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# by whoupvcflanges | 2019-09-10 10:24 | News | Comments(0)

In fact, there are somany names that officers can fall into the "blame game" deftly tagging everyone butthemselves with any responsibility for having "made the bad loan. Yet,depending on how the bank is organized, interdepartmental profit and loss statements andincentives may get in the way of early identification and action.A critical issue for banks facing workouts is getting the bad news to the top of the bank asquickly as possible, while there may be time for bank decisions to materially affect theoutcome. Trust, but verify.xiervalve. This helps to removethe conflict that arises due to pride of authorship and to career protection reflexes thatobstruct the necessary objectivity that workout decision makers should exercise. Failure to Prospect on a Regular BasisYou will be more likely to succeed if you have the "right" marketing plan, backed with "action. However, the adaptability of China UPVC COMPACT BALL VALVE Manufacturers corporations, theshifting value of collateral, and the changing nature of markets has continued to defythese efforts. Most any senior credit officer of a bank will agreethat a portfolio with no bad loans is a sign of missed opportunity. This banker calls on the customer, solicits business, analyzes credit,negotiates agreements, monitors progress, and may even become the workout officer,should the need arise. They often make assumptions that are not well connected with reality,primarily because they have not seen the collapse of such agreements when. Lack of Sales Skills90% of all mortgage originators have no "system for selling. Indeed, if they could do that, they would not make those loans, and there wouldbe no risk. The useof third party professionals may be helpful in spotting more than changes in collateral. However, they are analyzing therisk, and not predicting the outcome of the individual loans. No Referral Relationships/PartnersWhat actions are you taking to create new, or strengthen existing relationships?2. Banking is a businessthat makes its money by accepting prudent business risk.Let's take these issues one at a time. No Database Marketing StrategyTop producing originators have large databases of past, current, and future clients.Mechanical sensitivity testing can be done on assumptions, but a matured sense of whichvariables might move together, and just how far they might move is critical for doing itwell. (Build in processes that avoid big mistakes. Nothing (that I can't fix) is going on in the portfolio.3. For a reasonable cost it canreduce crime, but wiping out the last vestiges of crime are more expensive in theaggregate than picking up the pieces and repairing the damage of the crime that goesunprevented.Experience is often an expensive way to learn. However, the central theme isthat any stigma attached to bad loans will serve as a disincentive to recognize a loan as"bad" until all local remedies have been exhausted. The same trap lies in collateral valuation.ensure vigilance and may reduce the "temptation" for more creative accounting. The tremendous growth in assetbased lending is a good example of "trust but verify. This bogs down the necessary process for recovery. What they frequentlywitness is less experienced bankers lapsing into disbelief at these declines. It takes years to develop experience in judging cash flow projections, the"personalities" of the managers that produce them, and the characteristic patterns of morethan one industry.(2) Why are young account officers so unaware of the reality of bad loans?Younger officers are frequently frustrated at the resistance they encounter when trying topush for the acceptance of "creative loans. What is needed is rapidaction to determine the damage in the portfolio, and to identify accounts where timelyand decisive action can save the bank's resources and reputation.Account officers (whether individual or as members of various lending team activities)are responsible for determining the cash flow and debt capacity of the borrower, and alsofor structuring the debt to minimize the bank's loss potential. New account officers introduced into this process may beunequipped to analyze the impact of the various covenants and structural nuances of theagreements.Apart from the structure of the account officer function within the bank, the accountingtreatment of loans can have an impact on the workout process. Ask, is this really a loan that belongs at this risk rating, or shouldit be rated worse, and hence structured more conservatively?Principle 4: Teachbankers to understand and identify the factors that "precede" change in loan ratings. Whenthe cycle causes bad loans to rise quickly, senior bankers are always surprised at howunprepared the cadre of younger bankers are to deal with the pressures of a rapid declinein both cash flow and collateral values in their customer base.) November 19, 2012 - --- Top 5 Reasons Loan Officers Fail --- Sales Lead Guru Josh Conklin at mortgageleads.Let us look at the part of this problem that the account officers bring on themselves.5.Unfortunately, some banks witness something like a thermal inversion among thebankers: the younger bankers fall into denial, while the older ones are trying to snap themout of it. Ask the reallytough questions. We sometimes hear the phrase: "finders, minders, andgrinders" referring to the various job categories in this type of organization.Finally, it is worth making a comment about the real ability of an individual accountofficer to avoid making bad loans. Management may elect tolend at a level of risk where a certain "X%" of the loans will go bad during the nextbusiness downturn. "Vanilla" structures become more and more difficult to negotiate, asborrowers connect with each other and learn about the newest twists that they are able tonegotiate in the market. In an organization where accountofficers individually cover all of the bases, a bad loan may be reckoned to be anindividual failing. Compare the business resiliency of the prospective borrower withothers in the portfolio. The outcomes result from the new account officers working within flawedsystems. In the past several years, we have seen that artful CFOs can warp theirpresentation of historic cash flow through creative accounting, a number that waspreviously thought to be immune to tampering. the businessdownturn hits."4. Strong adherence to the bank's loan rating system can be a help in this area, butit is the changes in loan ratings that are important in identifying problems." Because this personalsafety valve may be too easy to activate, there may be no one with adequate incentive tofocus on the flagging borrower's problems and start the right processes within the bank. To get to the root of the problem, we need to prescribe medicine for both thefront line officer and bank management.).(2) What can be done about the problems?We started with a simple problem: How can we educate new officers to prevent themfrom making old mistakes? But, along the way, we find that it is not simply a new officerproblem. Requests for more moneyby ailing borrowers are championed for too long by officers in this type of system,because it prolongs the uncertainty, and pushes out the day of reckoning. It is still the individual officer's loan that hasgone sour. Better trainingand education regarding when to call independent advisors may help.Different Banks Have Different NeedsOfficers are trained and developed in banks according to how their banks plan to askthem to pursue their jobs. This may occur evenwhen bad loans abound in the economy. Bad loans do not necessarily mean bad account officers. Unfortunately, it is convenient for management to ignore this truth aboutlending, and blame the account officers for individual failings. One helpfulsafety valve in many banks is the practice of shifting workout loans to a special unit,away from the protective influence of those who wrote the loans. At the other end of the spectrum, the banks have fragmented thejob, creating a series of specialists. In an economy that fluctuates,the normal expectation is that there will be some percentage of loans in the portfolio thatgo bad." They are at the mercy of the buyer's system for buying, or not buying. Banks generally want to recruit and retain high quality bankofficers. Explaining that to the boardcan be uncomfortable compared with explaining the failings of the account officers.Principle 2:Changes in loan ratings need to be singled out and brought to the attention of seniormanagement early. These are both areas thatcall for judgment and experience.Experienced and confident officers in such a system may have no problem in signalingproblems and moving ahead with appropriate solutions. However, the officer must havea storehouse of organizational credibility, before even he or she can be that objective.Let's start at the top. Yetall boards understand that some normal level of losses will occur. Newer account officers aremore likely to opt for "going concern" types of valuations of collateral, ignoring orarguing against even looking at liquidation values. At one end of the spectrum, the relationship manager is a fullservice banker. This takes heat of themanagement decision to accept the aggregate "X%" losses. The issue is havingeveryone educated so as not to throw good money after bad.However, the denial and the infighting over credit quality, and the clash of officershoping that "things will get better" with credit decision makers convinced that many ofthe accounts must be written off, frequently get in the way of progress. The skeptical banker looks more diligentlyfor alternative sources of repayment and mechanisms for protection." Monthly collateral audits help toCopyright 2005, Board Resources, Division of Teamwork Technologies, Inc.Even the brightest and most analytical account officer will have to be a veteran of manycash flow predictions before gaining an understanding of their ability to disappoint. While it is clearly in the bank's interest to minimize the losses for a givenportfolio, Tightening the risk parameters too tightly cuts off more profit than risk. The account officers may be able to predict which loans might havea higher risk of failing, but they still will fall short of picking which individual loans willgo bad. If workout accounts areshifted to a separate unit, what happens to the profit/loss from that account? When theP&L impact stays with the originating group, they will be motivated to make good loans,but not necessarily to transfer bad loans to the workout section, where they can no longermanage the cost of contact with the customer. Again, officers who have beenthrough a recession have probably seen collateral values dramatically melt down in somemarket, and are more likely to be skeptical.Two questions have plagued bankers for years, how to train bankers, and how to havethem use the skills that they have been given through the training. (Ananalogy is a city government trying to wipe out crime." This is often symptomatic of the lack ofexperience of the younger officer colliding with the matured judgment of the older andmore experienced credit decision makers. This system gives strong incentive for officers to deny problems in theirportfolio.Factors that Precede Financial Indicators and Loan Rating Declines Ineffective managementLeaders without a realistic vision or planIndustry decline or shocksQuality problemsReputation issuesAggressive or new competitorsOperational problemsGrowth of a low return businessHigh management turnoverComplex financial structureUnproven business modelConflicts within management/ownership groupWeak accounting systems.Principle 1: Do not stigmatizeofficers with bad loans, unless there is a specific error that is found in what the officer didin making the loan.)A realistic, but uncommon way to understand the job of the bank account officer (orlending team as a whole) is as follows: The account officers can perform credit analysison the individual loans and customers in the portfolio. Do sensitivity analysis with meaningful changes in variables. Bad documents, or bad fundamental analysis may mean bad accountofficers. If acustomer does not like the offered loan structure, it may be that a competing bank willoffer one more conducive to the tastes of the borrower, and the bank may lose a viablecustomer.The big questions are: (1) What causes delays in recognition of bad loans and starting towork them out? (2) Why are young account officers so unaware of the reality of badloans? (3) What can be done to prevent it?(1) What causes delays in recognition of bad loans and starting to work them out?There is no simple answer to this question.Account officers should be taught: Be objective. Don't let pride of authorship of a loanstructure impede your ability to see when the customer can no longer live with thecovenants. The credit officers, though have arrived at thisstage because they have witnessed the melt down of collateral values and widespreadbusiness failures that can plague an entire industry when a recessionary downturn occurs.xiervalve.At the other end of the structural spectrum, in the land of the minders, finders, andgrinders, there is a whole roster of names connected with each credit. Cash flow analysis is only as good as the data thatgoes into it. Take the managementtime to distinguish, and then be clear about who is being put in the penalty box, and why. The problem comes from the interaction of anumber of factors, some structural, and some individual. Hold them accountable for what they can control and give them an atmospherewhere professional development includes learning, which allows the officer to makemistakes. to handle the needs of a complex banking relationshipwith the corporate customer. For decades, banks have tried to systematize these twoareas of judgment, to eliminate errors. Further, the process of determining debtcapacity relies on predicting cash flow, which relies on assumptions about the future.Principle 3:The cure in the account officer ranks is in training the pre-recession bankerto think like a post-recession banker. The skepticismmakes competing more difficult, as other banks may be willing to ignore some of thefundamentals, but it pays off in better control over losses going forward. No CredibilityConsumers and referral sources want to work with knowledgeable and reputable originators - clue, product knowledgeable is number one.Both types of banking organizations are subject to periodic bad loans, as the businesscycle intermittently punishes the business community for collective overcapacity. After all, the account officer "was responsible" for all aspects of theloan, so when it goes bad, the officer is an easy target for criticism.Loan structure is part of the competitive arena that bankers must learn to play in.
# by whoupvcflanges | 2019-09-02 12:58 | China Plastic Valves | Comments(0)