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6-2013
Te Birth of Dunia (B): Time To Actively Start
Lending?
Swee Liang Tan
Singapore Management University, sltan@smu.edu.sg
Kevin Sproule
sproule@gmail.com
Venkataraman S N
Singapore Management University, snvenkat@smu.edu.sg
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Citation
Tan, Swee Liang; Sproule, Kevin; and S N, Venkataraman. Te Birth of Dunia (B): Time To Actively Start Lending?. (2013). Case
Collection.
Available at: htp://ink.library.smu.edu.sg/cases_coll_all/47




SMU-12-0005B



This case was written by Professor Tan Swee Liang, Kevin Sproule and S. Venkataramanan at the Singapore
Management University. The case
intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised
certain names and other identifying information to pro

Copyright 2013, Tan Swee Liang, Kevin Sproule and S. Venkataramanan


THE BIRTH OF DUNIA (B
LENDING?

It was not without long nights and
business on September 29,
beginning to chief risk officer (CRO) Raman Krishnan. After all, opening the doo
on the lights seemed straightforward when compared to underwriting millions of dollars in
loans during a time of unprecedented

On April 16, 2009, Krishnan
2009. Given the macro-economic indicators,
they did. Dunia had just finished its second full quarter of operation
cautiously optimistic about the early returns. He thought about the collapse of Lehman Brothers
on September 15, 2008, and the financial crisis that had persisted worldwide. Despite this crisis
Dunia was lending and people were paying.
some signs that troubled Krishnan. The number of people that had left the U
Emirates altogether and defaulted on their loans
prices had plummeted. The
fallen 31% since the Lehman Brothers

The challenge that confronted Krishnan
companys money. Dunia
need to accelerate. At the end of 2008
it had over ten dollars sitting in the bank
growth targets set out in its
more and expand its portfolio quickly.

Krishnan was preparing hi
scrutinised in great detail.
review to be conducted with all of
Kakar, felt a critical component of operating the young business in
review of even the most fundamental components of the business. To facilitate this
management team was to
real loan applications, and
on their feedback, lessons learned
loan approving officers. Krishnan
thinking about what underwriting decision he would make on each one.

As he went through the list
macro strategy for risk would also have implications on the loan approvals he had in front of
him. Similarly he knew that
company strategy. While the

1
As measured by the S&P500 Index
Google Finance, http://www.google.com/finance?cid=626307
This case was written by Professor Tan Swee Liang, Kevin Sproule and S. Venkataramanan at the Singapore
The case was prepared solely to provide material for class discussion. The authors do not
intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised
identifying information to protect confidentiality.
Copyright 2013, Tan Swee Liang, Kevin Sproule and S. Venkataramanan
HE BIRTH OF DUNIA (B): TIME TO ACTIVELY START
It was not without long nights and some hard decisions, but Dunia opened
29, 2008. As big as the decision to launch was, it seemed like just the
fficer (CRO) Raman Krishnan. After all, opening the doo
on the lights seemed straightforward when compared to underwriting millions of dollars in
unprecedented uncertainty in the midst of a worldwide financial crisis
Krishnan received the preliminary financial report for the first quarter of
economic indicators, he did not expect the numbers to look as good as
they did. Dunia had just finished its second full quarter of operation,
cautiously optimistic about the early returns. He thought about the collapse of Lehman Brothers
and the financial crisis that had persisted worldwide. Despite this crisis
Dunia was lending and people were paying. But not everything was positive
some signs that troubled Krishnan. The number of people that had left the U
altogether and defaulted on their loans with the banking system
prices had plummeted. The global economy was getting worse, and the U
% since the Lehman Brothers collapse.
1

confronted Krishnan was how to begin loaning the vast majority of the
companys money. Dunia had been extremely cautious with its first loans, but the pace would
need to accelerate. At the end of 2008, for every dollar the company had underwritten in a loa
ten dollars sitting in the bank available for lending. To make money
its investment plan to shareholders, Dunia would need to lend much
portfolio quickly.
Krishnan was preparing his risk report for the boards approval, and he knew it would be
He also had a more immediate priority, which was
with all of the top Dunia management. The CEO of Dunia, Rajeev
Kakar, felt a critical component of operating the young business in such uncertain times
review of even the most fundamental components of the business. To facilitate this
to kick off the meeting by offering their own independent
and stating whether they would approve them and for how much.
lessons learned would be collated and communicated to the sales team and
Krishnan began analysing the 30 loan entries in full detail
thinking about what underwriting decision he would make on each one.
As he went through the list, he knew that the two ideas were linked. His decision about the
macro strategy for risk would also have implications on the loan approvals he had in front of
him. Similarly he knew that the approval of a loan would have to match
While the financial plans approved by the board of directors envisaged an

As measured by the S&P500 Index Value on September 5, 2008 (1,242.31) compared to the value on April 9, 2009 (856.56)
http://www.google.com/finance?cid=626307, accessed December 2012.

This case was written by Professor Tan Swee Liang, Kevin Sproule and S. Venkataramanan at the Singapore
was prepared solely to provide material for class discussion. The authors do not
intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised
Version: 2013-05-10
START
opened its first branch for
2008. As big as the decision to launch was, it seemed like just the
fficer (CRO) Raman Krishnan. After all, opening the doors and turning
on the lights seemed straightforward when compared to underwriting millions of dollars in
in the midst of a worldwide financial crisis.
the preliminary financial report for the first quarter of
he did not expect the numbers to look as good as
, and Krishnan was
cautiously optimistic about the early returns. He thought about the collapse of Lehman Brothers
and the financial crisis that had persisted worldwide. Despite this crisis,
ot everything was positive, and there were
some signs that troubled Krishnan. The number of people that had left the United Arab
with the banking system had increased. Oil
economy was getting worse, and the U.S. stock market had
was how to begin loaning the vast majority of the
first loans, but the pace would
had underwritten in a loan,
. To make money and meet the
would need to lend much
and he knew it would be
which was a sample portfolio
top Dunia management. The CEO of Dunia, Rajeev
such uncertain times was a
review of even the most fundamental components of the business. To facilitate this, the senior
own independent assessment of
whether they would approve them and for how much. Based
would be collated and communicated to the sales team and
full detail, and started
he knew that the two ideas were linked. His decision about the
macro strategy for risk would also have implications on the loan approvals he had in front of
f a loan would have to match Dunias overall
irectors envisaged an
Value on September 5, 2008 (1,242.31) compared to the value on April 9, 2009 (856.56)

SMU-12-0005B Dunia (B): Time to Actively Start Lending?


2/16
aggressive ramp-up of lending, Krishnan would have to tell the companys management what
risk they could take on in a predictable fashion, and how to appropriately price that risk and
all this would be at a time when risk had become completely unpredictable.


The economy in the UAE after Lehman Brothers

After the collapse of Lehman Brothers in September 2008, the confidence in capital markets
around the world was shaken. The UAE economy was largely based on tourism and oil, both of
which were slowing. The price of a barrel of oil had already fallen from over US$100 in
September 2008 to US$52 in April 2009.
2


However, despite the external pressures, the overall outlook on the UAE was more positive
than many other countries. Growth rates were forecast in the mid-3% range, which was down
about 2% from 2008, but still above the negative growth rates forecasted in many developed
economies.
3
The central bank had infused significant capital into the financial markets and had
taken steps to mitigate the financial crisis from coming to the UAE. Headlines from the local
finance periodical Moneyworks, read UAE Property Market Starting to Stabilise: Landmark
Advisory and Markets Show Signs of Recovery. However, the internal view was that while
the worst might be over, the UAE was not yet in recovery mode.


Dunia gets started

The first branch opened as scheduled on September 29, 2008, in Abu Dhabi. The Hamdan
branch was located in central Abu Dhabi near a crowded Emirates grocery store. The branch
reflected the distribution strategy of Dunia. First, every customer would be met at the door by a
dedicated greeter. Once the greeter assessed the nature of the visit, he or she would get the
appropriate customer relation manager, or set the customer up with the general services counter
for matters like cash withdrawals or bill payments. Each centre was equipped to handle a
variety of questions, and it was opened during convenient hours to allow for customers to get
there when it fit their schedule.

The central Dunia contact centre had also come together nicely. The centre was staffed to
handle any customer call or email 24 hours a day. Dunia wanted to ensure that a customer
could always get an answer to his or her question. Potential customers were also reached in a
variety of ways. Ad campaigns and solicitations were taken out in newspapers, TV, internet,
and mobile phones. The customer had multiple channels to reach Dunia and that was driven
from day one. There were also plans to expand beyond the first branch within the next 12-18
months.

Dunias reaction to the Lehman collapse

The Lehman collapse made headlines worldwide in September 2008. The fall of a 158-year-old
finance company sent shockwaves around the world and made the idea of worldwide recession
even more plausible. Dunia was launched 14 days later and had to change course. Its unique
value proposition and go-to-market strategy were challenged. After presenting its ideas to the
board, it did launch, but not without taking some steps to mitigate potential risk, and setting an
adequate price for the risk they were assuming.


2
The Intercontinental Exchanges Brent Crude Oil stood at US$101.30 on September 10 2008 and US51.72 on April 16 2009. The
Intercontinental Exchange, ICE Brent Index, https://www.theice.com/marketdata/reports/ReportCenter.shtml, accessed
December 2012.
3
IMF Statistics, UAE, April 2012, http://www.imf.org/external/pubs/ft/scr/2012/cr12136.pdf, accessed December 2012.

SMU-12-0005B Dunia (B): Time to Actively Start Lending?


3/16
Specifically Dunia changed its strategy in regard to loaning to the lowest income segment,
Dunia Money, by raising the minimum monthly qualifying income over two times. It also
raised the interest rates it charged on its loans (refer to Exhibit 1 for market segment interest
rates). The company then lowered the overall value of each loan to reduce the exposure to a
single customer (refer to Exhibit 2 for average loan size). Additional documentation was
requested prior to the loans being approved. Dunia also restricted lending to certain industries
which it viewed as high risk (refer to Exhibit 3 for risk response by Dunia).

However, as a consequence to the increased stringency in guidelines, by the end of the first few
months, Dunia had only underwritten loans to the tune of about 10% of its total equity, which
meant it had a lot more lending to do. Each instance of credit tightening was reducing the size
of the target market - resulting in lower sales than planned. Apart from the balance sheet impact
of the reduced volumes versus original plan, this was causing real frustration amongst the sales
teams.

Approving the first loan

Dunia wrote its first check shortly after the Hamdan branch opened. First a customer would fill
in the comprehensive application. This required significant background on the potential
applicant. The application collected the customers name and resident status, current employer
and existing liability information. It also collected information about home country resident
status for those who were expatriates (refer to Exhibit 4 for a copy of the application form).
This form required supporting documentation and was designed to ensure the validity of the
information on the form.


Working without a credit bureau

On-us versus off-us behaviour

A central tenet of the Dunia strategy was the successful deployment of analytics, which was
used to provide excellent customer service. Krishnan realised that analytics tools were very
useful to his risk team, as they were critical to understanding the interplay between risk,
revenue and response. As he commented:

My unit is the biggest consumer of analytics. So what are the main uses? There is flexible
MIS [Management Information Systems] and reporting, they facilitate rapid cross selling,
effective portfolio management based on early indicators and then the three Rs: risk
revenue and response. It is not just about risk management, but about managing risk,
revenue and response. And obviously none of this is a substitute for sound judgment.

The analytics tools would facilitate a customer level risk profile, which was especially
important considering the lack of a comprehensive credit bureau in the UAE. Analytics proved
so central that Dunia structured its product offering to support gathering critical customer
information. Krishnan remarked on the effort to provide data to the analytics team:

While most financial institutions would launch a credit card many years after launch,
Dunia launched its credit card almost immediately after launch. Now what does this do?
It provides a very powerful tool to understand on us behaviour more than just loan
payment behaviour. For a loan, what is the behaviour? Did the customer pay or not? If
the customer paid, did he pay on time or did he pay late? Whereas on a credit card, the
behaviour of a customer can be a lot more than that. Its utilization, velocity of utilization,
how fast did customers ramp up their card, what kind of merchants did they spend with,
what are their repayment ratios, are they transactors or revolvers? If customers are
revolvers, are they paying exactly the minimum at 5% or are they paying 50% or 80%?

SMU-12-0005B Dunia (B): Time to Actively Start Lending?


4/16
Are you a cash user or not, and if you are a cash user, are you a consistent cash user?
There is a whole lot of information sitting in there, which you can use for your
behavioural analysis.

When credit card and loan data were merged, Krishnan hoped to have a clear picture of a
customer and his or her credit worthiness.

He felt this was critical as the analytics would feed into other parts of the business. For example,
analytics also provided a way to reward the customer. With spending behaviour, Dunia would
analyse the credit history of customers and extend higher credit limits where appropriate. This
provided a strong incentive to many of the target Dunia customers as they got more access to
credit for sound payment history. Analytics also fed the call centre operations. With an
effective analytics-based view of the customer, the company would be able to offer
complementary products and cross-sell other Dunia services. With such a heavy focus on
analytics, the call centre soon transformed from a cost centre to a profit centre due to these
cross-selling activities.

Verification process

Another core component of Dunias risk mitigation efforts was the verification of the applicant.
In other words, this process involved not only looking at the information that was provided on
the loan application, but also independently verifying that it was in fact true. Krishnan said of
Dunias first efforts:

Field verification was required for 100% of the cases; once our sales force went to an
office to source a customer, we initiated an independent verification so someone from our
team would go out and meet the customer independently at the office.

With a member of the risk team also independently verifying the details of the loan application,
Krishnan felt that this helped avoid the incentive of a sales person pushing through loans
without a full verification. This was all part of Dunias overall strategy to get as much
information as they could, and with credit card transaction data and independently verified
application data, it hoped to mitigate the uncertainty inherent in not having a comprehensive
credit bureau.

The application had several pieces of information that would be verified and considered in the
credit decision. The data collected fell into some of the following categories:

1. Monthly income
2. Employer details (name of employer, type of employer, e.g., top tier multinational, self-
employed, etc.)
3. Contact information (e.g., phone number, email address, etc.)
4. Years with present and previous companies
5. Vehicle and home ownership
6. Details of existing loans

An effort was made, where possible, to verify the information given by the applicant through
independent verification. For example, monthly income could be verified with company pay
stubs, and contact and income information could be verified with the employer. Internal
consistency of the same piece of information gathered from various sources was also
considered. Every effort was made to collect and review relevant information to facilitate the
credit decision.



SMU-12-0005B Dunia (B): Time to Actively Start Lending?


5/16
Some of the numbers are in

By March 2009, the final numbers for the 2008 annual report had been audited by Price
Waterhouse Coopers. Krishnan also had the numbers for the first quarter 2009. Dunia had been
operating for two full quarters, and he had data on six months of lending activity. Two things
gave him cause for concern. The first was the early delinquency trend. As measured by the
loans that were more than 30 days late in payment, the loans that Dunia had made in November
2008 had a delinquency rate four times greater than its benchmark. This was the benchmark
that Dunia had set based on past experience, and the delinquency that Krishnan observed was
worrisome. He felt that for such a young tenure of loans, not seeing a steady stream of
payments was a source of significant concern. Moreover, delinquencies in the first month had
fallen initially after November 2008, but had now been rising to levels that alarmed Krishnan.
In fact a measure of all loans made to date when Dunia hit the four-month market were more
than three times what the company had deemed an acceptable level (refer to Exhibit 5 for loan
delinquency trends).

The second was the larger macro-economic picture. The stresses that the UAE had witnessed in
November 2008 were still there, and showed signs of getting worse. Oil prices were down, and
the price of credit default swaps (which was one of the key triggers of the financial crisis) was
highly volatile and exposed a significant risk (refer to Exhibit 6 for global oil prices). Various
experts had varied views on what this meant. The credit rating agency, Moodys said:



The very high ratings of the Federal Government of the United Arab Emirates (UAE) are
resistant to the steep fall that has been recorded in international oil prices since July
2008. The core assumption that underpins Moody's Aa2 ratings is that the Federal
Government is fully supported by the government of Abu Dhabi, also rated Aa2. Even if
oil prices were to fall below $30 per barrel, the Abu Dhabi government has recourse to a
large stock of offshore financial assets.
4


However, the financial industry, with a less direct link to the government of Abu Dhabi had a
less sanguine view. Fitchs Dubai director Robert Thursfield observed:



Fitch's outlook for GCC [Gulf Cooperation Council] banks has become less favourable
as it has become evident that the region's banks and financial institutions will not be able
to fully insulate themselves from the global credit crisis. GCC banks are now feeling the
effects of the crisis, which is likely to cause deterioration in banking sector profitability
and capitalisation going forward.
5


Standard & Poors analyst Farouk Soussa said of his companys rating:


The outlook revision reflects the impact of the difficult global macroeconomic and
financing environment on the Emirate of Dubai (not rated) The medium-term risks to
Dubais economy have, in our view, increased as demand in the all-important real estate
sector shows clear signs of abating, raising the possibility of a sharp correction in the
real estate market, and an associated contraction in development and construction.
6



4
Moodys: UAE Sovereign Rating Not Threatened by Oil Price Fall, Global Credit Research Moodys Investor Services,
December 30, 2008, http://www.moodys.com/research/Moodys-UAE-sovereign-rating-not-threatened-by-oil-price-fall--
PR_170191, accessed January 2013.
5
K. S. Sreekumar, Creditworthiness Questioned, Gulf Weekly, January 14, 2009,
http://www.gulfweeklyworldwide.com/Articles.aspx?articleid=21191, accessed January 2013.
6
Outlook on Few Government-related Entities Negative on Deteriorating Economic Outlook, Dubai Chronicle, December 17,
2008. http://www.dubaichronicle.com/2008/12/17/outlook-on-some-government-related-entities-negative-on-deteriorating-
economic-outlook/, accessed January 2013.



SMU-12-0005B Dunia (B): Time to Actively Start Lending?


6/16
These were troubling signs for Krishnan, and as he got ready for his meeting with the senior
management team, he had two things on his mind. The first was the 30 individual loan
applications he would have to provide his credit and risk assessment on (refer to Exhibit 7 for
details of the 30 loan applications). And second, his comments on those would also drive the
overall risk strategy of Dunia going forward.

He realized that his rationale for approving or rejecting the loans would articulate the broader
lending strategy. He would thus need to understand what risk would be appropriate for Dunia,
and then make his case in both the micro sense, with the individual accounts, and then more
broadly across the whole portfolio. If the credit criteria were tightened further given the macro
stress as well as the early delinquency indicators, there would be additional challenges in terms
of managing the sales force and their motivation levels, given the ensuing inevitable reduction
in volumes. Further, there would be a need to understand how and from where to source
sufficient number of potential borrowers, who would satisfy the revised criteria and also enable
Dunia to meet the planned growth numbers.

Krishnan had his work cut out for him and it was time to get started.








SMU-12-0005B


EXHIBIT 1: TRENDS OF
(RANGE

Source: Dunia Internal Information


Source: Dunia Internal Information
25.0%
27.0%
29.0%
31.0%
33.0%
35.0%
37.0%
39.0%
41.0%
Oct-08 Dec
BASE
0
20
40
60
80
100
120
Oct-08
L
o
a
n

s
i
z
e

i
n
d
e
x

-
O
c
t

2
0
0
8

=

1
0
0
Trends of average loan size index
Dunia (B): Time to


7/16
TRENDS OF INTEREST RATES ON LOAN SEGMENTS
(RANGE: BASE OF 8%, GOING UP TO + 8%)



Source: Dunia Internal Information



EXHIBIT 2: AVERAGE LOAN SIZE


Source: Dunia Internal Information
Dec-08 Jan-09 Mar-09 Apr-09
Interest Rates
08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09
Trends of average loan size index - Oct 2008 to Apr 2009
Time to Actively Start Lending?

AN SEGMENTS


MAF
SMM
SEMM
09 Apr-09
Oct 2008 to Apr 2009

SMU-12-0005B Dunia (B): Time to Actively Start Lending?


8/16

EXHIBIT 3: RISK RESPONSE AT DUNIA



Source: Dunia Internal Information





External Outlook Internal Response
Pre Sep 2008:
Irrational exuberance
Aggressive growth in
asset prices
High inflation
Record growth in
consumer lending
High leverage

Low income eligibility requirements
Aggressive credit policies
Lower pricing
Sep08 to May09:
Lehman bankruptcy
Bailouts of Too Big to
Fail organizations by
taxpayer
Tighter credit
Liquidity dried up
Asset bubbles burst
Oil prices plummeted
Significant increase in income
eligibility requirements
Blacklisted construction sector
Significant increase in lending rate
Tighter credit
Higher
documentation
More evidence
required of
banking and other
credit behaviour
required
Field visits for
every case

SMU-12-0005B Dunia (B): Time to Actively Start Lending?


9/16
EXHIBIT 4: APPLICATION FORM FOR OPENING AN ACCOUNT RELATIONSHIP


SMU-12-0005B Dunia (B): Time to Actively Start Lending?


10/16



SMU-12-0005B Dunia (B): Time to Actively Start Lending?


11/16



SMU-12-0005B Dunia (B): Time to Actively Start Lending?


12/16





SMU-12-0005B Dunia (B): Time to Actively Start Lending?


13/16
EXHIBIT 5: LOAN DELINQUENCY RATES (INDEXED, IDEAL = 100)





Note: This chart presents the delinquency indicator against an ideal of 100. The Y-axis denotes
when the loan was originated, and the X-axis denotes months from initial booking. For example
355 for Jan-09 at M3 would mean loans originated in January 2009 when looking at payments
made on those loans in April 2009 had a delinquency rate 3.55 times higher than ideal.

Source: Dunia Internal Information


































Month M1 M2 M3 M4 M5
Nov-08 468 339 310 397 335
Dec-08 131 292 278 273
Jan-09 193 297 355
Feb-09 443 298
Mar-09 465

SMU-12-0005B




ICE Brent Crude Oil 1 Month Delivery




Source: Market Data, Financial Times
http://markets.ft.com/research/Markets/Tearsheets/Summary?s=IB.1:IEU




Dunia (B): Time to


14/16

EXHIBIT 6: GLOBAL OIL PRICES
ICE Brent Crude Oil 1 Month Delivery
Financial Times,
http://markets.ft.com/research/Markets/Tearsheets/Summary?s=IB.1:IEU, accessed January 2013.
Time to Actively Start Lending?

, accessed January 2013.

SMU-12-0005B Dunia (B): Time to Actively Start Lending?


15/16
EXHIBIT 7: SAMPLE OF 30 LOAN APPLICATIONS

Applicant Number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Result Good Good Rejected Good Bad Rejected Rejected Good Bad Bad Rejected Good Good Rejected Rejected
Gender M F M F M F F M M M M M M M M
Nationality Foreigner Foreigner Foreigner Foreigner Local Foreigner Foreigner Foreigner Foreigner Foreigner Foreigner Foreigner Foreigner Foreigner Foreigner
Fixed income amt US$ 625 900 1,400 1,500 1,700 1,700 1,800 1,908 2,000 2,000 2,000 2,000 2,400 2,500 2,500
Variable income amt 400 400 0 600 0 110 0 0 0 0 1400 1600 0 0
Type of co employed Top tier Top tier
Small
business
Large local
corporate
Top tier Mid-range Top tier Mid-range Top tier Mid-range Top tier
Large local
corporate
Top tier Top tier Mid-range
Availability of home
telephone number - Y/N
Y Y Y Y Y Y Y Y Y Y Y Y N Y Y
Availability of office
telephone number - Y/N
Y N Y Y Y Y Y N Y Y Y N Y Y Y
Availability of mobile
telephone number - Y/N
Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y
Availability of personal
email address - Y/N
Y Y Y Y N Y Y Y Y Y N Y Y N N
Availability of office email
address - Y/N
N N Y N N N N N Y N N N N N N
Marital status Married Married Married Married Single Single Single Single Single Single Single Married Married Married Married
Age 42 37 54 36 28 37 24 27 40 35 30 54 57 50 30
Family in UAE - Y/N Y Y N Y N N N N N N N Y Y N Y
Spouse working - Y/N N Y N Y N N N N N N N N N N N
If spouse working, monthly
income
0 1000 0 1500 0 0 0 0 0 0 0 0 0 0
Type of accommodation Rented
Company
Provided
Rented
Shared
Accomm
Company
Provided
Rented
Company
Provided
Company
Provided
Rented
Company
Provided
Rented Rented
Company
Provided
Company
Provided
Rented
Rental paid US$ 285 575 500 920 0 1,000 0 570 300 0 200 980 1,085 0 400
Vehicle ownership - Y/N Y Y N N N Y N Y N N N Y N N N
Make and model of vehicle
Toyota
Corolla
Hyundai
Getz
Premier
Vehicle financed - Y/N Y N N N N
Home ownership in UAE -
Y/N
N N N N N N N N N N N N
Total work experience 13 2 29 8 4 4 2 5 10 11 7 26 34 13 2
Details of existing loans
US$
PIL EMI
155
PIL EMI
215

PIL EMI
315
PIL 600 0
PIL EMI
600

PIL EMI
500
PIL EMI
700
PIL EMI
750
Auto EMI
510

Details of existing credit
cards US$ limit
3025 818 4000 1250
2 cards
15,000 limit
1 card, 400
limit
4000 6648 20000


SMU-12-0005B Dunia (B): Time to Actively Start Lending?


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Applicant Number 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Result Rejected Good Good Good Bad Rejected Rejected Good Good Good Bad Rejected Bad Bad Good
Gender M F F M M M M M M F M M M M M
Nationality Foreigner Local Local Foreigner Local Foreigner Local Local Foreigner Local Foreigner Local Foreigner Foreigner Foreigner
Fixed income amount
US$
2,500 2,618 2,800 2,906 3,000 3,000 3,000 3,329 3,400 3,800 12,000 14,000 30,000 40000 Variable
Variable income amount 0 1200 0 0 0 0 1800 1600 0 0 0 0
Type of co employed Top tier Top tier Top tier Top tier
Large local
corporate
Small
business
Large local
corporate
Large local
corporate
Top tier
Mid-
range
Self
employed
Self
employed
Self
employed
Self
employed
Self
employed
Availability of home
telephone number - Y/N
Y N Y Y Y Y Y N N Y Y Y Y Y Y
Availability of office
telephone number - Y/N
Y N N N Y Y Y N N N Y Y Y Y Y
Availability of mobile
telephone number - Y/N
Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y
Availability of personal
email address - Y/N
Y Y Y Y Y Y Y Y Y Y N N Y Y Y
Availability of office
email address - Y/N
N N N N N Y N N N N N Y N N N
Marital status Married Single Married Single Single Single Married Married Married Married Married Single Single Married Married
Age 34 29 49 29 40 40 32 34 33 53 40 32 38 35 49
Family in UAE - Y/N N N Y N N N Y Y Y N N N N Y N
Spouse working - Y/N N N Y N N N Y Y Y N N N N N N
If spouse working,
monthly income
0 0 2000 0 0 0 1500 1800 2600 0 0 0 0 0 0
Type of accommodation Rented Rented Rented
Shared
Accomm
Company
Provided
Rented Rented
Company
Provided
Rented
Company
Provided
Rented Rented Rented Rented Rented
Rental paid US$ 300 780 1,225 875 0 300 860 2,215 1,125 600 1,250 1,500
Vehicle ownership - Y/N N N Y Y Y N Y Y Y Y Y Y Y Y Y
Make and model of
vehicle
Economy Mid-range
Toyota
Fortuner
Hyundai
Santa Fe
Economy Mid-range Luxury Economy
Vehicle financed - Y/N N Y Y Y N Y N Y
Home ownership in UAE
- Y/N
N N N N N N N N N N N N Y
Total work experience 1 7 20 1 4 17 2 12 10 25 7 1 14 7
Details of existing loans
US$
PIL EMI
1300

PIL EMI
200
PIL EMI
480

PIL plus
auto EMI
1500
PIL EMI
250, Auto
EMI 350
PIL EMI
125
PIL EMI
410,
Auto
EMI 500
PIL 2500
PIL + auto
2300

Details of existing credit
cards US$ limit
4088 4000 4000 6707 9401 2725
1 card 400
limit
4000
2 cards,
20,000
limit
5832

Source: Dunia Internal Information