孟加拉国乡村银行发展模式研究[文献翻译]

1、外文题目： in rural bangladesh bank development pattern 出 处： asia monitor: south asia monitor 作 者： claudio gonzalez vega 原 文：in rural bangladesh bank development patternby claudio gonzalez vega bangladesh grameen bank the historical background of the emergence the nobel peace prize for 2006 was awarded i

2、n bangladesh muhammad yunus and grameen bank established. in rural bangladesh bank (also called grameen grameen bank) since its inception, and successfully in bangladesh introduced a poor peasant households microfinance model, the whole world a tremendous echo, its founder muhammad yunus earned bank

3、er to the poor reputation. in 1976, muhammad yunus lending expanded to hundred villages. in 1983, classics by congress, bangladesh government licences muhammad yunus create established to his grameen bank, and named somebody (i.e. grameen bank, grameen in bengali in the village means). this emerging

4、 banking soon received a lot of public support for developing countries, and implement microfinance provides a good reference. in rural bangladesh bank operation mode for ordinary commercial banks in bangladesh, it provides small loans often is a not yet braved, also disdain to set foot in the field

5、. first, the operating cost is high. need microfinance villagers often comes from different social fields, their business projects is multifarious: textile gauze and selling ice cream bar, production bronzes, repaired the radio, processing mustard oil, planting, rice jackfruit, etc. and each project

6、 loan only a few tens of dollars, and even a few dollars, this will give a bank officer brought a nightmare scenario: daily need tracking hundreds of different for each project management project and trifling dozens of $record statistics, bank loans do itself pay operating costs also rises greatly.

7、for example, also is to provide a sum of 100 million dollars in loans, lend it to several people lent tens of thousands of personal compare words, former cost of will undoubtedly will reduce a lot. secondly, repay the risk is too large. provide their loans, the banks often needs to guarantee, in ord

8、er to reduce the risks of borrowers cannot reimbursement, and this is where the poor are lacking. no warranties, bank worried that they wont get loans in repay as scheduled, thus causing the bank is always on this population tight gate situation. so, muhammad yunus and how to work and get rid of the

9、 two major problems? the key is two words: trust and mutual responsibility. in order to strive for to bangladesh grameen bank of small loans, villagers must advance do one thing, and that is to prove his possessions are nowhere banks provide loans to lowest guarantee limit, this helps to ensure that

10、 the loans to those who want to improve the poorest and most of people living hands. if in rural bangladesh bank to these poor women handed out the loan, they need to do is not to take things mortgage at the bank, but by five loans to join a team of women with a 40 members of the loan member center.

11、 due to a sum of dozens of $dollar-for-dollar one-year loan tended to divide weekly pay, way borrowers must each week to attend a group meeting each other, bulletin and discuss loan repayment matters. crucially, each team member must engage the other four members of the situation is responsible. at

12、this moment, supervision and repayment of roles have changed a lot. the original banks and borrowers between the supervision and be supervision relations and now it has been loan team members of mutual supervision and hold each other accountable substituted; banks and borrowers relation also scatter

13、ed into a bank and small-scale collective relationship. on the one hand, banks and group between is trust. muhammad yunus zhao: poor banker. as long as the team every member on time reimbursement, they can get to the bank loan unceasingly; the right but if one breach, the team other members also wil

14、l be so reputation damaged. on the other hand, team members are responsible for between mutual relationship. due to their own interests are closely related, everyone in choosing a loan group mates always caution, credit not beautiful person often no man take reason. so, bank previously had to pay th

15、e cost of supervision and qualification examination were transferred to borrowers of body, operation cost nature decreases. therefore in rural bangladesh banking model is a non-governmental organizations working in microfinance mode, the management institution itself implement commercialized managem

16、ent, which requires the same community social economic status of similar lives on voluntary basis and composition, mutual help choose loan group project, mutual supervision and project implementation, shared borrowed responsibility; in group established on the basis of center, as loan deal and techn

17、ical training places, allow farmers in installment reimbursement, but must be regularly attend center activities; to abide by the bank discipline, based on the success of the project on time reimbursement of farmers, implements continuous lending policies. dishes gallas kingdom grameen bank operatio

18、n mode of another important characteristic is marketized operations. muhammad yunus highly, not always rely on the government or external assistance sustain bank, also not unconditionally to poor villagers alms charities, but as a fully market-oriented means self-reliance of enterprises. for example

19、, in rural bangladesh bank provides small loans of interest than ordinary commercial bank interest rate is up to four percentage points, even if flooding or tornadoes, etc disaster, the bank also wont free villagers loan, but just to help their restructuring loan scheme, in providing service to vill

20、agers, bank provides the free service, even never is helping them wholesale vegetable seeds, iodinated salt life style; etc. although have received tens of millions of dollars of donation or low-interest loans, bangladesh grameen bank still belongs to private enterprise and so on. in addition, the b

21、ank has also begun to take a series of practices, including expenses paid indemnities encouraging older employees to retire early and in a power supply area branch of bank popularization of computer, etc. if borrowers long-term credit is good, the bank can improve loans, repayment method can also pa

22、y double week from week to repay. so, in does not affect the loan profits, under the situation of banks operation cost could drop by one-third. bangladesh grameen bank of organization structure and management in rural bangladesh bank organizational structure is the highest in the capital of deposito

23、rs. it is mainly responsible for fundraising, and government departments to coordinate and subordinate section of management, training. head office for various areas under branch, coordinate a district activity. a branch have below the lo 15 subbranch of a bank, for in rural bangladeshs basic-level

24、organization, each one inline six - 7 working staff, 2 3 training personnel, an accountant and a subbranch of a manager. a subbranch want tube 120 a 150 rural center. each sub-branch financial on their own profits and losses. the paragraph in rural bangladesh to subbranch of a bank headquarters and

25、receive the holy subbranch of interest, and loans to farmers are charge 20% of interest. lixicha for sub-branches operating costs, each sub-branch used for evaluating the margins of the main achievements in subbranch of a standard. dishes gallas kingdom grameen bank of developing performance in 1976

26、, muhammad yunus lending expanded to 100 villages. in 1983, classics by congress, bangladesh government licences muhammad yunus create founded his own bank, named grameen bank. in rural bangladesh bank to become the worlds second microfinance organizations. in 1983, the dishes gallas kingdom grameen

27、 bank has developed into the 86 branches, 5.8 million borrowers independent bank. gradually, the international community have also started to really helper in rural bangladesh attention on the banks offer microfinance mode to the poor brings change. in 1984 to 1985, during the international fund for

28、 agricultural development, the ford foundation, norway and sweden government to dishes gallas kingdom grameen bank were offers 38 million dollars in low-interest loans. in 1989, canada and the german government joined the ranks, to aid in rural bangladesh bank provides $87m. meanwhile, to the size o

29、f the bank in rural bangladesh in rapid expansion. in 1988, bangladesh grameen bank has 501 branches and 49 million villagers customers. four years later, in rural bangladesh bank opened in bangladeshs first 10 branches, since then, three years to villagers in monthly bank loans provided by as many

30、as 40 million dollar. in rural bangladesh bank development speed is moving from one times velocity toward two times velocity, muhammad yunus extend more than 10 billion loan (not aid) let poor villagers in microfinance, under the support of the changed life. millions of villagers from everyday can e

31、at a meal to get three meals a day. villagers clothes from one or two good one of three or four sets of change. muhammad yunus financial concepts and development mode of the bank in rural bangladesh has been copied successfully to the vast number of developing countries in asia, africa and latin ame

32、rica and played an important role in the world, anti-poverty career has caused great echo, its founder muhammad yunus professor therefore he is regarded as the world use small loans to poor of declared the most symbolic and rallying point characters. muhammad yunus by filled with passion and devotio

33、n, and strongly led to pay attention to those in the poor of hunger and poverty, unswerving spirit and clinking tenacity and challenges the traditional financial system and inefficient bureaucracy. in only 30 years, from $27 (lend 42 poverty woman) trivial loan difficult start, the development becom

34、es has nearly 4 million borrowers 96% (for women), 1,277 a branch (branch throughout 46620 a village), 12546 a staff, as the vast 98.89% repayment rates grameen bank network. more surprisingly, this model not only in poor areas, and the obtained widely practiced such rich countries also successfully

35、 set up the grameen bank network and effectively implemented anti-poverty projects. can say, in rural bangladesh banks have to move towards the world, now of our local government and non-governmental persons are also trying to introduce combined with market mechanism of microfinance, instead of one-

36、way subsidy type poverty alleviation.in april 2006, the bank to keep in rural bangladesh was nine years of earnings record became both public and efficiency of benchmarking, and in may in india to open branches, and rely on unsecured microcredit 639 million borrowers, the bank has 58% of borrower an

37、d their family has successfully from the population. yunus thinks, cultural differences everywhere, but his poverty alleviation experience also indicated that the local cultural 95% is mutually, difference exists only in another 5 percent between. although improve peoples living level method is diff

38、erent, the poor people to change the lives of motivation in nothing more than to family and children also for ourselves. so, poverty dont need to create people rely on anyones mercy self-identity and self-esteem self-reliance of thought. banks and people are equal. they in business have equal partne

39、rship. since grameen bank was founded, is to rely on unsecured microfinance this liberation the strength, have sex 639 million from muhammad yunus banks get loans have 58% of borrower and family success from the poverty. the success of poverty alleviation way more be copied into the world, make coun

40、tless people benefit. indeed, everyone in the world has power, may also have a prosperous and a decent life. muhammad yunus and grameen bank bangladesh has confirmed that even the poorest of the poor, and to their own development efforts. this conclusion not only belongs to bangladesh, also applies

41、to any culture and civilization. 译 文：孟加拉国乡村银行发展模式研究一、孟加拉国乡村银行产生的历史背景2006年诺贝尔和平奖授予了孟加拉国的穆罕默德尤努斯及其创办的乡村银行。孟加拉国乡村银行(也称格莱珉乡村银行)自创立以来，成功地在孟加拉国推行了贫困农户小额贷款的模式，在全世界引起了巨大的反响，其创始人穆罕默德尤努斯因此赢得了穷人银行家的美誉。1976年，穆罕默德尤努斯的贷款范围扩大到了一百个村庄。1983年，经国会通过，孟加拉国政府特许穆罕默德尤努斯创建成立属于他自己的银行，取名为grameen bank(也就是乡村银行，grameen在孟加拉语中有“村子”

42、的意思)。这种新兴的银行业务很快得到了众多的民众支持，并为发展中国家推行小额信贷提供了很好的借鉴作用。二、孟加拉国乡村银行的运作模式对于孟加拉国的普通商业银行来说，提供小额贷款往往是一个不愿涉足、也不屑于涉足的领域。首先，运作成本高昂。需要小额贷款的村民往往来自不同的社会领域，他们的经营项目五花八门：纺织纱布、卖雪糕棒、生产铜器、修理收音机、加工芥子油、种植、大米菠萝蜜等等。而每人每个项目的贷款只有几十美元、甚至几美元，这就给银行工作人员带来了一个噩梦般的场景：每天需要跟踪数以百计的不同经营项目以及为每个项目区区几十美元贷款做备案统计，银行本身为此付出的运营成本也大大提高。举例来说，同样是提供

43、一笔100万美元的贷款，把它借给几个人和借给几万个人做比较的话，前者的成本要无疑会降低很多。其次，偿还风险过大。提供贷款，银行往往需要担保，以降低贷款者不能还款带来的风险，而这一点正是那些穷人所欠缺的。没有担保，银行担心他们在获得贷款后不会如期偿还，因此造成了银行总是对这一人群关紧大门的局面。那么，穆罕默德尤努斯又是如何运作、摆脱这两大问题困扰的呢?关键是两个词：信任和相互负责。为了争取到孟加拉国乡村银行的小额贷款，村民必须提前做一件事，那就是证明自己的家产还达不到银行提供贷款的最低担保额度，这样就保证了贷款发放到了那些最穷、最希望改善生活的人群手中。如果孟加拉国乡村银行向这些贫困妇女发放了贷

44、款，她们需要做的不是拿东西抵押在银行，而是加入一个由5名贷款妇女组成的小组和一个40人组成的贷款成员中心。由于一笔几十美元的一年期贷款往往以等额方式分作每周偿还，这些贷款者必须每星期参加一次小组会议，互相通报以及商谈贷款偿还事宜。最关键的是，每个小组成员必须对其他4名成员的还贷情况负责。这时，监督还款的角色已经发生了很大变化。原来银行与贷款者之间的监督和被监督关系，现在已经被贷款小组成员的相互监督、相互负责所取代；银行与分散贷款者的关系也变成了银行与小规模集体的关系。一方面，银行和小组之间是“信任”。关系，只要小组每个成员都按时还款，他们可以获得向银行不断贷款的权利；但如果一人违约，小组其他成

45、员也会因此而“信誉”受损。另一方面，小组成员之间是“相互负责”关系。由于与自身利益息息相关，每个人在挑选贷款小组的伙伴时总会格外谨慎，信用不佳者往往没有人搭理。这样，银行原来不得不付出的监督和资质审查成本就被转移到了贷款者的身上，运营成本自然随之降低。因此孟加拉国乡村银行模式是一种非政府组织从事小额信贷的模式，经营机构本身实行商业化管理，即要求同一社区内社会经济地位相近的贫困者在自愿的基础上组成贷款小组，相互帮助选择项目，相互监督项目实施，相互承担还贷责任；在小组基础上建立中心，作为进行贷款交易和技术培训的场所；允许农户分期还款，但必须定期参加中心活动；对于遵守银行纪律、在项目成功基础上按时还

46、款的农户，实行连续放款政策。盂加拉国乡村银行运作模式的另一个重要的特点是市场化经营。穆罕默德尤努斯所推崇的，不是永远依靠政府或者外来援助维持生存的银行，也不是无条件地给贫困村民施舍的慈善机构，而是以完全市场化手段自力更生的企业。比如，孟加拉国乡村银行提供小额贷款的利率比普通商业银行的利率要高出4个百分点；即使遭受洪水或者龙卷风等灾难，银行也不会免去村民的贷款，而只是帮他们重组还贷方案；在向村民提供服务时，银行从来不提供无偿服务，即便是帮助他们批发蔬菜种子、碘化盐等生活必备品；虽然曾接受数千万美元的捐助或者低息贷款，孟加拉国乡村银行仍然属于私人企业等等。除此以外，银行还开始采取一系列节省开支的做法，包括支付补偿金鼓励年长员工提前退休、在有电力供应地区的分支银行普及计算机等。如果贷款者长期信用良好，银行则可以提高贷款额度，偿还方式也可以从每周偿还改为双周偿还。这样，在不影响贷款利润的情况下，银行的运营成本可以下降三分之一。三、孟加拉国乡村银行的组织结构与管理孟加拉国乡村银行的组织结构最高为设在首都的总行。它主要负责筹款、与政府部门协调以及对下属部门的管理、训练。总行下面为各地区分行，协调一地区的活动。一个分行下面有lo15个支行，为孟加拉国乡村银行的基层组织，每一支行内有6-7个工作人员，23个培