2018-11-05 NPL and value added creation -> simple model

Setting a model with 3000 loans issued a month, interest rate of 1% a day, 80 EUR a loan, COF irrelevant as it is not calculated inside, NPL ratio variable, 50% of loans additional income from 6 EUR for highest NPL to 1 EUR for NPL of 9%

This graph represent the value added created (diameter of the bubble) depending on the NPL (horizontal axis) and additional income in EUR per loan (6 EUR - 1 EUR). As the loan with NPL of 14,83% did not generate any value -> bubble is non-existent.

Main challenges every consumer finance company is facing

2019-10-02 credit bureau

Once opening a consumer finance company few entrepreneurs consider the usage of credit bureua as a source of data. Points to consider:

a) pricing - how much does such an database cost

b) implementation to the system - can we implement data to our the system, how often can we do that and what kind of data do we need to match

c) usability of the data - does it mean we will not offer financing to the debtor not paying his debt or we add aditional collateral, guarantor, higher pricing, higher initial purchase contribution, higher bonus from resaller, we push insurance....

d) monotoring of the data....does it mean once we approve we dont check anymore or we keep checking

e) database usability....can we put analytical request to the datase?

f) self entry to the database .... can we also suggest a change in database following our data?

2018-09-29 Simple consumer finance diagram

2018-09-29 Consumer finance part II

Consumer finance - NBFCs (non-banking financial companies) are in some countries allowed to accept deposits and in some restricted only to the members of NBFC. Therefore the responsibility of the managements is not only to shareholder, but also depositors, suppliers, regulators, employees and government.

Financially is the NBFC might be not possible to be cash positive if we look on a balance sheet and do not separate cash from operation and working capital cash. Working capital is always needed to grow more and more - therefore it is a critical dofference to standard company, that can decrease the pressure by asking for longer payment terms, proving bank guarantee to suppliers so they can refinance it or even decrease the production time (delivery on time, quicker machines, less travelling of half-finished products). It is also more easy for standard company to get financing for working capital, as very bank branch understands the main setup and risks.

Being cash positive in operations in NBFC - look on following (and u need to achieve it for at least 2 years so investors or banks can trust u).

1. Work with NPL.....already in underwriting stage...learn from mistakes u have done and ask yourself once underwriting what mistake have we done last time and how similar it is to this new approval

2. Focus on profit .... and than adjust costs. It is more reasonable to give additional money or pay additional services from profit than taking them as costs. Reason being the the signalling & ability to pay in eyes of investors and banks

3. Offer value added to debtors. Make them feel they get loan, payment channel, discoint on products, insurance, deposit solution, savings, status, .... look for value. This way u will add more income.

4. Always focus on your COF...costs of fund . They are very much connected to your P&L. If it is good your options to get financing is broader and broader and therefore COF is lower and lower. In the end improving P&L more. It is a circle.

5. For new, more risky projects, consider a branch or daughter company, so u can easily cut it off from main one. Also u can tell invesotors to put money to mew project  but not increase COF of working one

2018-09-27 NPL influence on rate for cross income

The above graph demostrates the income of lending company depending on the NPL ratio (non-perfomring loans ratio to all loans given), interest rate charged (in % per year) and COF 18% p.a. It is amazing to observe, that only interest rate of 42,15% p.a. with NPL% of 1% can cover the COF 18% p.a. 

2018-09-26 consumer finance

Consumer finance is facing one general issue. If we have 11 debtors each with loan of 100 and interest rate of 10% for one year. Then on debtor not paying his loan at all is causing the consumer finance company to loose all 100 (as body of the loan, in case this money are given by investors for free). As it is loosing 100 on one side the rest 9 debtors contribute from their interest to repay the loss. Therefore their payment of the interest of 10x10=100 is a sum zero game, therefore no return to investors, no ability to pay any company costs.

*In our case therefore only 9% of the portoflio (1of11) written off loans - is causing the Consumer finance company to fail to generate money to pay any costs*

Therefore it is important to:
A) is the customer able to pay back
B) is the customer willing to pay back

Focus on A)+B) to answer:
- is the loan not too high to pay at least interest - as of now?
- is the debtor having any value added to his income in case we speculate on additional income?
- is the debtor a genuine debtor?
- is the debtor not trying to repay his debts - and if yes what was his performance before?
........