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Pursuing Efficiency While Maintaining Outreach : Bank Privatization in Tanzania

ACCESS TO BANKING ACCESS TO BANKING SERVICES ACCESS TO FINANCIAL SERVICES ACCESS TO SERVICES ACCOUNTING AGRICULTURAL BANK ASSET ALLOCATION ASSET PORTFOLIO ATMS BALANCE SHEET BALANCE SHEETS BANK BRANCHES BANK DEPOSITS BANK LENDING BANK MERGERS BANK OF TANZANIA BANK PORTFOLIO BANK PRIVATIZATION BANK REGULATION BANKING ASSETS BANKING SECTOR BANKING SECTOR ASSETS BANKING SECTOR STABILITY BANKING SECTORS BANKING SERVICES BANKING SYSTEM BANKING SYSTEMS BANKS BID BIDS BIG BANK BRANCH NETWORK BRANCH NETWORKS BUSINESS PLAN BUYER BUYERS CAPACITY BUILDING CHANGES IN OWNERSHIP CHECKS COLLATERAL COMMERCIAL BANK COMMERCIAL BANKS COMMUNITY BANK COMPETITOR BANKS CONTRACT MANAGEMENT CONTRIBUTIONS COOPERATIVE BANK CORPORATE GOVERNANCE CREDIBILITY CREDIT COOPERATIVES CREDIT GROWTH CREDIT RATINGS CREDIT RISK CROSS-BORDER BANKING DEPENDENT DEPOSIT DEPOSITORS DEPOSITS DEVELOPING COUNTRIES DEVELOPMENT BANK DOMESTIC BANK DOMESTIC BANKS DONOR FUNDING DUMMY VARIABLE DUMMY VARIABLES EARNINGS ECONOMIC CRISIS ECONOMIC LIBERALIZATION ECONOMIC POLICIES EMERGING ECONOMIES EMERGING MARKETS ENABLING ENVIRONMENT ENTREPRENEURS EXPATRIATES FINANCE CORPORATION FINANCIAL DATA FINANCIAL DEVELOPMENT FINANCIAL INSTITUTIONS FINANCIAL INTERMEDIATION FINANCIAL SECTOR FINANCIAL SECTOR DEVELOPMENT FINANCIAL SECTOR REFORMS FINANCIAL SERVICES FINANCIAL SUPPORT FISCAL DEFICITS FOREIGN BANK FOREIGN BANKS FOREIGN ENTRY FOREIGN INVESTOR FOREIGN OWNERSHIP GLOBALIZATION GOVERNMENT BANKS GOVERNMENT OWNERSHIP GOVERNMENT SECURITIES GROUP OF BANKS HOLDING HOLDING COMPANY INCOME INCOME STATEMENT INFLATION INFLATION RATES INTEREST RATES INTERESTED PARTIES INTERNATIONAL BANK INTERNATIONAL FINANCE INVESTING INVESTMENT CLIMATE LABOR UNIONS LOAN LOAN AMOUNTS LOAN DEFAULT LOAN DEFAULT RATES LOAN PORTFOLIO LOAN PORTFOLIOS LOSS-MAKING MACROECONOMIC STABILITY MACROECONOMIC STABILIZATION MANDATE MANDATES MARKET SHARE MERGER MICRO-LOANS MICROFINANCE MICROFINANCE LOANS MONEY TRANSFER NATIONAL BANK NEGOTIATION NEGOTIATIONS NEW ENTRANTS NON-PERFORMING LOAN NON-PERFORMING LOANS NPL NUMBER OF BANKS ORIGINAL CONTRACT OTHER ASSETS OUTREACH PAYMENT DISCIPLINE PAYMENTS SYSTEM PORTFOLIO QUALITY PRIVATE BANKING PRIVATE BANKS PRIVATE CAPITAL PRIVATE INVESTOR PRIVATE INVESTORS PRIVATIZATIONS PROBABILITIES PROBABILITY PRODUCTIVITY PROFITABILITY PRUDENTIAL REGULATION PUBLIC BANKS RAPID GROWTH RECAPITALIZATION REPAYMENT REPAYMENT RATES RESTRUCTURING PLAN RETURN RETURN ON ASSETS RETURNS SALE SALES SAVINGS SENIOR SHARE OF ASSETS SHARE OF GOVERNMENT SECURITIES SHAREHOLDER SHAREHOLDERS SMALL BANK SMALL BANKS SMALL BUSINESS SMALL BUSINESS LENDING STATE BANK STATE BANKS STOCK EXCHANGE STOCK MARKET STRATEGIC INVESTOR STRUCTURAL ADJUSTMENT SUPERVISION OF BANKS TRAINING COURSES TRANSACTION TREASURY TREASURY OPERATIONS UNEMPLOYMENT URBAN BANK
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Washington, DC: World Bank
Africa | Tanzania
2012-05-22T21:52:56Z | 2012-05-22T21:52:56Z | 2008-12

Profitability improvements after the privatization of a large state-owned bank might come at the expense of reduced access to financial services for some groups, especially the rural poor. The privatization of Tanzania's National Bank of Commerce provides a unique episode for studying this issue. The bank was split into the "new" National Bank of Commerce, a commercial bank that assumed most of the original bank's assets and liabilities, and the National Microfinance Bank, which assumed most of the branch network and the mandate to foster access to financial services. The new National Bank of Commerce's profitability and portfolio quality improved although credit growth was slow, in line with privatization experiences in other developing countries. Finding a buyer for the National Microfinance Bank proved very difficult, although after years under contract management by private banking consultants, Rabobank of the Netherlands emerged as a purchaser. Profitability has since improved and lending has slowly grown, while the share of non-performing loans remains low.

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