collecting using exit data 2014

8/10/2019 Collecting Using Exit Data 2014

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http://www.smartcampaign.org/


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COLLECTING AND USING EXIT SURVEY DATA

1 The Social Performance Task Force offers aresource called Technical Assistance Providers inResponsible Finance(http://sptf.info/resources/ta-providers), a database of professionals who canprovide technical assistance in one or more areas ofresponsible finance, in critical areas such as clientprotection and social performance management.The database is constructed from self-reporteddata, and provides information on each personsexperience, references, and contact information.

STEP 2

Design the Survey

Select questions for survey.When choosing questions for

the pilot survey, aim to strike abalance between simplicity anddepth. Survey questions must besimple enough for field staff to askaccurately and for clients to answereasily. At the same time, the surveyshould attempt to uncover specificissues that lead to client exit, sothat management can address thesein the future.

To begin, generate a list ofquestions based on the experienceof client-facing staff. Interview area/

regional and branch managers, alongwith senior field staff, asking themto identify common reasons thatclients exit the institution, alongwith important research questionsthat might be answered usingdirect client feedback (e.g., Whydo clients miss group meetings?Do clients understand the newinsurance product?)

In addition to gathering inputfrom staff, study examples fromother institutions (see Annexes2and 3) and consider whetheryour institution could benefit fromexpert assistance from a consultantexperienced in survey design.1

When deciding on the final listof pilot survey questions, be sure toinclude questions on:

Identifying information (clientname, branch, etc.)Length of tenure with theinstitution

Most recent product(s)/service(s)(e.g., last loan amount, lastsavings deposit)Most recent business and relatedinformation (e.g., type, asset value,start-up costs)

Factors leading to exit related to:The institutionThe businessThe familyExternal factors(e.g., illness, relocation)

Other clientsQuality and appropriateness ofproducts and delivery mechanismsQuality of service delivery/clienttreatmentCurrent economic situation (e.g.,no business, formal employment)

In addition to the standard questionareas above, you may want to gatherinformation on a current issue orresearch question. These questionsmay change over time and can be

added or removed from the survey.Use them to fills gaps in yourinstitutions existing knowledge abouthow clients experience your products,services, and employees. Examplesof such questions include:

How has the drought affectedyour agricultural business?Did your loan officer miss groupmeetings on a regular basis?How many other loans outstandingdo you have with other lenders?

How far did you have to travel toreach your nearest branch office?Finally, review the list of questions forlength. Exit interviews should not lastlonger than one hour, and in manycases, clients may prefer to spend lessthan an hour in the interview. Whenpiloting the tool (see Step 3), checkthat the length is not excessive.

Select survey methodology.Surveymethodology refers to how yourinstitution will collect the exitclient data. Your institution shoulddetermine the following elementsof the survey methodology:

How to select interviewersHow to select clients for interviews(sample selection)How to interview clientsHow to record client responsesHow to follow-up when necessary

Each of these methodology issuesis discussed below.

How to select interviewers.Mostinstitutions either use loan officers

or specialized market research staffto conduct exit interviews, andsome institutions use external firmsto conduct a time-bound series ofinterviews. There are positives andnegatives associated with each ofthese options, and your institutionschoice will largely depend on yourhuman resources (availability, skills),and your budget (ability to trainexisting staff or hire new staffor external researchers). Table 1(page 7)presents some of the positivesand negatives associated withthese three options, and additionalconsiderations to take into accountfor each option. Regardless of whichoption(s) your institution chooses,ensure that the interviewers havethe ability to put intervieweesat ease during the interview.
http://sptf.info/resources/ta-providershttp://sptf.info/resources/ta-providershttp://sptf.info/resources/ta-providershttp://sptf.info/resources/ta-providers


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THE SMART CAMPAIGN6

How to select clients for interviews.It is impractical to attempt tointerview all exit clients. Instead, aimto capture a representative sampleof exit clients. Instruct staff to seekinterviews with clients within onemonth of exit, so that client recall ismore accurate and clients are easierto locate. From these clients, staffshould select clients that have variedexperiences with the institution.The sample should include clients:

From the portfolios of variousloan officers/field agentsWho used different types ofproductsWith long/short tenures withthe institutionWho left voluntarily (e.g., didnot take a subsequent loan) andthose who were denied services(e.g., defaulted)

How to interview clients.In orderto capture the best client sample,interviewers should be willing tointerview clients in a variety of

settings, and should not expect clientsto come to a branch location. Instructinterviewers on how to make clientscomfortable sharing candid responses.Such techniques include:

Explaining that the purpose of the

conversation is to learn and addressproblems, not to investigate theclients intentions or shortcomingsEnsuring client confidentiality oranonymity (as applicable)Avoiding going through the survey aa questionnaire. Instead, it should beas natural as possible, allowing theclient to lead the conversation.

Instruct interviewers to be very familiawith the survey tool before beginning

to minimize disruptions to the flowof conversation caused by reviewingthe list of questions. In addition,interviewers should probe deeper intoareas that may be of particular interestto the institution, asking follow upquestions to gather additional detailfrom the client (see Box 2).

How to record client responses.Create a standard survey templatethat allows interviewers to easilyrecord client responses during theinterview. Most institutions provideinterviewers with a paper form thats/he fills in during or directly afterthe interview. Alternatively, someinterviewers record responses ontoa laptop computer or handheld device.These should only be used if they donot make clients feel uneasy duringthe conversation and if the interviewhas the clients permission.

As interviews are oftenconversational, interviewers may need

to spend additional time recordingimportant details after the interview hended. Instruct interviewers to take thtime directly after the interview, whilethe conversation is easy to remember.

After the interview, paper formsshould be transferred to an electronicdatabase that includes standard fields(e.g., branch location) as well as openfields for the interviewer to provide

BOX 2

Using open-ended and closed-ended questionsto uncover reasons for exit

Consider using a combination of closed-ended questions (the clientchooses from a list of possible answer choices) and open-ended questions(the client is not provided with a list of answer choices) when askingabout factors leading up to client exit.

Closed-ended questions allow the institution to easily categorizethe type of client exit and examine trends over time. For example,you might ask: In the six months leading up to exit, did your business:1) Grow, 2) Stay the same, or 3) Diminish?

Open-ended questions allow the institution to gather rich detail onthe clients experience and nuanced information about his/her reasonsfor exit. For example, you might ask: Why do you think that your groupmembers urged you not to take a subsequent loan?

Open-ended questions are more difficult to record, code, and analyze,

so staff should be well trained in the survey methodology and analysis.


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TABLE 1

Options for who will conduct exit interviews

PERSONNEL

Loan officers

(or equivalent)

Specialized market

research staff

External firm

POSITIVES

Typically the least expensiveoptionMore efficient as staff knowwhich clients have exited and

where/how to find them

Have the time and expertise

necessary to perform thisfunctionAre not associated with aparticular branch or portfolio,

so clients may feel more

comfortable

Same points as specialized

market research staffHighest level of interviewexpertise

NEGATIVES

May not report negativeclient responses about self or

colleaguesMay not have the necessarytime and skillsClients may not feel comfortablesharing openly about problems

Will need loan officers to assist

in locating clients

May be seen as auditors by fieldstaff and treated with resistance

Typically the most expensive

optionWill need internal staff toidentify and locate exit clients

May be seen as auditors by fieldstaff and treated with resistance

ADDITIONAL CONSIDERATIONS

Provide additional trainingon interviewing skills, use

of the tool, etc.Consider prohibiting loanofficers from interviewing

clients from their ownportfolioEnsure loan officers have timefor this function, or reduce

other responsibilities

Explain their purpose to

other field staff

Create an efficient system foridentifying/locating exit clientsIdentify opportunities tointegrate the results of exit

interviews with other market

research such as client

satisfaction surveys

Same points as specializedmarket research staffMay be an appropriate optionin the beginning but consider

moving to in-house staff

over time


details on the clients response.The database should allow theinstitution to transmit the interviewsbetween offices (e.g., from the field toheadquarters) and to aggregate and

analyze client responses.

How to follow-up when necessary.Some exit client interviews willuncover issues that require immediatefollow-up. Such cases includeproblems with particular staff (e.g.,client harassment, fraud), problemswith particular clients (e.g., theft,lying, harassment), or legitimate

mistakes on the part of the client orthe institution (e.g., the client did notmean to close her savings accountand would like to reopen it, or theinstitution approved a subsequent

loan but a clerical error canceled it).Interviewers should clearlyunderstand the process for relayingsuch cases to managers for follow-up. Instruct interviewers on thetypes of cases that require followup providing specific examples aswell as a timeline for reporting theseand which specific staff should receivethe client information.


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THE SMART CAMPAIGN8

STEP 3

Pilot the Survey

Train staff on using the survey.Before training staff on the use of the

tool, ensure that they are clear onthe purpose (see Step 1). Staff shouldunderstand why the tool is beingintroduced and how the institutionwill use it to improve operationsand products. Make it clear thatwhile the tool may be used as a riskmanagement measure, it is not astaff performance evaluation tool.Emphasizing this fact will increase thelikelihood that staff will not be afraidto accurately record client responses,even when those responses reflect

poorly on the branch.In addition to explaining the

tool objectives, train staff on how touse the tool, including each of thefive topics listed under Select surveymethodology(Step 2).

Pilot the survey with clients.Choose asmall number of branches/locations topilot the tool. You may want to selectbranches in different geographic areas,with varying degrees of performance(well/poorly performing), and thathave different product offerings(where applicable). This will allowyou to make modifications to the toolso that it applies to varying types ofbranches and clients.

Instruct staff on how to recordtheir observations about the tooland client reactions so that they cangive feedback on the pilot. Organizediscussions with pilot staff after aperiod of time (at least three months)to gather this feedback. In addition,

analyze the survey results as well asthe quality of the responses, lookingfor potential gaps in staff knowledgeabout how to use the tool.

STEP 4

Roll Out the Survey

Modify the survey based onpilot findings.Based on follow-up

discussions with pilot staff, as wellas the results of the pilot surveys,identify shortcomings in the tool.Consider the following questions,which focus on improving theusefulness of client exit data formanagement decision-making:

Did the survey responses provideus with a clear picture of howexiting clients experienced ourproducts/services/staff and theirreasons for exit?

Did the survey responses provide

us with actionableinformation?Can responses be used to generateideas for improving products,services, operations, etc.?Can responses be used to generatemarket research topics (e.g., whyinsurance uptake is low) that wecan then explore using additionalresearch techniques (e.g., clientfocus groups)?How did clients respond to

the survey questions and themethodology used? Did they providehonest and detailed information?How accurately did staff recordand analyze the information?

Based on the answers to thesequestions, make necessarymodifications to the tool and themethodology.

Roll out the survey.After makingmodifications, roll out the survey to

the entire institution. Follow the samesteps as discussed above includingtraining staff and informing clients.


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produce two types of analysis foreach survey question: 1) a full list ofresponses, and 2) response trends. Forexample, the analysis might produce alist of 14 different reasons for business

failure, but should also demonstratethe top five most common reasons.As another example, the analysismight show that 22 percent ofclients complained about field officerincompetence during the interview,and these clients provided eightdifferent complaints.

As part of producing a full list ofresponses, analysts will likely need tocode client responses. For example, if136 clients answered the open-endedquestion What was the start-up costfor your business? analysts mightcode individual responses using thecodes < $50; $50$200; $201$400;>$400. Choose codes that produceuseful information and allow analyststo generate reports that are easy formanagement to interpret.

Management-driven analysis.Onceanalysts have produced the full list ofresponses as well as the trend analysisfor each survey question, management

should provide guidance on furtheranalysis and reporting. Exit interviewstypically produce large amounts of

data, and management is unlikelyto find the raw data useful. Table 2(page 10)demonstrates sampleresearch questions asked bymanagement, as well as the data

analysis necessary to provideinsight into the question.

Use data for management decisions.The ultimate purpose of a client exitsurvey is to glean information fromclients that can be used to improveproducts and operations.

Reporting.After data analysts haveproduced the type of informationthat management needs to answerimportant research questions(see Table 2), the informationshould be presented to managementand where applicable, the boardof directors. Your institution shoulddecide the form that this reporttakes, the frequency it is produced,and the information included inthe report. For example, managementmay want the information in a2-page report as part of a quarterlypacket of meeting materials, theymay want more frequent updates

on particular issues important tooperations (e.g., a monthly reporton exit survey responses from

STEP 5

Use Survey Data

Analyze exit data.There are manyways to analyze a data set, and your

institution may need assistance withsome of the technical aspects of dataanalysis, especially as you are gettingstarted. The data analysis techniquespresented in this section focus ondata analysis for decision making,responding to the Smart Campaigncertification standard: the FI usesclient feedback to inform productdevelopment and improve existingproducts (see Annex 1).

Aggregate the data.Data analysis

begins at the point of aggregatingexit data received from individualinterviews. The aggregation processwill vary according to the size andcapacity of your institution, but willlikely include the following steps:

1. Data is transferred from hardcopy into electronic form. Typically,this is the responsibility of theinterview staff.

2. Individual interviews aretransferred to the staff responsiblefor aggregating the data. For example,field staff may send all interviewresults as an email attachmentat the end of the month, or mayenter data into a shared databaseon an ongoing basis.

3. Data analysts clean and aggregatethe data using a database designedfor this purpose.

Coding responses.To begin analysison the aggregate data, managementmay want data analysis staff to

Look for ways to augment survey data with otherclient information. Exit data alone may not besufficient to make conclusive decisions, but combining

exit survey findings with other information providesa more complete picture of the client experience.


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TABLE 2

Examples of how to analyze data according to research questions

RESEARCH QUESTION FOR DECISION MAKING

What are the primary

reasons for business

failure among exit clients?

Are loan repayment schedules

problematic for clients?

Among clients who do not

renew their insurance policy

(exit), was the insurance

policy well-understood?

RELEVANT DATA ANALYSIS

The percentage of exit clients reportingbusiness failure as a reason for exitThe top 35 reasons for business failure(using codes for responses)Business failure by tenure, businesstype, and loan productOf clients reporting the top reasons forbusiness failure, a list of other commonly-

present factors (e.g. Of clients reporting failure

from selling on credit, over half also reported

lack of knowledge about booking procedures)

Of exit clients with unpaid loans, thepercentage who mentioned problems

with repaymentOf these, the percentage that reporteddifficulty repaying on scheduleOf these, the reasons given for the difficulty(e.g., seasonal business)Reported business type by reportedloan product type (to demonstrate

potential mismatch between product

types and hence, repayment

schedules and business types)

Data available from the MIS:Overall renewal rate on the insuranceproduct (data available from the MIS)Of all non-renewal clients, the percentagethat made a claim when their policy

was active (data available from the MIS)

Data available from the survey

of exit insurance clients:The percentage that report they madea claim when their policy was active

Of those, the percentage whose claimwas deniedThe percentage that can recall receivinga verbal product explanationThe percentage that can recall receivingwritten product informationThe percentage that report lowunderstanding of the product

THE SMART CAMPAIGN10

a very poorly-performing branch),or some other form. Consider whenand how management will usethe information, and structure thereporting accordingly.

Decision-making.If the exit surveytool and data analysis has beenwell managed until this point, yourmanagement team should haveaccess to valuable data that is readyfor discussion. Table 3uses thesame research questions in Table 2,demonstrating how the data canbe used to answer those questions(findings) and to make operationaland product improvements (decisions).

Aim to discuss client exitdata at least twice a year, if not

quarterly. As your field staffbecomes accustomed to integratingexit interviews into their dailyresponsibilities, and managementbecomes more adept at interpretingthe results of the analysis, you mayfind that exit data is one of yourmost valuable sources of client input.

Finally, look for ways to augmentexit survey data with other clientinformation including portfolioand demographic informationfrom the institutions managementinformation system and additionalmarket research gathered fromfocus groups, client interviews andother methods. Exit data alone maynot be sufficient to make conclusivedecisions, but combining exit surveyfindings with other informationprovides a more complete pictureof the client experience.


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TABLE 3

Using exit data to inform product design and improve operations

RESEARCH QUESTION

What are the

primary reasons

for business failure

among exit clients?

Are loan repayment

schedules problematic

for clients?

Among clients who

do not renew their

insurance policy (exit),

was the insurance

policy well-understood?

FINDINGS

35% of exit clients report some type ofbusiness failure as contributing to their exit.The top three reasons provided are: 1) Neededadditional capital and could not get it, 2) Sold

goods on credit to customers and did not

recover amount owed, 3) Profits were not

reinvested in the business due to family needs.Over half of business failures occurred amongnew clients (tenure less than one year)Of clients reporting failure from selling on credit,over half also reported lack of knowledge about

bookkeeping procedures

Of exit clients with unpaid loans, 85% mentionedproblems with repaymentOf these, 70% reported difficulty repayingon scheduleOf this group, the top two reasons providedwere: 1) the business is seasonal but

repayments are monthly, 2) family demands

subverted repaymentsData on loan use shows that at least 25% ofexit clients used small business loans for

agricultural activities

Data available from the MIS:Overall renewal rate on the insuranceproduct is 37%Of all non-renewal clients, 12% madea claim when their policy was activeOf these, over half were denied

Data available from the survey

of exit insurance clients:4% report they made a claim when theirpolicy was active

56% can recall receiving a verbal productexplanation38% can recall receiving written productinformation75% exhibit low understanding of the product

DECISIONS

Management will work to prevent exit due

to business failure in the following ways:Investigate further the need for larger loansizes and consider changes to the credit limits

used by credit committeesProvide financial education to small businessowners, including the topics of selling on credit

and bookkeepingIncreased monitoring of loan utilization amongfirst-year clients

Management will address the problem of

exit due to repayment problems by:Increasing the time devoted to the discussionof repayment schedules during client orientationImproving staff training on how to matchclients with the most appropriate loan productDeveloping a pilot agricultural loan product totest among rural clients

Management will work to increase the

renewal rate of the insurance product by:Commissioning an external evaluation of clientdemand for different product featuresMonitoring how the product is explained toclients and what materials are made available to

clients, and adjusting staff training accordinglyIncreasing the time devoted to productexplanation during the policy sales process

COLLECTING AND USING EXIT SURVEY DATA 1


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PART 2

The exit survey toolHow to introduce yourself andthe discussion most important:put the client at ease!

Introduce yourselfExplain that the client is not inany troubleExplain that you would like to findout more about her experience withMicroLoan, both good and bad, sothat we can improve experiencesfor other clients in futureExplain that nothing she says willbe told to any member of staff thatshe may mentionAsk the client if she is happy toproceed with the discussion. Explainthat she can choose to stop thediscussion at any time and that

will not be a problemExplain that the discussion willtake around one hour, and askher if that is ok with herYou may want to start with ageneral chat about whatever subjects(not related to the questions below)that you feel are appropriate to relaxthe client

Client choice

Exit discussions must be done

on clients who exited no morethan 1 month before the dateof the interviewChoose clients from a rangeof different LOs; if 2 LOs werecovered in the last visit then coverdifferent LOs this time. Prioritizeclients from LOs who have beenexperiencing problemsChoose clients from groups withboth HIGH PAR and LOW PARChoose clients on differentloan cyclesChoose clients with differentloan amounts (i.e. relatively largefor the cycle and relatively small)

Section 1. Identifying Information

Interviewer name

Client nameGroup reference

Branch

Loan Officer name

Date of discussion

Date of exit

Loan product

Loan cycle number at exit

Section 2. Quality of Service Delivery

QUESTIONS AND QUALITATIVE ANSWERS QUANTITATIVE ANSWERS

(ENTER INTO QUALITATIVE REPORT TEMPLATE) (ENTER INTO DATABASE)

1 In the last loan cycle did the LO ATTENDED MEETINGS (if LO didloan officer (LO) attend every meeting not attend 12 times then still countthat he/she was meant to? as attended)

LO DID NOT ATTEND MEETINGS(if LO did not attend more than 2 timescount as did not attend)

2 If no, how frequently was he/she absent in the last loan cycle?

3 In the last loan cycle did the loan LO ON TIME TO MEETINGS (if LO wasofficer (LO) attend every meeting on late 12 times then still count as on time)time as agreed with the group?

LO NOT ON TIME TO MEETINGS (if LO latemore than 2 times count as not on time)

4 If no, how often was he/she late in the last loan cycle? How late was he/she?

5 Can you remember the most recent repayment meeting that you attended?

6 Did your loan officer talk to you about _______ [training topic] which involved_______ [training activities]. [see guidance]

7 How many training sessions did your EVERY REPAYMENT MEETINGgroup receive in the last loan cycle? NOT EVERY REPAYMENT MEETING

NO TRAINING AT ALL

8 When you and the group have problems do you know about phoning MicroLoanFoundation on the customer hotlinefor assistance?

9 [If they do know about the hotline andhave had problems, ask:] Have you used thehotline? Were you happy with the service?

10 If you havent used it are thereany reasons for this?


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Section 3. Problems with Repayments and Supportiveness

QUESTIONS AND QUALITATIVE ANSWERS QUANTITATIVE ANSWERS(ENTER INTO QUALITATIVE REPORT TEMPLATE) (ENTER INTO DATABASE)

11 In the last year have you experienced any difficulties raising money for repayment?Even if you successfully repaid but struggled

to get the money we would like to know.[If client answers no probe to find out ifthis is actually the case.]

12 Have you had to make any sacrifices or Negative coping strategy: YES/NOhad any negative impacts in the last yearconnected to you having to repay your loan?

13 What was this? [PROBE for as manyanswers and as many details about eachanswer as possible. This could includebut is not limited to:Reduce quality/quantity of foodReduce educationHad to work more than usualHad to postpone important expensesDeplete financial savings

Had to borrow anew to repaySell or pawn assetsHad assets seized by othersUsed family/friends support to repaySuffered from shame or insultsFelt threatened/harassed by peers,family or loan officerSuffered psychological stress yourselfor in your marriage]

14 How frequently did this happen? [repeatthis question for each separate incident]

15 How acceptable was this to you? [repeatthis question for each separate incident]

16 Have you experienced any problems at home that contributed to your repaymentproblems? [These could be problems suchas hunger due to seasonality, illness, death,natural disaster, job loss etc.]

17 What do your family say about you taking a loan from MicroLoan?

18 Have you experienced any problems with your business that contributedto your repayment problems? [Thesecould be problems such as seasonality,theft, not being able to access stock,few customers etc.]

19 How would you describe the frequency of the repayment problems? [probe to findout if was difficult to make repaymentsthroughout the whole cycle, or whetherit was easy to start with and then got moredifficult towards the end, or if it was justa one off repayment problem that affectedthe rest of the cycle, etc.]

You should circle yes:If any one event happened frequentlyin the last year (more than 3 times) ORIf any one or more event was said to benot acceptableORIf any of the following serious eventstook place even if they were notfrequent or said to be acceptable:

Had to sell or pawn assets

Had assets seized by othersSuffered from shame or insultsFelt threatened/harassed by group,family, loan officerSuffered psychological stress herselfor in the marriage


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Section 3. Problems with Repayments and Supportiveness (continued)


20 Can you tell me what your business set up costs were?

21 Can you tell me how much you would % of loan used on one full restockingspend on restocking your business? [Get plus set up costsan idea of what one full restocking sessionwould total: this should include all separateitems and costs related to the business, evenif some items are restocked more frequentlyand some less frequently. Do not base thecalculation on a fortnightly restocking unlessthis is the clients one full restocking session]

22 [If the client did not use all of the loan for restocking ask:] I can see that you have usedX on your business in restocking and yourloan is Y. What did you use the remainingamount for?

23 In the last loan cycle have you had any YES OTHER FORMAL LOANother loans? [probe: this could be informal YES OTHER INFORMAL LOANloans like caterpillar loans or loans NO OTHER LOAN OF ANY DESCRIPTIONfrom family, or formal like loans fromanother MFI]

24 What kind of loan was it?

25 How did your group respond when VERY SUPPORTIVE (e.g. long-termyou, or someone else in the group, support like group running business)experienced problems?

SOMEWHAT SUPPORTIVE (e.g. shortsupport like repaying for client)

NOT SUPPORTIVE (e.g. not willing torepay for client, forcing client to sell

assets, exerting any kind of pressureclient feels is unacceptable)

N/A NO PROBLEMS IN GROUP

26 When you or any member of your group had a problem making a repaymentdid the LO know about?


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Section 3. Problems with Repayments and Supportiveness (continued)


27 When you or any member of your group LO supportiveness:had a problem making a repaymenthow did your loan officer (LO) respond? LO SUPPORTIVE (e.g. understands

[probe: ask for specific examples of problems and/or facilitates groupincidents. Emphasize that the LO will to be long-term supportive and/or nonot find out what the client has told you] unacceptable collections practices)

LO SOMEWHAT SUPPORTIVE(e.g. minimal attempt to understandproblems and/or facilitates group repaybut not long-term supportiveness and/orno unacceptable collections practices)

LO NOT SUPPORTIVE (e.g. no attemptmade to understand problems and/ordoes not facilitate supportive group and/or unacceptable collections practices)


Unacceptable collections practices:

NO UNACCEPTABLE COLLECTIONSPRACTICES

ONE OR MORE INSTANCES OFUNACCEPTABLE COLLECTIONSPRACTICES (e.g. where the Code ofEthics appropriate collections practicesguidelines not followed)


28 [Only ask this question if there are cases NOT FREQUENT

of unacceptable collections:] In the last yearhow frequently did this happen? [repeat FREQUENT(more than 3 times;this question for each separate incident add up all the incidents)of unacceptable collections practices]

NO UNACCEPTABLE COLLECTIONS



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Section 4. Client Feedback Questions

QUESTIONS AND QUALITATIVE ANSWERS(ENTER INTO QUALITATIVE REPORT TEMPLATE) ANSWERS (ENTER INTO DATABASE)

29 Since leaving MicroLoan do you still run your business?

30 If no, why not?

31 What do you think about MicroLoans policies and procedures? [probe]

32 How does MicroLoan compare to other MFIs that you know about?

33 What are the positive things about MicroLoan?

34 What are the negative things about MicroLoan?

35 What do you think about MicroLoans interest rates?

36 What do you think about MicroLoans savings?

37 Have you accessed your savings from the group savings account in the last 12months? [other than when the client exited]

38 What did you use your savings for? If you did not access your savings [other thanwhen the client exited] why was this?

39 Other issues/comments from the client:


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Section 2. Reason(s) the Client Exited

Script:We want to know why you left Fonkoze.Please think about the reasons you left. What

you say in this interview is confidential. Thisinterview wont take a long time and weappreciate any feedback you can provide.

A. Overall reasons for exit

A1.Why did you leave Fonkoze? Whathappened to you? (If the client says she istaking a break ask her why).

A2.Who advised you to leave Fonkoze?(Choose one)

1. Myself

2. A family member/friend

3. The Group

4. Fonkoze 5. My partner

6. Other (who)

A3.Why did they give you this advice?

B. Problems with the credit program

B.What is the biggest problem youhad with the credit program?

1. The loan amount was too big

or too small. 2. The loan repayment periodwas too short.

3. The interest rate is too high.

4. It took too long to get a new loan.

5. I signed for the loan but neverreceived it.

6. I took credit from another institution.

7. I didnt like my repayment schedule.

8. I didnt have any problems.

9. Other (please specify)

C. Problems with the credit center

C.What was the biggest problem youhad with your credit center?

1. The credit agent always arrivedlate to our center meetings.

2. Too many meetings.

3. The second meeting in the monthwas not useful.

4. I had problems with the center chief.

5. The center was poorly organized.

6. The center put too much pressureon me when I wasnt able to pay.

7. The center didnt meet regularly.



D. Problems with the solidarity group

D.Did problems with your solidarity groupcontribute to your exit from Fonkoze?

1. I didnt want to be responsiblefor paying for others.

2. Other members didnt respect me.

4. I couldnt trust my group members.

3. I gave the group leader my repaymentand she didnt pay it.

5. Other members didnt respect theprinciple of solidarity.

6. I didnt have problems.


E. Problems with the businessChoose only one response for questions E1 to E3.

E1.Type of commerce

1. Walking around

2. Sitting

3. In the same place every day

E2.I normally sell

1. In several marketplaces

2 At my house

3. In one marketplace

E3.I buy stock

1. Every day

2. Every week

3. Every month

E4.What happened with your businessthat led to you leave Fonkoze?

1. I dont have enough money forthe business now.

2. I dont have stock.

3. I had the possibility to takea larger loan.

4. My business is seasonal.

5. I sold goods on credit.

6. My stock was stolen.

7. I lost the money on my own.

8. I didnt have a problem.


E5.During the past 6 months,did your business?

1. Grow a lot

2. Grew a little

3. Stay the same

4. Diminished

5. Diminished a lot

E6.What do you think you need

to increase your profit?F. Problems in the household

F1.How did your relationship with yourpartner (husband) change during the timethat you were a client of Fonkoze?

1. It improved.

2. It got a little better.

3. It stayed the same.

4. It got a little worse.

5. It got worse.

6. I dont have a partner.


21/21

F2.How much support did you havefrom your partner (husband), regardingyour participation in Fonkoze?

1. A lot of support

2. A little support

3. I didnt have support 4. I dont have a partner

F3.Did your participation give youmore power in your relationship?

1. Yes, more power

2. It stayed the same

3. No, less power

G. Personal reasons for exit

G.What personal problems did youhave, which led you to leave Fonkoze ?

1. I lost my money.

2. I was pregnant/had a small baby.

3. I wanted to take a little break.

4. I moved away from the area.

5. Death or illness in the family



H. Loan utilization

H.What did you do with your mostrecent loan from Fonkoze? (Choose as manyas apply)

1. Invested in my business

2. Saved it

3. Bought food

4. Bought medicine/paid for a funeral

5. Made changes to my business

6. Paid school fees


I. Benefits to the client

I1.How did your loan from Fonkoze helpyour family? (Choose as many as apply)

1. I bought more and better food.

2. I paid school fees for my children. 3. I bought clothing.

4. I made repairs to my home.

5. I bought furniture, kitchen wares,and/or household goods.

6. I invested more in my business(more merchandise).

7. I paid for health care or a funeral.

8. The loan didnt help my family.


I2.Of the responses below, which bestdescribes your experience in repaying your

last loan? (Select one)

1. I had difficulty paying.

2. I had some difficulty paying.

3. I paid easily.

I3.How did you reimburse your last loan?

I4.Overall, which of the responses belowbest describes what credit did for you?

1. It benefited me a lot.

2. It benefited me a little. 3. Credit was very difficult forme to manage.

4. It didnt benefit me at all.

What should Fonkoze do to makethe program better?

Interviewer observations

collecting using exit data 2014

Documents