Guarantee Fund for SMEs
Banking on Small
Manila Inc.
by Charles Belgica
“THIS GOVERNMENT MUST REWARD performance,” declares Benel P. Lagua, managing director of the Guarantee Fund for Small and Medium Enterprises (GFSME), on the impending government move to consolidate the operations of agencies involved in the credit guarantee business.
Summing up the GFSME’s 10-year
track record, Lagua maintains that having performed well, they should not be penalized in
the streamlining process by being abolished and absorbed by a surviving entity among
existing credit guarantee agencies.
The rationalization of the credit
guarantee business is provided for in the Magna Carta for Exporters recently approved on
third reading in the Lower House. Under this
proposed laws, the Export Development Council is mandated to conduct a study on unifying
the government’s export financing institutions.
But the streamlining process will
affect not only GFSME and Philguarantee, but a number of other credit guarantee agencies
established lately by other government units.
Despite the sad experience of
Philguarantee with foreign loans gone sour—more specifically guarantees on so-called
behest loans-the credit guarantee business remains an effective and profitable way of
helping small and medium enterprises (SMEs) to avail of lower interest rates and reduced
collateral loans.
The success of credit guarantees
spawned the formation of other government guarantee agencies. Today, there are at least eight government
agencies in the business, serving the needs of farmers, small and medium scale
entrepreneurs , manufacturers, exporters, real estate developers, and house-and-lot
buyers.
Aside from GFSME and Philguarantee,
we have the Small Business Guarantee and Finance Corporation (SBGFC), Home Insurance
Guarantee Corporation (HIGC), the Quedan Guaranty Corporation (Quedancor), Industrial
Guarantee Loan Fund, and the Comprehensive Agricultural Loan Fund.
Winning Performance
Among them, GFSME claims to have gained a headway in establishing professionalism and credibility with the banks. “We serve as a model for a well-run guarantee institution upon which other new guarantee businesses pattern their operations,” says Lagua.
The claim is backed by an independent
study made by the Department of Agriculture (DA), showing that among government guarantee
firms, the GFSME possesses the best record in timely payment of guarantees. As of January this year it has honored guarantees
amounting to P89.983 million from 61 accounts.
“We are not difficult to talk to. And we listen to our
clients. If there is a call on our guarantee, we pay immediately,” emphasizes Lagua.
Overall, GFSME’s performance
last year surpassed its record for approved guarantees amounting to P560 million—the
best ever in its 10-year history. As GFSME resources more than doubled in the last 10
years, approved guarantees on 1,462 accounts stood at P2,467 billion as of June this year.
From an initial seed fund of P300
million, its resources has grown to P776.185 million as of June 1994. This growth is net of the 197.470 million
remitted as dividend payment to the Livelihood Corporation, its parent corporation. Already, GFSME has paid back government about
two-thirds of its original investment in the program.
Further proof of its viability is its
consistent performance as a net income earner. Last
year, the agency posted P69 million.
Industry Contributions
Even among banks, GFSME is considered the leader in the credit guarantee business. According to Lagua, it has established a track record of professionalism and efficiency. This can be attributed to its prudent management of its asset base, its prompt payment of guarantee calls, and a lean but professional staff.
Another proof of GFSME’s
leadership is the fact that both the DA and the Department of Trade and Industry (DTI)
have studied GFSME system for possible duplication. The
DA has chosen it to be one of the three agencies that will administer its guarantee
programs.
A trailblazer in the industry, GFSME
was among the few agencies which actively supported the development of the prawn industry,
when traditional agricultural exports were on the downtrend. Up to now it continues to spearhead the
identification of non-traditional projects with potential for credit support such as
cutflowers, asparagus, pineapple, tuna.
To expand its support to other
businesses and industries, GFSME has ventured into programs to help entrepreneurs in the
manufacturing, service, and franchise sectors. In
1991, it launched its GOLD (Guarantee Opportunities for Light Industries) program. Other efforts to complement government lending
programs followed, such as with Land Bank’s Agricultural Loan Fund and DBP’s
Industrial Guarantee Loan Fund.
Moreover, to reach out to more
beneficiaries, GFSME opened accreditation to rural banks in the countryside, as well as
non-government organizations.
Small is Bankable
GFSME’s portfolio of accounts abound with success stories of enterprises that took off because of the GFSME guarantee -- and its belief that “small is bankable.”
“Because they were small
businesses and start-ups, banks wouldn’t touch them with a 10-foot pole,”
relates Benilda L. Cruz, director for accounts administration.
Cruz singles out a group of farmers
associations-AGASCI, Green Valley and Villarey Asparagus Growers’ Association as the
most successful. They were contracted by Dole
Philippines, Inc. to grow asparagus. These
are then packaged and exported by Dole Japan.
The project, Dole’s pioneering
venture to produce commercial-quantity asparagus for export involves about 100 farmers in
Polomolok, South Cotabato who are beneficiaries of the government’s agrarian reform
program. Started in June 1990 with a total of
200 hectares, participating farmers earn only P26,000 in annual income from planting corn.
The project has made a big difference
in the life of the farmer-beneficiaries. Annual
incomes rose 381 percent to P125,000 and has changed the landscape of the community. Many houses of farmers are now made of concrete
and steel. Families can now afford to send
their children to school.
With the project’s success, Dole
plans to increase the project area to 1,000
hectares. An additional 400 farmers will benefit from this expansion plan.
The significance of the project, Cruz
points out, is that it proves there can be a symbiotic relationship between big businesses
and community members. She explains that both
sides benefit from the contract-growing relationship.
“Farmers are assured of a ready
market for their produce, while Dole’s cost of investments is lessened as it does not
to have to spend for land and equipment. Further,
Dole doesn’t have to worry about daily farm operations, which are handled by farmers. It only provides the technicians to monitor and
teach the farmers,” says Cruz.
Then there is the story of Alberto
and Emerita Latido who started a poultry business in 1998 with P450,000 in borrowed funds
guaranteed by GFSME. From a net worth of
P300,000 the couple had grown their poultry business in 1993 to P4 million in assets
and a net worth of P2.4 million. Moreover,
they are now into piggery, fruits, and coconuts.
The rehabilitation and turnaround of
the Calabia & Sons Aquaculture Development Corporation
(CSADC) is another inspiring story. The
business is a tilapia hatchery farm guaranteed by the fund.
CSADC did quite well in the first two years. But
starting 1989, it was hit by natural and man-made calamities. Typhoons wrecked havoc on its fishcage operations,
and the pollution of the Laguna De Bay forced their demolition. Thus, CSADC failed to pay its loan amortizations.
The bank called on the GFSME cover. Readily the fund paid 85 percent of the loan and
stepped into the shoes of the creditor. After evaluating the business, GFSME decided to
help CSADC by restructuring the loan.
The fund through its Accounts
Administration Group actively took part in the rehabilitation of CSADC. The GFSME helped in finding specific markets for
the products, linked it with suppliers of fish growers, and provided liberal terms for its
loan.
CSADC has responded well to the
challenge of turning around the business and is on its way to recovery. It posted annual sales of P8.1 million, and a net
income of P1.5 million. The company has paid
five quarterly amortizations amounting to P1.06 million.
Strengths
The turnaround philosophy of the
GFSME reflects its character as an organization. The agency has managed to rise above its
inherent weaknesses through innovative business strategies.
GFSME was created through a Letter of
Instruction (LOI) by then President Ferdinand Marcos.
It was known then as KKK (Kilusang Kabuhayan at Kaunlaran) Guaranty Fund and
administered by the KKK Processing Center Authority (now the Livelihood Corporation or
Livecor).
Having been created by an LOI, it
does not have its own charter. Lagua says
their corporate identity leans on Livecor, its fund administrator.
“On top of the absence of a
charter are the government standardization attrition laws which limit our capability to
recruit good people from the private sector,” says Lagua.
“That is why we have remained a
“lean and mean” organization. The
GFSME is manned by less than 50 personnel, which is small for a 10-year organization.
According to Cruz, manpower growth
has not kept pace with the growth of accounts. “Our
six-man staff for accounts administration handles almost 600 accounts, a staggering ratio
of one staff for every 100 accounts,” she laments.
“With the magnitude and reach of
GFSME, it is time we are given a separate and distinct corporate identity,” Lagua
stresses. The call is not underserved. The GFSME has adjusted well to the constraints. It has kept overhead expenses low and compelled
the organization to be productive.
“We have been able to move on by
being more persistent, innovative, and conscientious,” Lagua stresses.
“First, through constant
communication and training, we try to inculcate a positive mindframe among our staff.
“Second, we focus on things that
matter such as loan originations, maintaining credibility with financial institutions,
establishing rapport with them, and defining our areas of responsibilities well.
“Third, we challenge conventions
and innovate accordingly. We break down
obstacles into realistic blocks and work on what is implementable.”
These strategies are reflected well
in the management of the fund. For example,
to maintain its leadership in an increasingly competitive industry, GFSME has strengthened
its relationship with banks and financial institutions.
It has reduced its guarantee fee to 1.8 percent—the lowest in the industry. It has lessened
red tape by acting immediately on request for payments on the guarantee, and
professionalized its ranks through skills, trainings and values formation.
But most important, GFSME listens to
what its clients have to say. “Our entry
into export guarantee market came about as a suggestion from the banks,” says Lagua.
Effects of Rationalization
The move to rationalize the industry is viewed by the GFSME staff with some apprehension. “We don’t know if we will be the surviving entity so it cannot be helped to feel some insecurity,” says Cruz.
But Lagua is optimistic and feels
their solid performance will back them up. However,
both share the view that whatever is good for the country will be good for GFSME. “All we ask is the legislators look at
performance before making any decisions on the rationalization,” implores Cruz.
Future Scenario
Pending approval of the proposed
rationalization, Lagua sees several scenarios. “An
option for government is to consolidate all
the guarantee body agencies into one super-guarantee body.
Probably a new entity will come out of the consolidation.
“The other option is to ask the
various agencies to focus on distinct segments of the industry.” Either way, there will definitely be some mergers
among some of the agencies as there are overlaps in functions and clientele.
The various guarantee agencies are
now lobbying and strengthening their positions to survive the impending rationalization. Which will come out the surviving entity is still
anybody’s guess.
Anticipating possible mergers, GFSME
is positioning itself as a one-stop shop to cater to the guarantee needs of everybody. Starting as a guarantee for agricultural projects
and SMEs, it now services the export, light industry, service and even the agrarian reform
sectors. “If you go to other guarantee
agencies, they service only a particular sector,” states Lagua.
But Lagua says that “if in the
future, there is a need for rationalization, GFSME is willing to serve as the
country’s export guarantee agency, and continue to serve SMEs.
This statement reflects the concern
of some industry observers that not all SMEs are into exports, and to consolidate the
GFSME with other guarantee agencies will remove the support SMEs badly need.
Most exporters start as SMEs for
domestic market before going into exports. At their start-up stage, they badly need
assistance from guarantee institutions because they lack the assets for collateral, and
are not financially able to pay high interest rates.
And what will happen to agricultural
projects financed because of the guarantees? If
GFSME shifts its focus to exports, who will provide guarantees to agri-business loans?
To answer these questions, President
Fidel V. Ramos has assigned the Department of Trade and Industry (DTI) and Department of
Finance (DOF) to study how the credit guarantee business will be rationalized. Within the year, a definite government stand on
the issue would be out. Whatever the outcome
of the rationalization, credit guarantee will remain good business. Public awareness level about credit guarantees is
higher and the uncertain state of the economy will encourage banks to reduce risks by
availing guarantees. “We hope we
all come out winners after the rationalization,” says Lagua.
