CREDIT ANALYSIS

CREDIT ANALYSIS

• Standard templates for commercial and consumer loans, including templates for Agricultural Cash and Personal Statements, Agricultural Accrual Statements, Commercial and Industrial Statements and Credit Scored Loans.

• Analysis of company and personal financials in the same application.

• The capture of personal financials of multiple guarantors.

• Creation of a cash flow statement from tax forms (1040) and other personal financials.

• Cash to accrual conversions.

• Multiple consolidations.

• Debt schedule spreading.

• Net worth reconciliation.

• Association and member adjusted periods.

• A flexible projection tool (including consolidations).

• Earned livestock inventory changes.

• Scenario and customer stress testing.

• Analysis charts and graphs.

• Cross template consolidations.

• Detailed financial analysis using sub-charts.

• Key performance indicators and ratios.

• Industry benchmarking.

• The ability to stress test projections to determine breakeven analysis and “what if” analysis impacts on projected cash flows.

• Formal credit reports detailing the borrower's business performance and credit risk, delivering a completed credit risk management and measurement solution.

• Integration of personal financials with credit write-ups.

• Accurate calculation of exposure and risk with standardized and custom Risk Rating/Probability of Default (PD) and Loss Given Default Models, including:

• The ability to create industry-specific risk models.

• Standardized risk reporting.

• The ability to create quantitative and qualitative risk ratings.

• The ability to capture and track all risk rating overrides.

• The ability to support uniform risk rating methodology throughout the Association.

• Graphic representation of a customer's trend for Risk Rating/Probability of Default.

AgFirst offers SunGard’s Optimist Analysis Tool Suite (“Optimist”) to support Associations’ credit analysis and lending processes. This industry leading software provides comprehensive solutions for lending decisions and ongoing credit compliance and servicing. This solution allows each Association to establish uniform processes and conduct consistent analysis of credit requests. Optimist provides automated workflows that streamline processes and reduce errors. Furthermore, its database provides the ability to perform comprehensive portfolio management.

AgFirst configured Optimist to make timely credit decisions and address challenges unique to agricultural lending. The system provides a broad range of features and allows for extensive financial analysis, macroeconomic forecasting models, risk ratings, loss given default models and portfolio management.

Risk assessment is dependent on standardized and accurate financial and non-financial information analysis. This tool provides Associations a single solution to collect, analyze and report on customer information with uniform procedures. This helps reduce risks of errors with standard and thoroughly tested custom models and templates. Optimist enables Associations to have a complete view of clients’ financial profiles across a wide range of assets, including company financials, real estate holdings, personal financials and other pertinent data. The robust database prevents data loss and redundancy, and it reduces efforts required for management, audit and regulatory reporting.

In addition to financial analysis, key performance indicators and diagnostic tools, Optimist provides communications tools and reports that help promote better dialogue with borrowers. This enables lenders to conduct an informed discussion regarding their client’s credit profile and helps build, manage and sustain profitable lending relationships.

Optimist’s analysis platform provides lenders the flexibility to create, manage and edit loan approval documents, and offers options to create and print custom reports. Standard and custom models provide support to commercial and consumer lending with the capability to capture and analyze a borrower’s lending request in detail or summary form. Optimist has a full credit analysis feature set, and functionality includes but is not limited to:

Optimist provides greater consistency in forms and templates and maintains all relevant financial and non-financial obligor information within one central database. This provides lenders access to information by customer or on a deal-by-deal basis. Furthermore, Optimist’s database provides the information and reporting tools Associations need to manage their portfolios and monitor credit risk.

AgFirst has integrated Optimist with our current loan origination system, Credit Delivery. As we enhance our loan origination solutions, Optimist will be more highly integrated within our suite of tools and processes, creating greater automation and efficiency.

BANKING PROJECT

http://www.bankingtech.com/156062/omnichannel-the-new-normal-for-retail-banks/ https://en.wikipedia.org/wiki/Online_banking https://www.techcombank.com.vn/khach-hang-doanh-nghiep http://acb.com.vn/vn/personal/cho-vay http://www.nganhangplus.com/ http://www.abbank.vn/vi/Vay-Von-Truc-Tuyen/Khach-Hang-Ca-Nhan.aspx

Indirect Lending Questions Your Loan Origination System Should Answer

Loan origination systems (LOS) often vary in terms of the functional capabilities and benefits they provide. Some are strong in certain areas of lending such as direct or small business; other systems have a more general lending focus. Then, there are those standout systems that are designed and built based on years of knowledge and experience. These systems offer expert lending functionality for many channels.

Indirect lending is showing more momentum than it has in years, and the features and functionality credit unions need are not always included in systems they purchased primarily for other types of lending a few short years ago. As credit unions are taking bigger slices of the indirect lending pie, they are looking to upgrade their systems to increase their financial success.

But what software features do credit unions need to support indirect lending? What functionality will help a credit union succeed in the burgeoning field of indirect lending? The following 10 questions will help credit unions determine whether an LOS solution has the features they need to drive growth in the indirect lending portfolio.

1. Does the LOS have connectivity to third-party indirect portals such as Dealertrack and RouteOne?

A loan origination system that effectively supports indirect lending should provide a credit union with the ability to originate loans through multiple third-party indirect portals. These web-based portals are essential for effectively targeting the best indirect deals by connecting lenders to the largest network of dealerships. A credit union’s loan software should also communicate all needed details regarding the loan back to the third-party indirect portal.

2. Does the LOS have the ability to handle reserve and origination fees?

Look for loan software that allows configuration of the fees paid by the credit union to purchase a vehicle contract from the dealer. This provides flexibility to calculate and pay funds to each dealer by an agreed upon method and value.

3. Does the LOS have the capability to auto decision and apply risk-based pricing for buy and contract rates?

This ability allows a credit union to implements its credit policy with a combination of matrices and rules. It also provides auto decisioning and pricing that can be communicated to the borrower, internal end-users, and dealers.

4. Can the LOS be structured to capture contract information and validate it for compliance to policy?

Post-approval loan processing rules are designed to ensure that contracted or accepted application terms are compliant with a credit union’s your policy and match the analyst-approved terms. They also ensure the acceptance of applications that are outside policy is restricted to individuals that have the appropriate authority.

5. Does the LOS automatically apply stipulations and route to appropriate queues?

Stipulations are able to be created and configured both globally and individually per product.  These are used to record and track various requirements needed to complete an application.

6. Does the LOS have configurable post-approval processing steps?

A credit union’s loan software must provide the ability to determine the list and order of steps that the end-user must go through to close an application. This feature provides added flexibility to diversify an institution’s indirect lending portfolio.

7. Can the LOS handle disbursements, including issuance of checks and automated clearing house (ACH)?

This allows the financial institution to select the method that each dealer will use to receive funds. Using ACH allows for automated and faster distributions and transfers of funds.

8. Can the LOS send rapid notifications to dealers of funding activities?

In the fast-paced environment of indirect lending, dealers need to stay updated at every turn. An LOS platform should allow for daily notification — email or fax — of activities on all loans submitted for each specific dealer or group of dealers.

9. Does the LOS have the ability to manage reserve methods and probationary status as well as contracts and agreements including access to dealer statistics and dealer-specific reports?

Being able to store, track, and report on all necessary agreement information between the dealer and credit union is important for effective indirect lending. This includes the fees paid by the financial institution to purchase a vehicle contract from the dealer, contact methods, and other pertinent dealer information.

10. Is the LOS capable of boarding loans/customer accounts to servicing systems through a new account setup (NAS)?

Credit unions must be able to communicate and update loan and member information to many third-party servicing systems. This communication can be through either real time or batch integration. Once boarded, this information can also be used to create new loans in the future through a CIS lookup.

As a credit union compares LOS platforms, it needs to evaluate the subject matter expertise of the system provider. Look for a well-rounded provider who has know-how in dealer management, underwriting, compliance, and funding — then leverage that expertise to get a leg up on the competition.

The CRIF Lending Solutions’ ACTion loan origination system offers end-to-end automated processing of all types of loans including direct, merchant, online, business, and indirect. The ACTion platform opens doors for increased staff productivity, greater system flexibility and functionality, and most importantly, an expanding loan portfolio. Neighbors Federal Credit Union used ACTion to streamline its operations and now processes more than $18 million in indirect loans each month with only two underwriters. For more information on this was done, click the button below to download the “Neighbors Federal Credit Union Case Study.”

Read more: http://www.creditunions.com/articles/10-indirect-lending-questions-your-loan-origination-system-should-answer/#ixzz3Qwzwjyk9

Understanding the Core Banking System Industry

Silverlake Axis - Part 2 (Understanding the Core Banking System Industry)
Fig 1 Silverlake Axis Integrated Banking Solution

The most important question that will come to everyone's mind when we talk about Silverlake Axis will naturally be what is a Core Banking System (CBS), is it just a software like your Adobe or Office? This will be what this whole post will be about.
The "Core" in the CBS refers to Centralized Online Real-Time Exchange, something like your trading platform where information is updated Real-Time. Gartner defines CBS as "those applications responsible for processing and posting transactions in the domains of payments, current and saving accounts, loans and securities (such as performing current and deposit accounting, maintaining loan accounts, holding securities positions, clearing payments)." Basically, as seen from fig 1, it is a centralized system that handles every aspect of the bank's business. When you deposit your money into the bank, CBS will update your main account and distribute the information to your ATM, credit card, credit risk, customer information and e.t.c. I will treat it as the human brain that's in charge of processing of all information received from the five senses and that exert a centralized control over the body.
Changing a core banking system has been treated as a high risk, high cost and high reward project. Cost saving is often not a sufficient reason for bank to change them. The risk and cost comes from the fact that an error can damage the reputation of a bank as seen from the numerous debacles that DBS has got itself into. Changing the system also requires the old system to be put down before the new system is being put up, and this will create downtime for the bank. All the employees in the bank will also need to be re-trained and it will be sometime before they can get used to it. Cost of the project is often high and project overrun is normal due to the numerous constrain involved and that it will often has to be done only in the weekend.
Kevin Lomax, the erstwhile chairman of Misys – one of the largest independent software vendors (ISVs) focusing on the financial services industry – was once quoted as having said: “Changing a core banking system is like replacing the engine of a Boeing aircraft mid-flight.”
“The challenge of replacing a bank’s core IT systems has been equated with everything from open-heart surgery to replacing the engine in a moving car. It is without a doubt one of the most difficult and complex challenges a bank will ever face, with implications that cut across functions, products and geographies.”http://www.deloitte.com/assets/Dcom-Shared%20Assets/Documents/08-1266%20CoreBanking%20preflight%20final%20web%20version.pdfhttp://www.cimbbank.com.sg/index.php?rp=core+banking+faqs&tpt=cimb_sgThe above is an example of the impact of changing the CBS for CIMB Singapore, which only has 2 branches here.
Given the high risk high cost proposition, it is expected that many banks will not undertake such a project unless it is no longer a choice of theirs. As such, an adoption of a new CBS in a bank is likely to last them for at least the next 15 years and more. Please take note of this point as this is going to be the important for Part 3 later."While other system replacements tend to cycle every 5 to 10 years, a core banking system is expected to deliver capabilities and value for at least 15 to 20 years. Core systems are often viewed as a “once-in-a-lifetime” investment akin to a major factory replacement."h20195.www2.hp.com/V2/GetPDF.aspx/4AA2-7566ENW.pdfIf that's the case, why are the banks starting to change their core banking system given the extreme high ROI needed to convince them? The answer is simple - survival of the fittest. There is no doubt as to the stickiness of CBS in a bank given that many banks are still using the old legacy system that date back to the 1970s and 1980s. Thus, these old systems are increasingly unable to meet the demand in today's world.



The ineffectiveness of the old legacy system is expected to cost banks in mature markets approximately US$200 billion annually according to the IBM Institute for Business Value Analysis. Up to 79% of a bank's IT spending are sometimes being used to maintain the old legacy system. This is just part of the reasons.
Increased regulation in the form of Basel III and other standards require a higher standard of information reporting as well as integration of the system. The wave of consolidation and M&A has also resulted in banks having multiple core banking systems that just add to the cost and the complexity of the demand today. So have most of the engineers that have been maintaining the old legacy system retired and it is harder to find people to fix the old system. Competitors that have done so have also proven to be leaner, faster and more efficient, and have managed to cut down on their IT spending. Thus, the time has come such that many of the old systems are to be overhauled since 2005.
Despite the current economic turmoil, Ovum's "Retail Banking Technology Spending Model through 2016" has predicted that global spending on retail banking technology will increase by $3.6bn (3.2%) in 2012 and will hit $135bn over the next five years. Banks in emerging economies in the Asia-Pacific region will grow the fastest at a rate of 8.3% in 2012. Therefore, room for growth in the banking technology market is still plentiful especially in Asia.
Part 3 will be on Silverlake's core revenue generation - Software implementation and Maintenance and Enhancement Service as well as its competitive advantage.

Silverlake Axis - Part 3 (SIBS, The Source of All Profit)

http://sgyounginvestor.blogspot.com/2012/03/silverlake-axis-part-3-sibs-source-of.html

The Commercial Credit Approval Process Explained

JUNE 12, 2013 BY ROBERT SCHMIDT

The purpose of this article is to shed some light on how a bank evaluates a loan request from a potential borrower. But, before we get there, let’s have a quick review of how a bank works and who the key players are in the credit approval process.

In it’s simplest form, a bank makes money by taking funds in the form of low cost deposits (checking/savings/money market accounts) and then loaning out that same money at a higher interest rate. A bank’s profit is a result of the “spread” or the difference between the rate it pays for the deposits and the return that it makes on loans.

In order to protect the deposits entrusted to the bank, all loans go through a credit approval process.  During this process a bank determines whether or not a proposed loan has a high enough chance of being repaid. If a commercial loan request doesn’t make the cut then it is denied or restructured to reduce the risk to the bank.

Key Players in the Credit Approval Process

When a potential borrower makes a request for a loan (in this case, we are going to assume that this is a commercial loan), there are many individuals involved in the decision to approve or deny the loan. Let’s take a look at the key players.

Sales Manager

The sales manager is the individual who manages a team of commercial relationship managers. This is usually a senior person within the bank and one of the first people to see the loan request. Typically their involvement consists of a quick yes/no decision as to whether the loan request is one that the bank should pursue.

Relationship Manager

This is the “sales” person. Their primary responsibility is to bring new “relationships” to the bank, which includes both deposit and loan accounts. These are the people who are out actively calling on accounts, taking prospects to lunch, playing golf, and generally doing anything necessary to get the customer to move their banking relationship to whatever bank they represent. Most of the time, the loan request is brought into the bank through the relationship manager.

Credit Officer

The credit officer is the individual with the authority to approve or deny the loan request. Each credit officer has a certain amount of “approval authority” indicating the maximum dollar amount that they are able to approve. Depending on the size of the loan request, the local credit officer may be able to approve it. If not, it may need to go to a more senior credit officer, or for the largest requests, to the bank’s credit committee.

Credit Analyst

This is the number cruncher. This individual analyzes all of the information gathered by the relationship manager and puts it in a loan approval document. This document outlines all of the risks and benefits of approving the loan and outlines the feasibility of repayment. When a loan is approved, this document is signed by both the relationship manager and the credit officer.

All of these individuals work together towards an approval decision on the loan. Now that we have an idea of the people involved in approving a loan, let’s take a look at the process.

How Loans are Made

The process begins when a relationship manager identifies a loan prospect and begins preliminary discussions with the customer about the loan. These discussions typically include the amount, term, and rate of the loan, generally speaking.

Next, the relationship manager presents the request to their sales manager (at small banks, there might not be a sales manager). They have a discussion about whether or not this is a customer that they would like to have. The relationship manager will leave this discussion with a directive as to proceed with the request or not.

If they get the go-ahead from the sales manager, they will go back to the customer and request several documents to use in evaluating the request. At a minimum, this usually includes: 2 years of tax returns for both the business and the individual, a personal financial statement, a current financial statement for the business (may be CPA prepared), accounts receivable listing (for commercial businesses), rent roll and proforma (for real estate), and any other documents that will support the loan request.

The relationship manager will take all of the above documentation and give it to the credit analyst. They will have a brief discussion regarding the proposed structure of the loan and the timing of the request.

The credit analyst will then begin their analysis, which takes the form of a loan approval document. Let’s take a look at the key components of a loan approval document, sometimes called a “Credit Memo” internally.

Summary of the Loan Request

The summary section of the credit memo provides a high level overview of the request, and will include the loan amount, loan term, proposed interest rate, individual/corporate guarantors, use of funds, etc.

Information About the Company

This section includes information on who the principals are, how much operating experience they have, how long the company has been in business, what the company does, etc.

Industry Research

The industry section includes information on what the prevailing trends in the industry are, how the subject company compares to other companies in their industry, what is the industry outlook is, etc.

Repayment Analysis

This is the most important section. In this section, the credit analyst will take all of the financial data that they have received and make an attempt to estimate the company’s ability to repay the loan. This includes analyzing past data, looking at growth trends, industry trends, proposed loan terms, and certain assumptions that will get them to a number called the DSCR or Debt Service Coverage Ratio. The DSCR is the company’s free cash flow divided by the estimated debt service on the proposed loan. For a real estate loan, the process is the same, but the analyst will look at the cash flow generated by the property in question.

Company/Borrower Financial Analysis

This section will explore the financial statements of the proposed borrower. It will look at historical trends, critical ratios, and interim data to determine the financial health of the borrower.

Individual/Guarantor Financial Analysis

Many bank loans require the individual guarantee of the company principal(s). As such, an analysis is performed on each of the individuals who will be guaranteeing the loan, analyzing their ability to cover any shortfalls in the debt service should things not go as planned. The key here is guarantor liquidity or how much cash they have in the bank, and excess personal cash flow.

Relationship Analysis

This analyzes the customer’s relationship with the bank. Are they a current customer? Do they have deposits? What other loans are outstanding?

Once the credit analyst has completed the loan approval document, they will give it to the relationship manager for proofreading. Typically there will be 2 or 3 rounds of edits including the proposed loan covenants and language in the document.

Final Credit/Loan Approval

Once the analyst and the relationship manager are satisfied with the contents of the loan approval document, they will present it to the credit officer for approval. Once again, there will likely be a few more rounds of edits to shape the deal into something that the credit officer is comfortable with. When the credit officer is comfortable with the terms, he will sign it along with the relationship manager.

Once the credit officer has approved the request, the relationship manager will send a term sheet to the borrower, outlining the bank approved structure of the proposed loan. The Borrower may attempt to negotiate certain points of the deal, but usually doesn’t have a lot of room to work with. If the Borrower accepts the terms of the loan, they will sign the term sheet and the bank will issue a commitment letter.

Once the term sheet has been signed and the bank has issued a commitment, the loan will be routed to either the bank’s internal loan operations area or to an attorney for the preparation of the loan documents.

After the loan documents are prepared and the borrower (or the borrower’s attorney) has reviewed them, the bank and the borrower will meet to sign them and the loan process is complete.

Moody's KMV Launches Tool That Enables Compliance with Diverse Financial Reporting Standards

The growth of the global business community and capital markets has led to a greater need for financial managers to uniformly process diverse global financial results. Moody's KMV today announced the International Financial Template (IFT), a global general business template, is now available for use with its RiskAnalyst(TM) product, as well as with Moody's KMV Financial Analyst(R) and Moody's KMV Risk Advisor(TM).

IFT is a general business template that enables institutions to analyze the financial results of private and public companies worldwide, regardless of the accounting standards used to prepare the financial statements. IFT is also compliant with International Financial Reporting Standards (IFRS).

Specifically, the International Financial Template allows users to:

--Gather and spread financial data in compliance with local accounting standards from around the world, including IFRS;

--Analyze an obligor's financial performance with detailed historical, projection and peer comparison reports;

--Integrate Moody's KMV EDF(TM) (Expected Default Frequency) credit measures into their analysis; and

--Calculate exposure at default (EAD), loss given default (LGD) and expected loss (EL) to support and augment internal rating systems.

"The International Financial Template is a single spreading platform that can be used throughout the world," said Andrew Huddart, President of Moody's KMV. "Our products and services are designed with the mindset that the lending markets are becoming more and more global in nature and we continue to design products that will help our clients around the world evaluate their credit portfolio efficiently and effectively."

Moody's KMV has designed and released over 20 different financial spreading templates: In addition to IFT, Moody's KMV also offers two other general business templates, MMAS and ESM, as well as industry specific templates for analysis of auto dealerships, construction contractors, hospitals, real estate developers, international banks, energy producers and utility companies. IFT incorporates the best features from those templates and is based on the feedback from over 1,500 clients.

About Moody's KMV

Moody's KMV, a wholly owned subsidiary of Moody's Corporation, is the world's leading provider of quantitative credit risk solutions to lenders, investors and corporations. Moody's KMV's tools and services provide current default probabilities, recovery estimates, valuations and correlations, and are widely used to assess portfolio risk and return. Moody's KMV serves over 2,000 clients in 80 countries, including most of the world's 100 largest financial institutions. The company maintains the largest database of corporate defaults in the world. In addition to its San Francisco headquarters, Moody's KMV has offices around the globe to serve its international customer base. Further information is available at www.moodyskmv.com.

Tài liệu Microsoft Office Specialist (MOS)

Tài liệu Microsoft Office Specialist (MOS)

TÀI LIỆU CỦA IIG
1/ Tài liệu Word 2010:

• Bài 1: Mở đầu
• Bài 2: Thao tác với văn bản
• Bài 3: Định dạng nội dung
• Bài 4: Làm việc với Tab
• Bài 5: Định dạng tài liệu
• Bài 6: Chuẩn bị để in
• Bài 7: Sử dụng bảng (Table)
• Bài 8: Làm việc với minh họa (Illustrations)
• Bài 9: Tạo các tài liệu gửi thư hàng loạt (Mass Maillings)
• Bài 10: Chia sẻ tài liệu
• Bài tập luyện thi MOS Word 2010 Core

2/ Tài liệu Excel 2010:

• Bài 1: Giới thiệu Excel
• Bài 2: Xây dựng ô dữ liệu
• Bài 3: Sử dụng công thức
• Bài 4: Định dạng Worksheet
• Bài 5: Xem và in Workbook
• Bài 6: Làm việc với biểu đồ (Charts)
• Bài 7: Làm việc với đồ họa (Graphics)
• Bài 8: Phân tích, tổ chức và chia sẻ Workbooks
• Bài tập luyện thi MOS Excel 2010 Core

3/ Tài liệu PowerPoint 2010:

• Bài 1: Bắt đầu
• Bài 2: Làm việc với văn bản
• Bài 3: Làm việc với các biểu đồ (Charts) và bảng (Tables)
• Bài 4: Làm việc với Illustrations và Media
• Bài 5: Nâng cao bài thuyết trình
• Bài 6: Rà soát bài thuyết trình
• Bài 7: Cung cấp một bài thuyết trình
• Bài tập thực hành MOS PowerPoint 2010

LƯU Ý HỆ THỐNG LOS

LƯU Ý HỆ THỐNG LOS:

Chuyên môn:

1. Sửa Los doanh nghiệp thành CLOS - Commercial LOS.
2. Luồng cho Rating.
3. Luồng cho Tài trợ TM.

Kế hoạch:

Site Visit: Book KS, Vé máy bay, lịch hẹn.

Mô hình quản lý rủi ro tín dụng tại các Ngân hàng Thương mại Việt Nam

Mô hình quản lý rủi ro tín dụng chính là hệ thống các mô hình bao gồm mô hình tổ chức quản lý rủi ro, mô hình đo lường rủi ro và mô hình kiểm soát rủi ro được xây dựng và vận hành một cách đầy đủ, toàn diện và liên tục trong hoạt động quản lý tín dụng của ngân hàng. Mô hình quản lý rủi ro tín dụng phản ánh một cách hệ thống các vấn đề  về cơ chế, chính sách, quy trình nghiệp vụ nhằm thiết lập các giới hạn hoạt động an toàn và các chốt kiểm soát rủi ro trong một quy trình thực hiện nghiệp vụ;  các công cụ đo lường, phát hiện rủi ro; các hoạt động giám sát sự tuân thủ và nhận diện kịp thời các loại rủi ro mới phát sinh và các phương án, biện pháp chủ động phòng ngừa, đối phó một khi có rủi ro xảy ra.  

Hiện nay ở Việt Nam đang có hai mô hình phổ biến được áp dụng. Đó là mô hình quản lý rủi ro tín dụng tập trung và mô hình quản lý rủi ro tín dụng phân tán.  

1.  Mô hình quản lý rủi ro tín dụng tập trung    

Mô hình này có sự tách biệt một cách độc lập giữa 3 chức năng: quản lý rủi ro, kinh doanh và tác nghiệp.Sự  tách biệt giữa 3 chức năng nhằm mục tiêu hàng đầu là giảm thiểu rủi ro ở mức thấp nhất đồng thời phát huy được tối đa kỹ năng chuyên môn của từng vị trí cán bộ làm công tác tín dụng.  

* Điểm mạnh:

• Quản lý rủi ro một cách hệ thống trên quy mô toàn ngân hàng, đảm bảo tính cạnh tranh lâu dài.

• Thiết lập và duy trì môi trường quản lý rủi ro đồng bộ, phù hợp với quy trình quản lý gắn với hoạt động của các bộ phận kinh doanh nâng cao năng lực đo lường giám sát rủi ro.

• Xây dựng chính sách quản lý rủi ro thống nhất cho toàn hệ thống.

• Thích hợp với ngân hàng quy mô lớn.      

* Điểm yếu:

• Việc xây dựng và triển khai mô hình quản lý tập trung này đòi hỏi phải đầu tư nhiều công sức và thời gian.        

• Đội ngũ cán bộ phải có kiến thức cần thiết và biết áp dụng lý thuyết với thực tiễn.  

2. Mô hình quản lý rủi ro tín dụng phân tán

Mô hình này chưa có sự tách bạch giữa chức năng quản lý rủi ro, kinh doanh và tác nghiệp. Trong đó, phòng tín dụng của ngân hàng thực hiện đầy đủ 3 chức năng và chịu trách nhiệm đối với mọi khâu chuẩn  bị cho một khoản vay.

* Điểm mạnh:  

• Gọn nhẹ.

• Cơ cấu tổ chức đơn giản.

• Thích hợp với ngân hàng quy mô nhỏ.

* Điểm yếu:

• Nhiều công việc tập trung hết một nơi, thiếu sự chuyên sâu.

• Việc quản lý hoạt động tín dụng đều theo phương thức từ xa dựa trên số liệu chi nhánh báo cáo lên hoặc quản lý gián tiếp thông qua chính sách tín dụng.

Định hướng áp dụng mô hình quản lý rủi ro  

Xuất phát từ đòi hỏi thực tiễn của hoạt động tín dụng, theo khuyến cáo của ủy ban Basel và tuân thủ thông lệ quốc tế, căn cứ vào các điều kiện chung về pháp lý, thị trường, công nghệ, con người, mô hình các NHTMVN khuyến nghị nên áp dụng mô hình quản lý rủi ro tập trung.                                                         

Tại Hội sở chính: tách bạch chức năng ra quyết định tín dụng với chức năng quản lý tín dụng trên cơ sở phân định trách nhiệm và chức năng rõ ràng giữa các bộ phận thẩm định, phê duyệt tín dụng, quản lý tín dụng, quản lý rủi ro tín dụng.  

Tại chi nhánh: Tiến hành tách các bộ phận, chức năng bán hàng (tiếp xúc khách hàng, tiếp thị…), chức năng phân tích tín dụng (phân tích, thẩm định, dự báo, đánh giá khách hàng…) và chức năng tác nghiệp (xử lý hồ sơ, theo dõi, giám sát khoản vay, thu nợ, thu lãi…).

Với mô hình này, bộ phận quan hệ khách hàng chịu trách nhiệm tìm kiếm, phát triển và chăm sóc khách hàng. Bộ phận này sẽ tìm hiểu nhu cầu của khách hàng, hướng dẫn khách hàng hoàn thiện hồ sơ vay vốn, sau đó chuyển toàn bộ hồ sơ và các thông tin liên quan đến khách hàng cho bộ phận phân tích tín dụng.  

Bộ phận phân tích tín dụng kiểm tra thông tin, thu thập các thông tin bổ sung qua các kênh thông tin lưu trữ ngân hàng, hỏi tin qua CIC, tìm hiểu trên các phương tiện thông tin đại chúng… Trên cơ sở thông tin đó, bộ phận phân tích tín dụng thực hiện phân tích, đánh giá toàn bộ các nội dung từ tình hình chung về khách hàng, tình hình tài chính, phương án, dự án vay vốn đến các nội dung về đảm bảo tiền vay. Bộ phận phân tích tín dụng trực tiếp báo cáo kết quả, phân tích đánh giá khách hàng lên người phê duyệt tín dụng. Kết quả phê duyệt  tín dụng sau đó sẽ được chuyển cho bộ phận phân tích tín dụng để lưu trữ thông tin đồng thời được chuyển cho bộ phận quan hệ khách hàng để thực hiện các khâu tiếp theo trong quy trình tín dụng.

Ths. Nguyễn Đức Tú - Giảng viên Trường ĐT và PTNNL

CEO Steve Ballmer và những sai lầm 'tỷ đô' tại Microsoft

Việc cố công vượt qua Google ở mảng kinh doanh trực tuyến tiếp tục là một sai lầm "đốt tiền" của Ballmer. Ông bị ám ảnh bởi công cụ tìm kiếm từ đối thủ quá nhiều mà quên đi hệ điều hành di động Android, sản phẩm dù miễn phí nhưng vẫn mang về tiền tỷ mỗi năm cho "gã khổng lồ tìm kiếm" thông qua quảng cáo và phát triển ứng dụng. Nếu Steve tập trung cho Windows Phone ngay từ đầu thì không trừ khả năng hệ điều hành di động nắm 80% thị phần thế giới chính là của Microsoft (với thế mạnh phần mềm), thay vì chỉ có trong tay 3% như hiện nay.

Những tính toán sai lầm kể trên khiến Ballmer phải mang tiếng "nhà lãnh đạo thiếu tầm nhìn công nghệ tại Thung lũng Silicon". Ông bị xem là một người không có khả năng nhìn ra trước những bước ngoặt thay đổi thời thế trong ngành công nghiệp công nghệ. Hệ quả tất yếu là một cuộc thoái vị khiến các nhà đầu tư đồng loạt vỗ tay hưởng ứng và đẩy giá cổ phiếu của Microsoft lên cao.

Nghiên cứu Luật Doanh nghiệp

Like most of the world, Vietnam is actively competing for foreign investment (FDI).  Recently, there is a bad news/good news story on this in Vietnam.  Whether the story is good or bad depends on which side of the table you are sitting on.  First, any fair observer has to admit that Vietnam has done much over the last several years to improve itself as an attractive location for someone to relocate a factory, open a company or in general invest.  When President Clinton lifted the Trade Embargo with Vietnam in 1994, Vietnam was in many ways like the American Wild West in terms of infrastructure, law, regulation and many other factors – that is to say there wasn’t much infrastructure and there wasn’t much meaningful law on business.  What law and regulation there was usually turned out to be more applicable to Socialist operations and highly costly and time consuming to investors.  Because of the hype on Vietnam as being the next “Asian Tiger”, investors were oftentimes too quick to reach for their wallets and the net result was that a lot of money, time and goodwill was lost by most if not all investors.

        By 2003, many of the negative factors are changing.  First, internationally, every nation in Asia is competing for foreign investment and this is good news for people considering moving a factory, opening an office or sourcing products.  In Vietnam, the quality of infrastructure in major cities today such as Hanoi and Ho Chi Minh City is vastly improved.  Power outages still occur but the privations of life ten years ago are largely gone.  Good restaurants, well stocked supermarkets, cheap household help, strong international schools and a reduced bureaucracy all are making Vietnam more interesting as a site to start a business.  These changes aren’t yet countrywide.  In the countryside, infrastructure still has much to be improved and investors need to fully be aware of this.  Power outages are common.  Water stoppages frequent and all of this can effect your bottom line.  Industrial parks are, however, now more widely dispersed and although many of these are more visible on paper than based on their completed infrastructure admittedly the choice is much broader now throughout the country than before.

        Recently in a move to further entice foreigners to bring their money to Vietnam and invest in factories, Vietnam loosened central control of approval of investment licenses.  Now new factories need not solely pass through the Ministry of Planning and Industry (MPI) in Hanoi but investors may go directly to the local level and file the forms to start a business and invest there.  Additionally, the central government is talking about further reforms such as possibly opening up the stock market to 100 percent foreign owned companies, further freeing up hiring of engineering and senior managers and possibly even giving foreign firms the right to mortgage their assets.  The Ministry knows that competition for foreign investment is intense throughout the region and has even discussed possibly lowering land rental fees for foreign companies (currently land rental fees for local investors are 40 percent less than those for foreigners).

       The above is all good news for investors.  Although many of the changes under discussion are still a ways off, the change to allow investors to by-pass the MPI and go directly to the local level removes one layer of bureaucracy, a layer of chance for the diversion of funds and the delay in getting a project started.  Even with these changes, however, much remains to be done and action not words will be what investors will be judging Vietnam on in the long run.  To paraphrase Lenin “foreign investors will be “voting with their feet” to either pass Vietnam by or to stop and invest if the investment climate is right.

       As in China, Vietnam recognizes three types of typical business organization for a foreign company.  These are thee representative office, thee joint venture or thee one hundred percent (100%) foreign owned enterprise.  As in China, our company has had experience with all three forms.  Based on this experience, we feel that as in China the time of representative offices is long past.  We also recommend staying away from joint ventures as we believe the lack of control, problems with the law protecting minority equity participants, weak rule of law and corruption generally make a joint venture not worth the future potential problems.  We therefore recommend the one hundred per cent (100%) foreign owned enterprise which can be formed relatively quickly in Vietnam by applying for an investment license.  Such an application requires the following:

• a filled-out application form for the investment license
• The charter of the enterprise
• The statements certifying the legal status and financial capacity of the foreign investor
• The economic-technical explanatory statement (similar to a business plan).
• Other files stipulated in the law

       Duration of a one hundred per cent foreign owned enterprise can be up to 50 years and this duration must be set out in the charter.  The government can grant extensions to this period but these can not exceed 70 years at this point.

       As investors looking for a site to locate their investment often look at Vietnam, Thailand and China in making a decision, we have listed all three countries below with our view of each country’s relative strengths and weaknesses as a site to locate a factory or to start and open a new business.  For Thailand, we have used Thailand’s Board of Investment, Zone 3, specifically the area around Rayong and the Eastern Seaboard.  Bangkok and its suburbs are usually not as cost competitive unless an operation requires highly technical or artistic skills which tend to be found more abundantly in Bangkok and the area immediately around the city because of Thailand’s relatively longer experience with foreign investment.
       

 Cost Comparison for Vietnam, Thailand and China
 
http://www.business-in-asia.com/vn_industrial.html

http://en.wikipedia.org/wiki/Corporate_law_in_Vietnam