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小额贷款在我国的发展现状及前景分析
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小额贷款在我国的发展现状及前景分析
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中文3108字外文原文MicrofinancesLatestGrowingPainsThemostrecentcrisistohitmicrofinancebeganinIndiassouthernstateofAndhraPradesh,whereallegationsofwidespreadoverindebtedness,heavyhandedcollectiontacticsandborrowersuicideshavestirredanationaldebateaboutregulatingtheindustry.InOctober,thestategovernmentslappedrestrictionsonmicrofinanceinstitutionsthatcrippledlendingandsentcollectionratesplummetingalongwiththesharepriceofSKSMicrofinance,Indiaslargestforprofitmicrolender.OnJanuary19,theMalegamCommitteeReport,releasedbytheReserveBankofIndia,recommendedarangeofnewregulationsforIndiasmicrofinanceinstitutions,includinginterestratecaps,loanlimitsandincomeceilingsforborrowers.Someobserverswelcomedthenewsdoomsayerspredictedacreditcrunchandindustrycollapse.Whileitistooearlytotellhowthesectorwillrespond,thecrisisinAndhraPradeshhassparkedheateddebateandsoulsearchingthroughouttheworldsmicrofinancecommunity.DuringarecentprogramformicrofinanceleadersatWhartonsArestyInstituteofExecutiveEducation,discussionturnedrepeatedlytoquestionsofoverindebtedness,rapidindustrygrowth,andthefinelinebetweenprofitsandpurpose.Themicrofinancesectorhasexperiencedarudeawakeningbyadelinquencyearthquake,saidoneoftheprograms26internationalparticipants,KamranAzim,duringageneraldiscussionaboutthegrowthandsustainabilityofthemicrofinanceindustry.Azim,headofoperationsattheKashfFoundation,amicrofinanceorganizationestablishedin1996inLahore,Pakistan,pointedoutthatmethodsandmethodologiesinmicrofinancehavechangedlittleinthepast20or30years.Nowsuddenly,theearthhasmoved.SponsoredbytheWomensWorldBankingCenterforMicrofinanceLeadership,theAdvancedLeadershipProgramatWhartonbroughttogethermicrofinanceleadersforaweekofintensivestudy,brainstormingandnetworkingtohelppreparethemforthechallengesfacingmicrofinancetoday.Thegoalofthisyearscohorttofindinnovativewaystoconfronttheglobaleconomiccrisis,newcompetition,increasedregulationandrelentlesspressuretoperform.Duringtimesofacceleratedchange,thereisatendencytorelyonknownwaysofdoingbusiness,readstheintroductiontooneoftheprogramscourses.Yetitisatjustthesetimesthatinnovationisofheightenedimportance.Atthesametime,asseveralparticipantsnoted,theindustrymustfindnewwaystosustaingrowthwithoutlosingsightofclientsneeds.Forsomemicrofinanceinstitutions,thatcouldrequireacrashcourseinbusinessfundamentalssuchasduediligence,sustainablegrowthandcustomercare.TheEffectsofOverlendingThemodernmicrofinancemovementbeganinBangladeshin1977,asanexperimentbyeconomicsprofessorMuhammadYunus,whogaveoutsmall,nocollateralloanstogroupsofborrowerstoopoortogetcreditfromtraditionalbanks.Overthenextthreedecades,themodelheestablishedbecamewidelyacceptedandreplicatedinothercountriesasawaytofightpoverty.MicrofinancespreadaroundtheworldandearnedYunusaNobelPrizein2006.Butoverthepastfewyears,increasingcompetitionamonglendersandaweakglobaleconomyhavestrainedborrowersandmicrofinanceinstitutionsalike.Asanincreasingnumberofbanksandforprofitcompaniesenteredthemarketandcontributionsfrominvestorsincreased,somemarketsbecameoversaturatedandborrowersoverextended.Microfinanceinstitutionsarenowseekingwaystocontinuegrowingwithlessrisk.Weareinatensionfieldbetweensustainabilityand...socialimpact,saidparticipantCarineRoenen,executivedirectorofFonkoze,agrassrootsmicrofinanceorganizationbasedinPortauPrince,Haiti.Youtakeoneofthesetwopolesoutoftheequationandthingsgowrong.Fonkoze,Haitislargestmicrofinanceinstitution,isusedtooperatingundersuchtension.Afterhurricanesaffectedthelivesofonethirdofitsclientsin2008,Fonkozehelpedstrugglingborrowersbyreschedulingexistingloans.SincetheearthquakeinJanuary2010,ithasdistributedthousandsofcashgrants,andmorethan10,000newloanstoclients,andhasdevelopedacatastrophemicroinsuranceprogram.Microfinance,especiallyafterYunusreceivedhisNobelprize,wasbrandedassomethingthatwasgoodforthepeople,Roenennoted.AndnowAndhraPradeshcomeswithastorywhereitisbad....Wecanprobablylearnwhathappenedthere.Thepublicknowsandexpectsfromusthatweprovidesocialvalue.Butweneedtocommunicateaboutthatmuchmorethanwedo.Thelastthreeyearshavewitnessedawaveofeventsstemmingfromoverlending,saidprogramparticipantInezMurray,executivevicepresidentofNewYorkbasedWomensWorldBanking.AmongthemNicaraguasmicrofinanceindustrysufferedacrisisin2008whenaNoPagoNoPaymovementledtowidespreaddefaultsandviolentprotestsMoroccosmicrofinancesectorexperiencedawaveofdefaultsthatledtothedemiseofoneofthebiggestMFIsandBosniawitnessedoverindebtednessafterwarrecoveryeffortsspawnedalargenumberofMFIschasingtoofewcustomers.Ineachcase,therootcauseswerecomplexpoorcompetitivepracticesforexample,cherrypickingeachothersclientsaswellasrelaxationofduediligenceasMFIssoughttogrowrapidlymanipulationofclientsbylocalpoliticalforcesandmacroeconomicshocks.Microfinanceworksinanecosystem,Murraysaid.Whenitbecomestoosuccessfulandmoneyisinvolved,riskiscreated.ProgramparticipantMavsudaVaisovasawthenegativeresultsofoverlendinginTajikistan,wheresheworksasgeneraldirectorforHumoandPartners,amicrolendingfundinDushanbe.Startedwithastaffofjust19in2005,themicrolendingorganizationnowhas11branches,260employees,10,000clientsandanactiveportfolioofUS5.5million.Lastyear,duringthecrisissituation,wesawwhathappened.Peoplewerekillingthemselvesbecausetheycouldnotrepayfiveorsixloans,Vaisovasaid.ThesecasesinTajikistanhappenedsooftenthatwesaidtoallourcreditors,Pleasedontpushusbecausewecannotpushpeopletokillthemselves.Insomecountries,theproblemofoverindebtednesshasbeenattributedtoalackofinformationWithoutasystemofcreditbureausorofficialidentificationcardsforthepoor,lenderscouldnotdetermineaborrowerscredithistoryorthepresenceofexistingloansfromotherlenders.ButthatwasnotthecaseinTajikistan,accordingtoVaisova.Thecountryhasagoodinformationexchangeaboutclients,somicrofinancecompanieswereabletoseethatborrowerswerealreadyindebt.Theycanseethatthisclienthastwo,threeoutstandingdebtswithotherorganizations.Still,theywouldliketohavemoreoutreach,sotheyprovideanotherloan,shesaid.Whengiventhechoice,mostborrowersgladlytakeadvantageoftheextracredit.Peoplecannotcorrectlyevaluatetheirloanneeds.Theyarejusttaking,taking,takingandthentheycannotrepay.Traditionalbanks,too,havebeguntowoothemicroborrowerinmanycountries,increasingpressureonmicrofinanceinstitutionstoholdmarketshare.Inthiscontextofnewcompetitors,ofdifferentcompetitors,biggercompetitorsthanus,allthisfightmeansitcanbeveryeasytolosethemission,saidparticipantRafaelLlosa,generalmanagerofMibanco,aprivatebankinLima,Peru,thatfocusesonmicroandsmallbusinesses.Becauseyouarefightingtobetheleaderinthemarketandyouarefightingtosurvive,youstartfocusingonotherthings.Andyet,profitsareessentialifthemicrofinanceinstitutionwantstocarryoutitsmissionofpovertyalleviation,participantssaid.Youhavetochargeinteresttocoverallexpenses,saidMarieLouiseNsabiyumva,CEOofBurundibasedsavingsandcreditcooperativeC.E.C.M.andvicechairoftheBurundianMicrofinanceNetwork.Otherwise,youwoulddisappear.Andthatisntusefulfortheclient.AddedLlosaIfwearenotprofitable,wearenotsustainable.Forthatreason,itsnotanerrortohaveprofits.BuildingCoalitionsButhowmuchprofitInAndhraPradesh,stategovernmentofficialsinOctobercitedmicrolendersquestforhyperprofitsasreasontoclampdownontheindustry.
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