Beyond Borders, Beyond Banking: The ACLEDA Bank Story, 2005-2019
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Singapore
Springer Singapore Pte. Limited
2020
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| Schlagworte: | |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (322 pages) |
| ISBN: | 9789811516870 |
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| 245 | 1 | 0 | |a Beyond Borders, Beyond Banking |b The ACLEDA Bank Story, 2005-2019 |
| 264 | 1 | |a Singapore |b Springer Singapore Pte. Limited |c 2020 | |
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| 505 | 8 | |a Intro -- Foreword -- Reference -- Acknowledgments -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Part I: A Decade of Growth -- Prologue -- The Future Perspective -- Reference -- Chapter 1: Introduction: Building the Future-Beyond Borders, Beyond Banking -- 1.1 Part I: A Decade of Growth -- 1.2 Part II: Flight to Quality -- 1.3 Part III: ACLEDA Bank Plc.: Traditions and Transitions -- 1.4 Part IV: ACLEDA Bank Plc.: Expanding Beyond Borders, Beyond Banking -- 1.5 Epilogue -- Chapter 2: The Big Picture: Cambodia Then, Cambodia Now (2004-2019) -- 2.1 More than a Decade of Growth -- 2.2 Growth with Equity -- 2.3 Growth and Poverty -- 2.4 Competitiveness and Innovation -- 2.4.1 The Global Competitiveness Index (GCI) -- 2.5 The Current and Future Advantage -- References -- Part II: Flight to Quality -- Prologue -- The Historical Perspective -- References -- Chapter 3: Cambodia's Financial Market System (2004-2019): History, Structure, and Performance -- 3.1 An Introduction to Cambodia's Financial Market System -- 3.1.1 Demand and Supply of Financial Services Fuel Economic Growth -- 3.1.2 A Responsive Regulatory Framework and Supporting Infrastructure Advance Financial Inclusion -- 3.2 Cambodia's Financial Market System -- 3.2.1 A Brief Tour of the Financial Market System: Supporting Functions -- 3.2.2 A Brief Tour of the Financial Market System: Rules and Norms -- 3.2.3 At the Core: Customers and Financial Services Providers -- 3.3 An Inclusive Financial Market? -- 3.3.1 How Inclusive Is Cambodia's Financial Sector? -- 3.3.2 Inclusion and Exclusion -- 3.3.3 The Relationship Between Financial Inclusion and Poverty Reduction? -- 3.4 The Core Market and the Vital Statistics About Market Expansion -- 3.4.1 Serving the Market Well -- 3.4.2 Creeping Delinquency and Increasing Non-Performing Loans | |
| 505 | 8 | |a 3.4.3 The Discovery of an Innovative Business Model -- 3.4.4 The Return on Innovation -- 3.4.5 Serving the Market Better -- 3.5 Rules and Norms in Practice -- 3.5.1 The Consultative Process and Product -- 3.5.2 Truth in Lending -- 3.5.3 The Precedent for Market Transparency -- 3.5.4 Opening the Financial Market to New Entrants -- 3.5.5 The Precedent for Experimentation -- 3.5.6 The Importance of Norms -- 3.6 Supporting Functions -- 3.6.1 Capital Markets: The Cambodia Securities Exchange (CSX) -- 3.6.2 Information Services -- 3.6.2.1 Research, Advocacy, and Coordination: Industry Associations -- 3.6.2.2 The Credit Bureau of Cambodia (CBC) -- 3.6.3 Financial Consumer Education -- 3.6.4 Financial Consumer Protection -- References -- Chapter 4: Cambodia's Financial Market System: Inclusive Dynamics, Impending Crisis? -- 4.1 Introduction -- 4.1.1 Five Factors for Concern -- 4.2 Proliferation of Small Credit Operators at the "Bottom of the Pyramid" -- 4.3 The System Capacity to Absorb More Debt Nears the Breaking Point -- 4.3.1 Tracking the Evidence -- 4.3.1.1 Traditional Measurement Inadequate to Detect Early Warning Signs -- 4.3.1.2 Borrower Difficulty Meeting Financial Commitments -- 4.3.1.3 Aggressive Competition: Number of Microcredit Loans Outstanding -- 4.3.1.4 Aggressive Competition: Rapid Growth in Loan Size and MFI Portfolio Size -- 4.3.1.5 Average Loan Outstanding to GDP Per Capita -- 4.3.1.6 Multiple Borrowing -- 4.3.2 The Unique Dynamics of Cambodia's Micro-lending Market -- 4.3.2.1 A Different Pattern of Over-indebtedness -- 4.4 The Interest Rate Cap on Microcredit Fuels Expansive Borrowing -- 4.4.1 The Market in Cambodia Worked Well to Lower Micro-lending Interest Rates -- 4.4.2 Do Interest Rate Caps Strengthen the Market for Borrowers and Lenders? -- 4.4.3 Market Research Around the World | |
| 505 | 8 | |a 4.4.4 Interest Rate Caps as a Tool to Curb Debt Stress -- 4.4.5 Interest Rate Cap Performance After Two Years of Implementation -- 4.4.6 How Did the Interest Rate Cap Perform as "a Good Tool to Curb 'Debt Stress'?" -- 4.4.7 Reversing the Trend -- 4.4.7.1 Market Behavior Prior to the Interest Rate Cap -- 4.4.8 Abating a Debt Crisis: Six Important Lessons from Cambodia So Far -- 4.4.9 Summary and Prospects -- 4.5 Mergers and Acquisitions at the Top of the Pyramid -- 4.5.1 The First Merger and Acquisition: Sathapana Limited -- 4.5.2 The Next Candidate: Thaneakea Phum Cambodia, Ltd. -- 4.5.3 Then It Was Another MFI's Turn: Hattha Kaksekar Limited -- 4.5.4 The Latest Change of Ownership in 2017: PRASAC MDI -- 4.5.5 Ownership of Cambodia's Leading MDIs 2012-2019 -- 4.6 Taxation Target -- 4.7 Conclusion: Rational or Irrational Exuberance? -- References -- Part III: ACLEDA Bank Plc.: Traditions and Transitions -- Prologue -- The Historical Perspective -- Chapter 5: ACLEDA Bank Plc.: Principles and Practices -- 5.1 Introduction -- 5.2 The Birth of an Ethical Bank -- 5.2.1 The Local Economic Development Agencies (LEDAs) -- 5.2.1.1 The Pioneering ACLEDA Staff -- 5.2.1.2 The First Organizational Breakthrough -- 5.2.2 Becoming ACLEDA NGO: The Professional Organization -- 5.2.2.1 ACLEDA's First Corporate Culture -- 5.2.2.2 Shared Core Values Develop into a Set of Corporate Ethics -- 5.3 The Crossroads: Options for the Future -- 5.3.1 "If We Listen to Customers, We Can Build It." -- 5.3.2 "Understand the Customer, Develop the Product to Suit the Customer, and Provide Excellent Customer Service" -- 5.3.3 "Capacity Leads, Capital Follows" -- 5.4 The Ethical Bank Emerges -- 5.4.1 Traditions and Transitions -- 5.4.1.1 No Tolerance for Corruption -- 5.4.1.2 Technology, Fintech, and Things that Light Up in the Night -- 5.4.1.3 Staff Ownership and Governance | |
| 505 | 8 | |a 5.4.1.4 Professional Development: A Learning and Teaching Organization -- 5.5 Formalizing the Contribution to Cambodia's Microfinance Sector -- References -- Chapter 6: Pioneers and Protégés -- 6.1 Introduction -- 6.2 The ACLEDA NGO: Ownership and Governance -- 6.2.1 A Focus on Sustainability -- 6.2.2 The Benefits and Challenges of Participatory Governance -- 6.2.2.1 Organizational Critical Thinking Advances -- 6.3 The Origins of ACLEDA Bank Ltd. -- 6.3.1 Outgrowing NGO Status -- 6.3.2 Counting with Support of the National Bank of Cambodia (NBC) -- 6.3.3 Examining Options for Ownership and Governance -- 6.3.4 Implementing Organizational Change and Financial Mechanisms -- 6.4 The ACLEDA Staff Association and ACLEDA Financial Trust -- 6.4.1 Creating the ACLEDA Staff Association (ASA) -- 6.4.1.1 The Thinking Behind the Creation of ASA Inc. -- 6.4.1.2 Lessons About Structuring Employee Stock Ownership -- 6.4.1.3 Staff Ownership: A Nonnegotiable Position -- 6.4.2 The ACLEDA Financial Trust (AFT) -- 6.4.2.1 The Original Intent of a Trust Law in Cambodia -- 6.4.2.2 The Disappointment of a Focus Only on Microfinance -- 6.4.2.3 The Long-Term Objectives of the ACLEDA Financial Trust (AFT) -- 6.5 Summary and Conclusion: The Gamble and the Promise of ACLEDA Bank Plc -- 6.5.1 Preparing to Serve the Next Generation Well -- References -- Chapter 7: Products and Performance -- 7.1 Introduction -- 7.2 ACLEDA Bank Values Influence the Wider Financial Market System -- 7.2.1 The Ministry and the Motorcycle -- 7.2.2 Digital Pioneers -- 7.3 Product Innovation: Two Decades of Lessons About Products and Performance -- 7.3.1 Lesson 1: Ensure Safety and Ready Availability of Customer Deposits at All Times -- 7.3.2 Lesson 2: Economic Growth Rates Influence the Uptake of Products and Services -- 7.3.3 Lesson 3: Match Customer Demand to the Organization's Capacity to Deliver | |
| 505 | 8 | |a 7.3.4 Lesson 4: Match Customer Demand for the Product to the Organization's Capacity to Manage the Product's Risk -- 7.3.4.1 Features of the Balloon Loan Product Designed for Agriculture -- 7.3.4.2 A Responsible Product Designed for Agriculture -- 7.3.4.3 Resolving the Crisis, Strengthening Management -- 7.3.5 Lesson 5: Innovation in the Market Is Dynamic -- It Encourages the Competition to Work Harder -- 7.3.5.1 Little Competition for a New and Highly Valued Product -- 7.3.5.2 The Competition Emerges with a New Model -- 7.3.5.3 Lessons About Market Dynamism -- 7.3.6 Lesson 6: Innovation Is a Mainstay of the ACLEDA Bank Plc. Business Culture -- 7.3.7 Technology, Physical Infrastructure, and Human Talent -- 7.4 Summary and Conclusions -- 7.4.1 Product and Service Innovations Influence the Market -- References -- Part IV: ACLEDA Bank Plc.: Expanding Beyond Borders, Beyond Banking -- Prologue -- Invitations: Near and Far -- Chapter 8: Building ACLEDA Bank Lao Ltd. -- 8.1 The Lao People's Democratic Republic (Lao PDR) Today -- 8.1.1 The Lao PDR: A Brief Profile -- 8.1.2 Growth and Growth Sectors of the Economy -- 8.1.3 Poverty -- 8.1.4 Southeast Asia's Techno Boom -- 8.1.5 The Business Environment -- 8.1.6 The Demographic Dividend -- 8.2 The Lao PDR Banking Sector -- 8.2.1 Retail Banking in the Formal Financial Sector -- 8.2.2 Retail Banking in the Informal Sector -- 8.3 Access to Financial Services and Financial Inclusion -- 8.4 Regulatory Environment for the Banking Sector -- 8.4.1 Interest Rate Caps -- 8.4.1.1 Interest Rate Caps and Spreads on Lending and Deposits -- 8.4.2 Banking Sector Capitalization, Restrictions, Credit Growth, and NPLs -- 8.5 Regulation Promoting and Inhibiting Financial Inclusion -- 8.6 Invitation: "Please Come As You Are!" - A Welcome to Build ACLEDA Bank Lao, Ltd. -- 8.6.1 The "Highs and Lows of ABL Performance" | |
| 505 | 8 | |a 8.6.2 A New Kind of Bank | |
| 650 | 4 | |a Banks and banking-Laos | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Clark, Heather A. |t Beyond Borders, Beyond Banking |d Singapore : Springer Singapore Pte. Limited,c2020 |z 9789811516863 |
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Datensatz im Suchindex
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| author | Clark, Heather A. |
| author_facet | Clark, Heather A. |
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| author_sort | Clark, Heather A. |
| author_variant | h a c ha hac |
| building | Verbundindex |
| bvnumber | BV048222690 |
| collection | ZDB-30-PQE |
| contents | Intro -- Foreword -- Reference -- Acknowledgments -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Part I: A Decade of Growth -- Prologue -- The Future Perspective -- Reference -- Chapter 1: Introduction: Building the Future-Beyond Borders, Beyond Banking -- 1.1 Part I: A Decade of Growth -- 1.2 Part II: Flight to Quality -- 1.3 Part III: ACLEDA Bank Plc.: Traditions and Transitions -- 1.4 Part IV: ACLEDA Bank Plc.: Expanding Beyond Borders, Beyond Banking -- 1.5 Epilogue -- Chapter 2: The Big Picture: Cambodia Then, Cambodia Now (2004-2019) -- 2.1 More than a Decade of Growth -- 2.2 Growth with Equity -- 2.3 Growth and Poverty -- 2.4 Competitiveness and Innovation -- 2.4.1 The Global Competitiveness Index (GCI) -- 2.5 The Current and Future Advantage -- References -- Part II: Flight to Quality -- Prologue -- The Historical Perspective -- References -- Chapter 3: Cambodia's Financial Market System (2004-2019): History, Structure, and Performance -- 3.1 An Introduction to Cambodia's Financial Market System -- 3.1.1 Demand and Supply of Financial Services Fuel Economic Growth -- 3.1.2 A Responsive Regulatory Framework and Supporting Infrastructure Advance Financial Inclusion -- 3.2 Cambodia's Financial Market System -- 3.2.1 A Brief Tour of the Financial Market System: Supporting Functions -- 3.2.2 A Brief Tour of the Financial Market System: Rules and Norms -- 3.2.3 At the Core: Customers and Financial Services Providers -- 3.3 An Inclusive Financial Market? -- 3.3.1 How Inclusive Is Cambodia's Financial Sector? -- 3.3.2 Inclusion and Exclusion -- 3.3.3 The Relationship Between Financial Inclusion and Poverty Reduction? -- 3.4 The Core Market and the Vital Statistics About Market Expansion -- 3.4.1 Serving the Market Well -- 3.4.2 Creeping Delinquency and Increasing Non-Performing Loans 3.4.3 The Discovery of an Innovative Business Model -- 3.4.4 The Return on Innovation -- 3.4.5 Serving the Market Better -- 3.5 Rules and Norms in Practice -- 3.5.1 The Consultative Process and Product -- 3.5.2 Truth in Lending -- 3.5.3 The Precedent for Market Transparency -- 3.5.4 Opening the Financial Market to New Entrants -- 3.5.5 The Precedent for Experimentation -- 3.5.6 The Importance of Norms -- 3.6 Supporting Functions -- 3.6.1 Capital Markets: The Cambodia Securities Exchange (CSX) -- 3.6.2 Information Services -- 3.6.2.1 Research, Advocacy, and Coordination: Industry Associations -- 3.6.2.2 The Credit Bureau of Cambodia (CBC) -- 3.6.3 Financial Consumer Education -- 3.6.4 Financial Consumer Protection -- References -- Chapter 4: Cambodia's Financial Market System: Inclusive Dynamics, Impending Crisis? -- 4.1 Introduction -- 4.1.1 Five Factors for Concern -- 4.2 Proliferation of Small Credit Operators at the "Bottom of the Pyramid" -- 4.3 The System Capacity to Absorb More Debt Nears the Breaking Point -- 4.3.1 Tracking the Evidence -- 4.3.1.1 Traditional Measurement Inadequate to Detect Early Warning Signs -- 4.3.1.2 Borrower Difficulty Meeting Financial Commitments -- 4.3.1.3 Aggressive Competition: Number of Microcredit Loans Outstanding -- 4.3.1.4 Aggressive Competition: Rapid Growth in Loan Size and MFI Portfolio Size -- 4.3.1.5 Average Loan Outstanding to GDP Per Capita -- 4.3.1.6 Multiple Borrowing -- 4.3.2 The Unique Dynamics of Cambodia's Micro-lending Market -- 4.3.2.1 A Different Pattern of Over-indebtedness -- 4.4 The Interest Rate Cap on Microcredit Fuels Expansive Borrowing -- 4.4.1 The Market in Cambodia Worked Well to Lower Micro-lending Interest Rates -- 4.4.2 Do Interest Rate Caps Strengthen the Market for Borrowers and Lenders? -- 4.4.3 Market Research Around the World 4.4.4 Interest Rate Caps as a Tool to Curb Debt Stress -- 4.4.5 Interest Rate Cap Performance After Two Years of Implementation -- 4.4.6 How Did the Interest Rate Cap Perform as "a Good Tool to Curb 'Debt Stress'?" -- 4.4.7 Reversing the Trend -- 4.4.7.1 Market Behavior Prior to the Interest Rate Cap -- 4.4.8 Abating a Debt Crisis: Six Important Lessons from Cambodia So Far -- 4.4.9 Summary and Prospects -- 4.5 Mergers and Acquisitions at the Top of the Pyramid -- 4.5.1 The First Merger and Acquisition: Sathapana Limited -- 4.5.2 The Next Candidate: Thaneakea Phum Cambodia, Ltd. -- 4.5.3 Then It Was Another MFI's Turn: Hattha Kaksekar Limited -- 4.5.4 The Latest Change of Ownership in 2017: PRASAC MDI -- 4.5.5 Ownership of Cambodia's Leading MDIs 2012-2019 -- 4.6 Taxation Target -- 4.7 Conclusion: Rational or Irrational Exuberance? -- References -- Part III: ACLEDA Bank Plc.: Traditions and Transitions -- Prologue -- The Historical Perspective -- Chapter 5: ACLEDA Bank Plc.: Principles and Practices -- 5.1 Introduction -- 5.2 The Birth of an Ethical Bank -- 5.2.1 The Local Economic Development Agencies (LEDAs) -- 5.2.1.1 The Pioneering ACLEDA Staff -- 5.2.1.2 The First Organizational Breakthrough -- 5.2.2 Becoming ACLEDA NGO: The Professional Organization -- 5.2.2.1 ACLEDA's First Corporate Culture -- 5.2.2.2 Shared Core Values Develop into a Set of Corporate Ethics -- 5.3 The Crossroads: Options for the Future -- 5.3.1 "If We Listen to Customers, We Can Build It." -- 5.3.2 "Understand the Customer, Develop the Product to Suit the Customer, and Provide Excellent Customer Service" -- 5.3.3 "Capacity Leads, Capital Follows" -- 5.4 The Ethical Bank Emerges -- 5.4.1 Traditions and Transitions -- 5.4.1.1 No Tolerance for Corruption -- 5.4.1.2 Technology, Fintech, and Things that Light Up in the Night -- 5.4.1.3 Staff Ownership and Governance 5.4.1.4 Professional Development: A Learning and Teaching Organization -- 5.5 Formalizing the Contribution to Cambodia's Microfinance Sector -- References -- Chapter 6: Pioneers and Protégés -- 6.1 Introduction -- 6.2 The ACLEDA NGO: Ownership and Governance -- 6.2.1 A Focus on Sustainability -- 6.2.2 The Benefits and Challenges of Participatory Governance -- 6.2.2.1 Organizational Critical Thinking Advances -- 6.3 The Origins of ACLEDA Bank Ltd. -- 6.3.1 Outgrowing NGO Status -- 6.3.2 Counting with Support of the National Bank of Cambodia (NBC) -- 6.3.3 Examining Options for Ownership and Governance -- 6.3.4 Implementing Organizational Change and Financial Mechanisms -- 6.4 The ACLEDA Staff Association and ACLEDA Financial Trust -- 6.4.1 Creating the ACLEDA Staff Association (ASA) -- 6.4.1.1 The Thinking Behind the Creation of ASA Inc. -- 6.4.1.2 Lessons About Structuring Employee Stock Ownership -- 6.4.1.3 Staff Ownership: A Nonnegotiable Position -- 6.4.2 The ACLEDA Financial Trust (AFT) -- 6.4.2.1 The Original Intent of a Trust Law in Cambodia -- 6.4.2.2 The Disappointment of a Focus Only on Microfinance -- 6.4.2.3 The Long-Term Objectives of the ACLEDA Financial Trust (AFT) -- 6.5 Summary and Conclusion: The Gamble and the Promise of ACLEDA Bank Plc -- 6.5.1 Preparing to Serve the Next Generation Well -- References -- Chapter 7: Products and Performance -- 7.1 Introduction -- 7.2 ACLEDA Bank Values Influence the Wider Financial Market System -- 7.2.1 The Ministry and the Motorcycle -- 7.2.2 Digital Pioneers -- 7.3 Product Innovation: Two Decades of Lessons About Products and Performance -- 7.3.1 Lesson 1: Ensure Safety and Ready Availability of Customer Deposits at All Times -- 7.3.2 Lesson 2: Economic Growth Rates Influence the Uptake of Products and Services -- 7.3.3 Lesson 3: Match Customer Demand to the Organization's Capacity to Deliver 7.3.4 Lesson 4: Match Customer Demand for the Product to the Organization's Capacity to Manage the Product's Risk -- 7.3.4.1 Features of the Balloon Loan Product Designed for Agriculture -- 7.3.4.2 A Responsible Product Designed for Agriculture -- 7.3.4.3 Resolving the Crisis, Strengthening Management -- 7.3.5 Lesson 5: Innovation in the Market Is Dynamic -- It Encourages the Competition to Work Harder -- 7.3.5.1 Little Competition for a New and Highly Valued Product -- 7.3.5.2 The Competition Emerges with a New Model -- 7.3.5.3 Lessons About Market Dynamism -- 7.3.6 Lesson 6: Innovation Is a Mainstay of the ACLEDA Bank Plc. Business Culture -- 7.3.7 Technology, Physical Infrastructure, and Human Talent -- 7.4 Summary and Conclusions -- 7.4.1 Product and Service Innovations Influence the Market -- References -- Part IV: ACLEDA Bank Plc.: Expanding Beyond Borders, Beyond Banking -- Prologue -- Invitations: Near and Far -- Chapter 8: Building ACLEDA Bank Lao Ltd. -- 8.1 The Lao People's Democratic Republic (Lao PDR) Today -- 8.1.1 The Lao PDR: A Brief Profile -- 8.1.2 Growth and Growth Sectors of the Economy -- 8.1.3 Poverty -- 8.1.4 Southeast Asia's Techno Boom -- 8.1.5 The Business Environment -- 8.1.6 The Demographic Dividend -- 8.2 The Lao PDR Banking Sector -- 8.2.1 Retail Banking in the Formal Financial Sector -- 8.2.2 Retail Banking in the Informal Sector -- 8.3 Access to Financial Services and Financial Inclusion -- 8.4 Regulatory Environment for the Banking Sector -- 8.4.1 Interest Rate Caps -- 8.4.1.1 Interest Rate Caps and Spreads on Lending and Deposits -- 8.4.2 Banking Sector Capitalization, Restrictions, Credit Growth, and NPLs -- 8.5 Regulation Promoting and Inhibiting Financial Inclusion -- 8.6 Invitation: "Please Come As You Are!" - A Welcome to Build ACLEDA Bank Lao, Ltd. -- 8.6.1 The "Highs and Lows of ABL Performance" 8.6.2 A New Kind of Bank |
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| dewey-full | 330.9597 |
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| dewey-ones | 330 - Economics |
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| dewey-search | 330.9597 |
| dewey-sort | 3330.9597 |
| dewey-tens | 330 - Economics |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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Limited</subfield><subfield code="c">2020</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">©2020</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (322 pages)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Description based on publisher supplied metadata and other sources</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Intro -- Foreword -- Reference -- Acknowledgments -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Part I: A Decade of Growth -- Prologue -- The Future Perspective -- Reference -- Chapter 1: Introduction: Building the Future-Beyond Borders, Beyond Banking -- 1.1 Part I: A Decade of Growth -- 1.2 Part II: Flight to Quality -- 1.3 Part III: ACLEDA Bank Plc.: Traditions and Transitions -- 1.4 Part IV: ACLEDA Bank Plc.: Expanding Beyond Borders, Beyond Banking -- 1.5 Epilogue -- Chapter 2: The Big Picture: Cambodia Then, Cambodia Now (2004-2019) -- 2.1 More than a Decade of Growth -- 2.2 Growth with Equity -- 2.3 Growth and Poverty -- 2.4 Competitiveness and Innovation -- 2.4.1 The Global Competitiveness Index (GCI) -- 2.5 The Current and Future Advantage -- References -- Part II: Flight to Quality -- Prologue -- The Historical Perspective -- References -- Chapter 3: Cambodia's Financial Market System (2004-2019): History, Structure, and Performance -- 3.1 An Introduction to Cambodia's Financial Market System -- 3.1.1 Demand and Supply of Financial Services Fuel Economic Growth -- 3.1.2 A Responsive Regulatory Framework and Supporting Infrastructure Advance Financial Inclusion -- 3.2 Cambodia's Financial Market System -- 3.2.1 A Brief Tour of the Financial Market System: Supporting Functions -- 3.2.2 A Brief Tour of the Financial Market System: Rules and Norms -- 3.2.3 At the Core: Customers and Financial Services Providers -- 3.3 An Inclusive Financial Market? -- 3.3.1 How Inclusive Is Cambodia's Financial Sector? -- 3.3.2 Inclusion and Exclusion -- 3.3.3 The Relationship Between Financial Inclusion and Poverty Reduction? -- 3.4 The Core Market and the Vital Statistics About Market Expansion -- 3.4.1 Serving the Market Well -- 3.4.2 Creeping Delinquency and Increasing Non-Performing Loans</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">3.4.3 The Discovery of an Innovative Business Model -- 3.4.4 The Return on Innovation -- 3.4.5 Serving the Market Better -- 3.5 Rules and Norms in Practice -- 3.5.1 The Consultative Process and Product -- 3.5.2 Truth in Lending -- 3.5.3 The Precedent for Market Transparency -- 3.5.4 Opening the Financial Market to New Entrants -- 3.5.5 The Precedent for Experimentation -- 3.5.6 The Importance of Norms -- 3.6 Supporting Functions -- 3.6.1 Capital Markets: The Cambodia Securities Exchange (CSX) -- 3.6.2 Information Services -- 3.6.2.1 Research, Advocacy, and Coordination: Industry Associations -- 3.6.2.2 The Credit Bureau of Cambodia (CBC) -- 3.6.3 Financial Consumer Education -- 3.6.4 Financial Consumer Protection -- References -- Chapter 4: Cambodia's Financial Market System: Inclusive Dynamics, Impending Crisis? -- 4.1 Introduction -- 4.1.1 Five Factors for Concern -- 4.2 Proliferation of Small Credit Operators at the "Bottom of the Pyramid" -- 4.3 The System Capacity to Absorb More Debt Nears the Breaking Point -- 4.3.1 Tracking the Evidence -- 4.3.1.1 Traditional Measurement Inadequate to Detect Early Warning Signs -- 4.3.1.2 Borrower Difficulty Meeting Financial Commitments -- 4.3.1.3 Aggressive Competition: Number of Microcredit Loans Outstanding -- 4.3.1.4 Aggressive Competition: Rapid Growth in Loan Size and MFI Portfolio Size -- 4.3.1.5 Average Loan Outstanding to GDP Per Capita -- 4.3.1.6 Multiple Borrowing -- 4.3.2 The Unique Dynamics of Cambodia's Micro-lending Market -- 4.3.2.1 A Different Pattern of Over-indebtedness -- 4.4 The Interest Rate Cap on Microcredit Fuels Expansive Borrowing -- 4.4.1 The Market in Cambodia Worked Well to Lower Micro-lending Interest Rates -- 4.4.2 Do Interest Rate Caps Strengthen the Market for Borrowers and Lenders? -- 4.4.3 Market Research Around the World</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">4.4.4 Interest Rate Caps as a Tool to Curb Debt Stress -- 4.4.5 Interest Rate Cap Performance After Two Years of Implementation -- 4.4.6 How Did the Interest Rate Cap Perform as "a Good Tool to Curb 'Debt Stress'?" -- 4.4.7 Reversing the Trend -- 4.4.7.1 Market Behavior Prior to the Interest Rate Cap -- 4.4.8 Abating a Debt Crisis: Six Important Lessons from Cambodia So Far -- 4.4.9 Summary and Prospects -- 4.5 Mergers and Acquisitions at the Top of the Pyramid -- 4.5.1 The First Merger and Acquisition: Sathapana Limited -- 4.5.2 The Next Candidate: Thaneakea Phum Cambodia, Ltd. -- 4.5.3 Then It Was Another MFI's Turn: Hattha Kaksekar Limited -- 4.5.4 The Latest Change of Ownership in 2017: PRASAC MDI -- 4.5.5 Ownership of Cambodia's Leading MDIs 2012-2019 -- 4.6 Taxation Target -- 4.7 Conclusion: Rational or Irrational Exuberance? -- References -- Part III: ACLEDA Bank Plc.: Traditions and Transitions -- Prologue -- The Historical Perspective -- Chapter 5: ACLEDA Bank Plc.: Principles and Practices -- 5.1 Introduction -- 5.2 The Birth of an Ethical Bank -- 5.2.1 The Local Economic Development Agencies (LEDAs) -- 5.2.1.1 The Pioneering ACLEDA Staff -- 5.2.1.2 The First Organizational Breakthrough -- 5.2.2 Becoming ACLEDA NGO: The Professional Organization -- 5.2.2.1 ACLEDA's First Corporate Culture -- 5.2.2.2 Shared Core Values Develop into a Set of Corporate Ethics -- 5.3 The Crossroads: Options for the Future -- 5.3.1 "If We Listen to Customers, We Can Build It." -- 5.3.2 "Understand the Customer, Develop the Product to Suit the Customer, and Provide Excellent Customer Service" -- 5.3.3 "Capacity Leads, Capital Follows" -- 5.4 The Ethical Bank Emerges -- 5.4.1 Traditions and Transitions -- 5.4.1.1 No Tolerance for Corruption -- 5.4.1.2 Technology, Fintech, and Things that Light Up in the Night -- 5.4.1.3 Staff Ownership and Governance</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5.4.1.4 Professional Development: A Learning and Teaching Organization -- 5.5 Formalizing the Contribution to Cambodia's Microfinance Sector -- References -- Chapter 6: Pioneers and Protégés -- 6.1 Introduction -- 6.2 The ACLEDA NGO: Ownership and Governance -- 6.2.1 A Focus on Sustainability -- 6.2.2 The Benefits and Challenges of Participatory Governance -- 6.2.2.1 Organizational Critical Thinking Advances -- 6.3 The Origins of ACLEDA Bank Ltd. -- 6.3.1 Outgrowing NGO Status -- 6.3.2 Counting with Support of the National Bank of Cambodia (NBC) -- 6.3.3 Examining Options for Ownership and Governance -- 6.3.4 Implementing Organizational Change and Financial Mechanisms -- 6.4 The ACLEDA Staff Association and ACLEDA Financial Trust -- 6.4.1 Creating the ACLEDA Staff Association (ASA) -- 6.4.1.1 The Thinking Behind the Creation of ASA Inc. -- 6.4.1.2 Lessons About Structuring Employee Stock Ownership -- 6.4.1.3 Staff Ownership: A Nonnegotiable Position -- 6.4.2 The ACLEDA Financial Trust (AFT) -- 6.4.2.1 The Original Intent of a Trust Law in Cambodia -- 6.4.2.2 The Disappointment of a Focus Only on Microfinance -- 6.4.2.3 The Long-Term Objectives of the ACLEDA Financial Trust (AFT) -- 6.5 Summary and Conclusion: The Gamble and the Promise of ACLEDA Bank Plc -- 6.5.1 Preparing to Serve the Next Generation Well -- References -- Chapter 7: Products and Performance -- 7.1 Introduction -- 7.2 ACLEDA Bank Values Influence the Wider Financial Market System -- 7.2.1 The Ministry and the Motorcycle -- 7.2.2 Digital Pioneers -- 7.3 Product Innovation: Two Decades of Lessons About Products and Performance -- 7.3.1 Lesson 1: Ensure Safety and Ready Availability of Customer Deposits at All Times -- 7.3.2 Lesson 2: Economic Growth Rates Influence the Uptake of Products and Services -- 7.3.3 Lesson 3: Match Customer Demand to the Organization's Capacity to Deliver</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">7.3.4 Lesson 4: Match Customer Demand for the Product to the Organization's Capacity to Manage the Product's Risk -- 7.3.4.1 Features of the Balloon Loan Product Designed for Agriculture -- 7.3.4.2 A Responsible Product Designed for Agriculture -- 7.3.4.3 Resolving the Crisis, Strengthening Management -- 7.3.5 Lesson 5: Innovation in the Market Is Dynamic -- It Encourages the Competition to Work Harder -- 7.3.5.1 Little Competition for a New and Highly Valued Product -- 7.3.5.2 The Competition Emerges with a New Model -- 7.3.5.3 Lessons About Market Dynamism -- 7.3.6 Lesson 6: Innovation Is a Mainstay of the ACLEDA Bank Plc. Business Culture -- 7.3.7 Technology, Physical Infrastructure, and Human Talent -- 7.4 Summary and Conclusions -- 7.4.1 Product and Service Innovations Influence the Market -- References -- Part IV: ACLEDA Bank Plc.: Expanding Beyond Borders, Beyond Banking -- Prologue -- Invitations: Near and Far -- Chapter 8: Building ACLEDA Bank Lao Ltd. -- 8.1 The Lao People's Democratic Republic (Lao PDR) Today -- 8.1.1 The Lao PDR: A Brief Profile -- 8.1.2 Growth and Growth Sectors of the Economy -- 8.1.3 Poverty -- 8.1.4 Southeast Asia's Techno Boom -- 8.1.5 The Business Environment -- 8.1.6 The Demographic Dividend -- 8.2 The Lao PDR Banking Sector -- 8.2.1 Retail Banking in the Formal Financial Sector -- 8.2.2 Retail Banking in the Informal Sector -- 8.3 Access to Financial Services and Financial Inclusion -- 8.4 Regulatory Environment for the Banking Sector -- 8.4.1 Interest Rate Caps -- 8.4.1.1 Interest Rate Caps and Spreads on Lending and Deposits -- 8.4.2 Banking Sector Capitalization, Restrictions, Credit Growth, and NPLs -- 8.5 Regulation Promoting and Inhibiting Financial Inclusion -- 8.6 Invitation: "Please Come As You Are!" - A Welcome to Build ACLEDA Bank Lao, Ltd. -- 8.6.1 The "Highs and Lows of ABL Performance"</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">8.6.2 A New Kind of Bank</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Banks and banking-Laos</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Clark, Heather A.</subfield><subfield code="t">Beyond Borders, Beyond Banking</subfield><subfield code="d">Singapore : Springer Singapore Pte. Limited,c2020</subfield><subfield code="z">9789811516863</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-033603423</subfield></datafield></record></collection> |
| id | DE-604.BV048222690 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:37Z |
| indexdate | 2024-07-10T09:32:26Z |
| institution | BVB |
| isbn | 9789811516870 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033603423 |
| oclc_num | 1153068284 |
| open_access_boolean | |
| physical | 1 Online-Ressource (322 pages) |
| psigel | ZDB-30-PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer Singapore Pte. Limited |
| record_format | marc |
| spelling | Clark, Heather A. Verfasser aut Beyond Borders, Beyond Banking The ACLEDA Bank Story, 2005-2019 Singapore Springer Singapore Pte. Limited 2020 ©2020 1 Online-Ressource (322 pages) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Foreword -- Reference -- Acknowledgments -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Part I: A Decade of Growth -- Prologue -- The Future Perspective -- Reference -- Chapter 1: Introduction: Building the Future-Beyond Borders, Beyond Banking -- 1.1 Part I: A Decade of Growth -- 1.2 Part II: Flight to Quality -- 1.3 Part III: ACLEDA Bank Plc.: Traditions and Transitions -- 1.4 Part IV: ACLEDA Bank Plc.: Expanding Beyond Borders, Beyond Banking -- 1.5 Epilogue -- Chapter 2: The Big Picture: Cambodia Then, Cambodia Now (2004-2019) -- 2.1 More than a Decade of Growth -- 2.2 Growth with Equity -- 2.3 Growth and Poverty -- 2.4 Competitiveness and Innovation -- 2.4.1 The Global Competitiveness Index (GCI) -- 2.5 The Current and Future Advantage -- References -- Part II: Flight to Quality -- Prologue -- The Historical Perspective -- References -- Chapter 3: Cambodia's Financial Market System (2004-2019): History, Structure, and Performance -- 3.1 An Introduction to Cambodia's Financial Market System -- 3.1.1 Demand and Supply of Financial Services Fuel Economic Growth -- 3.1.2 A Responsive Regulatory Framework and Supporting Infrastructure Advance Financial Inclusion -- 3.2 Cambodia's Financial Market System -- 3.2.1 A Brief Tour of the Financial Market System: Supporting Functions -- 3.2.2 A Brief Tour of the Financial Market System: Rules and Norms -- 3.2.3 At the Core: Customers and Financial Services Providers -- 3.3 An Inclusive Financial Market? -- 3.3.1 How Inclusive Is Cambodia's Financial Sector? -- 3.3.2 Inclusion and Exclusion -- 3.3.3 The Relationship Between Financial Inclusion and Poverty Reduction? -- 3.4 The Core Market and the Vital Statistics About Market Expansion -- 3.4.1 Serving the Market Well -- 3.4.2 Creeping Delinquency and Increasing Non-Performing Loans 3.4.3 The Discovery of an Innovative Business Model -- 3.4.4 The Return on Innovation -- 3.4.5 Serving the Market Better -- 3.5 Rules and Norms in Practice -- 3.5.1 The Consultative Process and Product -- 3.5.2 Truth in Lending -- 3.5.3 The Precedent for Market Transparency -- 3.5.4 Opening the Financial Market to New Entrants -- 3.5.5 The Precedent for Experimentation -- 3.5.6 The Importance of Norms -- 3.6 Supporting Functions -- 3.6.1 Capital Markets: The Cambodia Securities Exchange (CSX) -- 3.6.2 Information Services -- 3.6.2.1 Research, Advocacy, and Coordination: Industry Associations -- 3.6.2.2 The Credit Bureau of Cambodia (CBC) -- 3.6.3 Financial Consumer Education -- 3.6.4 Financial Consumer Protection -- References -- Chapter 4: Cambodia's Financial Market System: Inclusive Dynamics, Impending Crisis? -- 4.1 Introduction -- 4.1.1 Five Factors for Concern -- 4.2 Proliferation of Small Credit Operators at the "Bottom of the Pyramid" -- 4.3 The System Capacity to Absorb More Debt Nears the Breaking Point -- 4.3.1 Tracking the Evidence -- 4.3.1.1 Traditional Measurement Inadequate to Detect Early Warning Signs -- 4.3.1.2 Borrower Difficulty Meeting Financial Commitments -- 4.3.1.3 Aggressive Competition: Number of Microcredit Loans Outstanding -- 4.3.1.4 Aggressive Competition: Rapid Growth in Loan Size and MFI Portfolio Size -- 4.3.1.5 Average Loan Outstanding to GDP Per Capita -- 4.3.1.6 Multiple Borrowing -- 4.3.2 The Unique Dynamics of Cambodia's Micro-lending Market -- 4.3.2.1 A Different Pattern of Over-indebtedness -- 4.4 The Interest Rate Cap on Microcredit Fuels Expansive Borrowing -- 4.4.1 The Market in Cambodia Worked Well to Lower Micro-lending Interest Rates -- 4.4.2 Do Interest Rate Caps Strengthen the Market for Borrowers and Lenders? -- 4.4.3 Market Research Around the World 4.4.4 Interest Rate Caps as a Tool to Curb Debt Stress -- 4.4.5 Interest Rate Cap Performance After Two Years of Implementation -- 4.4.6 How Did the Interest Rate Cap Perform as "a Good Tool to Curb 'Debt Stress'?" -- 4.4.7 Reversing the Trend -- 4.4.7.1 Market Behavior Prior to the Interest Rate Cap -- 4.4.8 Abating a Debt Crisis: Six Important Lessons from Cambodia So Far -- 4.4.9 Summary and Prospects -- 4.5 Mergers and Acquisitions at the Top of the Pyramid -- 4.5.1 The First Merger and Acquisition: Sathapana Limited -- 4.5.2 The Next Candidate: Thaneakea Phum Cambodia, Ltd. -- 4.5.3 Then It Was Another MFI's Turn: Hattha Kaksekar Limited -- 4.5.4 The Latest Change of Ownership in 2017: PRASAC MDI -- 4.5.5 Ownership of Cambodia's Leading MDIs 2012-2019 -- 4.6 Taxation Target -- 4.7 Conclusion: Rational or Irrational Exuberance? -- References -- Part III: ACLEDA Bank Plc.: Traditions and Transitions -- Prologue -- The Historical Perspective -- Chapter 5: ACLEDA Bank Plc.: Principles and Practices -- 5.1 Introduction -- 5.2 The Birth of an Ethical Bank -- 5.2.1 The Local Economic Development Agencies (LEDAs) -- 5.2.1.1 The Pioneering ACLEDA Staff -- 5.2.1.2 The First Organizational Breakthrough -- 5.2.2 Becoming ACLEDA NGO: The Professional Organization -- 5.2.2.1 ACLEDA's First Corporate Culture -- 5.2.2.2 Shared Core Values Develop into a Set of Corporate Ethics -- 5.3 The Crossroads: Options for the Future -- 5.3.1 "If We Listen to Customers, We Can Build It." -- 5.3.2 "Understand the Customer, Develop the Product to Suit the Customer, and Provide Excellent Customer Service" -- 5.3.3 "Capacity Leads, Capital Follows" -- 5.4 The Ethical Bank Emerges -- 5.4.1 Traditions and Transitions -- 5.4.1.1 No Tolerance for Corruption -- 5.4.1.2 Technology, Fintech, and Things that Light Up in the Night -- 5.4.1.3 Staff Ownership and Governance 5.4.1.4 Professional Development: A Learning and Teaching Organization -- 5.5 Formalizing the Contribution to Cambodia's Microfinance Sector -- References -- Chapter 6: Pioneers and Protégés -- 6.1 Introduction -- 6.2 The ACLEDA NGO: Ownership and Governance -- 6.2.1 A Focus on Sustainability -- 6.2.2 The Benefits and Challenges of Participatory Governance -- 6.2.2.1 Organizational Critical Thinking Advances -- 6.3 The Origins of ACLEDA Bank Ltd. -- 6.3.1 Outgrowing NGO Status -- 6.3.2 Counting with Support of the National Bank of Cambodia (NBC) -- 6.3.3 Examining Options for Ownership and Governance -- 6.3.4 Implementing Organizational Change and Financial Mechanisms -- 6.4 The ACLEDA Staff Association and ACLEDA Financial Trust -- 6.4.1 Creating the ACLEDA Staff Association (ASA) -- 6.4.1.1 The Thinking Behind the Creation of ASA Inc. -- 6.4.1.2 Lessons About Structuring Employee Stock Ownership -- 6.4.1.3 Staff Ownership: A Nonnegotiable Position -- 6.4.2 The ACLEDA Financial Trust (AFT) -- 6.4.2.1 The Original Intent of a Trust Law in Cambodia -- 6.4.2.2 The Disappointment of a Focus Only on Microfinance -- 6.4.2.3 The Long-Term Objectives of the ACLEDA Financial Trust (AFT) -- 6.5 Summary and Conclusion: The Gamble and the Promise of ACLEDA Bank Plc -- 6.5.1 Preparing to Serve the Next Generation Well -- References -- Chapter 7: Products and Performance -- 7.1 Introduction -- 7.2 ACLEDA Bank Values Influence the Wider Financial Market System -- 7.2.1 The Ministry and the Motorcycle -- 7.2.2 Digital Pioneers -- 7.3 Product Innovation: Two Decades of Lessons About Products and Performance -- 7.3.1 Lesson 1: Ensure Safety and Ready Availability of Customer Deposits at All Times -- 7.3.2 Lesson 2: Economic Growth Rates Influence the Uptake of Products and Services -- 7.3.3 Lesson 3: Match Customer Demand to the Organization's Capacity to Deliver 7.3.4 Lesson 4: Match Customer Demand for the Product to the Organization's Capacity to Manage the Product's Risk -- 7.3.4.1 Features of the Balloon Loan Product Designed for Agriculture -- 7.3.4.2 A Responsible Product Designed for Agriculture -- 7.3.4.3 Resolving the Crisis, Strengthening Management -- 7.3.5 Lesson 5: Innovation in the Market Is Dynamic -- It Encourages the Competition to Work Harder -- 7.3.5.1 Little Competition for a New and Highly Valued Product -- 7.3.5.2 The Competition Emerges with a New Model -- 7.3.5.3 Lessons About Market Dynamism -- 7.3.6 Lesson 6: Innovation Is a Mainstay of the ACLEDA Bank Plc. Business Culture -- 7.3.7 Technology, Physical Infrastructure, and Human Talent -- 7.4 Summary and Conclusions -- 7.4.1 Product and Service Innovations Influence the Market -- References -- Part IV: ACLEDA Bank Plc.: Expanding Beyond Borders, Beyond Banking -- Prologue -- Invitations: Near and Far -- Chapter 8: Building ACLEDA Bank Lao Ltd. -- 8.1 The Lao People's Democratic Republic (Lao PDR) Today -- 8.1.1 The Lao PDR: A Brief Profile -- 8.1.2 Growth and Growth Sectors of the Economy -- 8.1.3 Poverty -- 8.1.4 Southeast Asia's Techno Boom -- 8.1.5 The Business Environment -- 8.1.6 The Demographic Dividend -- 8.2 The Lao PDR Banking Sector -- 8.2.1 Retail Banking in the Formal Financial Sector -- 8.2.2 Retail Banking in the Informal Sector -- 8.3 Access to Financial Services and Financial Inclusion -- 8.4 Regulatory Environment for the Banking Sector -- 8.4.1 Interest Rate Caps -- 8.4.1.1 Interest Rate Caps and Spreads on Lending and Deposits -- 8.4.2 Banking Sector Capitalization, Restrictions, Credit Growth, and NPLs -- 8.5 Regulation Promoting and Inhibiting Financial Inclusion -- 8.6 Invitation: "Please Come As You Are!" - A Welcome to Build ACLEDA Bank Lao, Ltd. -- 8.6.1 The "Highs and Lows of ABL Performance" 8.6.2 A New Kind of Bank Banks and banking-Laos Erscheint auch als Druck-Ausgabe Clark, Heather A. Beyond Borders, Beyond Banking Singapore : Springer Singapore Pte. Limited,c2020 9789811516863 |
| spellingShingle | Clark, Heather A. Beyond Borders, Beyond Banking The ACLEDA Bank Story, 2005-2019 Intro -- Foreword -- Reference -- Acknowledgments -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Part I: A Decade of Growth -- Prologue -- The Future Perspective -- Reference -- Chapter 1: Introduction: Building the Future-Beyond Borders, Beyond Banking -- 1.1 Part I: A Decade of Growth -- 1.2 Part II: Flight to Quality -- 1.3 Part III: ACLEDA Bank Plc.: Traditions and Transitions -- 1.4 Part IV: ACLEDA Bank Plc.: Expanding Beyond Borders, Beyond Banking -- 1.5 Epilogue -- Chapter 2: The Big Picture: Cambodia Then, Cambodia Now (2004-2019) -- 2.1 More than a Decade of Growth -- 2.2 Growth with Equity -- 2.3 Growth and Poverty -- 2.4 Competitiveness and Innovation -- 2.4.1 The Global Competitiveness Index (GCI) -- 2.5 The Current and Future Advantage -- References -- Part II: Flight to Quality -- Prologue -- The Historical Perspective -- References -- Chapter 3: Cambodia's Financial Market System (2004-2019): History, Structure, and Performance -- 3.1 An Introduction to Cambodia's Financial Market System -- 3.1.1 Demand and Supply of Financial Services Fuel Economic Growth -- 3.1.2 A Responsive Regulatory Framework and Supporting Infrastructure Advance Financial Inclusion -- 3.2 Cambodia's Financial Market System -- 3.2.1 A Brief Tour of the Financial Market System: Supporting Functions -- 3.2.2 A Brief Tour of the Financial Market System: Rules and Norms -- 3.2.3 At the Core: Customers and Financial Services Providers -- 3.3 An Inclusive Financial Market? -- 3.3.1 How Inclusive Is Cambodia's Financial Sector? -- 3.3.2 Inclusion and Exclusion -- 3.3.3 The Relationship Between Financial Inclusion and Poverty Reduction? -- 3.4 The Core Market and the Vital Statistics About Market Expansion -- 3.4.1 Serving the Market Well -- 3.4.2 Creeping Delinquency and Increasing Non-Performing Loans 3.4.3 The Discovery of an Innovative Business Model -- 3.4.4 The Return on Innovation -- 3.4.5 Serving the Market Better -- 3.5 Rules and Norms in Practice -- 3.5.1 The Consultative Process and Product -- 3.5.2 Truth in Lending -- 3.5.3 The Precedent for Market Transparency -- 3.5.4 Opening the Financial Market to New Entrants -- 3.5.5 The Precedent for Experimentation -- 3.5.6 The Importance of Norms -- 3.6 Supporting Functions -- 3.6.1 Capital Markets: The Cambodia Securities Exchange (CSX) -- 3.6.2 Information Services -- 3.6.2.1 Research, Advocacy, and Coordination: Industry Associations -- 3.6.2.2 The Credit Bureau of Cambodia (CBC) -- 3.6.3 Financial Consumer Education -- 3.6.4 Financial Consumer Protection -- References -- Chapter 4: Cambodia's Financial Market System: Inclusive Dynamics, Impending Crisis? -- 4.1 Introduction -- 4.1.1 Five Factors for Concern -- 4.2 Proliferation of Small Credit Operators at the "Bottom of the Pyramid" -- 4.3 The System Capacity to Absorb More Debt Nears the Breaking Point -- 4.3.1 Tracking the Evidence -- 4.3.1.1 Traditional Measurement Inadequate to Detect Early Warning Signs -- 4.3.1.2 Borrower Difficulty Meeting Financial Commitments -- 4.3.1.3 Aggressive Competition: Number of Microcredit Loans Outstanding -- 4.3.1.4 Aggressive Competition: Rapid Growth in Loan Size and MFI Portfolio Size -- 4.3.1.5 Average Loan Outstanding to GDP Per Capita -- 4.3.1.6 Multiple Borrowing -- 4.3.2 The Unique Dynamics of Cambodia's Micro-lending Market -- 4.3.2.1 A Different Pattern of Over-indebtedness -- 4.4 The Interest Rate Cap on Microcredit Fuels Expansive Borrowing -- 4.4.1 The Market in Cambodia Worked Well to Lower Micro-lending Interest Rates -- 4.4.2 Do Interest Rate Caps Strengthen the Market for Borrowers and Lenders? -- 4.4.3 Market Research Around the World 4.4.4 Interest Rate Caps as a Tool to Curb Debt Stress -- 4.4.5 Interest Rate Cap Performance After Two Years of Implementation -- 4.4.6 How Did the Interest Rate Cap Perform as "a Good Tool to Curb 'Debt Stress'?" -- 4.4.7 Reversing the Trend -- 4.4.7.1 Market Behavior Prior to the Interest Rate Cap -- 4.4.8 Abating a Debt Crisis: Six Important Lessons from Cambodia So Far -- 4.4.9 Summary and Prospects -- 4.5 Mergers and Acquisitions at the Top of the Pyramid -- 4.5.1 The First Merger and Acquisition: Sathapana Limited -- 4.5.2 The Next Candidate: Thaneakea Phum Cambodia, Ltd. -- 4.5.3 Then It Was Another MFI's Turn: Hattha Kaksekar Limited -- 4.5.4 The Latest Change of Ownership in 2017: PRASAC MDI -- 4.5.5 Ownership of Cambodia's Leading MDIs 2012-2019 -- 4.6 Taxation Target -- 4.7 Conclusion: Rational or Irrational Exuberance? -- References -- Part III: ACLEDA Bank Plc.: Traditions and Transitions -- Prologue -- The Historical Perspective -- Chapter 5: ACLEDA Bank Plc.: Principles and Practices -- 5.1 Introduction -- 5.2 The Birth of an Ethical Bank -- 5.2.1 The Local Economic Development Agencies (LEDAs) -- 5.2.1.1 The Pioneering ACLEDA Staff -- 5.2.1.2 The First Organizational Breakthrough -- 5.2.2 Becoming ACLEDA NGO: The Professional Organization -- 5.2.2.1 ACLEDA's First Corporate Culture -- 5.2.2.2 Shared Core Values Develop into a Set of Corporate Ethics -- 5.3 The Crossroads: Options for the Future -- 5.3.1 "If We Listen to Customers, We Can Build It." -- 5.3.2 "Understand the Customer, Develop the Product to Suit the Customer, and Provide Excellent Customer Service" -- 5.3.3 "Capacity Leads, Capital Follows" -- 5.4 The Ethical Bank Emerges -- 5.4.1 Traditions and Transitions -- 5.4.1.1 No Tolerance for Corruption -- 5.4.1.2 Technology, Fintech, and Things that Light Up in the Night -- 5.4.1.3 Staff Ownership and Governance 5.4.1.4 Professional Development: A Learning and Teaching Organization -- 5.5 Formalizing the Contribution to Cambodia's Microfinance Sector -- References -- Chapter 6: Pioneers and Protégés -- 6.1 Introduction -- 6.2 The ACLEDA NGO: Ownership and Governance -- 6.2.1 A Focus on Sustainability -- 6.2.2 The Benefits and Challenges of Participatory Governance -- 6.2.2.1 Organizational Critical Thinking Advances -- 6.3 The Origins of ACLEDA Bank Ltd. -- 6.3.1 Outgrowing NGO Status -- 6.3.2 Counting with Support of the National Bank of Cambodia (NBC) -- 6.3.3 Examining Options for Ownership and Governance -- 6.3.4 Implementing Organizational Change and Financial Mechanisms -- 6.4 The ACLEDA Staff Association and ACLEDA Financial Trust -- 6.4.1 Creating the ACLEDA Staff Association (ASA) -- 6.4.1.1 The Thinking Behind the Creation of ASA Inc. -- 6.4.1.2 Lessons About Structuring Employee Stock Ownership -- 6.4.1.3 Staff Ownership: A Nonnegotiable Position -- 6.4.2 The ACLEDA Financial Trust (AFT) -- 6.4.2.1 The Original Intent of a Trust Law in Cambodia -- 6.4.2.2 The Disappointment of a Focus Only on Microfinance -- 6.4.2.3 The Long-Term Objectives of the ACLEDA Financial Trust (AFT) -- 6.5 Summary and Conclusion: The Gamble and the Promise of ACLEDA Bank Plc -- 6.5.1 Preparing to Serve the Next Generation Well -- References -- Chapter 7: Products and Performance -- 7.1 Introduction -- 7.2 ACLEDA Bank Values Influence the Wider Financial Market System -- 7.2.1 The Ministry and the Motorcycle -- 7.2.2 Digital Pioneers -- 7.3 Product Innovation: Two Decades of Lessons About Products and Performance -- 7.3.1 Lesson 1: Ensure Safety and Ready Availability of Customer Deposits at All Times -- 7.3.2 Lesson 2: Economic Growth Rates Influence the Uptake of Products and Services -- 7.3.3 Lesson 3: Match Customer Demand to the Organization's Capacity to Deliver 7.3.4 Lesson 4: Match Customer Demand for the Product to the Organization's Capacity to Manage the Product's Risk -- 7.3.4.1 Features of the Balloon Loan Product Designed for Agriculture -- 7.3.4.2 A Responsible Product Designed for Agriculture -- 7.3.4.3 Resolving the Crisis, Strengthening Management -- 7.3.5 Lesson 5: Innovation in the Market Is Dynamic -- It Encourages the Competition to Work Harder -- 7.3.5.1 Little Competition for a New and Highly Valued Product -- 7.3.5.2 The Competition Emerges with a New Model -- 7.3.5.3 Lessons About Market Dynamism -- 7.3.6 Lesson 6: Innovation Is a Mainstay of the ACLEDA Bank Plc. Business Culture -- 7.3.7 Technology, Physical Infrastructure, and Human Talent -- 7.4 Summary and Conclusions -- 7.4.1 Product and Service Innovations Influence the Market -- References -- Part IV: ACLEDA Bank Plc.: Expanding Beyond Borders, Beyond Banking -- Prologue -- Invitations: Near and Far -- Chapter 8: Building ACLEDA Bank Lao Ltd. -- 8.1 The Lao People's Democratic Republic (Lao PDR) Today -- 8.1.1 The Lao PDR: A Brief Profile -- 8.1.2 Growth and Growth Sectors of the Economy -- 8.1.3 Poverty -- 8.1.4 Southeast Asia's Techno Boom -- 8.1.5 The Business Environment -- 8.1.6 The Demographic Dividend -- 8.2 The Lao PDR Banking Sector -- 8.2.1 Retail Banking in the Formal Financial Sector -- 8.2.2 Retail Banking in the Informal Sector -- 8.3 Access to Financial Services and Financial Inclusion -- 8.4 Regulatory Environment for the Banking Sector -- 8.4.1 Interest Rate Caps -- 8.4.1.1 Interest Rate Caps and Spreads on Lending and Deposits -- 8.4.2 Banking Sector Capitalization, Restrictions, Credit Growth, and NPLs -- 8.5 Regulation Promoting and Inhibiting Financial Inclusion -- 8.6 Invitation: "Please Come As You Are!" - A Welcome to Build ACLEDA Bank Lao, Ltd. -- 8.6.1 The "Highs and Lows of ABL Performance" 8.6.2 A New Kind of Bank Banks and banking-Laos |
| title | Beyond Borders, Beyond Banking The ACLEDA Bank Story, 2005-2019 |
| title_auth | Beyond Borders, Beyond Banking The ACLEDA Bank Story, 2005-2019 |
| title_exact_search | Beyond Borders, Beyond Banking The ACLEDA Bank Story, 2005-2019 |
| title_exact_search_txtP | Beyond Borders, Beyond Banking The ACLEDA Bank Story, 2005-2019 |
| title_full | Beyond Borders, Beyond Banking The ACLEDA Bank Story, 2005-2019 |
| title_fullStr | Beyond Borders, Beyond Banking The ACLEDA Bank Story, 2005-2019 |
| title_full_unstemmed | Beyond Borders, Beyond Banking The ACLEDA Bank Story, 2005-2019 |
| title_short | Beyond Borders, Beyond Banking |
| title_sort | beyond borders beyond banking the acleda bank story 2005 2019 |
| title_sub | The ACLEDA Bank Story, 2005-2019 |
| topic | Banks and banking-Laos |
| topic_facet | Banks and banking-Laos |
| work_keys_str_mv | AT clarkheathera beyondbordersbeyondbankingtheacledabankstory20052019 |