ISBN: 9798235072596 - _the effect of risk culture on the profitability of financial institutions in bamenda (8 resultados)

Condición: New.

Paperback. Condición: new. Paperback. In the dry season of 2025, I sat in the manager's office of a microfinance institution on Commercial Avenue, Bamenda. The fan was not working. The lights were cutting in and out because of ghost town days. On the desk were three things: a ledger of unpaid loans, a newspaper headline about ongoing insecurity, and a framed certificate that read "Best MFI in the Northwest Region, 2019."The manager looked at me and said a sentence I have not forgotten: "We are not failing because we don't know how to lend. We are failing because we don't know who we are when things go bad."That sentence is what this book is about.Between 2020 and 2025, I watched six commercial banks, fourteen microfinance institutions, and three credit unions in Bamenda navigate a prolonged convergence of shocks: armed conflict in the Northwest and Southwest regions, the aftershocks of COVID-19, inflation, capital flight, and a youth population that represented both the greatest credit risk and the greatest market opportunity. Some institutions closed branches or surrendered their licenses. Some merely survived. And a few, against all expectations, grew their loan portfolios and reported positive returns.The difference was rarely the interest rate. It was rarely the core banking software. It was rarely the donor grant.The difference was culture. Specifically, _risk culture_: the shared assumptions, values, and behaviors about how risk is identified, discussed, and acted upon inside an institution when no supervisor from Yaounde or COBAC is present.This book asks the question that kept me up at night during those five years: Does risk culture explain why some financial institutions in Bamenda remain profitable in crisis, while others do not?The answer matters because Bamenda is not an outlier. I believe it is a preview. Cities across the Sahel, the Great Lakes, and other fragile and conflict-affected contexts face the same combination of insecurity, informality, and financial pressure. If I can understand how culture protects profitability here, maybe we can protect livelihoods in similar settings elsewhere. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability. …

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PAP. Condición: New. New Book. Delivered from our UK warehouse in 4 to 14 business days. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000.

Paperback. Condición: new. Paperback. In the dry season of 2025, I sat in the manager's office of a microfinance institution on Commercial Avenue, Bamenda. The fan was not working. The lights were cutting in and out because of ghost town days. On the desk were three things: a ledger of unpaid loans, a newspaper headline about ongoing insecurity, and a framed certificate that read "Best MFI in the Northwest Region, 2019."The manager looked at me and said a sentence I have not forgotten: "We are not failing because we don't know how to lend. We are failing because we don't know who we are when things go bad."That sentence is what this book is about.Between 2020 and 2025, I watched six commercial banks, fourteen microfinance institutions, and three credit unions in Bamenda navigate a prolonged convergence of shocks: armed conflict in the Northwest and Southwest regions, the aftershocks of COVID-19, inflation, capital flight, and a youth population that represented both the greatest credit risk and the greatest market opportunity. Some institutions closed branches or surrendered their licenses. Some merely survived. And a few, against all expectations, grew their loan portfolios and reported positive returns.The difference was rarely the interest rate. It was rarely the core banking software. It was rarely the donor grant.The difference was culture. Specifically, _risk culture_: the shared assumptions, values, and behaviors about how risk is identified, discussed, and acted upon inside an institution when no supervisor from Yaounde or COBAC is present.This book asks the question that kept me up at night during those five years: Does risk culture explain why some financial institutions in Bamenda remain profitable in crisis, while others do not?The answer matters because Bamenda is not an outlier. I believe it is a preview. Cities across the Sahel, the Great Lakes, and other fragile and conflict-affected contexts face the same combination of insecurity, informality, and financial pressure. If I can understand how culture protects profitability here, maybe we can protect livelihoods in similar settings elsewhere. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability. …

Paperback. Condición: new. Paperback. In the dry season of 2025, I sat in the manager's office of a microfinance institution on Commercial Avenue, Bamenda. The fan was not working. The lights were cutting in and out because of ghost town days. On the desk were three things: a ledger of unpaid loans, a newspaper headline about ongoing insecurity, and a framed certificate that read "Best MFI in the Northwest Region, 2019."The manager looked at me and said a sentence I have not forgotten: "We are not failing because we don't know how to lend. We are failing because we don't know who we are when things go bad."That sentence is what this book is about.Between 2020 and 2025, I watched six commercial banks, fourteen microfinance institutions, and three credit unions in Bamenda navigate a prolonged convergence of shocks: armed conflict in the Northwest and Southwest regions, the aftershocks of COVID-19, inflation, capital flight, and a youth population that represented both the greatest credit risk and the greatest market opportunity. Some institutions closed branches or surrendered their licenses. Some merely survived. And a few, against all expectations, grew their loan portfolios and reported positive returns.The difference was rarely the interest rate. It was rarely the core banking software. It was rarely the donor grant.The difference was culture. Specifically, _risk culture_: the shared assumptions, values, and behaviors about how risk is identified, discussed, and acted upon inside an institution when no supervisor from Yaounde or COBAC is present.This book asks the question that kept me up at night during those five years: Does risk culture explain why some financial institutions in Bamenda remain profitable in crisis, while others do not?The answer matters because Bamenda is not an outlier. I believe it is a preview. Cities across the Sahel, the Great Lakes, and other fragile and conflict-affected contexts face the same combination of insecurity, informality, and financial pressure. If I can understand how culture protects profitability here, maybe we can protect livelihoods in similar settings elsewhere. This item is printed on demand. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability. …

Taschenbuch. Condición: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - In the dry season of 2025, I sat in the manager's office of a microfinance institution on Commercial Avenue, Bamenda. The fan was not working. The lights were cutting in and out because of ghost town days. On the desk were three things: a ledger of unpaid loans, a newspaper headline about ongoing insecurity, and a framed certificate that read 'Best MFI in the Northwest Region, 2019.'The manager looked at me and said a sentence I have not forgotten: 'We are not failing because we don't know how to lend. We are failing because we don't know who we are when things go bad.'That sentence is what this book is about.Between 2020 and 2025, I watched six commercial banks, fourteen microfinance institutions, and three credit unions in Bamenda navigate a prolonged convergence of shocks: armed conflict in the Northwest and Southwest regions, the aftershocks of COVID-19, inflation, capital flight, and a youth population that represented both the greatest credit risk and the greatest market opportunity. Some institutions closed branches or surrendered their licenses. Some merely survived. And a few, against all expectations, grew their loan portfolios and reported positive returns.The difference was rarely the interest rate. It was rarely the core banking software. It was rarely the donor grant.The difference was culture. Specifically, _risk culture_: the shared assumptions, values, and behaviors about how risk is identified, discussed, and acted upon inside an institution when no supervisor from Yaoundé or COBAC is present.This book asks the question that kept me up at night during those five years: Does risk culture explain why some financial institutions in Bamenda remain profitable in crisis, while others do not The answer matters because Bamenda is not an outlier. I believe it is a preview. Cities across the Sahel, the Great Lakes, and other fragile and conflict-affected contexts face the same combination of insecurity, informality, and financial pressure. If I can understand how culture protects profitability here, maybe we can protect livelihoods in similar settings elsewhere. …

Taschenbuch. Condición: Neu. _The Effect of Risk Culture on the Profitability of Financial Institutions in Bamenda | Fondzenyuy Pamela | Taschenbuch | Englisch | 2026 | Smartworld Publishers | EAN 9798235072596 | Verantwortliche Person für die EU: Libri GmbH, Europaallee 1, 36244 Bad Hersfeld, gpsr[at]libri[dot]de | Anbieter: preigu Print on Demand. …