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Microfinance Consolidation - Wagane Diouf
The document discusses Mecene Investment, an African private equity firm focused on socially responsible investments. Mecene seeks to support businesses that provide opportunities for informal sector entrepreneurs to grow sustainably while delivering high financial returns to investors. It has had success investing in microfinance institutions through its AfriCap Microfinance Fund and AfriCap Microfinance Investment Company. The microfinance industry in Africa remains underdeveloped relative to demand due to market fragmentation and a lack of consolidation. Mecene aims to address this by aggregating portfolio companies to create regional players with leveraged exits.
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Microfinance Consolidation - Wagane Diouf
- 1. The Consolidation Imperativein Africa World Microfinance Forum Geneva October 1-2, 2008
- 2. Introduction to MeceneInvestment State of Microfinance in Africa Globalization of Microfinance The Consolidation imperative
- 3. Mecene Investment –African Fund Manager Vision • Mecene Investment is a leading African Private Equity Advisory company specialized in socially and environmental responsible investments • Our vision is to mobilize capital so as to support businesses that provide the informal sector entrepreneur the means to achieve growth and sustainability , while delivering high Financial Returns to our investors. • We selects companies with a competent management team and enhances their value by providing them with Capital, Relationships, Technical Assistance, Management Consulting and Financial Advise • Mecene Investment attracts and retains creative, high-energy individuals passionate about making an impact and achieving success through a positive contribution to the African Continent
- 4. Approach to privateequity Create value by building strong relationships with local management teams, and by actively participating to the definition of the company’s strategic direction and governance. NETWORK ACTIVE GOVERNANCE PORTFOLIO TECHNICAL ASSISTANCE FINANCIAL ADVISORY COMPANY CAPITAL STRATEGIC CONSULTING
- 5. Private Equity ValueCreation Model Mecene Investment‘s preferred route to liquidity is to aggregate portfolio companies into regional players and a seek a leveraged exit. 100 90 80 70 60 50 40 Value Creation 30 20 10 Base 0 Purchase Value Buy cheaper Drive Debt- P/E Growth Exit Value Earnings Leveraged and Exit Growth Growth
- 6. Mecene fund activities Portfolio companies Equity Participation AfriCap Mecene Mecene Mecene Islamic Microfinance Fintech Africa Microfinance Microfinance Microfinance Investment TA Facility Debt Fund 2009 Plus Fund 2010 Fund 2010 Company Fund Advisory Agreements Mecene Investment
- 7. Expanding Microfinance Mecene leveragesits core competence in Social investment in Africa to expand its industry focus is sectors adjacent to the Core Microfinance Banking Services Analysis of company “types” relative to traditional Microfinance High Islamic Microfinance Traditional Microfinance Although Islamic Microfinance, Housing and Insurance target the similar customers (the Shared Costs informal entrepreneur of Housing Africa) they do not have Micro- Financing like cost bases – in other Leasing words they are adjacencies to the “core” Micro Insurance Low Shared Customers High
- 8. AfriCap Fund performance AfriCapMicrofinance Fund Summary 2007 2007 USD % Committed capital • Mecene Investment managed Total committed 13 724 311 100 AfriCap Microfinance Fund Total capital calls 13 138 231 95.7 (AMF) from 2002 to 2007. In 2007, Mecene raised a $50 Total distribution 19 777 144 144.1 million fund named AfriCap Net IRR 15.2% Microfinance Investment company (AMIC) • AMF achieved a great deal of IRR success with investments in 15.2 companies such as Equity Bank in Kenya which became the first private MFI to list on a stock exchange
- 9. AfriCap Social Impact In2012, Mecene expects its current and former investees to disperse loans to 1.8 million borrowers, 17% of the total African microfinance market 12% 15% 17% 17% 17% 2008 2009 2010 2011 2012 Mecene Investment Outreach: Borrowers 607,480 901,143 1,227,431 1,484,570 1,785,024 Africa Total Borrowers 5,003,549 6,004,259 7,205,111 8,646,133 10,375,359 Mecene Investment Percentage of Total 12% 15% 17% 17% 17%
- 10. AfriCap Social Impact In2012, Mecene expects its current and former investees to serve 9 million depositors, or 33% of the total African Microfinance market 22% 28% 32% 33% 33% Mecene Investment Outreach: Borrowers 2,864,647 4,439,577 6,109,974 7,466,242 9,077,064 Africa Total Borrowers 13,112,607 15,735,128 18,882,153 22,658,584 27,190,301 Mecene Investment Percentage of Total 22% 28% 32% 33% 33%
- 11. AfriCap Investment Company Duringthe first year following its recapitalization, Mecene has built an impressive portfolio of microfinance companies that constitutes a good basis for developing an exit strategy. In addition to core microfinance banking companies, Mecene is building a portfolio of insurance and leasing companies in West and Central Africa Portfolio Summary as at Q1 2008 Mecene footprint Q3 2008 Date of Stage of Current initial initial Type of owner- Cost of Company name Country investment investment investment ship % investment Unquoted companies Socremo Mozambique Dec 05 Transform Ordinary shares 16.3 620 000 UTB Sierra Leone Aug 06 Expansion Equity 0 1 006 000 QFI Egypt Jun 06 Start-up Equity 0 600 000 WWBG Ghana Jun 06 Expansion Ordinary shares 30 1,576, 087 CAP Microfinance Senegal Mar 06 Early stage Ordinary shares 50 50 000 Access Madagascar Madagascar Nov 06 Start-up Ordinary shares 16.8 545 000 OIBM Malawi Oct 06 Expansion Ordinary shares 19.8 840 160 Socremo – Loan Mozambique Jan 07 Expansion Loan 0 1 000 000 WIzzit South Africa Jun 07 Expansion Ordinary shares 11.1 1 401 620 Wizzit (R-Qubed) South Africa Jun 07 Expansion Ordinary shares 9.7 350 405 Susu Microfinance Nigeria Aug 07 Start-up Ordinary shares 30 1 200 000 FERLO S.A. Senegal Sep 07 Start-up Ordinary shares 34 368 529 Portfolio Confirmed Pipeline Afrique Emergence Cote d’Ioire Mar 08 Start-up Convertible loan 20 300 000 SOFIPE Bourkina Mar 08 Starup Equity 26% 1,150,718 ASUSU Niger May 08 Expansion Convertible Loan 1,600,000 La Regionale Cameroon June 08 Expansion Equity 25% 2,100,000 Tujijenge Tanzania Jul 08 Exapansion Convertible Loan 800,000 Total 9 657 801
- 12. Fund Summary Item Description % Fund Capital USD '000 Committed Capital 42,011 Fund Value Generation (000’s U$D) Total Funds available for Drawdown 42,011 100% Total Drawdowns 26,931 64% $45,000 Total remaining available for Drawdowns 15,080 36% $40,000 Investment Income 145 0% $35,000 Cummulative Distributions - 0% $30,000 Fund Value $25,000 Fair Value of Portfolio 18,372 $20,000 Total Other assets / liabilities 6,326 $15,000 Total Net Asset Value 24,698 $10,000 Metrics $5,000 Net Fund IRR -15.1% $0 Operating expenses / Committed Capital 4.5% (mnth 8 2008) Committed Total Drawdowns Value Generated Capital (Distributions + NAV) Multiples to Investors Distribution to paid-in Capital 0.00 x Residual value to paid-in-capital 0.92 x Total Value to Paid in Capital 0.92 x Portfolio Investments / Commitments Total Invested in Portfolio Companies 15,509 Additional Commitments / Follow on Investments 5,585 Pipeline Opportunities 13,745 Total allocated to Investments / Opportunities 34,839
- 13. Mecene team The coreteam has extensive experience in Private Equity, Investment Banking, Financial Management and Management Consulting. This established and experienced team brings Mecene an enormous competitive advantage. Wagane Diouf Peter Gachuba Blaise Henry Tiam Managing Partner Partner Partner 5 years experience with AfriCap, 14 10 experience in investment Blaise has an extensive experience and an years senior management experience banking, corporate finance and outstanding track record in Private Equity in Fortune 1000 firms and startups financial advisory services through Investment in Africa. Prior to joining worldwide in Information Technology, his tenure at CDC Kenya, Kestrel Mecene, he spent 6 years as Investment Healthcare and Financial Services. Capital, Co-operative Bank of Kenya Officer for CININVEST, a Central African and First Africa. Private Equity Fund based in Cameroon. . Hubert Hourizene Samuel Mathole Jay Kloppenberg Partner, CFO TSF Mgr Associate 10 years experience in financial Samuel started his banking career in Prior to joining Mecene, Jay worked at management. Before joining AfriCap, 1986 with CBZ Bank Limited Later, McKinsey & Co. in South Africa and in the Hubert’s was Project Officer for the he joined Metropolitan Bank of United States, advising CEOs and upper- Regional Office of Southern Africa at Zimbabwe as Assistant General management figures across industries in Manager, Finance. He then joined matters of growth strategy, M&A, and AMSCO. Prior to that, Hubert was the Head Vulindlela, a Microfinance Consulting Financial Control & Reporting at Standard operations. Jay holds a Bachelor of Arts Firm in South Africa. Chartered Bank in Ivory Coast. degree summa cum laude from Amherst College, in the US with Phi Beta Kappa honors. Jay is fluent in English and French.
- 14. Introduction to MeceneInvestment State of Microfinance in Africa Globalization of Microfinance The Consolidation imperative
- 15. Size and growthof microfinance globally The global microfinance market is large and growing… % CAGR in Microfinance from 2004 to 2006 Africa Although difficult to ascertain exact Asia size of the market… 125 E. Europe Latin America – “~$23 billion outstanding to 52 million people” – Financial Times” - Financial Times – “ $20-$30 billion” – Damian von Stauffenberg – “..today’s $17 billion” – S&P …there is still significant room for growth… – “at least $250 billion” – S&P – “demand for sustainable 0 financial services among the Total assets Total equity Loan portfolio No of borrowers low income groups estimated at $300 billion” – J PMorgan Average 73% 48% 80% 36% Projections 32% 27% 36% 15% to 2011 Source: Rhyne and Busch, The Growth of Commercial Microfinance, September 2006. Results based on analysis of 71 MFIs
- 16. Supply and demand Despitethe growth, the demand for microfinance services still far outstrips the supply Demand and service gap in microfinance Millions of working poor Not serviced 500 Serviced by AFIs* 440 350 The supply / 295 demand “gap” remains the 250 greatest in Africa. 190 There is both a need and demand for the support of Microfinance 60 55 40 0 India China SEA SS E. Europe/ Nigeria Middle Africa Central East/ N Asia Africa Service gap 70% 83% 48% 90% 80% 96% 78% *AFIs (Alternative Financial Institutions) have social objectives and target clients below the level of commercial banks, even though they also serve the non-poor. They include MFIs, Co-ops, Credit unions, Banks (i.e.broader than just MFIs)
- 17. Africa is agrowth market Africa is a promising market for Microfinance. The growth is fueled by the continent’s large population of informal sector players and an average economic growth rate of 5% per year. The microfinance market is estimated at $30 billion. The market is underserved and growing at a compounded annual growth rate of 47%. African institutions are mostly unsustainable, but the time to sustainability is decreasing substantially. The growth is in turn driving demand for equity and debt funding FSS African MFIs Time to sustainability by date of establishment % Yrs 100 15 13 Total Asset CAGR Non FSS 9 47% 50 7.5 4 FSS 0 0 2003 2006 1980s Early 90s Late 90s Source: MicroBanking Bulletin (2005), MIX Market, McKinsey Analysis
- 18. Africa is agrowth market The market for microfinance services in Africa is at its infancy. Given the large portion of the informal sector in the African economies, the demand for microfinance services is very large. Unlike Latin America and Asia the microfinance industry is relatively recent. Therefore, the majority of institutions are still NGOs that are barely profitable and serve a small number of clients. This state of affairs makes Africa a particularly attractive market for microfinance. As indicated in the chart below Africa is one of the markets where the unmet demand is the largest. The continent is now poised for accelerated growth with democratic systems taking hold in most of the countries and the progressive microfinance regulatory frameworks are now in place across the continent. Demand and service gap in microfinance Millions of working poor Not serviced 500 Serviced by AFIs* 440 350 The supply / 295 demand “gap” remains the 250 greatest in Africa. 190 There is both a need and demand for the support of 60 55 Microfinance 40 0 India China SEA SS E. Europe/ Nigeria Middle Africa Central East/ N Asia Africa Service gap 70% 83% 48% 90% 80% 96% 78% *AFIs (Alternative Financial Institutions) have social objectives and target client below the level of commercial banks, even though they also serve the non-poor. They include MFIs, Co-ops, Credit unions, Banks (i.e.broader than just MFIs) Source: McKinsey analysis, World Bank; United Nations; CGAP Occasional Paper #8 (2004)
- 19. Africa is afragmented market Despite a high demand and fast growing industry, African microfinance is inefficient due to the fragmentation of the market and the absence of economies of scale. In the end, microfinance services do not reach those who need them and when they do, their pricing is exorbitant. Return on equity Profitability of African MFIs by Institution size (2006) % % 10 7.1 5 4.5 5 3.9 5 1 0 0 -2 -2 -5 -3.9 -5 -5.2 -10 -6.9 -10 -8 2004 2005 2006 Africa Avg res of world Operating efficiency -15 -14 % 40 36 Small (<10 000 Medium (10 Large (>30 000 33 30 27 borrowers) 000 to 30 000 borrowers) 23 21 borrowers) 19 20 10 0 African MFIs are, as a whole, significantly less profitable, 2004 2005 2006 driven by higher operating costs and a lack of efficiency. Source: Mix Market MFI Benchmarks 2004, 2005, 2006 Inefficiencies are linked to institution size
- 20. MICROFINANCE IN AFRICA Profitability As a whole, African MFIs are significantly less profitable than those of the rest of the world Africa Return on assets Return on equity Avg res of world % % 3 10 2.1 7.1 1.4 4.5 3.9 1.5 0.7 5 0 0 -1.5 -1.1 -5 -3.9 -5.2 2004 -2.2 2005 2006 -2.4 -6.9 -3 -10 2004 2005 2006 Financial self sustainability % 120 111 110 105 98 100 90 91 80 60 40 20 What is driving the lack of profitability? 0 2004 2005 2006 Source: Mix Market MFI Benchmarks 2004, 2005, 2006
- 21. MICROFINANCE IN AFRICA Driversof profitability Whilst generating somewhat equitable top line and yield on portfolio… Africa Avg res of world Yield on gross portfolio Financial revenue / assets % % 30 29 30 27 25 24 25 24 25 22 25 22 22 23 20 21 20 20 15 15 10 10 5 5 0 0 2004 2005 2006 2004 2005 2006 Source: Mix Market MFI Benchmarks 2004, 2005, 2006
- 22. MICROFINANCE IN AFRICA Driversof profitability … profits are drained by high operating costs and a high risk client profile Africa Avg res of world Total expenses / assets Operating efficiency % % 30 27 29 40 36 25 24 24 33 25 21 30 27 20 23 21 19 15 20 10 10 5 0 0 2004 2005 2006 2004 2005 2006 Write off ratio % 2 1.9 1.9 1.5 1.5 1.2 1.2 0.9 1 Probably explained by poor infrastructure, highly dispersed 0.5 population, lack of technology 0 and a fragmented industry 2004 2005 2006 Source: Mix Market MFI Benchmarks 2004, 2005, 2006
- 23. MICROFINANCE IN AFRICA Profitability Itis clearly apparent that size does matter and that scale is a major driver of profitability Operating expenses Financial expenses Expenses by size (as % of assets) Efficiency / productivity by size % Borrowers/staff Operating efficiency, % 150 Operating 145 50 30 efficiency 126 25 40 96 20 100 20 30 14 20 50 10 7 Borrowers / 6 10 4 staff 0 0 0 Small Medium Large Small Medium Large Institutions at scale are able to generate the necessary efficiencies to drive operating costs downwards. They also appear to have access to cheaper sources of financing Source: Mix Market MFI Benchmarks 2006, Mecene analysis *Note: Small <10,000 Borrowers, Medium: 10,000 to 30,000 Borrowers, Large: >30,000 Borrowers
- 24. Introduction to MeceneInvestment State of Microfinance in Africa Globalization of Microfinance The Consolidation imperative
- 25. Unlevelled playing field Inrecent years, the competitive landscape has changed dramatically. The small players are now facing competition from a new breed of competitors. Commercial Banks are aggressively pursuing entry into Microfinance, Networks such as Accion, MIcroCred, Advans and FINCA are expanding rapidly in Africa. Furthermore new global players such as BRAC and ASA are making an entry into the African market The new competitive dynamic is threatening the very existence of local African microfinance companies who unfortunately have a scale and cost of capital disadvantage. To make matters worst, most of the debt and equity capital goes to the larger global players further exacerbating the gap between local and international players. Additionally, the new international players have consulting groups which they use for capacity building New MFI Entrants Regional Expansions Partnerships Commercial banks • Experienced and scale • Existing MFIs are • Existing MFIs seeking • Local commercial banks international players looking at ways to ways to build scale are have taken note of the who wish to gain a expand their current entering into strategic MFI offering and are foothold in Africa operations across their partnerships examining ways to regions address the low-income • The following players • E.g. Ecobank / Accion market are entering the market: • E.g. Equity Bank who BRAC, ASA, Advans, recently raised $180M • E.g. Absa’s new AccessBAnk, MicroCred for African expansion productive lending scheme
- 26. OPTIONS Grouped vs. individual Thebenefits afforded by the consolidation of investments must be outweigh to the new costs required to manage / service the network Increased liquidity Shared Costs Increased Revenues Accelerated Scaling options • Management Information • Market Research • The benefits of scale • The scale and scope Systems are clear afforded by the ‘grouped’ • Tailored Products investments will enable • Marketing and Branding • Access to shared • Value Propositions liquidity options that would services / infrastructure • Product Development otherwise not have existed • Pricing Optimisation will help institutions (e.g. international listings) • Risk Management grow to scale - Techniques becoming more financially sustainable in • Treasury / Liquidity a short period of time Management • Access to lower cost capital The whole must be greater than the sum of the parts!
- 27. Introduction to MeceneInvestment State of Microfinance in Africa Globalization of Microfinance The Consolidation imperative
- 28. OPTIONS Quantifying consolidation benefits Inquantification of the benefits, it is clear that scale is a driver of efficiency. However one of the major operating costs of MFIs is distribution – a cost that can not be shared when consolidating across countries % of total assets 25 21.8 Provisions 20 16.8 16.8 Admin 15.2 It is more difficult 15 to directly quantify 10 increased Personnel Other revenues and availability of Distribution 5 new liquidity options Financial 0 Small-Med Large FSS Pre Post FSSI MFI MFI consolidation consolidation Scale benefits: >20% Consolidation benefits: ~10% Source: Mix Market MFI Benchmarks 2006, Mecene Investee Financials and Mecene analysis
- 29. Vision for Africanmicrofinance The challenge… The African Microfinance industry is maturing and competitive pressures are increasing. Microfinance Institutions and networks need to look for ways to remain competitive and sustainable. The key lever will be cost reduction Microfinance is a branded channel to the informal sector and holds a great deal of potential. However scale and branding is key to achieving the benefits Meeting the challenge together… Consolidation is the natural industry progression. By coming together institutions can build the requisite scale, lowering their operational costs and their cost of capital. An operational Holding company with shared services and infrastructure is the ideal mechanism to achieve this And then some… In addition to providing a sustainable means to compete, consolidation provides a route to liquidity. By listing the entity, existing investors / shareholders can extract their value and new investors attain access to a diversified Microfinance asset. In addition it enables the company to raise lower-cost sources of capital for expansion (e.g. possible to leverage against the equity)