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| 001 | EBC459460 | ||
| 003 | TR-AnTOB | ||
| 005 | 20190322123637.0 | ||
| 006 | m o d | | ||
| 007 | cr cnu|||||||| | ||
| 008 | 170103s2006 xx o ||||0 eng d | ||
| 020 | _a9780821366042 | ||
| 020 | _z9780821366035 | ||
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_aMiAaPQ _beng _erda _epn _cTR-AnTOB _dMiAaPQ |
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| 041 | 0 | _aeng | |
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_aHG178.33.D44 _b.G35 2006 |
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| 090 |
_aHG178.33.D44 _b.G35 2006 |
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| 100 | 1 | _aGallardo, Joselito. | |
| 245 | 1 | 0 | _aStrategic Alliances to Scale Up Financial Services in Rural Areas. |
| 264 | 1 |
_aHerndon : _bWorld Bank Publications, _c2006. |
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| 264 | 4 | _c©2006. | |
| 300 |
_a62 pages; _c13 cm |
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| 336 |
_atext _btxt _2rdacontent |
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| 337 |
_acomputer _bc _2rdamedia |
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| 338 |
_aonline resource _bcr _2rdacarrier |
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| 505 | 0 | _aContents -- Acknowledgments -- Acronyms and Abbreviations -- Executive Summary -- Main Report -- Objectives of the Sector Work -- Constraints to Accessing Financial Services in Rural Areas -- Leaders in Rural Financial Market Access -- Framework for Understanding and Assessing Strategic Alliances -- Strategic Alliances Between Firms in the Corporate Business World -- Strategic Alliances and Development Partnerships in Rural Finance -- Applying the Framework to Alliances and Partnerships in Rural Finance -- Strategic Alliances in Rural Finance -- Development Partnerships -- Main Findings of the Study -- Strategic Alliances in Rural Finance:Operational Implications for the World Bank -- Necessary Conditions for Strategic Alliances -- Taking Stock-Key Questions to be Addressed Early in Project Preparation -- Critical Operational Issues -- References -- Strategic Alliances -- Rural Finance and Microfinance -- Country Studies and Reports -- LIST OF TABLES -- 1. Strategic Alliance of Guatemalan Credit Unions with WOCCU IR Net to Deliver International Remittances -- 2. Strategic Alliance of BASIX Group with Insurance Companies -- 3. Strategic Alliance of GLICO Insurance Company with Ghana Rural Banks -- 4. TSPI Operating Performance and Financial Highlights, 1996-2004 -- 5. Strategic Alliances of TSPI with Multiple Partners -- 6. Planned Alliance of Genesis Empresarial and BancaSol -- 7. Mutual Responsibilities in the Developmentally-Oriented Alliance Between CDRO and Banrural -- 8. Development Partnership Between CDRO and Banrural in Guatemala -- 9. Operating and Financial Results for New Rural Bank of San Leonardo -- 10. Development Partnership of New Rural Bank of San Leonardo with Development Agencies -- LIST OF BOXES, CHARTS, AND FIGURES -- Box 1. Short-term Incentives Are Not Enough for Commercial Banks to Cover Rural Markets. | |
| 505 | 8 | _aChart 1. Spectrum of Development Partnerships and Strategic Alliances -- Figure 1. Estimated Market Share of Person-to-Person Transfer Providers, 2003 -- Chart 2. Volume and Number of Remittances Delivered by Credit Unions -- Chart 3. Strategic Alliances Evolved from Development Partnerships. | |
| 520 | _aBusiness firms have employed strategic alliances with other firms to effectively manage costs, overcome resource and technology constraints, and enhance competitive position. The principle and practice of strategic alliances can be applied as well for productive and beneficial institutional collaborations in rural financial markets to expand the array of financial products and to scale up access of rural households and micro-businesses to financial services.Strategic alliances comprise a new theme in rural finance. The institutions in the study used strategic alliances to tap new capital resources, manage transaction costs, access banking technology and infrastructure and acquire new skills to provide an expanding array of financial services to wider markets. The authors carefully examine the experiences of selected rural finance institutions and their strategic allies or development partners in Guatemala, the Philippines, Ghana and India to draw out the main findings and share the lessons that may be gainfully applied in other country settings. The study addressed a number of key questions:? What motivated the rural finance institution to structure its alliance or partnership with a bank, commercial or development organization?? How are gains from and costs of alliances and partnerships shared between collaborating institutions?? What are the key elements that make partnerships or alliances successful, and which conditions lead to unproductive ones? ? Which financial products and services are best introduced through strategic alliances?. | ||
| 588 | _aDescription based on publisher supplied metadata and other sources. | ||
| 590 | _aElectronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2017. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries. | ||
| 650 | 0 | _aFinancial institutions -- Developing countries. | |
| 650 | 0 | _aMicrofinance -- Developing countries. | |
| 650 | 0 | _aRural credit -- Developing countries. | |
| 650 | 0 | _aRural development -- Developing countries. | |
| 650 | 0 | _aStrategic alliances (Business) -- Developing countries. | |
| 655 | 4 | _aElectronic books. | |
| 700 | 1 | _aGoldberg, Michael. | |
| 700 | 1 | _aRandhawa, Bikki. | |
| 776 | 0 | 8 |
_iPrint version: _aGallardo, Joselito _tStrategic Alliances to Scale Up Financial Services in Rural Areas _dHerndon : World Bank Publications,c2006 _z9780821366035 |
| 797 | 2 | _aProQuest (Firm) | |
| 856 | 4 | 0 |
_uhttp://ebookcentral.proquest.com/lib/iyte/detail.action?docID=459460 _zClick to View |
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_2lcc _cBK |
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