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CHAPTER-1
INTRODUCTION
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1.1 Introduction:
Business environment are becoming more and more complex with the passage of time. To
understand and deal with such riddle phenomena, one needs a lot of energy and knowledge. So
business education has become an evolving science, which helps to solve the business problems.
Academic education provides general knowledge about business decision and policies.
Internship as an integral part of BBA provides the opportunity of peeping into real professional
life of the business people. Its enable us to evaluate and understand the practical application of
all the terms and techniques that we have studied during our course work. I was assigned to
complete my internship comprising practical work of 3 months, at Mutual Trust Bank,
Shahparan Branch. In this internship report, I have tried my best to explain the operation of the
branch comprehensively.
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To monitor and understand the activities of the SME Department of Mutual Trust Bank
II.
III.
IV.
V.
VI.
VII.
commercial Bank.
To make some recommendations for further development of SME loan products of
MTBL.
The Primary Sources are as followsFace-to-face conversation with the respective Executives & officers of the Bank.
Practical work exposures form the different desks of the various departments of the
Branch covered.
Relevant file study as provided by the officers concerned.
The Secondary Sources of data and information are Annual Reports of Mutual Trust Bank Limited.
Periodicals published by Bangladesh Bank.
Websites.
CHAPTER-2
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ORGANIZATIONAL
PROFILE
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country was performed entirely by the nationalized banks till 1981/82. Thereafter, some banks
were allowed to function as private sector banks for the purpose of widening the area of private
sector operation. Two nationalized banks, the Uttara Bank and the Pubali Bank Were
denationalized, and they started operation as private commercial bank. The banking system of
Bangladesh has undoubtedly made significant strides during the last years. Banking network
now covers the entire country. Commercial banks play a very important role in our economy; in
fact, it is difficult to imagine how our economic system could function efficiently without many
of their services. They are the heart of our financial structure since they have the ability, in cooperation with Bangladesh bank to add to the money supply of the nation and thus create
additional purchasing power. This characteristic sets commercial Banks apart from other
financial institutions. In addition to issuing deposits payable in demands, they accept time
deposits. By Lending and investing these resources, and by transferring funds throughout the
nation and even between countries, they make possible a more complete utilization of the
resources of the nation. Although banks create no new wealth, their lending, investing and
related activities facilitate the economic processes of production, distribution and consumption.
Human resource development through training is most crucial for organization growth. Training
is a means to reduce obsolesce among the people in organization in the face of relentless
innovation. Training is the process of increasing the skills and knowledge of personnel for the
purpose of improving individual and organizational performance. Training is essential for the
continued growth and development of both individual employee and the organization.
also issued Certificate for Commencement of Business on the same day and was granted license
on October 05, 1999 by Bangladesh Bank under the Banking Companies Act 1991 and started its
banking operation on October 24, 1999. As envisaged in the Memorandum of Association and as
licensed by Bangladesh Bank under the provisions of the Banking Companies Act 1991, the
Company started its banking operation and entitled to carry out the following types of banking
business:
Wholesale Banking
Retail Banking
NRB Banking
Privilege Banking
Card Services
Treasury Operations
The Company (Bank) operates through its Head Office at Dhaka and 103 branches. The
Company/ Bank carry out international business through a Global Network of Foreign
Correspondent Banks.
ENTRY LEVEL
Principal Officer
Management Trainee
Executive Officer
Senior Officer
Officer
Junior Officer
Assistant Officer
Computer Trainee
Computer Operator
Cashier Trainee
Cashier
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Probationary Officer
Aspire to be the most admired financial institution in the country, recognized as a dynamic,
innovative and client focused company that offers an array of products and services in the search
for excellence and to create an impressive economic value.
Vision
Mutual Trust Bank's vision is based on a philosophy known as MTB3V. We envision MTB to
be:
1.
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CHAPTER-03
Overview
Of The Banking Service Of
Mutual Trust Bank Ltd.
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Customer Service.
Accounting Opening.
Remittance.
Instrument issued by bank.
IBS/OBC Collection.
Locker Service.
Cash & Account Department.
Clearing.
Transfer.
Individual Account.
Joint Account.
Proprietor Ship Account.
Limited Company Account.
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Individual Account.
Joint Account.
Proprietor Ship Account.
Individual Account.
Joint Account.
Proprietor Ship Account.
Limited Company Account.
Fixed Deposits: Fixed deposit is one, which is repayable after the expiry of a predetermined
period fixed by him. The period varies from 1 month to 12 months. These deposits are not
repayable on demand but they are with draw able subject to a period of notice.
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account in different kinds of bank cheques. Clearing officer check all the cheques and deposit
slip very carefully and then he received the cheque. After that the clearing officer posting all the
cheques in computer software which is recognized through Bangladesh Bank computer
department. Then clearing officer seal all the cheques in advance date after that the officer
endorsement all the cheques and sign all the cheques.All the cheques are posted in the computer
by branch wise.
Out
war
d
In
wa
rd
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Outward Remittance
Remittance from our country to foreign countries is called outward foreign remittance. On the
other word, sales of foreign currency by the authorized dealer or formal channels may be
addressed as outward remittance. The authorized dealers must utmost caution to ensure that
foreign currencies remitted or released by them are used only for the purposes for which they
are released. Out ward remittance may be made by appropriate method to the country to which
remittance is authorized. Most outward remittance is approved by the authorized dealer on
behalf of Bangladesh Bank.
Outward remittance may be made for following purposes:
Travel
Medical treatment
Educational purpose
Attending seminar etc.
Balance amount of F.C account.
Profit of foreign companies.
Technical assistance
New exporters up to USD 6,000/- for business promotion
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CHAPTER-04
Theoretical Overview
Of SME Banking
Operation
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strategies in view. For policy purposes, it is important therefore to adopt a uniform definition of
SMEs to facilitate regular monitoring of growth and structural change in the sector and evaluate
the impact of policies based on comprehensive information covering the entire SME sector. The
Government of Bangladesh has categorized SME into two board classesi.
current market prices, the replacement cost of plant, machinery and other parts/components,
fixtures, support utility, and associated technical services by way of capitalized costs (of turn-key
consultancy services, for example), etc., excluding land and building, were up to Tk. 15 million;
On the other hand, an enterprise would be treated as medium enterprise if, in current market
prices, the replacement cost of plant, machinery and other parts/components, fixtures, support
utility, and associated technical services by way of capitalized costs (of turn-key consultancy
services, for example), etc., excluding land and building, were up to Tk. 100 million;
ii.
treated as small if it has less than 25 workers, in full-time equivalents; oppositely, an enterprise
should be treated as small if it has between 25 and 100 employees.
Different Legal Forms of SMEs
SMEs can be formed in different legal formats. According to CRISIL Ratings Agency SMEs can
be registered in the following legal forms;
Figure 4: Different Legal Forms of SMEs
Different Legal Forms for
SME
Private Limit Company
Partnership Firm
Proprietorship
A Registered Trust
A Registered Society
In Bangladesh, although there are other forms of SMEs, mainly the SMEs are observed to be
formed as proprietorship concern. Generally, food processing, hand loon factories, leather and
tannery, ceramic, light engineering, electrical and electronics, handicrafts, specialized textiles
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and garment units fall in the category of medium and small enterprises. There are also 10000 of
cottage industrial units and a large number of handloom and power loom factories in the country.
Despite having huge potential to flourish, the growth of SMEs in Bangladesh is being impeded
by multifarious problems; both are micro and macro levels.
4.0.3 Several studies on SME & CRM
Karmel and Bryon (2001) depicted closer relation of the SMEs with the equity and capital
markets in USA through GDP and SMEs growth is higher in Europe than USA. Through
efficient use of capital higher price earning share, higher return on equity, higher return on assets
etc. Variables can enhance the SMEs growth and profitability.
Credit risk Management is the core part of a financial institution and on every step of the
procedure the key points should be remind while assessing credit risks. Besides the key
challenges like strategic decisions faced in each steps of the process needed to be taken so that
the probability of risks may be mitigated. Moreover a new design of CRM cycle can be
developed for efficiency. Infosys.
Despite all the constraints of SMEs financing, banks and financial institutions have been
providing finance to the SME sector and the volume of finance is showing an increasing trend.
Most importantly the share of private sector banks in disbursement of credit to the SME sector
has been increasing in recent years comparatively at a higher rate than the NCBs and state owned
DFIs The Daily New Nation.
4.1.0 SME & SME Banking
SME- a short form of Small and Medium Enterprises, is now a demanding sector in any part of
the world. As because, SMEs causing an increase of income (GDP) of the economy of a country
as well as helping in reducing and expanding other governmental and social issue. Governments
of the developing countries like Bangladesh have undertaken some expansion and beneficial
measures to enhance SMEs to sustain. Even developed countries like USA, UK, India and Japan
etc are now placing more emphasis on the expansion of the SME sector. SME banking refers of
providing financial facilities through creating different financial packages like deposits, saving
deposits for individual or business person, term deposits, cards facilities, credit deposits etc. To
the SMEs to run business efficiently, so that increasing of income will contribute more in social
or governmental issue like employment generation and thus reducing poverty etc. But as, Credit
Risk Management department works alone with providing financial facilities, financial
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institutions finds some risks or issues on providing access of financing to the SMEs. For having
insight, the following parts include an idea on SME and SME banking.
SMEs are engines of growth for the economies over the world. Globally, SMEs constitute
about 95% of the industrial units in most countries; most of the countries GDP and exports are
significant.
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A vibrant SME sector is essential for creating a competitive and efficient market.
Because
Small businesses act as the seed-bed for the development of entrepreneurial skills and
innovations.
The smaller size of SMEs makes them flexible in their approach and ensures expeditious
decision making.
SMEs lower the cost of goods services significantly owning to lower overheads.
SMEs fit regional imbalance of growth, exploit local raw materials and talent.
SME sector is the largest provider of employment in most countries, especially of new
jobs.
Thus the survey brought out the fact that the large untapped potential for expansion in
manufacture and production could be exploited (or contributing more significantly to the national
economy).
Therefore, Government of Bangladesh pointed SMEs as the trust sector and most important and
gainful sector for enhancing pro-poor economic growth. And so, refocus on SME financing is
being made every year to access finance to the SMEs properly.
4.1.3 Issues and Challenges Faced by SMEs
Though SMEs have inherent strengths, even it creates importance in contributing the economy of
most of the countries; still there are some issue and challenges that the SMEs are facing. These
are
institutions are providing financial facilities to the SMEs. But still the SMEs are not having
adequate finance.
Lack of manpower- From Bangladesh scenario, SMEs are facing the following issue due
to high cost of the oil and other materials worldwide and thus employees those works from early
age for financing problem do not get proper education.
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Raw materials & Technology- For expansion and development of SMEs operation
adequate resources are needed. But high cost of raw materials and technologies are not reaching
to this business entity.
and use of it is important. Though most of the SMEs are run by the employees who are less
educated, cannot access or run the business with efficiency.
Apart from these there are several other issues like, Government policies and regulation, Tariffs
and trade barriers, Low bargaining power, Low level of transparency and Low emphasis on
corporate governance etc. are also challenging to SMEs to operate.
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small enterprises, BB has directed the banks that at least 40 percent of their total targeted loan for
the SME sector should be earmarked for financing small entrepreneurs. BB has also expanded its
spectrum of SME financing by including broadband and IT having enormous possibilities within
the service sector activities.
The above developments indicate that financing from formal source to SMEs is growing at a
faster rate in recent years. Since access to finance is one of the key constraints of the SMEs, it is
expected that higher flow of institutional credit would enable the SME sector to expand at a
faster pace with positive impact on growth acceleration and employment generation in the
country.
CHAPTER-05
SME Banking
At
Mutual Trust Bank Ltd.
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expansion and diversification of various line especially linkage with micro level customers,
sharecroppers, marginal farmers, hawar area beneficiaries potential organizational enterprise.
5.3 Special attention for women entrepreneur
In Bangladesh, the women are the most disadvantage group in acceding the finance facility of
commercial banks. Women entrepreneur need for bank finance and other banking service depend
on customers need to ensure good repayment of loan.
MTB deigned its first women entrepreneur product MTB Bhagyabati. After lunching the product
the bank arranged a workshop jointly with SME Foundation for better understanding of access to
bank finance for women entrepreneurs. The product MTB Bhagyabati is running successfully. A
good number of success stories inspired MTB to design another separate and special product for
women entrepreneur who are involved in the manufacturing sector. The product is named MTB
Gunabati.
These to product are design to aid women entrepreneur actual need to develop their business,
some special feature are offered to women entrepreneurs in these to product, like low interest
rate, collateral free, very small amount of processing system and flexibility in repayment system,
sometime give grace period depend on business nature.
MTB women entrepreneurs cell in providing all type of support to the women entrepreneurs like
arranging workshop for bank financing knowledge, link up with other training, support the
women entrepreneur to attend local and international fair to display their product, running
business advisory service and dealing with legal issues.
5.4 MTB focused on SME banking Division with products
Since inception of structured SME lending. MTB has given top most priority to rural SMEs.
MTB has 67 branches (including 12 SME/Agri branches), all SME/agri branches of them are
located in rural area, where there is limited access to modern banking facilities as well as access
to credit. Say, they have opened MTB Dhanbari SME/agri branches, MTB Gaffargaon SME/agri
branches, where there is no branch of other private bank.
MTB has developed specific loan product to serve the different sector of SMEs, renewable
energy, agriculture, women entrepreneurs etc. the product are briefly described below:
MTB Gunabati: designed to finance the women led SMEs ho are engaged in only
manufacturing business that is 100% pre-financed by SME foundation. E apply single
digit rate of interest, i.e. 9% p.a under the MTB Gunabati loan scheme.
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MTB Bhagyabati: designed for the women entrepreneurs which is 100% re-finance by
Bangladesh bank.
MTB Mousumi: designed to finance the SMEs who are engage in seasonal business.
MTB Krishi: the loan scheme to finance in the agri sector and it subsector.
MTB Revolving Loan: designed to meet working capital requirement to support their
continuous growth. It is a CC (H) & Revolving type Loan.
MTB Digoon: the product design on the basis of FDR.
MTB Small Business Loan: designed for all type of small business requirement.
MTB Microfinance: designed for the NGO (MF-NGO) the supply wholesele credit for
onward lending their beneficiary members in the form of micro credit.
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MTB SME Activities are running fast to develop countrys SME market and overall economic
growths. During the last fiscal year 2014 MTB has disbursed BDT 4698.60 million, including
agri loan. In 2015 MTB planned to finance the potter/kumars who are engaged in clay modeling,
marking earth area and various items. Pottery items are very creative, fashionable. Its huge
demand in the market.
For sustainable agri. sector need to develop the integrated model for agri. financing, MTB has
planned to develop the new model. MTB has started groundwork and got positive feedback from
the concerned parties. Under this model all the farmers in a particular farming land, say farmers
of 200 or 300 acre land will have access to agri. credit in every sowing season for purchasing
better seed, fertilizer, patricide etc. and repaying the loan after harvest.
CHAPTER-06
SME
Performance
& Analysis
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Million in amounts of proposals under process has increased. It means it is taking time to assess
the proposal due to some queries that arises while assessing and so the graph interprets
inefficiency of the management; but comparing to approved proposal it shows an efficient
management procedure as the approved amount is higher i.e. Tk. 7406.3 million in March 2014
in figure 7 then the amount of Proposal under process showed in above graph.
6.2 ANALYSIS
This chapter focuses on the analysis part that is done to verify the actual financial performance of
CBL. In this part 4 types of analysis are performed.
Performance Analysis
Trend Analysis
Marketing Analysis
SWOT Analysis
Each and every part has been determined with clarity. In performance analysis, the evaluation
has been made in comparison with the Industry average situation. Industry data has been
collected from the BB source. SWOT analysis for MTBL has also been done and pointed out
briefly.
6.2.1 Performance Analysis
Performance analysis explains an institutions financial position that is depended upon various
factors as like assets utilization, capitalization, loan disbursement, cash management etc. even
managerial decisions like credit decisions derived from credit risk management. In this analysis
section, performance analysis is executed to determine the MTBLs financial performance to
industry and SME NPL situation.
MTBLs Business Segment-wise NPL Position:
MTBL provide credit facilities through its different segments as shown in the Graph 6-6. But the
NPL position for 30th June 2014 shows deteriorate situation. Because, the Corporate and the
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SME-M segment has a highest amount of Bad/loss loan respectively Tk. 80.45 million and Tk.
77.65 million. But others situation are not in danger. MTBL should take necessary action for
recover the bad/loss loan amount.
In total, the NPL amount in 30 th June 2014 is Tk. 260.85 million. From comparing with each
Business segment, Corporate has the highest NPL Tk. 137.99 million, then SME-M Tk. 95.23
million and SME-S Tk. 10.81 million. The below Graph 6-6 shows the percentage of these NPLs
to total NPL amount.The NPL target of MTBL was 5% in 2014. In 2013, MTBLs target was
below 6% but unfortunately the ratio was at last 6.30%.
6.2.2 Trend Analysis
Trend analysis is a forecasting technique that relies primarily on historical time series data to
predict the future. For this research report the trends are discussed for the credit related factors
like total loan disbursements, position of unclassified and classified loans amount etc. For this
trend analysis related data of loans and advances of MTBL for 5 years are shown in below table-
2009
2010
2011
2012
2013
17027.84
23326.34
30789.022
26788.47
34420.94
Unclassified Loans
15228.14
21994.70
28579.29
25117
32251.14
278.29
908.235
2287.87
505.98
1799.70
1331.64
2209.73
1671.84
1169.81
15.32
51.29
100.45
348.08
286.73
51.53
207.80
175.95
129.86
461.79
1732.85
1072.55
1933.33
1193.90
421.29
SME Loan
Classified Loans & Advance
Sub-Standard
Doubtful
Bad/Loss
million which is higher than the previous 4 years. This indicates that the Mutual Trust Bank
follows a good credit policy and they are careful to give any low quality loan.
SME Loans and Advance
SME Loans are the credit types that arises when the dues arises, still MTBL includes these loans
as unclassified loans.
From 2010 to 2013 the amount of SME loans increases but in 2013 suddenly it fell down to Tk.
505.98 million from the peak point Tk. 2287.87 million in the year 2009 from the above Table 6.
Through it has decreased, the previous years increasing situation shown an upward trend of
MTBLs SME loans which should need to monitor so that it would not get worse further.
Classified Loans & Advance or (Non-performing Loan)
MTBLs Non-performing Loan has decreased over the last 5 years. In first 3 years the amount of
NPL fluctuates and in 2009 it reached to peak at Tk. 2209.73 million and then suddenly
decreased. In 2011 NPLs decreased to Tk. 1169.81 million. That means the City Bank performed
successfully their lending operation over the last couple of years.
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in the year 2011 to Tk. 421.29 million. It is a good sign for the banks reputation. This indicates
that their risk management technique is very good.
Trends of the Provision against Classified and Unclassified Loans & Advance of MTBL
According to BB, all banks keep a provision for all kind of loans in a required rate. In the below
Table, the provisions for Unclassified loans decreased in the year 2013 but for NPLs increased in
the same year.
Trend of 5 years of Loan related factors (Tk. In millions)
Particulars
Provision for classified Loans
& Advance (As on 31
December)
2009
943.91
2010
413.87
2011
943.26
2012
462.78
2013
779.80
149.66
250.79
334.03
500.83
420.20
That means in the last five years they emphasized more on classified loans and advance and
deemphasized on unclassified loans and advance. As a result they succeeded in monitoring the
NPLs but failed to maintain the unclassified loans.
NPL/Total*100
Same calculation is done for Unclassified Loans. The below Table 7, the situation is positive as
the ratios for NPL to Total loan is in decreasing trend.
Table 7: Trends for 5 years of Loan related factors (%)
Particulars
Non
Performing
Loans to Total Loans
& Advance
2009
10.57
2010
5.71
2011
7.18
2012
6.24
2013
3.40
Unclassified Loans to
Total
Loans
&
Advance
89.43
94.29
92.82
93.76
93.70
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From the below table, it seems that the MTBLs classified loan amount decreased in last three
years comparing to Total Loans and advances MTBL disbursed which increased in the year 2013.
It means, the CRM division of MTBL is well efficient in managing NPLs.
Classified Loan to Total Loan over 5 years in MTBL (Tk. In millions)
Particulars
Classified Loans or
Non
Performing
Loan (NPLs)
2009
1799.70
2010
1331.64
2011
2209.73
2012
1671.84
2013
1169.81
Total
Koans
Advance
17027.84
23326.34
30789.022
26788.47
34420.94
&
2009
15228.14
2010
21994.70
2011
28579.29
2012
25117
2013
32251.14
17027.84
23326.34
30789.022
26788.47
34420.94
As in above Table, the shows an increasing trend of unclassified loans to total loans of MTBL for
the 5 years. From the Table, in year 2013, the ratio amount is higher i.e. about 9% but afterwards
it went down and again started to recover from the year 2014. Though the trend is upward, it can
be judged that the CBL is efficient in managing risk but it should also be careful for wealth and
profit maximizatio
6.2.3 Marketing Analysis
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In my point of view this is the weakest part of the bank. Currently they are not focusing on the
marketing strategies; basically the bank has both functions commercial and loaning. But the
whole focus is on the loaning function, they are totally neglecting the commercial one. They
dont have any kind of marketing or advertising campaign and they are not advertising through
any king of media.
Strengths
Stable source of fund.
Strong Liquidity position.
Concentrated market.
Wide network of branches.
Experienced top management.
Diversified product line.
Weaknesses
Deposit is lower than advance.
Officer has limited experience and training.
Small market share in Banking-business.
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CHAPTER-07
s
Findings,
Conclusion,
& Recommendation
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CONCLUSION
The report is aimed at studding and understanding the SME and various product offered by the
MUTUAL TRUST Bank Limited to its clients. In addition, the report also studies how the bank
has managed credit risk on behalf of SME.
The MUTUAL TRUST Bank Limited is in leading position in financial Institutional sectors in
Bangladesh. The financial performance of the bank is recent years SME growth is pretty well.
The SME sector in Bangladesh holds enormous opportunities to contribute to economic growth,
and reduce poverty. The sector, however, has a very limited access to finance through the
institutional source. In this context, CRM should need to be restricted and redesigned for
efficient use while assessing risks in case of SME financing.
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For developing the SMEs in Bangladesh, it is important to analyze the overall financial issues
facing these enterprises and understand the specific features of SME firms. Because these firms
are small, they find it more difficult to access institutional finance especially when they need it
due to their specific information problems.
The basic function of SME department is to provide loans to Small and Medium enterprise. SME
department tries to provide a friendly environment to its customers and try to win the trust of its
customers. Talking about the current scenario, the financials of SME departments shows it in
losses but trying to recover. It also has some internal problems like conflicts between
departments. Most importantly it is not focusing on its marketing activities due to which its
customer base is week. Employees of the organization are not satisfied due to lack of job security
which reduces their motivational level. To be at the top SME should focus on its marketing
activities and should bring something innovative to change its current position in the mind of the
customer.
Overall, the bank must make a positive attempt to be more onward looking in their goals and
aware of what is happening. They must also emphasize on the domestic scenario more closely
and analyze any certain trends and strategies of their competitors. The bank must accept any
failures and thick of them as an objective to pursue future goals instead of blaming such failures
on other factors.
RECOMMENDATION
Following are the recommendation that I would like to recommend,
Training is the key factor for development of the SME Division skills. Bank should have
a regular training and development program so that a manager does know every risk
matter and assessment techniques.
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MTB should adapt according to the need and change in technology and should adopt the
new technology like other Multinational banks are using.
Banks moves by a team effort. So, strong co-ordination with the related divisions and
departments is very important. MTB should build some kind of cross functional teams in
order to bridge the gap between the SME and the other department.
Adequate information and documents should prove in the SME proposal so that Risk
managers can make their decision with a very minimum time.
A form should design for summarize the financials and necessary information of the
clients. It would save the valuable time for the SME managers of head office.
Credit quality depends on close follow-up and monitoring of loans. The follow-up and
monitoring of loans is not strong here. As a result Special Mention Accounts and
deteriorating credit are increasing day by day.
SME division should focus on innovation and creative products, it should bring
something new and transform their existing products so that the customer gets attract of
it.
SME department should focus to improve their commercial activities because there is lot
of room for them to grab customers.
Bank should develop the relationship with the customer. SME department should try to
increase the number of account holders through effective means. SME department should
build marketing them in order to aware the customers about them.
As various papers focuses on the SME evaluation of the banks are not appropriate and SME
growth should be increased through financial assistance, the above recommendations can help in
create efficiency in CRM procedure and so SME lending will be attractive for the institution
APPENDICES
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Particulars
2013
2012
Paid Up Capital
Total Capital
Surplus in Capital Fund
Total Assets
Total Deposits
Total Loan &
Advance
Total Contingent
2,119.58
6,225.69
1,347.91
58,246.03
45,846.31
39,676.12
1,766.32
3,969.33
952.56
52,774.77
42,354.07
33,883.92
15,498.87
10,061.04
07
08
09
10
11
12
13
14
15
16
17
18
19
20
21
22
Liabilities
Lending-Deposit Ratio
Classified Loans as %
Of Total Loan &
Advance
Profit after Provision &
Tax
Total Classified Loans
during the year
Total Provision
Maintained Against
Classified Loans
Surplus/(deficit) in
provision against
classified loans
Cost of Fund
Earning assets
Non-interest earning
assets
Return on Investment
(ROI)
Return on Asset (ROA)
Income from
Investments
Earnings Per Share
(BDT)
Profit Per Share (BDT)
Price-Earning Ratio
(Times)
85.64%
2.28%
80.00%
2.81%
988.36
820.61
903.97
952.76
677.97
663.09
9.77
2.26
10.62%
51,184.77
7,061.26
10.21%
46,075.04
6,699.72
11.13%
8.99%
1.78%
1,043.56
1.55%
857.47
46.63
46.46
46.63
15.18
46.46
8.86
Bibliography
1.
2.
3.
4.
P a g e | 41
6. Raymond V. Lesikar & John D. Pettit, Business Communication: Theory & Application, Richard
D. Irwin Inc. U.S.A -2003.
Website
www.mutualtrustbank.com
www.bangladesh-bank.org
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