【正文】 下午 7時(shí) 17分 50秒 下午 7時(shí) 17分 19:17: M。 2023年 3月 下午 7時(shí) 17分 :17March 26, 2023 1業(yè)余生活要有意義，不要越軌。 :17:5019:17:50March 26, 2023 1意志堅(jiān)強(qiáng)的人能把世界放在手中像泥塊一樣任意揉捏。 19:17:5019:17:5019:17Sunday, March 26, 2023 1知人者智，自知者明。 19:17:5019:17:5019:173/26/2023 7:17:50 PM 1越是沒有本領(lǐng)的就越加自命不凡。 下午 7時(shí) 17分 50秒 下午 7時(shí) 17分 19:17: 楊柳散和風(fēng)，青山澹吾慮。 2023年 3月 下午 7時(shí) 17分 :17March 26, 2023 1少年十五二十時(shí)，步行奪得胡馬騎。 :17:5019:17:50March 26, 2023 1意志堅(jiān)強(qiáng)的人能把世界放在手中像泥塊一樣任意揉捏。 :17:5019:17Mar2326Mar23 1世間成事，不求其絕對(duì)圓滿，留一份不足，可得無(wú)限完美。 , March 26, 2023 很多事情努力了未必有結(jié)果，但是不努力卻什么改變也沒有。 2023年 3月 26日星期日 7時(shí) 17分 50秒 19:17:5026 March 2023 1做前，能夠環(huán)視四周；做時(shí)，你只能或者最好沿著以腳為起點(diǎn)的射線向前。 2023年 3月 26日星期日 下午 7時(shí) 17分 50秒 19:17: 1比不了得就不比，得不到的就不要。 19:17:5019:17:5019:17Sunday, March 26, 2023 1乍見翻疑夢(mèng)，相悲各問年。 19:17:5019:17:5019:173/26/2023 7:17:50 PM 1以我獨(dú)沈久，愧君相見頻。 1. Identifying problem loans 2. Working out the loan 3. Ending the relationship ? Problem loans are statistically inevitable ? All risk cannot be eliminated, rather it must be managed ? A Problem Loan is one where the borrower is unable or unwilling to repay the obligation and there is potential for partial or total loss to the bank 63 Credit Analysis Managing Problem Loans ?Early Warning Signals ?Delinquent Loan Payments ?Delayed financial information ?Change in deposit patterns, excesses and returned cheques ?Major differences in planned results versus actual ?Loss of borrower rapport poor munication ?Adverse information from the borrower’s petitors/customers ?Increase in inquiries from trade creditors ?Unusual business activities 64 Credit Analysis Managing Problem Loans ? Warning Signs continued ?Changes in Management ?Breaches of covenants ? Determine if these are temporary or permanent problems ? The Workout Plan ?Strengthen the bank’s position increasing collateral, additions to the pany’s capital base or refinancing ?Formulate a workout plan the borrower must develop a detailed action plan that is convincing and achievable 65 Credit Analysis Managing Problem Loans ?Shortterm pany initiatives (to suggest) ?Eliminate excess expenditures ?Dismiss ineffective people ?Add missing skills ?Reduce investment in fixed assets ?Scale down pany operations ?Secure cooperation of trade creditors ?Clarify type of bank support 66 Credit Analysis Managing Problem Loans Terminating the Loan ?Refinancing may be possible ?Enforce collateral security ?Review all documentation to ensure that the security can be enforced ?Choose how to enforce security and gain control of the assets ? Prospects are best if the banker moves quickly when the problem is first detected. 67 Credit Analysis Conclusion ?Managing credit risk is vital to the bank’s health. It is part art and part science. Banks which ignore credit analysis will do so at their peril 68 Credit Analysis 靜夜四無(wú)鄰，荒居舊業(yè)貧。 s )33 Credit Analysis Projected Financial Statements ? Approximate forecasts can be developed by applying the pany’s existing balance sheet and ine statement ratios to estimates of future sales volumes. ? Extend forecasts several years into the future Forecasted Ine Statements ? Are usually the starting point in developing a pro forma statement ? Many variables such as inventories account s receivables move closely with sales 34 Credit Analysis Projected Financial Statements ? Start with forecasting the estimated sales growth rate. Raw material costs, labour expenses and production supplies as a percentage of sales are forecasted to remain at current levels. ? Usually the balance sheet is more difficult to forecast than an ine statement ? Estimates are required and may not be related to a single key variable such as the sales figure 35 Credit Analysis Projected Financial Statements ? Accounts receivable and inventory are tied to sales ? Estimate the accounts receivable balance based on the past collection experience ? Estimate inventories based on the typical inventory levels. ? Estimate the planned purchase of new plant and equipment less depreciation ? Accounts payable forecast should incorporate the pany’s planned purchases of raw materials and its payment practices 36 Credit Analysis Projected Financial Statements ? Cash and Notes payable should be adjusted to balance both sides of the balance sheet. Cash account is set at an amount that the pany believes to be a reasonable working balance. ? Once the cash account is forecasted, the bank loan payable can be calculated to find the amount that makes the balance sheet balance. This is known as the “plug” figure. ?This balancing figure represents the client’s funding requirement to support the forecasted level of assets. 37 Credit Analysis Projected Financial Statements ? Forecasts should be constructed with different basic assumptions. Sensitivity analysis could test the following: 1. Slowdown in the collection of accounts receivable 2. Decline in inventory turnover rate 3. Unanticipated expansion of fixed assets 4. Higher expenses than planned 5. Lower sales levels than predicted 6. Trade creditors demanding faster payment 38 Credit Analysis Identifying NonBank Sources of Financing Three broad sources of funds are available to the firm: 1. Funds generated by the firm by increasing the working A. Shorten credit terms and increase the quality of customers receiving credit (use better screening). B. Reduce pany inventory levels and slow payment of account payables (where possible) C. Improve financial planning cash flow budgeting 39 Credit Analysis Identifying NonBank Sources of Financing 2. External business sources ?Personal Assets ?Friends, family and employees “l(fā)ove money” ?Informal Investors private individuals ?Factoring a firm that acts as