Professional Documents
Culture Documents
Introduction
The Grameen Bank is a Nobel Peace Prize winning microfinance organization and community development bank started in Bangladesh that makes small loans to the impoverished without requiring collateral. The name Grameen is derived from the word gram which means "rural" or "village" in the Bengali language.
The system of this bank is based on the idea that the poor have skills that are under-utilized. A group-based credit approach is applied which utilizes the peerpressure within the group to ensure the borrowers follow through and use caution in conducting their financial affairs with strict discipline, ensuring repayment eventually and allowing the borrowers to develop good credit standing. The bank also accepts deposits, provides other services, and runs several development-oriented businesses including fabric, telephone and energy companies. Another distinctive feature of the bank's credit program is that the overwhelming majority (98%) of its borrowers are women.
Operational statistics
One unusual feature of the Grameen Bank is that it is owned by the poor borrowers of the bank, most of whom are women. Of the total equity of the bank, the borrowers own 94%, and the remaining 6% is owned by the Government of Bangladesh. The bank has grown significantly between 2003-2007. As of October 2007, the total borrowers of the bank number 7.34 million, and 97% of those are women. The number of borrowers has more than doubled since 2003, when the bank had only 3.12 million members. Similar growth can be observed in the number of villages covered. As of October 2007, the Bank has a staff of over 24,703 employees and 2,468 branches covering 80,257 villages, up from 43,681 villages covered in 2003.
Since its inception, the bank has distributed Tk 684.13 billion (USD 11.35 billion) in loans out of which Tk 610.81 billion (USD 10.11 billion) has been repaid. The bank claims a loan recovery rate of 96.67%, up from the 95% recovery rate claimed in 1998. David Roodman has critiqued the accounting practices that Grameen used to determine this rate. There is an estimated demand of 1 billion micro-borrowers globally, with a total loan demand of $250 billion. The present microfinance model is serving 100 million people with $25 billion of loans. The Grameen Bank is 95% owned by the local poor and 5% by the government.
What is microfianance?
The word "microcredit" did not exist before the seventies. Now it has become a buzz-word among the development practitioners. In the process, the word has been imputed to mean everything to everybody. No one now gets shocked if somebody uses the term "microcredit" to mean agricultural credit, or rural credit, or cooperative credit, or consumer credit, credit from the savings and loan associations, or from credit unions, or from money lenders. When someone claims microcredit has a thousand year history, or a hundred year history, nobody finds it as an exciting piece of historical information. Sometimes called banking for the poor, microfinance is an amazingly simple approach that has been proven to empower very poor people around the world to pull themselves out of poverty.
Financial services
Housing for poor Micro enterprise loans Education loans Scholarships Loans paid off at death Pension funds for borrowers Loan loss reserve
Financial analysis
1. Donation
Grameen bank takes donation for funding and supports its operation and activities to help poor women and enables them to create micro businesses and improve them life. So every 1$ come from donation go to funding as chart:
3. Sources of contributions
Advantages
Economies of scale Agency Costs were reduced as the bank delegated screening, monitoring, and loan enforcement onto the borrowers via social sanctions Efficiency gains: borrowers faced lower agency costs Promotion of mutual assistance and solidarity (insurance)
Disadvantages
Group lending under joint responsibility difficult to replicate in sparsely populated areas Social sanctions difficult to impose on close relatives Scarcity of much needed group leaders Attending frequent repayment meetings time consuming and costly for the borrowers Risk aversion Scope for collusion undermines the banks ability to harness social collateral Too harsh on borrowers as member were experiencing negative idiosyncratic shocks
Challenges
Excessive reliance on a charismatic leader Governance: Pyramidal structure even though a coop on paper Capacity to cope with aggregate shocks