CFPA microfinance : social enterprise in transformation /
Over the last two decades, the Chinese Foundation for Poverty Alleviation's Microfinance Management Company (CFPA-MMC) has been transformed from a small microcredit project to a professional microfinance institute (MFI), and it is now in the process of establishing itself as an Internet-based f...
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| Main Authors: | , |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
London :
Renmin University,
2017.
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| Series: | SAGE business cases
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| Subjects: | |
| Online Access: | CONNECT |
MARC
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| 100 | 1 | |a Zhao, Meng, |d 1970- |e author. | |
| 245 | 1 | 0 | |a CFPA microfinance : |b social enterprise in transformation / |c Meng Zhao, Shuhao Guo. |
| 246 | 3 | |a Chinese Foundation for Poverty Alleviation microfinance | |
| 264 | 1 | |a London : |b Renmin University, |c 2017. | |
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| 500 | |a Originally Published InZhao, M., & Guo, S. (2017). CFPA Microfinance: Social Enterprise in Transformation. Beijing, China: Renmin University Business School. | ||
| 504 | |a Includes bibliographical references and index. | ||
| 520 | 8 | |a Over the last two decades, the Chinese Foundation for Poverty Alleviation's Microfinance Management Company (CFPA-MMC) has been transformed from a small microcredit project to a professional microfinance institute (MFI), and it is now in the process of establishing itself as an Internet-based financial company. CFPA-MMC is the largest and fastest-growing MFI in China that specializes in poverty alleviation and is a uniquely successful exemplar in China's social enterprise community. The case reviews CFPA-MMC's history, organizational transformation strategies, operational challenges, organizational structures, and management systems such as risk control, recruitment and training, and Internet-based finance. Students are introduced to social enterprises'-and particularly the MFI's-experiences in dealing with challenges specific to the social-political context in China. This case guides students to make decisions on several issues. First, how can a social enterprise strategically change its organizational structures and systems to achieve sustainable growth? Second, how can a social enterprise handle a legitimacy crisis and win stakeholder support? Third, how can a social enterprise effectively control risk and add value to clients by adopting IT technologies? Fourth, how can a social enterprise handle the tradeoff between organizational growth and social objectives? | |
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