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Alan Cordova's Diary About Tajikistan
Student Diary: Microfinance in Tajikistan
by Alan Ross Cordova ’08
One of the more remote places to do business is Tajikistan, a mountainous republic in Central Asia. Recent events aren’t helping: an energy crisis appears to have set in motion a food shortage, and the IMF claims that the National Bank misrepresented its creditworthiness to secure loans.
Still, the economy is growing, and we were excited to see it first-hand over spring break. All semester we had been working with a local bank, the First MicroFinanceBank of Tajikistan, (FMFB) on assessing the viability of providing commercial loans to small and medium enterprises (SMEs). In mid-March Lukas Bauer ’09 and I traveled there to gather research that could help us identify the factors that would determine whether or not could work.
After arriving in Dushanbe, the capital, we went first to the bazaar to meet with small business owners. We found practices that would usually cause great concern: retailers bringing bags of cash hundreds of miles to pay suppliers; retailers maintaining no current accounts or accounting books; no tracking of sales on a monthly basis, if at all.
In the framework of commercial finance, these business practices would preclude an assessment of the chance of default, a necessary element to judging the risk that the bank would incur by providing a loan. However, the framework of microfinance allows lenders to protect portfolios through diversification: while a default of the size of most commercial loans could cripple the financier, the combination of a number of borrowers and the small size of individual loans protects the bank’s lending portfolio from collapse.
The next day, we boarded a plane for Khorog, the capital of the Gorno-Badakhshan Autonomous Region (GBAO), the remote mountainous province that comprises nearly half of the country’s territory. In ninety breathtaking minutes we flew over the 20,000+ ft Pamir range, observing the isolated villages and seasonally passable unpaved roads below (we would spend nineteen hours driving back). We were beginning to understand the complexity of the challenges faced by GBAO businesses.
Over the next three days, we visited clients in the rural districts of Roshtkala and Rushan, discussing the finer points of locally significant activities such as Pamiri residential construction and chicken incubation. They pointed to real challenges facing their business, ranging from changing consumer preferences to across-the-board inflation on basic commodities.
We were awed by the lengths that owners went to start their businesses: one dentist brought fragile equipment over steep mountain passes from China. Other aspiring industrialists drew deeply on capital loans to create outbound supply chains. By the week’s end, we had a real sense of the needs of the customers: requests for more credit, calls for lower interest rates, less up-front paperwork and, most vociferously, longer durations. From the bank’s perspective, however, these requests had to be balances with risk level, transparency and the costs such changes would pose.
Our challenge now is to resolve this paradox. Over the next month, our team — Ossama Soliman ’08, Gervasio Guareschi ’09 and Michael Hsueh ’09, along with myself — will be researching microfinance institutions around the world that make loans in similarly inhospitable terrain.
After final exams, part of our team will travel to Dushanbe to present our recommendations and plan with the bank on the next steps. Microfinance will not be a panacea for Tajikistan; even if the FMFB succeeds in meeting its clients’ financial needs, deeply rooted economic and political problems will still limit business opportunities in Tajikistan.
Nevertheless, the bank has already demonstrated that the provision of finance markedly improves the odds that entrepreneurial endeavors will blossom into productive and profitable enterprises. We aim to convey the insight from more mature organizations that will enable the bank to both succeed commercially and make as broad a social impact as possible.
The trip was organized by the International Development Club and sponsored by the Social Enterprise Program.
Social Enterprise Summer Fellows
“My experience working with communities in India and Africa, as well as on developing public-private partnerships with government and non-profit agencies, convinced me of the need for innovative approaches to international development”
“I see entrepreneurs as the key leverage point in development, so interning at Ashoka made perfect sense.”
Committee to Encourage Corporate Philanthropy
“This internship matched my interest in harnessing the power and resources in the for profit sector to effect social change.”