SKS Microfinance

IPO Note | Banking
July 28, 2010

SKS Microfinance SUBSCRIBE
Issue Open: July 28, 2010
Prosperity to masses Issue Close: August 2, 2010

SKS Microfinance (SKSMF) offers a high quality play on India's vast Rs2.7lakh cr Issue Details
microfinance opportunity. SKSMF's core strength lies in effective risk management
Face Value: Rs10
and governance, advanced technology, wide product portfolio, diversified sources
Present Eq. Paid up Capital : Rs64.5cr
of capital and strong pan-India distribution network, all of which have brought
Offer Size: 1.68cr Shares (Fresh Issue 0.74cr
down the cost of credit to the poorest to amongst the lowest in the world, unlocking
tremendous latent demand. We recommend a Subscribe to the issue. shares & Offer for sale 0.94cr shares)
Post Eq. Paid up Capital : Rs72.0cr
Huge Business Opportunity: India’s estimated demand for micro-credit was
Issue size (amount): Rs1,427cr - Rs1,654cr*
Rs2,40,000cr in 2008 (Intellecap). By FY2010, Self Help Groups and MFIs had
Price Band: Rs850-985#
outstanding portfolio of just Rs45,200cr, indicating more than 80% unmet demand.
SKSMF is India’s largest MFI, having increased marketshare from 2% to 10% over Promoters holding Pre-Issue: 55.8%

FY2007-10. In an industry growing at 30%+, we expect larger MFIs like SKSMF to Promoters holding Post-Issue: 37.1%
further gain marketshare on the back of scalable best practices and cheap capital(at Note: *at Lower and Upper price band
respectively; # Rs50 discount for retail investors
70% CAGR over FY2011-12E, SKSMF's marketshare would stand at 14.3%).

Low lending rates for bottom of the pyramid: SKSMF lends exclusively to Joint
Liability Groups of women from low-income households for income generating Book Building
assets. This capitalizes on social collateral (pioneered by Grameen Bank), restricting QIBs At least 60%
provisioning to just 1.5% of average assets (FY2010). Further, the extensive use of Non-Institutional At least 10%
technology has restricted opex to 9.9% of average assets (FY2010) in spite of low
Retail At most 30%
ticket size, enabling SKSMF bring down lending rates to just about 25% (much
lower than domestic moneylenders and even organized MFIs globally).

High Valuations underpinned by huge growth potential and profitability: Global
Valuations Post Issue Shareholding Pattern
peers are trading at 3.7x trailing P/BV and 19.1x P/E (Closest peer Compartamos Promoters Group 37.1%
is trading at 8.0x and 21.7x respectively). At the upper end of the price band, MF/Banks/Indian
SKSMF will be valued at P/BV multiples of 6.6x FY2010 and 3.1x FY2012E. Although FIs/FIIs/Public & Others 62.9%
valuations are on the higher side, looking at the strong and sustainable growth
and RoE prospects for the company, we recommend a Subscribe to the issue.

Key Financials
Y/E March (Rs cr) FY2009 FY2010 FY2011E FY2012E
NII 264 495 868 1,246
% chg 214.3 87.3 75.2 43.6
Profit
Net Profit 80 174 298 426 Vaibhav Agrawal
+91 22 4040 3800 Ext: 333
% chg 381.8 116.9 71.4 42.7
Email: vaibhav.agrawal@angeltrade.com
NIM (%) 12.3 13.6 16.6 15.5
EPS (Rs) 14.1 27.0 41.4 59.1 Amit Rane
+91 22 4040 3800 Ext: 326
P/E (x)* 70.1 36.5 23.8 16.7 Email: amitn.rane@angeltrade.com
P/ABV (x)* 8.5 6.6 3.7 3.1
RoA (%) 3.9 4.9 5.5 5.1 Shrinivas Bhutda
+91 22 4040 3800 Ext: 316
RoE (%) 18.5 21.6 20.7 20.4 shrinivas.bhutda@angeltrade.com
Source: Company, Angel Research; Note: * at the Upper end of the price band

Please refer to important disclosures at the end of this report

SKS Microfinance | IPO Note

Investment Rationale
Market leadership in India's fast-growing Microfinance industry

India’s total estimated demand for micro-credit in India was Rs2,40,000cr in 2008
(Source: Intellecap). By FY2010, SHGs and MFIs had combined outstanding portfolio
of just Rs45,200cr, indicating more than 80% unmet demand.

According to a CRISIL Report on Top 50 Indian MFIs, SKSMF is the largest MFI in India
in terms of number of borrowers, number of branches and total loans as of September
30, 2008. The company continues to maintain its leadership position, with
approximately 6.8mn customers, 2,029 branches, presence in 19 states and loans of
Rs4,321cr as of FY2010. During the period of FY2006-10 its branches have grown at
a CAGR of 124.0%, customer base at CAGR of 141.3%, loans outstanding at CAGR
of 161.8% and the Net profit has increased by a whopping 345.9% CAGR.

Using total microcredit in India as a base, SKSMF has increased its marketshare from
2% in FY2007 to 10% by FY2010. In an industry growing at 30%+, we expect larger
MFIs like SKSMF to further gain marketshare on the back of scalable best practices
and cheap capital (at 70% CAGR over FY2011-12E, SKSMF's marketshare would
stand at 14.3% of total microcredit).

Exhibit 1: Micro credit demand and penetration rates Exhibit 2: Micro credit loans and SKSMF’s Market Share
(Rs cr) Micro-credit demand (LHS) (%) (Rs cr) Micro-credit loans outstanding (LHS) (%)

400,000 Market Penetration % (RHS) 25 SKSMF's Market Share % (RHS)
100,000 15
23 14
23
12% CAGR 21 12 12
300,000 75,000 41% CAGR
20 19
17 17 10
9
200,000 15 15 50,000
7
13 6
11 5
100,000 10 25,000
9 3
7 7 2
- 5 - -
FY2007 FY2008 FY2009 FY2010 FY2011E FY2012E FY2007 FY2008 FY2009 FY2010 FY2011E FY2012E
Source: CRISIL, Intellecap, Angel Research Source: CRISIL, Intellecap, Angel Research

The company's market leadership position in the microfinance sector enhances its
reputation and credibility with its customers and its lenders. Enhanced reputation and
credibility have numerous benefits for the company, including the ability to secure
capital at lower costs, recruit and retain employees, retain its existing members and
expand into new regions and product areas.

July 28, 2010 2


Exhibit 3: Operational & Financial Highlights
Particulars FY06 FY07 FY08 FY09 FY10 CAGR
CAGR
FY06-10 (%)
Operational Highlights
No. of branches 80 276 770 1,353 2,029 124.4
No. of districts 19 103 219 307 354 107.8
No. of employees 574 2,381 6,818 12,814 21,154 146.4
No. of Customers (in lakhs) 2 6 19 40 68 141.3
Disbursements (Rs cr) 153 452 1,680 4,485 7,618 165.6
Gross loan portfolio (Rs cr) 92 276 1,051 2,456 4,321 161.8
Financial Highlights
Incremental borrowings (Rs cr) 88 277 1,063 3,762 5,132 176.3
Total revenue (Rs cr) 11 46 170 554 959 205.6
Profit after tax (Rs cr) 0 4 17 80 174 345.9
Total assets (Rs cr) 100 335 1,089 3,039 4,047 152.2
Return on average asset (%) 0.9 0.8 2.3 3.9 4.9
Return on average equity (%) 5.0 4.1 11.7 18.5 21.6
Source: Annual Report, RHP

Exhibit 4: Market Share of MFIs in India
Next 40 MFIs
Grameen
23%
Financial
2% SKS Microfinance
Grama 24%
Vidiyal Micro
2%
Cashpor
Micro Credit
Bandhan 2% Spandana
4% Bhartiya Sphoorty
Samruddhi 16%
Kshetra 5%
Dharmasthala
5% Share Microfin
Asmitha Microfin 11%
6%
Source: Crisil Report - India Top 50 Microfinance Institutions, October 2009

Expertise in microfinance
SKSMF has been focusing on lending to poor women in India since its inception in
1997. Thus, over the years, the company has developed a specialised understanding
for the needs and behaviour of individuals in this segment across India, the complexities
of lending to these individuals and issues specific to the microfinance industry in India
and its processes. This gives the company a competitive edge over commercial banks
in terms of knowing the customer better. Further, SSKMF has developed skills to train
its customers and design specialised financial products.

July 28, 2010 3


Exhibit 5: Strong customer base
(Lacs) No. of customers No. of Active borrowers
80
68
70
60
50
40
40
30
19
20
10 6
2
-
FY2006 FY2007 FY2008 FY2009 FY2010
Source: DRHP Annual Report, Angel Research
,

Grameen Bank model ensures enviable asset quality

SKSMF lends exclusively Joint Liability Groups (JLGs) of women belonging to low-
income households for income generating assets. This capitalizes on the social collateral
pioneered by Grameen Bank, Bangladesh, restricting provisioning to just 1.5% of
average assets (FY2010). SKSMF's superior asset quality is underpinned by the following
key attributes of the Grameeb Bank model:

Ensure credit discipline through mutual support and peer pressure: SKSMF
structures its loans around a village-centred, group-lending model to provide
unsecured loans to its members. This model ensures credit discipline through
mutual support and peer pressure within the group to ensure individual members
are prudent in conducting their financial affairs and are prompt in repaying their
loans. Failure by an individual member to make timely loan payments will prevent
other group members from being able to borrow from SKSMF in the future;
therefore, the group will typically make the payment on behalf of a defaulting
member or, in case of willful default, will use peer pressure to encourage the
delinquent member to make timely payments, effectively providing an informal
joint guarantee on the member's loan.

Focus on income-generating loans for low-income households: The company
income-generating low-income
offers short-term loans primarily for income-generating activities or to fund
increases in productivity. Such loans demonstrate the highest potential of
generating additional income and, therefore, increase the likelihood of loan
repayment.

Lending exclusively to women - Ensures low probability of default: SKSMF lends
exclusively to women of low-income households, even if loan proceeds are used
in their family-run household business.

July 28, 2010 4


Low operating costs the other pillar of SKSMF's successful microfinance
model

Establishing and growing a successful rural microfinance business in India involves
the significant challenge of addressing the rural poor that live in India's remote locations.
Hence, SKSMF's cost-to-income ratio (52%) and the opex to average assets ratio (9.9%),
which appear much higher than that of the banking industry, should be seen in the
context of distributing and servicing extremely small ticket-size loans to far-flung rural
areas.

Apart from the low credit costs, the extensive use of technology has restricted opex to
9.9% of average assets (FY2010) in spite of low ticket size, enabling SKSMF bring
down lending rates to just about 25% (much lower than domestic moneylenders and
even organized MFIs globally), thereby unlocking the demand at the bottom of the
pyramid.

The company has standardised recruitment and training programs and material so
that they can easily be replicated across the entire organisation. This standardised
approach also enables employees to efficiently move from region to region based on
demand and growth requirements. The company's business processes, from member
acquisition to cash collections, have also been standardised and appropriately
documented. Its branch offices are similarly structured, allowing for the quick rollout
of new branches. In addition, the terms and conditions of its loan products are generally
uniform throughout India, although interest rates may vary from region to region.

Exhibit 6: Exponential growth in staff
Loan Officers Trainee Assistants Area & Regional office staff
Head Office Staff Branch management staff
21,000
18,000

15,000
12,000

9,000
6,000

3,000
0
2007 2008 2009 1HFY2010
,

SKSMF has deployed a sophisticated technology platform to enable it to improve
field-level productivity by simplifying data entry, enhancing the accuracy and efficiency
of collections and improving fraud detection. At the same time, the technology enables
data collection related to its members and loan portfolio, which can be used for
management's decision making. HDFC has licensed SKSMF a portion of its proprietary
technology systems to track and support loan disbursement.

SKSMF intends to further develop this system to enable real-time, internet-based
reporting from all its branches as well as integration with its accounting systems. In
addition, the company plans to purchase and implement an integrated risk
management system that will further enhance its risk management ability.

July 28, 2010 5


Exhibit 7: Cost-to-income ratio coming down
(%) Cost-to-income ratio
100

79
80 76
71
62
60 52

40

20

-
FY2006 FY2007 FY2008 FY2009 FY2010

Diverse sources of funds; savior for banks' low on priority sector targets

The company has two major sources of funds in the form of term loans from banks,
which account for 85.5% of total sources, and debentures which constitute 6.5% of
total sources. Banks lending to MFIs qualify for mandatory priority sector lending.
Thus, term loans to MFIs can be used to meet sub-targets for agriculture, microcredit
and lending to weaker sections. The company also securitises assets and sells its loans
to banks. As of March 31, 2010, the company had outstanding loans of Rs26,946.72
million from more than 45 banks and other financial institutions and a debt to equity
ratio of 2.84.

The company has well-diversified lenders among public sector domestic banks, private
sector domestic banks, private sector foreign banks and institutional investors. As of
September 30, 2009, no single creditor represented more than 22.5% of the company's
total indebtedness.

Exhibit 8: Rising Proportion of Securitization
(Rs cr) Loans Outstanding (LHS) Securitised Loans (LHS) (Rs cr)
5,000 Disbursements (RHS) 8,000

4,000
6,000

3,000
4,000
2,000

2,000
1,000

- -
FY2006 FY2007 FY2008 FY2009 FY2010
Source: Angel Research, Annual Report, RHP

The company is one of the first MFIs in India to complete a rated bond issuance, issue
commercial paper, assign a rated pool, sell a weaker section portfolio, list debt
instruments on the BSE and complete an assignment of receivables with a public
sector bank.

July 28, 2010 6


Favourable ALM profile for the current environment of rising rates

About 35% of SKSMF's liabilities have a maturity period of one to three years; whereas
almost all of the company's assets have maturity of less than one year. While ALM
mismatches of any kind carry inherent interest rate risks, at this point in the cycle, with
interest rates clearly headed upwards, the company's positive ALM gap, will be an
added benefit.

Exhibit 9: Long-term maturity borrowings to fund short-term loans
40 Liabilities (%) Assets (%)
35
35
31 31
30
26
25

20
16 15
15 13 13
10
10 8

5 3
0
-
1M 1-2M 2-3M 3-6M 6M-1Y 1-3Y

Expanding Income avenues
While the company's core business involves providing its customers with its traditional
loan products, the company also offers other loans known as Productivity Loans, which
are designed for purchase of goods that enhance the productivity of its customers. In
addition to the loan given to the customers, the company also requires them purchase
insurance to cover the principal amount of loan obtained and it charges them the
administrative charges for the same.

The company's national presence and large customer base can be leveraged to
negotiate favourable terms with enterprises that want to distribute their products through
the company's network, resulting in lower pricing for products that are distributed to
its customers. This gives a competitive edge to the company over other regional lenders
as well as other products distributors.

Currently, the company has a strong distributor relationship with Bajaj Allianz Life
Insurance for the sale of their insurance products. SKSMF has distributed over 2.9
million policies as of March 31, 2010.

Further, the company has recently obtained the RBI's approval to market and distribute
mutual funds as an agent for an initial period of two years.

SKSMF has entered into a strategic relationship with Nokia and Airtel, where the
company can issue loan to a customer for the purchase of a Nokia mobile phone and
Airtel service.

Under a pilot program with METRO Cash & Carry India Private Limited, the company
provides working capital financing to its customers operating local retail shops (called
kirana stores) that purchase supplies from METRO on a wholesale basis. In addition,
the company has recently commenced a pilot program to provide home improvement
loans to its customers.

July 28, 2010 7


Exhibit 10: Aggressive Branch Network Expansion
(Nos)
No. of Branches
2,500

2,000

1,500

1,000

500

-
FY2006 FY2007 FY2008 FY2009 FY2010
,

Experienced top management

SKSMF's management team has significant experience in the microfinance and financial
services industry and has developed the knowledge to identify and offer products and
services that meet the needs of its members, while maintaining effective risk
management and competitive margins.

Substantially, all of the company's senior managers have over 17 years of experience
with well-reputed national and multinational companies, particularly in the retail and
commercial banking industries.

Company Background
The company is registered with the RBI as a non-deposit taking NBFC. During FY2006-
10, the number of members in the company increased from 0.2mn in five states to
6.78mn in 19 states. Further, the company expanded its branch network from 80 to
2,029 branches across India. Gross loan portfolio increased at a 162% CAGR, from
Rs92cr in FY2006 to Rs4,321cr as of March 31, 2010. From FY2006 to FY2010,
SKSMF's profit after tax increased at a 345.9% CAGR, from Rs4.4 million to Rs1739.5
million. The company is currently required by the RBI to maintain a minimum capital
to risk asset ratio of 12.0% and to 15.0% as of April 1, 2011.

Investment Concerns
Credit Risks

All of the company's loans are unsecured, which makes it more vulnerable to credit
risks as it will not able to realise anything out of such loans. As of March 31, 2010, net
NPAs were 0.16% of the company's net loans. Also the company's customers are
relatively poor, as a result, are more vulnerable if economic conditions worsen or
growth rates decelerate in India, or if there are natural disasters such as floods and
droughts in areas where its customers live. The company's business model requires it
to carry out both the advances and repayments in the form of cash only. This has
inherent risks of fraudulent nature of transactions being carried out by the employees.

July 28, 2010 8


Inherent risks in scaling up business & dynamically managing it

The company's network of branches and customers has expanded rapidly and current
valuations are factoring in substantial growth over the next several years. This kind of
exponential growth comes with the inherent risk in scaling up the business & executing
the transactions effectively. It will be a challenge for the company to maintain the
personalized approach and the customer service, while keeping asset quality and
opex in check. Also the company will have to substantially scale up its internet based
software platform for integrated cash management system which covers about 65.9%
of the branch network as of FY2010.

Outlook and Valuation
We have compared SKSMF with a cross-section of Microfinance companies across the
world, out of which Compartamos of Mexico and Bank Rakyat Indonesia (BRI) are
amongst the closest comparables. Globally, MFIs are trading at 3.7x trailing P/BV
and 19.1x P/E ratios.

Closest peer, Compartamos is trading at rich valuations of 8.0x trailing P/BV, which
reflects the companies high-growth, high-RoE model (35% CAGR in assets over the
last 4 years, 43% RoEs). RoE and yield on assets in Compartamos' Latin American
markets are usually far above levels at which organized players function in India.

In our view, SKSMF offers a combination of robust and sustainable RoEs of about
20%, which is very healthy in the Indian context, and at the same time offers far higher
growth potential, considering the relatively untapped market and scope for marketshare
gains by SKSMF At the upper end of the price band of Rs985, SKSMF will be valued at
.
P/BV multiples of 6.6x FY2010 and 3.1x FY2012E. Although valuations are on the
higher side, looking at the strong and sustainable growth and RoE prospects for the
company, we recommend a Subscribe to the issue.

Exhibit 11: Peer comparison
Growth Profitability Size Valuations
Company Country Asset Growth Revenue Growth EPS Growth RoE Total Assets Latest Mcap Latest Latest
of Listing CAGR)
(5 Yr CAGR) CAGR)
(5 Yr CAGR) CAGR)
(5 Yr CAGR) (Latest)
(Latest) (Latest)
(Latest) (Rs cr) (Rs cr) P/E P/B
SKS Microfinance $ India 151.3 244.5 43.8 21.6 4,055 7,089 36.5 6.6
African bank South Africa 33.3 23.6 2.9 15.0 21,947 17,238 17.3 2.2
Banco Panamericano Brazil 46.5 38.2 26.0* 13.9 30,958 5,752 13.5 2.0
BRI Indonesia 25.4 14.8 12.9 29.5 155,557 63,696 18.1 4.1
Compartamos # Mexico 34.5 35.8 (25.9) 43.1 3,289 11,623 21.7 8.0
Danamon Indonesia 11.9 16.9 (14.3) 11.6 48,392 24,631 33.7 3.2
First Cash Financial USA / Mexico 11.3 16.8 18.3 27.1 1,192 3,470 16.8 3.5
Fin. Independecia * Mexico 75.8 87.8 2.0 31.6 2,116 3,386 15.5 4.5
IPF * UK 1.1 4.1 (3.7) 12.7 5,038 4,123 16.5 2.1
Source: Bloomberg, Angel Research; Note: * 2 Yr CAGR, # 4 Yr CAGR, $ Asset, Revenue & EPS CAGR for 4 years and Mkt Cap, P/E & P/B at the upper end
of the price band

July 28, 2010 9


Income Statement
Y/E Mar (Rs cr) FY2007 FY2008 FY2009 FY2010 FY2011E FY2012E
Net Interest Income 27 84 264 495 868 1,246

- YoY Growth (%) 499.2 212.2 214.3 87.3 75.2 43.6

Other Income 5 29 95 175 277 401

- YoY Growth (%) 82.2 504.8 223.5 84.3 58.3 44.7

Operating Income 32 114 360 671 1,145 1,648

- YoY Growth (%) 344.0 256.9 216.7 86.5 70.8 43.9

Operating Expenses 25 80 222 351 614 891

- YoY Growth (%) 364.8 218.5 176.2 58.1 75.0 45.0

Pre Provision Profit
Pre - Provision Profit 7 33 138 319 531 757

- YoY Growth (%) 279.0 404.5 314.9 132.3 66.1 42.6

Provision and Contingencies
Provision 2 4 14 52 81 115

- YoY Growth (%) 170.6 107.1 220.8 283.1 56.4 41.9

Profit Tax
Profit Before Tax 5 29 124 268 450 642

- YoY Growth (%) 361.7 537.7 328.5 115.8 68.0 42.7

Provision Taxation
Provision for Taxation 3 12 44 94 152 216

- as a % of PBT 60.3 42.5 35.3 35.0 33.7 33.7

PAT
PA 2 17 80 174 298 426

- YoY Growth (%) 307.2 822.7 381.8 116.9 71.4 42.7

Balance Sheet
Share Capital 27 44 57 65 72 72

Reserve & Surplus 45 168 607 894 1,848 2,191

Borrowings 249 790 2,137 2,695 4,177 6,683

Other Liabilities & Provisions 15 87 238 403 694 961

Total Liabilities 335 1,089 3,039 4,055 6,791 9,907

Cash and Bank Balance 56 275 1,547 974 1,117 1,135

Advances 264 781 1,418 2,937 5,433 8,421

- Growth (%) 238.5 195.6 81.5 107.2 85.0 55.0

Fixed Assets 5 14 19 24 40 57

Other Assets 9 18 55 120 202 294

Total Assets 335 1,089 3,039 4,055 6,791 9,907

- Growth (%) 229.3 225.0 179.1 33.5 67.5 45.9

July 28, 2010 10


Ratio Analysis
Per Share Data (Rs.)

EPS 0.7 3.8 14.1 27.0 41.4 59.1

BVPS 26.8 47.9 116.5 148.5 266.8 314.4

Profitability ratios (%)

NIMs 12.4 11.1 12.3 13.6 16.6 15.5

Other Inc/Avg. assets 0.5 2.8 4.2 4.9 5.1 4.8

Cost to Income ratio 90.0 77.0 63.3 52.4 53.7 54.1

ROA 0.8 2.3 3.9 4.9 5.5 5.1

ROE 4.1 11.7 18.5 21.6 20.7 20.4

Capital Adequacy Ratio

CAR 24.7 24.7 39.0 28.6 42.8 32.8

- Tier I 24.7 24.7 38.5 28.6 42.8 32.8

Valuation Ratios

PER (x) 1,454.7 262.3 70.1 36.5 23.8 16.7

P/BVPS (x) 36.8 20.6 8.5 6.6 3.7 3.1

Dupont Analysis

NII 12.3 11.8 12.8 14.0 16.0 14.9

(-) Prov. Exp. 0.9 0.6 0.7 1.5 1.5 1.4

Adj NII 11.4 11.2 12.2 12.5 14.5 13.6

Other Inc. 2.2 4.1 4.6 4.9 5.1 4.8

Op. Inc. 13.6 15.4 16.8 17.4 19.6 18.4

Opex 11.6 11.3 10.8 9.9 11.3 10.7

PBT 2.1 4.1 6.0 7.5 8.3 7.7

Taxes 1.3 1.7 2.1 2.6 2.8 2.6

ROA
ROA 0.8 2.3 3.9 4.9 5.5 5.1

Leverage 5.0 5.0 4.8 4.4 3.8 4.0

ROE 4.1 11.7 18.5 21.6 20.7 20.4

July 28, 2010 11


Annexure - 1
Microfinance models in India

Microfinance has attempted to fill the void between mainstream commercial banks
and private money lenders and has emerged as a fast-growing enabler for access to
financial services for the poor.

Interest rates charged by microfinance organisations vary widely. Often they reflect
inherently high operational and funding costs associated with rural lending activities
and small loan sizes. For example, EDA-Rural Systems, in its 2004 Maturing of Indian
Microfinance report, found that SHGs charged an effective interest rate of 24.0%-
28.0%, while MFIs charged 32.0%-38.0%. As MFIs have grown, there has been evidence
of some reduction in effective interest rates. According to the Microfinance MCRIL
Analytics 2009 Report, the portfolio yield of MFIs surveyed was 31.4% in March 2009.

Microfinance has also focused on women as the recipients of loan. The focus on
women follows the experiences of MFIs in South Asia, which indicate women tend
have a better credit risk profile, thereby enabling a group-lending model. According
to the 2009 State of the Microcredit Summit Campaign report, 83.2% of approximately
106.6 million microfinance borrowers worldwide in 2007 were women.

Currently, there are two microfinance models in India, the SHG model and the MFI
model.

The SHG Model

SHG is a group of 10 to 20 poor women in a village who come together to contribute
regular savings to a common fund to deposit with a bank as collateral for future loans
(usually in the savings to loan ratio of 1:1 to 1:4). The group has collective decision-
making power and obtains loans from partner banks and other sources of capital,
including MFIs in some instances. The SHG then loans these funds to its members at
terms decided by the group.

Members of the group meet on a monthly basis to conduct transactions. Group leaders
are responsible for maintaining their own records, often with the help of NGOs or
government agency staff. In India, the microfinance movement started with the
introduction of the SHG-Bank Linkage Programme in the 1980s by NGOs, which was
formalised by the Government of India in the early 1990s. Pursuant to the programme,
financial institutions, primarily public sector regional rural banks are encouraged to
partner with SHGs to provide them with funding support, which is often subsidised by
the government.

The SHG model is currently the dominant model in India in terms of number of
borrowers and loans disbursed. The MFI model, however, is gaining market share
from the SHG model. In its 2008 Inverting the Pyramid Report, Intellecap reported
that market share for the SHG model has declined steadily from 2004 to 2008, as
indicated in the chart below.

July 28, 2010 12


MFIs gaining market share
MFIs SHGs
($ in millions)
(%)
$442 $1,206 $2,080 $3,369 $4,262
100.0

80.0 33.2
53.4 48.7
64.7 61.3
60.0

40.0
66.8
46.6 51.3
20.0 35.3 38.7

-
FY2004 FY2005 FY2006 FY2007 FY2008
Source: Angel Research, Intellecap, RHP

SHGs are also showing signs of weak loan performance. According to the RBI's 2009
Report on Trends and Progress in India, bank recovery rates are relatively low. About
29.6% of the banks reported recovery rates of about 95.0% under the programme,
38.2% of the banks reported recovery rates in the range of 80.0% to 94.0%, another
22.1% of the banks reported recovery rates in the range of 50.0% to 79.0%, and
10.1% of the banks reported recovery rates of less than 50.0%.

Emergence of the MFI model

The MFI model has gained significant momentum in India in the recent years and
continues to grow as a viable alternative to SHGs. In contrast to an SHG, an MFI is a
separate legal organisation that provides financial services directly to borrowers. MFIs
have their own employees and record-keeping and accounting systems and are often
subject to regulatory compliance.

MFIs require borrowers from a village to organise themselves in small groups, typically
a group of five women, that have joint decision-making responsibility for the approval
of member loans. The groups meet weekly to conduct transactions. MFI staff travel to
villages to attend weekly group meetings where they disburse loans and collect
repayments. Unlike SHGs, loans are issued by MFIs without collateral or prior savings.

MFIs now exist in a variety of legal forms, classified under for-profit and not-for-profit.
Both for-profit and not-for-profit, which includes trusts, societies, cooperatives, non-
profit NBFCs, are registered under Section 25 of the Companies Act, and for-profit
MFIs are registered with the RBI as NBFCs.

Trusts, cooperatives and section-25 companies are regulated by a specific legislation
under which they are registered, and are not registered with the RBI.

Since there is no capital adequacy requirement for societies and trusts, they are not
subjected to net owned funds requirements or prudential norms. MFIs seeking to obtain
an NBFC license are required to have a minimum capitalisation of only Rs2cr. Recent
legislation requires NBFCs to maintain a capital adequacy ratio of at least 12.0% by
March 31, 2010, and 15.0% by March 31, 2011.

July 28, 2010 13


Favourable regulatory policies for MFIs, combined with weaknesses of the SHG model,
continue to support MFI growth. According to the Bharat Microfinance Report, total
MFI channel outreach grew from 10.0 million clients in 2007 to 22.6 million clients in
2009, representing a CAGR of 50.3%. The same report found that the total outstanding
loan portfolio grew from Rs3,456cr in 2007 to Rs11,734cr in 2009, representing a
CAGR of 84.3%.

For-profit MFIs have obtained a majority of the market share both in terms of clients
and in terms of total outstanding loan portfolio. According to the same report, for-
profit MFIs had 62.0% of all clients and 75.0% of outstanding loans as of March
2009.

The average loan outstanding per client has also increased in the recent years.
According to the 2009 Microfinance India State of the Sector Report, average loan
outstanding per client increased from Rs4,200 in 2008 to Rs5,200 in 2009, representing
an increase of 23.8%. This increase is driven by increases in the percentage of borrowers
that had loans exceeding Rs10,000 which grew from 20.0% in 2008 to 38.0% in
2009.

In addition to sustained growth in terms of borrowers and outstanding loan portfolio,
the MFI model is demonstrating strong loan repayment rates as well. The RBI's
November-December 2007 survey of MFIs reported a recovery rate of greater than
90.0%.

July 28, 2010 14

SKS Microfinance

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Ratings (Returns) : Buy (> 15%) Accumulate (5% to 15%) Neutral (-5 to 5%)
Reduce (-5% to 15%) Sell (< -15%)

SKS Microfinance

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