How Risky is Your Business?

Starting a business is no easy task. And growing it and making it sustainable is twice the difficulty of starting it. Ask any entrepreneur about running a business and you will get an endless stream of anecdotes about the hardships and challenges of developing and growing the enterprise. Of course there is the other side of the coin which is about the excitement, fulfillment, and the fruits of all the hardships that go with being an entrepreneur.

Successful entrepreneurs won’t need to put in words the benefits of entrepreneurship. They are all displayed for us to see---the affluent lifestyle, and for some who lead simple lives, the aura of happiness from fulfilling one’s goal of business success.

Of course Small Business Corporation won’t be around if there was no significant upside in entrepreneurship. For one, the reason for being of the Corporation is to increase the probability of success of the Filipino entrepreneur by providing financing and other services such as technical and marketing, to develop and grow Filipino mSMEs into globally competitive enterprises.

In an interdependent, global environment, there are so many threats to the success of mSMEs.

We’ve seen it happen before and see it happening again today. While the Asian financial crisis of 1997 affected even the developed countries of the world, the financial catastrophe of an imprudent system of investing such as the subprime real estate market in the U.S. has today led to the fold up of established and respected financial institutions and caused the growth of the U.S. economy to go into low gear.

Already, its ill effects are rumbling across the globe affecting small businesses in our region thousands of miles away.

Today the value of Philippine exports to the U.S. has fallen resulting to losses for our exporting mSMEs.

Among our mSMEs, therefore, only those who are able to identify and address these threats will be able to sustain themselves and survive.

Ideally, it would have been better for them if they were able to identify the risk early on and prepared for such a contingency. This is where risk management comes into the picture. An entrepreneur who knows how to manage risks will likely survive economic reversals.

Ronald Inciong, Manager of the Credit Review Department of the Risk Management Unit in SBGFC recognizes the value of risk management and believes that like the entrepreneurs it serves, SBGFC as a financial institution and being entrepreneurial itself, must manage the risks relating to its financing operations.

Accordingly, SBGFC recognizes that mSME lending is inherently risky and that it should be able to manage the risks associated with mSMEs for it to be successful in its development efforts.

Inciong said that in using a risk rating model as a tool to manage credit risk, SBGFC has identified the factors of risk which can spell the difference between a successful and a failed mSME.. Today all its borrowers, especially under the retail lending program, are risk rated. So every borrower is evaluated and given a risk rating which shows the level of credit risk entailed in lending to said borrower.

“Early on we already know the areas of risk of the enterprise and are able to mitigate these risks,” explained Inciong. Consequently, a high risk borrower will need to be monitored more frequently and the loan would be priced aptly, which in this case, given a higher interest rate than lower risk borrowers.

Based on the Borrower Risk Rating (BRR) system, critical factors have been identified that would tell SBGFC whether a borrower is risky or not. “With the use of the BRR system we can immediately see the areas of risk in an enterprise’s operations and know the degree of likelihood it would default in loan repayment, said Inciong.

So what makes an enterprise risky? In reviewing credit applications, Inciong already has a list of what makes for risky borrowers. Following are the factors or situations that Inciong believes, as shown by his experience, make a business a credit risk.

• Poor liquidity and negative cash flows – the enterprise is having difficulty servicing its current indebtedness, because its liquid assets is not enough to pay them off. Simply put, when the enterprise does not have the money to pay its immediate loans, then this is a red flag which would warn both the borrower and the lender that cash is tight and a default in its obligations is a real possibility. This also impacts on the debt servicing capacity of the enterprise. When the cash flow is negative then, the ability to repay its loans will suffer.

• Inefficiency in operations – this is evidenced by poor activity ratios such as accounts receivables, accounts payables and inventory. Any of these balance sheet items going beyond the average 180 days aging, discounting any possibility of being caused by natural market movement of the product or service, extraordinary events or natural calamities, means inefficient operations which may eventually result in difficulties in cash flow management.

• High leverage – enterprises that are with huge debts are always a risk. Debt financing should be leveraged carefully with the revenues being generated by the enterprise. While it is good for the business to finance part of its growth through debt, it should be within certain parameters so that there would not be a mismatch between the earnings from the use of the funds and the cost of the borrowing.


• Inexperience of owners and management – this is self-explanatory. An entrepreneur who lacks experience will always encounter more setbacks and challenges than one who have been through it all before and would know how to handle different situations in running the business.

• Poor health, Old Age, and Lack of Succession – old entrepreneurs who are sickly and are hampered by health issues will tend to perform poorly in business. More significantly, the possibility that such an entrepreneur will succumb to the sickness leaving the enterprise impaired and non-operational is always present. A business whose owner does not have a successor will most likely perish with the entrepreneur.

• Poor financial capacity of Owners – when the owners have poor financial capacity, meaning they do not have any personal assets or have zero net worth (outside of business assets), then it would be difficult for them to inject money into the business should they fall into hard times or crisis situation. This makes the business unsustainable in times of crises.

• Bad Attitude to Banks - they are borrowers who are with negative records with their banks. These adverse records show that the entrepreneur has the tendency to violate the rules of the banks and incur past due on their accounts. At worst, the bad attitude is a reflection of bad character which may affect negatively the other aspects of running the enterprise.

• Dependency on a few suppliers – dependency on a few suppliers will make a business riskier than others. A failure in the supplier will also affect production of the enterprise. A simple scenario wherein when there is no supplies, means no production thereby impairing the business operations.

• Decreasing Sales – a trend of decreasing sales for the past three years does not augur well for the enterprise. The industry where the enterprise belongs would most likely be on the decline. In such a case, it would be better for the entrepreneur to start up another business in another industry.

• Dependency on a few clients – when your business is in this situation wherein it is dependent on just one or two customers, any reversals encountered by your clients will become like a contagious disease and adversely affect your business as well. A better situation is the opposite wherein the there is no dependency on a few clients and regardless if one or two of them goes bankrupt, your enterprise won’t be pulled down by such an event.

• Low production capacity – If the enterprise has limited capacity to produce its product or service, it cannot meet any increased demands for its product or service. This means its potential for growth is limited and therefore hinders the development of the business. Should such an enterprise attempt to service a big requirement beyond its production capacity, it exposes itself to risk of not being able to serve the contract.

• Poor location – Location in this instance refers to proximity and acessibility to its market and suppliers. Usually, a business far from its market and suppliers and business infrastructures will incur additional transport costs, or if not, find itself hampered in its marketing, collection, and delivery efforts.

Presence of any of the foregoing conditions does not mean the businees cannot be financed. “The important thing,” said Inciong, “is that we know the areas of risk and are able to impose safeguards to lessen the risk of default.” For the entrepreneur, knowing these risk factors helps in identifying areas for improvement of the enterprise, and hopefully increases the potential for its growth and development.

Competitive Advantage: the Key to the Global Market

Despite its human, natural and agricultural resources, the Philippines cannot boast of global brands which can compete in the world’s marketplace except for one or two which are known internationally --- San Miguel beer, and perhaps Jollibee.
Our country has been known to be a major producer in the 1900s of agricultural products and ranked among the top in the world. We had abaca, then known as Manila hemp, sugarcane, coconut in the form of copra, and lumber from our then abundant forest resources.
But the competition, technology and the unsustainable exploitation of these resources enabled the world’s markets to find cheaper and better substitutes. These commodities eventually lost their appeal and were overtaken by other commodities far better and cheaper from other countries in the export market.
It will be noted that our top exports then were in the form of raw materials or semi-processed produce which had little value added. Contrast this to the other economies in the world that developed new technology to produce finished products which gave them the competitive advantage.
Our exports then lost, or did not have, competitive advantage so other countries outpaced and outgrew them in the market.
Today, the competition to sell in international markets is as intense and is more difficult. But competitive advantage remains to be a necessary ingredient for any successful entrepreneur to break into and maintain a strong foothold in the export market.
Yes, if you cannot compete well, you are doomed to failure especially in an environment of high risk and constant and fast paced changes. An understanding therefore of the concept of competitive advantage will help the entrepreneur focus on what is important and to build on a business with innate and developed competitive advantages.
As defined by Michael Porter, Harvard University Professor and leading authority in competitive strategy, competitive advantage is the position the firm occupies against its competitors in terms of a superior product and service, and cost leadership.
According to Porter, this position of sustainable competitive advantage is created through cost leadership, differentiation or focus. Cost advantage occurs when a firm delivers the same services as its competitors but at a lower cost. Differentiation advantage occurs when a firm delivers greater services for the same price of its competitors. They are collectively known as positional advantages because they denote the firm's position in its industry as a leader in either superior services or cost.
To further simplify the definition, your business has competitive advantage when you are able to do something different than your competitors in such a way as to make it difficult to imitate. When your ability as a business to create value added products for your customers cannot be duplicated or imitated by your competitors, then you have competitive advantage.
This means that the higher the value delivered to your customers and the lower the cost it takes to produce that value, the stronger the firm’s market position.
However, it is difficult to sustain competitive advantage because the competition will always try to copy your technology and strategy, and steal your customers from you. To be sustainable, the entrepreneur must do two things: set an objective to attain superior market position through value added products and services and put in place a strong defense to protect the market position.
Value added products and services can be developed by using firm-specific resources that cannot be easily imitated or acquired. Examples of these resources are: patents, trademarks, proprietary rights to technology, reputation, customer base and brand equity.
Another valuable input to value added products and services are the capabilities of the firm in the way it does its work. An example of a capability is the ability to bring a product to market faster than competitors. Or the ability to create unique design concepts. Such capabilities are embedded in the routines of the organization and are not easily documented as procedures and thus are difficult for competitors to replicate.
Taken together, resources and capabilities make up the firm’s distinctive competencies. These competencies enable innovation, efficiency, quality, and customer responsiveness, all of which can be leveraged to create a cost advantage or a differentiation advantage.
Knowing all these, we go back to the most important question, what is the competitive advantage we need to develop as a country to create competitive global brands?
For the Filipino entrepreneur this is an important point to ponder. Indeed knowing one’s competitive advantage will increase his chances of success in competing globally. His efforts would be better used if focused on an enterprise with inherent competitive advantages.
Venturing a conjecture at this point, as a country consisting of numerous tropical islands, populated with a diverse species of flora and fauna, with a climate making possible all-year-round agriculture, and with a robust young and literate population, our best bet would be in agriculture related enterprises specifically agri-businesses, aquamarine, biotechnology, pharmaceuticals, and in the services related enterprises such as Business Process Outsourcing (BPOs), Information Technology, Medical and Entertainment services.
In tandem with these resources, SMEs must develop their capabilities so that taken together (resources + capabilities) they will have competencies that would be difficult to copy.
Once the Filipino entrepreneur consciously identifies and exploits his competitive advantages, then we will see more Philippine-made products and services competing in global markets.

How to Prepare Your Business Against Disaster?

If there is something good from the spate of disasters that have befallen our country in recent months, it is the realization that many of our SMEs are ill-prepared and not protected against business continuity risks. In short, they are not protected against events that would result to the business shutting down.

This grim realization have surfaced after the devastation brought about by typhoons Ondoy and Pepeng. It is a fact that most, if not all SMEs have not provided for business continuity risks; such that when disaster struck on that fateful month of September, many did not have the wherewithal and the plan on how to continue with the business.

If you observed the SMEs affected by the floods, it was already two months after the disaster and yet many businesses remained closed. Apparently only those with a disaster plan or with enough back-up resources were immediately on their toes and starting up once again. Those not prepared will most likely be closed for good.

If it is any consolation to us, we are not alone in this kind of predicament. In fact even in developed countries, it was found out by formal studies that SMEs are likewise not protected against disasters and do not have a business continuity plan.

New independent research, commissioned by the British Insurance Brokers' Association (BIBA), revealed that millions of small and medium sized enterprises (SMEs) across the UK are failing to protect themselves and their employees against emergencies such as fire, flood or an act of terrorism.

As a result, BIBA has launched a high profile campaign to encourage SMEs to get serious about business continuity, the practice of ensuring that businesses are protected in the event of an emergency.

Estimates suggest nearly 20% of SMEs suffer a major interruption every year. Further research suggests 80% of businesses affected by a major incident close down within 18 months, and 90% of those who lose their data are forced to close down within two years.

Small enterprises in particular suffer severe financial loss if closures prevent or restrict trading over a period of weeks or even months.
A Business Continuity Plan (BCP) is the least expensive insurance any company can have (especially for small companies, as it costs virtually nothing to produce). Unfortunately, many companies have never taken the time to develop such a plan.
Here you will see suggested steps and considerations, in an abbreviated way, for small companies to create a BCP that will improve their chances of continuing operations during or after significant disasters. Development of a BCP for larger companies is not within the scope of this document.
Business Continuity Plans are sometimes referred to as Disaster Recovery Plans (DRP) and the two have much in common. However a DRP should be oriented towards recovering after a disaster whereas a BCP shows how to continue doing business until recovery is accomplished. Both are very important and are often combined into a single document for convenience.


Steps
1. Document internal key personnel and back-ups. These are people who fill positions without which your business absolutely cannot function – make the list as large as necessary but as small as possible. Consider which job functions are critically necessary, every day. Think about who fills those positions when the primary job-holder is on vacation. Make a list of all those individuals with all contact information including business phone, home phone, cell phone, pager, business email, personal email, and any other possible way of contacting them in an emergency situation where normal communications might be unavailable.

2. Identify who can telecommute. Some people in your company might be perfectly capable of conducting business from a home office. Find out who can and who cannot. You might consider assuring that your critical staff (identified in Step 1) can all telecommute if necessary.

3. Document external contacts. If you have critical vendors or contractors, build a special contact list that includes a description of the company (or individual) and any other absolutely critical information about them including key personnel contact information. Include in your list people like attorneys, bankers, IT consultants...anyone that you might need to call to assist with various operational issues. Don’t forget utility companies, municipal and community offices (police, fire, water, hospitals) and the post office!

4. Document critical equipment. Personal computers often contain critical information (you do have off-site backups, don’t you?). Some businesses cannot function even for a few hours without a FAX machine. Do you rely heavily on your copy machine? Do you have special printers you absolutely must have? Don’t forget software – that would often be considered critical equipment especially if it is specialized software or if it cannot be replaced.

5. Identify critical documents. Articles of incorporation and other legal papers, utility bills, banking information, critical HR documents, building lease papers, tax returns...you need to have everything available that would be necessary to start your business over again. Remember, you might be dealing with a total facility loss. Would you know when to pay the loan on your company vehicles? To whom do you send payment for your email services?

6. Identify contingency equipment options. If your company uses trucks, and it is possible the trucks might be damaged in a building fire, where would you rent trucks? Where would you rent computers? Can you use a business service outlet for copies, fax, printing, and other critical functions?

7. Identify your contingency location. This is the place you will conduct business while your primary offices are unavailable. It could be a hotel – many of them have very well equipped business facilities you can use. It might be one of your contractors’ offices, or your attorney’s office. Perhaps telecommuting for everyone is a viable option. Wherever it is, make sure you have all the appropriate contact information (including people’s names). If you do have an identified temporary location, include a map in your BCP.

8. Make a "How-to". It should include step-by-step instructions on what to do, who should do it, and how. List each responsibility and write down the name of the person assigned to it. Also, do the reverse: For each person, list the responsibilities. That way, if you want to know "who is supposed to call the insurance company?" you can look up "Insurance". And if you want to know what Joe Doe is doing, you can look under Joe for that information.

9. Put the information together! A BCP is useless if all the information is scattered about in different places. A BCP is a reference document – it should all be kept together in something like a 3-ring binder. Make plenty of copies and give one to each of your key personnel. Keep several extra copies at an off-site location, at home and/or in a safety-deposit box.

10. Communicate. Make sure everyone in your company knows the BCP. Hold training classes – mandatory training classes – for each and every employee whether they are on the critical list or not. You do not want your non-critical staff driving through an ice storm to get to a building that has been damaged by fire then wondering what to do next.

11. Test the plan! You’ve put really good ideas down, accumulated all your information, identified contingency locations, put your personnel list in place, contacts, service companies, but can you pull it off? One thing you will definitely learn in the test is that you haven’t gotten it all just exactly right. Don’t wait until disaster strikes to figure out what you should do differently next time. Run the test. If you make any major changes, run it again a few months later. Even after you have a solid plan, you should test it annually. Pick a day – let everyone know what’s going to happen (including your customers, contractors and vendors) then on that morning, act as though your office building has been destroyed. Make the calls – go to the contingency site.

12. Plan to change the plan. No matter how good your plan is, and no matter how smoothly your test runs, it is likely there will be events outside your plan. The hotel you plan to use for your contingency site is hosting a huge convention. You can’t get into the bank because the disaster happened on a banking holiday. The power is out in your house. The copy machine at the business services company is broken. Your IT consultant is on vacation.

13. Review and revise. Every time something changes, update all copies of your BCP. Never let it get out of date. An out-of-date plan can be worse than useless: it can make you feel safe when you are definitely not safe.

Tips
• All critical personnel should keep a copy. It's not a bad idea to keep one in your car.
• Prepaid cell phones are an inexpensive option for emergency communications. In some disasters cell phones don't work so considering a satellite communications system may protect your ability to communicate.
• The binder you use for your BCP should be very distinctive – bright, neon orange is a good color.
• Keep your BCP out and visible so everyone sees it frequently – that way the idea of business continuity will stay on everyone’s mind.
• Have a weather plan for your employees with a number they can call to get an update on conditions. Look into some of the new Internet phone services with a voice mail message.

Warnings
• Do not rely on a fireproof safe to store your computer media. Fireproof safes are designed for paper; a CD, DVD, floppy disk or a magnetic tape will melt. Get a media safe for those items. Better yet, store data off site!
• Do not make pirated copies of important software. Even if you can do that (often you cannot) they might not work, and you could create serious legal problems for yourself. Contact your software vendor if you don’t understand your options.
• Do not distribute your plan to people that don't need to have it. Your plan will contain sensitive and secure information that could be used by a disgruntled employee for inappropriate purposes.

Van Sweet Home: Recycling Container Vans into Low-Cost Homes

“Necessity is the mother of invention.” This ancient quote from Plato, Greek philosopher rings true today as it aptly describes the transformation of Storage Providers Inc. (SPI) from a simple trucking services business called Sa Tao Trucking Corporation in 1988 to an innovative and specialized enterprise that it is today.

“It was really a blessing disguised as difficulties that started the business of Storage Providers Inc.,” says Socorro Y. Yap, owner and Vice President for Finance and better half of founder and President Ronald F. Yap of SPI.

“In 1994 when constraints in the business such as the increasingly heavy traffic in Metro Manila and government restrictions in trucking operations started severely affecting the business, Management was constrained to reflect on the enterprise’s survival and future direction, and decided to reinvent it.

“We needed to change and evolve the business; otherwise it would not have survived and gone on to do innovative and bigger projects.

“First, it endeavored to become a cargo container and depot and took the name of Human Dimensions Enterprises. This change in its nature of business paved the way to embark on other related ventures such as the fabrication and conversion of container vans into mobile offices and homes and the recycling to second hand containers into 10-footer vans for domestic shipping lines,” relates Ms. Yap.

Soon, they found out that fabrication and recycling activities were the shot in the arm the business badly needed. It became its “goose that laid the golden eggs” and that led to the expansion and diversification of its recycling and conversion activities, and paving the way to the establishment of SPI.

True enough, the change and the evolution that the business has undergone has produced dividends. From an asset size of P 27 million in 2004 when it embarked on recycling container vans as Storage Providers Inc., it has grown today to about P 50 million in asset size.

Using environment friendly materials, it recycled marine container vans into mobile homes and office units winning for it an accreditation from the Housing and Urban Development Coordinating Council (HUDCC) for innovative housing in 1996.

Today, SPI has proven itself as an innovative and creative recycler and converter of container vans and has undertaken projects for big businesses in the country. From a toilet and bathhouse to office buildings and residential houses, SPI has built them all from recycled container vans.

“Our products are better than your regular housing units constructed from concrete and lumber in several aspects.

First, it is typhoon and earthquake proof, says Ms. Yap.

“Their stable structure and steel material can withstand typhoons and earthquakes and not easily demolished by nature.

“They are also less costly to build, can be assembled in less time, and is permanent and comfortable as a shelter,” enumerates Ms. Yap.

“The completion of the house made from recycled container vans does not entail high development cost. The fittings for the house can easily be constructed and adjusted to the terrain of the land without need for the costly and time consuming land development cost normally entailed using traditional construction technology,” she explained

Homes built from container vans using the technology of SPI are less costly than similar modular homes and even those built using the traditional construction technology. Based on parallel studies done with other construction technology, it was found out that container vans are less costly to build into homes.

For example, a 30 m2 home would cost anywhere from P250, 000 to P 300,000 which is about P 8,000 to P 10,000 per m2 cost. This is at least 25 percent lower than those built using reinforced concrete and traditional construction technology.

“The container van is versatile. While being sturdy and low cost, a family can gradually upgrade their house using the existing structure as they generate more income for expansion, adds Ms. Yap.

SPI is a client of Small Business Corporation since 2005 when it availed of a P 2 million credit line for receivables financing. The line was used to finance a contract with SMART Communications to fabricate and convert 40 container vans into 60 units of SMART “Click” Internet Café’.

Over the years and many projects later, its dealings with SB Corp. has remained satisfactory and its credit line has increased to P 6 million. At present, SPI has financed from SB Corp. credit line a total of about P 23 million worth of projects.

As one of the major players in the container van recycling and fabrication business, SPI continues to deliver creative, dedicated and personalized service to its clientele. Aside from container van recycling and fabrication, its other products and services are: container lease and sale (of 20 foot or 40 foot container vans), and trucking and logistics which consist of general cargo handling, materials delivery handling, warehousing services and equipment rentals.

Already, SPI has provided its services to some of the country’s big companies and institutions such as the Armed Forces of the Philippines, Pagcor, Land transportation Office, EEI Corp., Stradcom Corp., PNOC, Leighton Corp., Jollibee, Rotary Club, Netopia, Smart Mobile, Sage Water Co., Universal Robina Corp., and the Tollways Management Office. It also did a project for the Republic of Palau.

The dream of its founder is to build a business that is sustainable with a market that will not run out. True enough that is what SPI’s housing and shelter development products and services are turning out to be. In addition, part of the SPI vision is to make warehousing an institutionalized service through the provision of mini-warehouses wherein clients can drive in, put in or withdraw their goods, and drive out again in a jiffy.

Apart from growing a profitable business, SPI owners are happy to say that their business has contributed in making the environment a better place to live in. Recycling container vans into homes has big environmental benefits.

“One is that with the SPI technology, less wood is needed to build homes, saving trees for the environment. Second is that the technology used by SPI in recycling worn out container vans does not entail melting and reprocessing of the steel which saves on energy costs, and does not involve emission of pollutants into the environment as steel mills are disposed to do, explains Ms. Yap.

Still SPI has remained relentless in its pursuit of advancement and has not let down its sights on its vision to someday become the leader in a sustainable and profitable business. It continues to grow and SB Corp continues to provide the financing needed to reach its vision.

Indeed with its persistent effort in improving its technology, and its open-minded adoption of best practices in the management of the enterprise, it would not be long before we see it become a big enterprise and a major player in the housing and storage market.

Managing Business Risks: Warning Signals that Help Avert Business Failure

Man’s survival since the beginning of time has relied on his ability to see signs of threats before they happen. This enabled him to prepare for the perceived threat and thus mitigated the adverse effects of the event--- when it happens---to his habitat and to his fellow human beings.

The ability to identify early warning signals (EWS) and to effectively act on them has become essential to man’s survival and is now a vital component of many aspects of his life.

From the environment, to man-made structures and from military and political organizations to business enterprises, early warning systems are found and make our world a more stable and safer place to live in.

What is an Early Warning System?

A more fundamental understanding of early warning systems may be gleaned from the following definition: “It is the process of gathering, sharing, and analyzing information to identify a threat or hazard sufficiently in advance for preventive action to be initiated.”

An early warning signal management system (EWSMS) therefore is a network of actors, practices, resources and technologies that has their common goal of detecting and warning about an imminent threat so preventive measures can be taken to control the threat or mitigate its harmful effects. The underlying assumption is that threats develop over incubation periods during which warning signals may be discerned, tracked and assessed.

Because many threats can have far-reaching and devastating impact, early warning systems today tend to be distributed, multi-level, and collaborative, and may be implemented or supported by a coordinating body or central clearinghouse.

Examples of these EWSs are the tsunami warning system in place in the Indian Ocean, the J-Alert system, a satellite based nationwide warning system in Japan to inform the public of threats, the typhoon warning system of the PAG-ASA, and the most common Warning Signal of an oncoming train in railroad crossings.

Then there are more primitive and natural warning signals such as the use of birds (canary) in detecting toxic gases in mines. When the bird dies inside the mines then its air quality is unsafe. Then there are the instinctive warning signals in our bodies such as fear and pain. The former is man’s emotional response to danger; the latter is part of the body’s defense system to avoid a harmful situation in the future.

In finance, more specifically in credit and loans management, early warning systems have increasingly been used by banks and other lenders to manage their portfolio and lessen the risk of loan default and consequently of portfolio quality deterioration. And since recent episodes of financial crises, early warning systems have been part of risk management structures in financial institutions.

The same basic principles can be applied in the management of enterprises, and EWS is a useful tool in being able to anticipate the occurrence of threats and thereby mitigate the adverse effects of a disaster when it comes.

How and where do we generate EWSs?

Early warning signals can be found in the most unsuspected places and circumstances.

In fact it can be found in our day to day work of going about our business. But that would be passive action and reactive response to possible threats if we waited for warnings to pop up our noses, and we do not want that kind of situation in dealing with uncertainty. We want to be capable of generating EWSs and be able to deal with them proactively.

We are able to generate EWSs from the data and information gathered in the course of monitoring our enterprise’s financial performance and operations and that of our suppliers, buyers, and markets. In short, the mechanism to generate EWSs lie in the Monitoring System in place in the different aspects of our enterprise’s operations and activities and that of the environment in which it operates such as the social, political, and economic conditions prevailing in the areas of production, and marketing.

Following are some examples of sources of EWSs:

1. External Sources – these are sources that are not part of or external to the enterprise. These may be in the form of events, news reports, studies, plans, etc.
• Natural disasters and calamities
• Political change and upheavals
• Wars and insurgencies
• Economic Crisis
• Lifestyle changes
• Technology advancement
• Changing weather patterns
• New and changing markets

2. Internal Sources – these are sources that can be found within the borrower’s physical boundaries, structures, systems, and territorial influence.
• Management (changes in ownership)
• Movements (people, offices and functions)
• Financial Statements
• Employees (news or gossip)
• Management and Production reports
• C I reports
• Legal problems
• Compliance to government rules and regulations




Early warning signals exist in abundance throughout any organization. They are in pieces of conversation you had with an office mate over lunch, papers given by competitors at conferences, gossip from suppliers, a conclusion a colleague came to after reading a press release, or in the knowledge of someone down the hall who years ago worked on a project that is now becoming important.

For example, a rise in the level of an enterprise’s receivables is a warning signal that may mean any of the following: our collection system has become inefficient, our buyers are having collection problems themselves, the market for our products is shrinking and retail sales are lower that’s why orders are not being paid on time, or there is a big increase in orders consequently resulting to an increase in receivables.

In any case, the sharp change, whether an increase or decrease, should turn on the alarm bells and should immediately cause us to investigate, identify and prepare for the possible threat. We can either prevent the threat from happening, or we can mitigate its adverse effects.

The problem with capturing this data is that the value of it is not often recognized by the person who has it. The backbone of such an early warning process and culture must be a technology for the capture, collection, assembly and dissemination of early warning signals. Usually, this involves a management information system (computerization of business processes and database management) and the ability to generate information from a database.

It must be easy to use, and it must provide value for the person entering the information, or they won't do it. This information then has to be sorted and pushed to the person who can make sense of it, who can see the pattern.

The process must separate noise from the true early warnings signals; the technology and the culture of the company must mesh. While having the technology to help us manage risk is a pre-requisite for effective use of EWSs, it is of greater importance that the person tasked to use the technology believes (this is the “culture”) in the EWSMS and takes seriously the process of valuing the EWSs and mitigating the risks identified.

In using the EWSMS, we should be guided by the following procedures (refer to EWSMS framework diagram):

• EWS generation

Involves maximum use of the senses and the tools needed to generate data and information. This requires to a large extent the monitoring of the internal and external environments of the business.

• Risk Assessment

Risks or uncertainties that affect the project or the borrower are identified based on the EWSs generated and observed.

• Risk Analysis

The effects of the risks identified are quantified. It is usually done by identifying risks and quantifying each risk’s probability of occurrence and the potential severity of its impact. The impact may be expressed as a range of values, with a confidence level, or as a probability distribution.

• Risk Mitigation

Risk mitigation involves preparation of a risk management plan. This is a list of action steps to do the following:
a.) Eliminate or reduce the probability of a threat occurring
b.) Eliminate or reduce the impact of the threat if it does occur.
c.) Ensure or increase the probability of an opportunity occurring.
d.) Increase the impact of an opportunity if it does occur.


• Risk Control

Risk control is the implementation of the risk management plan. This step includes the triggers referred to in risk mitigation. A key element of the implementation process is the continual tracking and reporting of progress with special attention given to variances and deviations along the way.

SMEs are Fireflies in a Vibrant Economy

They glow in the dark; small and numerous. Nowadays, they are often a fleeting and a rare occurrence in nature.

A beautiful sight to behold in the deep of the night, many small dots of flickering lights moving everywhere but nowhere, and yet synchronized to display their mating call to attract their opposite sex. These are fireflies when they are out to propagate their species, and attract partners to grow and continue their mundane natural existence.

But beyond the mating call is the meaning of their presence in a place.

Fireflies are an indicator; an index of a safe environment free from the toxic waste man has inflicted on Earth. It is a good assumption and a reliable marker that where there are fireflies, there are no poisons in the earth.

Where you see them, the environment is safe --- where life is free to grow and blossom. Where the fireflies are, is an environment where nature can develop to its full potential.

MSMEs are like fireflies.

They are small, but the good and healthy MSMEs will issue forth a glow that makes them attractive.

Like fireflies, many of them come and go. They exist fleetingly. But for those who are able to attract like minded MSMEs, they partner to collaborate, to engage in symbiotic relationship, to merge, to be one giving birth to a bigger and better enterprise.

Like fireflies, they are a sign of a safe and clean environment, a vibrant and healthy economic environment in this instance. The number of MSMEs in an economy is often indicative of growth or stagnation of an economic system. A high number and progressive growth of MSMEs is a sign of a healthy and business-friendly economic environment. while declining numbers of MSMEs is often a sign that an economy is in the brink of stagnation.

The seemingly inconsequential and insignificant existence of fireflies in the natural scheme of things in the environment is shared by MSMEs. Often thought of as irrelevant in an environment where bigness is a highly valued attribute in business, MSMEs by their sheer number, despite being small, have proven their economic contribution as they impact on the greatest number of people and sectors in the country, providing the most number of jobs and helping people survive in bad times.

This year, we celebrate the improving economic environment as the “fireflies” of the economy (MSMEs) have continually shown resiliency in the face of difficulty and have become the bearers of light, albeit small and flickering, during difficult times.

We feature the “fireflies” of the Philippine economic environment as we have shared in their development and their impact on the greatest number of people and lives in this country. On the following pages we take a look, and not help being inspired by their stories on how they have grown and done their share in growing the economy.

Unlike the real fireflies, we have discovered that MSMEs have an ability fireflies do not have.

The real fireflies will remain so in the natural scheme of things; MSMEs will turn into something else. --- big enterprises and institutions that will spread their wings to help fly our country’s economy to a future of prosperity.

Why Capacity Building?

Borrowing from an age old adage, “Give a man a fish; you have fed him for today. Teach a man to fish; and you have fed him for a lifetime." This is exactly what Small Business Corporation intends to do as it embarks on its capacity building programs for its various stakeholders in mSME development.
Capacity building is part of SBC’s new set of mandates as a result of the passage of the new Magna Carta for mSMEs or R.A 9501. Already, it has embarked on a two-pronged strategy to capacity building. First, is directed towards mSMEs addressing its various needs to improve the way it conducts business and how it keeps and share information. Second is directed towards Financial Institutions with the end view of providing a new mindset in SME lending that will result to mSMEs having greater access to financing and for the FIs to have the ability to expand their SME portfolio with a higher level of confidence because they are able to manage the risks involve in SME lending.
There are many definitions of capacity building suggested by practitioners who work with both profit and non-profit organizations. Given their differences, most have several elements in common----- they emphasize strengthening the institution and achieving sustainability; enabling institutions to achieve their mission is usually mentioned, along with increasing organizational effectiveness. They also identify specific areas of organizational capacity that should be addressed. The following definition from the Create the Future website captures the strengths of many definitions:

"Capacity building" refers to intentional, coordinated and mission-driven efforts aimed at strengthening the management and governance of institutions to improve their performance and impact. This occurs through organization development activities, such as leadership development, strategic planning, program design and evaluation, board development, financial planning and management and others.
Given this definition of capacity building, it becomes easier to understand the rationale behind the inclusion of capacity building in SBC’s mandate. It is a component in the mandate that ensures the continuity and endurance of SBC’s contribution to the development of mSMEs.
Areas of capacity building that SBC sees itself to be actively doing are: SME and microfinance lending technologies (such as risk-based lending); anti-fraud and anti-corruption practices; good governance and internal controls; and environmental management systems. These, it will deliver through TA-consultancies, trainings, coaching and policy advocacies.
A greater appreciation of capacity building will come from an understanding of its conceptual framework (refer to fig.1) in which we see the overriding significance of leadership and governance to the institution’s delivery of its products and services. The framework shows how and where capacity building can take place and make a difference. First is in the strategic plan ---its vision, mission, and objectives, then in the various spheres of doing business to deliver its services and make an impact on its stakeholders. Capacity building can enhance strategic relationships, its development of resources both human and material, and its ability to manage these resources and operate in a sustainable way.
Sans capacity building, and after many years of development work and the amount of financing and resources that went to mSMEs, the success rate remains low and the age-old problems continue to persist. It is in this context that capacity building was included and meant to address the perennial problems of mSMEs.

With capacity building, the mSMEs, or the Financial Institutions, or the other stakeholders, acquire capabilities that will enable them to work skillfully, adjust to challenges with a fresh mindset, create structures and systems that will improve efficiency and integrity of business processes, and imbibe the values that will instill the perseverance, diligence, and the courage needed to rise from setbacks, or worse, from the ashes of failed projects to start again and fulfill their mission.
Capacity building imparts to the stakeholders the capabilities and values that will not be lost in instances of business reversals and crises. It becomes part of the human or institutional psyche that will always be there from which people and institutions can draw their strength and inspiration to continue on, despite all the difficulties and hardships, and see success on the horizon.
It is somewhat sentimental, or worse, mushy, writing about capacity building in this way. But come to think of it, when all is lost; the money and the material resources gone ---- what’s left is what’s inside the person’s being, or for that matter, the institution’s consciousness.
Capacity building provides something that cannot be bought or taken away and serves as the key to making people and institutions sustainable.

Changing the Mindset towards Risk-Based SME Lending

This is the challenge of providing SMEs greater access to financing --- we have to change the way people think.

In this particular instance, the mindsets of both the borrower and the lender must be changed. Without the change in mindset, SME lending will remain to be collateral oriented and will be biased towards those who have collateral to the detriment of profitable and promising enterprises.

We say this because we ourselves have come to a change in mindset since we started using risk-based lending technology in extending credit to SMEs.

First, let us discuss what risk- based lending is all about.

Risk-based lending is a system of lending to SMEs that is based on an accurate assessment of credit risk in which the loan package i.e. loan amount, interest, and term, is determined and influenced by the credit risk level of the enterprise, specifically the quality of the borrower and the debt repayment capacity of the enterprise. In this type of lending, collateral is not a determinant of loan approval, but impacts on the pricing of the loan. More importantly is the quality of the borrower and his capacity to repay the loan. Under this system of lending, the lender is able to assess, price, and manage the credit risks to ensure repayment.

Risk-based lending requires the use of a credit risk rating tool. In SBC, we have a Borrower Risk rating tool which we call CAMP analysis because in it we examine the Cash, referring to the financials of the enterprise, the Administration, referring to the quality of management, Market, referring to the buyers of the products, and Production, referring to the capacity and efficiency by which the enterprise produces and delivers its products and services.

Using the BRR helps the lender come up with a risk rating of the borrower and with this rating identify its competitive advantages and its weaknesses or areas of risk. Our BRR is a 10 grade rating system with 1 as the least risky and 10 is the most risky. On this basis, the lender knows beforehand the quality of the borrower and decides to lend or not on this assessment of credit risk.

With the use of the BRR, the lender will know how “real” the business is, or how honest the borrower is in his declarations about the enterprise. So borrowers beware about the truthfulness of your declarations and disclosures. Using the CAMP analysis, the AO will surely uncover irregularities including fraud if not fully disclosed by the borrower.

In addition, the lender has identified the sources of loan repayment, and knows whether or not the borrower can repay the loan.

In this system, no amount of collateral can influence the lender to lend to a bad borrower unless, the lender has decided to accept the risk of non-repayment and has provisioned the account for eventual losses. Or he has priced the risk of lending to a bad borrower. In this system, the higher the credit risk, the higher the interest rate (pricing it right) and the stricter the loan covenants (monitoring the business and mitigating the risk).

While in risk-based SME lending lenders are able to manage credit risks well and may lend to all types of borrowers, there are certain non-negotiables such as: 1.) if the risk is so high for both BRR and FRR that it cannot be priced, then the Bank should not grant the loan at all; 2.) If the credit risk cannot be mitigated, don’t finance; and 3.) Do not lend if borrower does not have debt servicing capacity.

The last condition is the most important of all because debt servicing capacity will decide whether the enterprise will be lent how much and for what purpose. The DSC is not based on forecast and projections but on the current state and historical performance of the enterprise. The lender will know whether the borrower, as it operates now, will be able to repay the loan given its present income.

It is a change in mindset because using the technology will destroy all our traditional thinking and practice in lending to SMEs. While many of us will think this is revolutionary--- it is not. Many of these changes are actually reflection of good banking practices on the part of the lender.

Here are some examples of this new mindset:

• Collateral should be from the assets that were the object of financing

It is not bad to require collateral or security for the loan, but it should not be beyond what the loan is financing. Requiring REM or hard collaterals has no direct relationship with low probability of default. Whatever it is that is the object of financing is good enough to secure the loan. If the loan is for working capital, then ARs or inventories would suffice to secure the loan. These assets should then be closely monitored to forewarn the Bank of any problems which may be encountered by the SME and which may hamper loan repayment.

• Equity, not loan, should finance expansion

In general, this principle means that if the SME does not have enough capital, then it cannot support an expansion program. Expanding the business may be ill-timed if it cannot support the expansion from its net income and from equity. Banks are ill-advised if they grant a loan for project financing without looking at how the SME will be able to repay the loan from its existing level of operations. In these instances, the Bank should evaluate the SME’s present equity and DSC levels and their projections and make sure that the repayment for the loan can be financed from its equity and DSC. Ideally, according to this principle, project expansion should not be financed by a loan, but rather by equity.
.


• REM as collateral does not necessarily prevent the occurrence of default

Unknown to many of us, but shown by studies on Banks and their loan portfolio in developed countries, it is a fact that REM as collateral does not mitigate the occurrence of default, nor does collateral have any correlation to default. Default is a function of debt servicing capacity of the borrower not the loan value or quality of the collateral. It is by this fact alone that the absence or lack of collateral should not hinder the SME from accessing credit for its growth. In fact a culture of collateral oriented lending contributes to the failure of most SMEs.

• SMEs should not be overtrading

Always look at the sales trend or its movement over a series of time periods. Normally, sales should only increase at a rate of about 10 percent. A steep climb (if increase is more than 50%) will always mean possible overtrading on the part of the SME.


Overtrading means a situation in which a SME is growing its sales faster than it can finance them. This usually leads to enormous accounts payable or accounts receivable and a lack of working capital to finance operations. SMEs may service larger orders only if it has the equity to support these orders.

A common scenario is for the SME to take the orders and try to squeeze its suppliers because it does not have the financing or the equity to support sales expansion. When this happens, the suppliers may stop supplying the SME.

And the SME is in trouble because it not only cannot meet its orders, but could not pay its creditors as well.

It is an established fact that 60 percent of all bankruptcies in U.S. and Canada are due to overtrading.


• Don’t finance expenses; only assets

This principle simply means that before we finance an SME’s needs, be it working capital or fixed asset, we must first look at the whole enterprise and see if it has enough assets to generate the net income that would serve as source of repayment. Does it have enough inventories? Recievables? Is it an operating concern? These questions when answered in the affirmative assures the lender that it is financing a business and not just any want the borrower needs to satisfy. It is also important that the Bank will not finance on the basis of expenses because these are supposed to be paid from the revenues of the business, not from a loan. The Bank should only lend on the basis of assets used to generate income for the SME; never expenses.


• Finance the business, not the transactions; Restructure the business, not the loan

This principle is really about looking at the big picture of the business, or getting the “global” view of the SME when financing, restructuring, or rating the SME. When financing, do not focus on the transaction alone. We need to look at the other aspects of the business most especially, its assets whether they are the kind that can generate the net income needed to repay the loan. Or in restructuring, see if the business can still generate enough business to meet the restructuring requirements. Don’t just focus on the loan amount and how this can be restructured to the benefit of the borrower. The most important point is whether the business as a whole can continue to exist and see the restructuring to the end. If in both instances, when the answer is in the negative, then easily, we should decide against extending or working out the loan. The situation in this case should be to focus on recovery and collection.



While risk-based lending technology is new to SBC and has been used for about three years, we can say that it has a positive impact on our past due ratio. In short, using risk-based lending has significantly reduced our past due ratio. It has also enabled us to make our pricing and our product features more responsive to risks. This has made financing more accessible to SMEs because collateral is no longer a determinant of whether to approve a loan or not.

While lenders must have a change in mindset, borrowers will have to make the same adjustments in the way they think. They must understand that this technology will weed out the fraudulent borrowers from the true entrepreneurs. And this will require their utmost cooperation when the AO will insists on the submission of records and documents pertaining to their operations. Or when the AO will have to ask a lot of questions about the business and do frequent project visits. The borrower must realize that these things are part of the evaluation and risk rating and management process, and it is only this way that more of them (SMEs) will be able to gain access to credit.

Small Business Corporation: Sustainable Intervention to Address Gaps in SME Financing

The challenge to a developing economy such as the Philippines is to be able to implement credit supplementation programs that will effectively assist and develop Small and Medium Enterprises (SMEs) and be sustainable in the long term. The Small Business Guarantee and Finance Corporation (SBGFC) or Small Business Corporation for short is an organization that has attained these twin objectives of being developmental and sustainable at the same time. The key to the successful fusion of service and sustainability in a developing economy is being able to make SME financing a viable activity in which credit guarantees play a vital role.

Introduction to Small Business Corporation
With the vision of producing globally competitive enterprises, Small Business Corporation is fortunate to have a mandate that encompasses a wide range of possible financial interventions to develop SMEs. The SBGFC was established on January 24, 1991 by Republic Act 6977, and later amended by Republic Act 8289, otherwise known as the Magna Carta for Small and Medium Enterprises. This law was enacted to support the development of SMEs through the provision of various alternative modes of financing and credit delivery systems. It was on July 16, 1992 that Small Business Corporation started operations.

Under the law, the mandate of Small Business Corporation is to perform the following functions:
• Source and adopt development initiatives for globally competitive small and medium enterprises in terms of finance, production, management, and business linkages;
• Promote, develop and widen in both scope and reach various alternative modes of financing for SMEs including but not limited to the following:
1. direct and indirect project lending
2. venture capital
3. financial leasing
4. secondary mortgage
5. rediscounting
6. secondary/regional stock markets
• Guarantee loans obtained by qualified SMEs, private voluntary organizations and cooperatives;
• Provide second level guarantees (i.e. reinsurance) on the credit and investment guarantees made by credit guarantee institutions and other institutions in support of SMEs; and
• Provide instruments to the financial sector for alternative mandatory compliance as provided for in the R.A. 6977 as amended by R.A. 8289.

As a government agency, the Small Business Corporation is attached to the Department of Trade and Industry. It is under the policy, program and administrative supervision of the Small and Medium Enterprise Development (SMED) Council, the body responsible for the promotion and development of SMEs in the Philippines.

As provided in R.A. 6977, Small Business Corporation has an authorized capitalization of Five Billion Pesos (P5,000,000,000) of which One Billion Pesos (P1,000,000,000) have been subscribed and paid up. Of the initial capital of One Billion Pesos, five government financial institutions infused equity into Small Business Corporation in the form of common and preferred shares. These are the Land Bank of the Philippines (LBP), Development Bank of the Philippines (DBP), Government Service and Insurance System (GSIS), Social Security System (SSS), and the Philippine National Bank (PNB).

In November 16, 2001, the Small Business Corporation was merged with the Guarantee Fund for Small and Medium Enterprises (GFSME), one of several guarantee institutions in the country active in providing credit supplementation to SMEs. With the merger, Small Business Corporation’s capitalization as of March 31, 2001 stood at P 1.825 Billion and has emerged a stronger institution

Currently, Small Business Corporation has a total workforce of 98 personnel. Of this number, 84 staff are in the Head Office, six are in the Mindanao Area Office, six in the Visayas Area Office and one each in the La Union and Bicol Desk Offices.


The Credit Guarantee System

Small Business Corporation’s targeted clientele are the micro, small and medium enterprises. These enterprises are defined as any business activity engaged in industry, trading, agri-business, and/or services whether single proprietorship, cooperative, partnership or corporation whose total assets, inclusive of the proceeds from loans but exclusive of the value of the land on which the office, plant and equipment are situated have asset size values falling under the following categories:
• Micro : Up to P 3,000,000.00
• Small : P3,000,001.00 to P 15,000,000.00
• Medium : P 15,000,001.00 to P 100,000,000.00

Small Business Corporation’s guarantee serves as substitute or supplement to the collateral requirements of SME loans from banks and other financial institutions. The guarantee is a contingent liability of the Small Business Corporation to the lending bank and becomes only a real liability when the loan is defaulted and there is a call on the guarantee. Small Business Corporation then pays the lender the equivalent amount of the loan covered by guarantee.

Under the program, Small Business Corporation may guarantee loans used for the following purposes: 1.) acquisition of fixed assets; 2.) permanent working capital; 3.)temporary working capital by way of credit line facility with a term of one year; 4.) debt retirement/refinancing; 5.) financial lease/lease purchase of a single or variety of machineries, equipment and facilities.

Loans that can be guaranteed or lent to SMEs may range from P 100,000.00 to
P 20 million. The aggregate amount of loans to borrowers with related interest shall in no case exceed P 20 million.

The maximum guarantee cover is 85 percent of the loan amount depending on the type of guarantee being extended and the risk involve in the enterprise. There are two types of guarantee extended to SMEs: the clean loan guarantee, which is given to cover risk of loans without any collateral, and the credit risk guarantee, which is given to cover loans with real estate and/or chattel mortgage.


Financial Highlights of the System

Over the years, Small Business Corporation has guaranteed a cumulative amount of P 8,662,498,000.00 in loans for 4,675 accounts benefiting 209,688 SMEs. In 2003, it was able to generate guarantee approvals amounting to P 271,988.000.00 for 59 accounts. As shown in Table 2: Credit Guarantee Program (in Million Pesos), it will be noted that since the merger in 2001, and the economic downturn in 1997, guarantee originations have been gradually increasing indicating a gaining confidence in the system.

Paradigm Shift in SME Financing

The credit guarantee system is only one of several modes of financial intermediation used to develop SMEs in the Small Business Corporation. Aside from guarantees, the corporation is into wholesale and retail lending, and recently embarked on an equity financing program. Addressing the problems in financing SMEs, it has developed a new paradigm of SME financing.

The usual problem confronting SME financing is information asymmetry which is the imbalance in the exchange of information between the lender and the borrower. The lender does not trust the borrower because of inadequate information in the same way the borrower does not want to fully disclose his business plan because he fears the lender might pass the information to his competitors. In this kind of situation where reliable and timely information is critical, the first step to bridge the gap between lender and borrower is to invest in systems and that make for proper accounting and business transactions, and to encourage transparency.
In the new paradigm, it was observed that SMEs can be classified into several types based on their capability to provide credible information about their business which translates into how the banks and financial institutions perceive them. Based on the studies of these SMEs, Small Business Corporation classified SMEs as bankable , meaning those who are already assisted and preferred by banks; the nearly bankable, those that are capable, with a business track record, but lack the credit track record and collateral to secure a loan; and finally the non-bankable and yet viable, those that are limited in both business and credit track record, no collateral and has limited management systems, but has a viable business.
In the paradigm as illustrated in Fig 2: Small Business Corporation’s Credit Delivery Intervention, the credit guarantee system becomes the major intervention to assist SMEs that are near bankable. For the Non-Bankable SMEs, the intervention is direct lending because other financial institutions will not want to lend to them. For the Bankable SMEs, the intervention is to provide wholesale funding to financial institutions who in turn will re-lend to the Bankable SMEs.

The credit guarantee intervention addresses the security requirements of the loan, and enables the SME to enter the formal lending system paving the way for it to grow and establish its bankability. It also helps the banks open up to these SMEs and learn the way to finance SMEs while significantly reducing their credit risks.

Role of SBGFC in SME Development

As the leading player in SME development in the Philippines, Small Business Corporation’s role is largely to address the gaps in SME financing. As already illustrated in the paradigm of SME credit delivery, SMEs being assisted are those rejected by the banks or those the banks perceived to be lacking in their capacity to borrow and repay the loan. However, the corporation maintains a high level of professionalism and attention to credit evaluation processes that minimizes information asymmetry resulting to a high quality of loan, guarantee and investment portfolio that would sustain operations in the long term.
In this light, the programs of the Small Business Corporation give SMEs the break they need to enter mainstream business and to grow themselves into competitive enterprises. It does not compete with the formal banking sector but complements their efforts in helping SMEs.


Strategies to Expand the System

The strategy to expand the credit guarantee system is three pronged:
• Geographical Expansion – Financial services and access to credit is mostly found in the urban centers. These are the metropolitan areas and regional capitals which are also centers of business. The rural areas which compose majority of the country’s regions are largely unserved by Small Business Corporation. There is so much economic and business potential for SB Corporation to finance the requirements of SMEs in these areas to upgrade the quality of goods and services using indigenous raw materials and human resources. Part of the strategy for expansion is setting up area offices and Small Business Incubation Centers (SBIC) The strategy includes going into joint ventures in setting up the SBICs which will serve as Small Business Corporation’s extension offices marketing its services and financial products.
• Program Technology Expansion - Another opportunity for expansion is to fill the gaps in financing technology and information asymmetry in the SME sector. The strategy is to develop products and services that would meet the financing and technology needs of the SME sector. These are market niches that have not been served by banks and financial institutions.
• Asset base expansion – There is a need and an opportunity to expand Small Business Corporation’s asset base. This can be done by leveraging its existing funds through the credit guarantee system, and by securing additional funding from other sources. Asset base expansion answers the need to fully finance its mandate.

Future Prospects

A really strong and effective credit supplementation system is one that can direct investments and loans with a high level of confidence towards certain industries, enterprises or firms. An indication of this ability is when a lending institution accepts a credit guarantee with a high level of trust and confidence, and will readily lend or invest in the given enterprise.
Given this precondition to the development of a strong and credible guarantee system, Small Business Corporation is set to launch two programs, the Credit Guarantee Certificates (CGC) and the Automatic Guarantee Line (AGL) that will redefine the credit guarantee as a financial intermediation tool to encourage small and medium enterprise (SME) lending
The plan to introduce these new programs this year was made to increase loan originations and the use of credit guarantees. But more importantly, they were meant to change the way banks and financial institutions view the credit guarantee system.
Since the financial crisis of the late 90s, the banks have remained very cautious in lending to SMEs, and require hard collateral such as real estate as part of the loan security. The new programs will aim to make the banks take a second look at credit guarantees and gain renewed confidence in using them.
Oftentimes, banks view credit guarantees as having tedious documentation and being difficult to collect on guarantee calls because of possible revocation and non-payment due to technicalities. The CGC and the AGL will hopefully change these perceptions. Both will do away with the tedious evaluation and documentation that go with guarantee approval, and provide a more efficient system of guarantee call payments. In short, the CGC and AGL answer the need for a fast and reliable credit guarantee facility that will boost confidence of financial institutions in the system.

The system may, in the future, be performing the primary evaluation of the loan or investment application and the lending or investing financial institution performing the secondary credit evaluation. This is a vision that is not easily attainable, but can happen through a build up of a credible track record and excellent performing portfolio of SME credit guarantee accounts.

In line with this vision is the establishment of a new model for the system, which is a state agency type of guarantee model using the sovereign guarantee as major feature and the portfolio and mutual guarantee systems as subsidiary systems to effect industry and regional development.