFICE
Ary Naïm Country Manager +52 (55) 3098 0135 anaim@ifc.org
THANK YOU!
Torre Reforma
Paseo de la Reforma 483,
18th floor, Cuauhtemoc,
06500, Ciudad de Mexico
Tel: +52 (55) 3098 0130