Planeamiento estratégico para el sector microcréditos en Colombia
Date
2017-05-04
Journal Title
Journal ISSN
Volume Title
Publisher
Pontificia Universidad Católica del Perú
Abstract
El Sector Microcréditos en Colombia está enfocado, especialmente, en brindar apoyo
a la población menos favorecida por medio de financiación de proyectos empresariales y
educación financiera, con el objetivo de disminuir los niveles de pobreza en el País,
incentivar la economía, incrementar la bancarización, e inclusive atraer inversionistas del
exterior, por lo que se propone el desarrollo de un Planeamiento Estratégico para el Sector
basado en investigación, análisis, y estudio de la situación actual de las entidades de
microcrédito en Colombia.
A partir de lo anterior, se propone un conjunto de objetivos y estrategias ajustados con
las nuevas perspectivas del mercado buscando fortalecer el Sector, el cual cuenta con un alto
potencial de crecimiento y diversos retos para convertirse en referente para otros países.
Entre estos retos se destacan (a) generar mayor valor al cliente mediante el acompañamiento
en la ejecución de sus proyectos; (b) agilizar los tiempos de respuesta; (c) implementar
programas de capacitación financiera a los usuarios; y (d) caracterizar el servicio al cliente
con la comunicación transparente, amable, cordial, y respetuosa.
Por otra parte, el Gobierno nacional colombiano muestra importante interés en
mantener la dinámica de crecimiento y expansión de las entidades que ofrecen microcrédito,
tales como: bancos, corporaciones, cooperativas, ONG, microfinancieras, entre otras; por
tratarse de un Sector que genera empleos directos y ofrece oportunidades a los empresarios,
permitiendo de esta manera reducir los indicadores de pobreza y generar mayor dinamismo a
la economía colombiana contribuyendo con uno de los retos del Gobierno colombiano. Es
así que incentivando al Sector mediante acciones estratégicas que incluyan el desarrollo de
nuevos servicios, atención al cliente diferencial, capacitación, y utilización de herramientas
informáticas innovadoras, favorecerán el aumento de participación del mercado, reducción de
los índices de morosidad, reestructuraciones de créditos, y ventas de cartera.
Para la permanencia del Sector y de los beneficios que se desean alcanzar, se hace
fundamental asegurar la eficacia y eficiencia de la gestión mediante el control, la medición, y
el planteamiento de cinco objetivos a largo plazo: (a) Aumentar la participación de la
facturación de microcrédito del total de cartera financiera en el país, pasando del actual 1.4%
en 2014 al 10% a 2025; (b) Desarrollar tres productos de microcrédito nuevos en los
próximos 5 años para los sectores agro, industria, y transporte del país. En 2014 el
microcrédito no tiene una destinación específica por sector; (c) A 2025, reducir en 10%
anualmente el índice de reestructuraciones de crédito, morosidad, nivel de castigo, y venta de
cartera en el Sector Microcréditos en Colombia. En diciembre de 2014 se encontraba en un
60% sobre el total de la cartera de microcrédito; (d) A 2025, incrementar en 10% anual, la
participación del microcrédito en los indicadores de inclusión financiera en el país. Según el
Banco de la República de Colombia, en 2013 la participación fue 5.9%; (e) A 2025,
incrementar la presencia de capacitación en educación financiera del país en un 5% anual
sobre el total de población mercado objetivo de microcrédito. En 2014, se han capacitado
6,390 personas de acuerdo con el reporte de la Banca de Oportunidades.
Finalmente, en el presente estudio, se muestra un análisis de la situación general del
Sector Microcréditos en Colombia, sus antecedentes, una evaluación de los factores externos
e internos y la influencia que tienen en este. Asimismo, muestra un análisis de los factores
internos, de los intereses, y de los objetivos a largo plazo. Identifica las fortalezas,
oportunidades, debilidades, y amenazas para posteriormente proponer un plan estratégico
integral que permita potencializar el futuro del Sector
The Microcredit Sector in Colombia is focused especially on supporting the disadvantaged population through financing of business projects and financial education. Its aims are to reduce poverty levels in the country, stimulate the economy, boost banking, and even attract foreign investors. This is the reason why the development of a strategic plan based on research, analysis, and study of the current situation of Microcredit institutions in Colombia Sector is proposed. From the above, it's proposed a set of objectives and strategies adjusted to the new market prospects seeking to strengthen the Sector, which has high growth potential and diverse challenges to become a benchmark for other countries. These challenges include: (a) generate greater customer value by supporting the implementation of their projects; (b) speed up response times; (c) implement financial training programs for users; and (d) to characterize customer service with transparent, friendly, cordial, and respectful communication. Moreover, the Colombian national government shows significant interest in maintaining the growth and expansion of institutions that offer Microcredit, such as banks, corporations, cooperatives, NGOs, microfinance companies, among others; because it is a sector that generates direct jobs and provides opportunities for entrepreneurs, thereby enabling to reduce poverty indicators and generate greater dynamism to the Colombian economy contributing to one of the challenges of the Colombian Government. Therefore, it is encouraging that the Sector through strategic actions that include the development of new services, differential customer care, training, and use of innovative tools, favor increasing market share, reducing delinquency rates, loan restructurings, and portfolio sales. It is essential to ensure the effectiveness and efficiency of management through control, measurement, and the proposal of the five long-term goals for the survival of the Sector and the benefits that can be achieved: (a) Achieve a market share of 10% for total Microcredit turnover by 2025; market share was 1.4% in 2014; (b) Develop three new Microcredit products in the next five years for the country sectors: agriculture, industry, and transportation; Microcredit has no specific destination by sector in 2014; (c) Decrease debt restructuring, nonperforming loans, write-off, and sale portfolio index, by 10% per year until 2025 in the Microcredit Sector in Colombia; this index was 60% of total Microcredit portfolio in December 2014; (d) Increase the micro indicators share of financial inclusion in the country by 10% per year until 2025; according to Banco de la República de Colombia, the share was 5.9% in 2013; (e) Increase the presence of financial education in the country by 5% per year over the total population Microcredit market until 2025; 6,390 people have been trained according to the report of Banca de Oportunidades in 2014. Finally, this study shows an analysis of the overall situation of the Microcredit Sector in Colombia, his background, an assessment of external and internal factors and the influence they have on this. It also shows an analysis of: internal factors, interest, and long-term goals; and identifies the strengths, weaknesses, opportunities, and threats to subsequently propose a comprehensive strategic plan to potentiate the future of the Sector
The Microcredit Sector in Colombia is focused especially on supporting the disadvantaged population through financing of business projects and financial education. Its aims are to reduce poverty levels in the country, stimulate the economy, boost banking, and even attract foreign investors. This is the reason why the development of a strategic plan based on research, analysis, and study of the current situation of Microcredit institutions in Colombia Sector is proposed. From the above, it's proposed a set of objectives and strategies adjusted to the new market prospects seeking to strengthen the Sector, which has high growth potential and diverse challenges to become a benchmark for other countries. These challenges include: (a) generate greater customer value by supporting the implementation of their projects; (b) speed up response times; (c) implement financial training programs for users; and (d) to characterize customer service with transparent, friendly, cordial, and respectful communication. Moreover, the Colombian national government shows significant interest in maintaining the growth and expansion of institutions that offer Microcredit, such as banks, corporations, cooperatives, NGOs, microfinance companies, among others; because it is a sector that generates direct jobs and provides opportunities for entrepreneurs, thereby enabling to reduce poverty indicators and generate greater dynamism to the Colombian economy contributing to one of the challenges of the Colombian Government. Therefore, it is encouraging that the Sector through strategic actions that include the development of new services, differential customer care, training, and use of innovative tools, favor increasing market share, reducing delinquency rates, loan restructurings, and portfolio sales. It is essential to ensure the effectiveness and efficiency of management through control, measurement, and the proposal of the five long-term goals for the survival of the Sector and the benefits that can be achieved: (a) Achieve a market share of 10% for total Microcredit turnover by 2025; market share was 1.4% in 2014; (b) Develop three new Microcredit products in the next five years for the country sectors: agriculture, industry, and transportation; Microcredit has no specific destination by sector in 2014; (c) Decrease debt restructuring, nonperforming loans, write-off, and sale portfolio index, by 10% per year until 2025 in the Microcredit Sector in Colombia; this index was 60% of total Microcredit portfolio in December 2014; (d) Increase the micro indicators share of financial inclusion in the country by 10% per year until 2025; according to Banco de la República de Colombia, the share was 5.9% in 2013; (e) Increase the presence of financial education in the country by 5% per year over the total population Microcredit market until 2025; 6,390 people have been trained according to the report of Banca de Oportunidades in 2014. Finally, this study shows an analysis of the overall situation of the Microcredit Sector in Colombia, his background, an assessment of external and internal factors and the influence they have on this. It also shows an analysis of: internal factors, interest, and long-term goals; and identifies the strengths, weaknesses, opportunities, and threats to subsequently propose a comprehensive strategic plan to potentiate the future of the Sector
Description
Keywords
Planificación estratégica
Citation
Collections
Endorsement
Review
Supplemented By
Referenced By
Creative Commons license
Except where otherwised noted, this item's license is described as info:eu-repo/semantics/openAccess