An estimated 15.7 million people in Brazil work in the informal economy as microentrepreneurs, outnumbering formal sector entrepreneurs by more than three to one. Of these informal microentrepreneurs 93% run profitable businesses. However, 84% of these microentrepreneurs did not have access to credit.

In November 1996 at a meeting in Fortaleza, the World Bank and Banco do Nordeste, a development bank formed to support growth in northeastern Brazil, decided to initiate a collaborative process to jointly implement a local development program based on the idea of micro-credit. Motivated by the fact that small informal companies – family owned and small properties - were not being served by the Bank's financing activities due to the restrictive regulation of Brazil's Banking Systems, Banco do Nordeste and the World Bank decided to develop and launch a pilot low-income bank, targeting micro-entrepreneurs from informal sectors.

When asked why Banco do Nordeste decided to launch a microcredit institution, executive director, Stelio Gama Lyra Junior responds simply “we are a development bank; it was a logical step”.3 The fast growth and success of the CrediAmigo program suggest that he might
be right. After only three years in operation, CrediAmigo had already become Latin America’s second largest microcredit institution both in terms of number of loans and the amounts invested.

With the experience gained trough its pilot program, CrediAmigo officially launched its microcredit program and has continued to grow steadily. In fact, it has achieved 40% growth each year since 1998. As of May 2003, CrediAmigo has 123,203 active clients with an active portfolio of R$72 (US$ 24.69) 9 million and an average loan size of R$ 581.35 (US$ 199.33). CrediAmigo offers loans at 3.5% monthly rate (approximately 51% per year). As an incentive for customers to pay on time, CrediAmigo reimburses its customers 15% of their interest payment when their loan is paid in-full and on-time.10 The maximum loan size allowed is R$4,000 (US$ 1,371.51). In the future, CrediAmigo plans to continue to expand its services throughout the northeast of Brazil, as well as offer greater product/service selection such as savings accounts and insurance products.

Click here to read the full report on CrediAmigo.

Aavishkaar (a Hindi word that means innovation) India Micro Venture Capital Fund (www.aavishkaar.org) came into existence to finance socially relevant, commercially viable and environmentally friendly enterprises that do not have access to project financing – loan or equity – from traditional financial institutions. Aavishkaar India fills an important niche as it is positioned between microfinance and traditional venture capital funds with its promise of equity support to small businesses. The projects that Aavishkaar support are in the range between Rs.500,000 (USD 10,000) and Rs.5,000,000 (USD 100,000).

Aavishkaar India Micro Venture Capital Fund (‘Aavishkaar’) concentrates on supporting micro enterprises based on grassroots innovations and seeks to:

"Do it the right way (no short-cuts); Be innovative; Execute with discipline." - Vikram Akula, founder of SKS Microfinance

SKS Microfinance empowers the poor to become economically self-reliant by providing financial services in a sustainable manner. Vikram Akula, the 37-year-old founder of SKS Microfinance, who was featured in Time’s list of 100 ‘People Who Shape Our World’, believes corporatising the NGO sector is a must for meaningful poverty alleviation programmes. “A for-profit business model is the fastest way to put more money into more poor hands,” he says.

Launched in 1998, SKS Microfinance is one of the fastest growing microfinance organizations in the world, having provided over $ 92 million (Rs 425 crores) and has maintained loans outstanding of $38 million(170 crores) in loans to nearly 320,000 women clients in poor regions of India. Borrowers take loans for a range of income-generating activities, including livestock, agriculture, trade (such as vegetable vending), and production (from basket weaving to pottery). SKS also offers interest-free loans for emergencies as well as life insurance to borrowers. Its affiliate, SKS Education, provides education services to poor children, including running a government-funded school for girls who have dropped out of school.

SKS currently has 138 microfinance branches in the states of Andhra Pradesh, Karnataka, Maharashtra, Orissa and Madhya Pradesh, Bihar, UP, Rajasthan, West Bengal, Jharkhand, and Chhattisgarh. This year, SKS aims to reach 700,000 clients by March 2007. In the last year alone, SKS Microfinance has achieved nearly 161 % growth, with 98% on-time repayment rate.

For this American-educated Fulbright scholar, a for-profit business model is not about maximising profits. It’s about maximising resources. “It allows you to tap private funds, unlike NGOs, where you survive on grants. You are accountable to your shareholders and, thus, cannot develop bad habits. You become more client responsive and allow them to guide your business,” says Akula, echoing the thoughts expressed by Infosys CEO Nandan Nilekani, the only other Indian on the Time’s powerlist.

Set up in 1998 with a sum of Rs 20 lakh that Akula managed to raise from 360 individual donors, most of them friends and family in the US where he was brought up, today SKS has a capital base of Rs 13.9 crore.

It has private equity participation from Silicon Valley entrepreneurs like Vinod Khosla, Ravi Reddy and Sandeep Tungare. Sidbi, a public financial institution, holds 7% for a crore invested. However, its client community remains its largest shareholders.

Apart from having a fully-automated, proprietory management information system (MIS), it has pioneered the use of smart-card technology at the village-level. The MFI is currently working with VISA International on a pilot project to develop and deploy wireless POS devices that would automate field operations and reduce transaction costs.