...Introduction The global financial crisis of 2007 transmitted shock waves worldwide urging international governments to prepare defensive measures to combat this economic turmoil. Hence, on 12th October 2008, the Australian and New Zealand governments introduced analogous schemes to guarantee liabilities issued by a wide range of financial institutions whereby prior to this phenomenon, neither nation had deposit insurance arrangements in place, a distinctive characteristic common in other developed nations. The Australian Government introduced a blanket guarantee on deposits namely the Australian Government Guarantee Scheme for Large Deposits and Wholesale Funding until October 2011. Consequently, it was cultured to a scheme in which the first AUD$ 1 million was to be guaranteed free of charge, with larger and foreign branch deposits able to be insured for a fee (Committee, 2009). The Crown Retail Deposit Guarantee Scheme and Wholesale Funding Guarantee Facility were implemented at the same time in New Zealand. The initial coverage was NZ$1 million per deposit-holder per institution, but this was reduced to NZ$500,000 for bank deposits and NZ$250,000 for non-bank deposits in September 2009 when the scheme was extended to the end of 2011 (Committee, 2009). Both governments also introduced unlimited wholesale bank debt funding guarantee schemes available for new borrowings; Whole Funding Scheme and Crown Wholesale Guarantee Scheme respectively in Australia and New Zealand. These schemes...
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... 2.1 Industry overview 8 2.2 Competitors analysis 8 2.3 Current state of the economy 8 2.4 Porter’s five forces 13 2.5 SWOT Analysis 16 3. BUSINESS AND FINANCIAL RISKS ANALYSIS 16 3.1 Liquidity Risk 16 3.2 Capital risk 19 3.3 Strategic risk 22 3.4 Credit risk 23 3.5 Foreign exchange risk 25 3.6 Market risk 27 APPENDICES 29 REFERENCES 36 EXECUTIVE SUMMARY The main purpose of this report is to investigate Bendigo Bank’s business and financial risks for the sake of suggesting the most appropriate financially justified risk management strategy. The main content of the report is divided into four major parts including (1) Company analysis, (2) Industry and peer analysis, (3) Risk management analysis and (4) recommendation. The first section will critically provide a brief overview of the company background and detailed information about its core products and services consisting of personal banking, company banking and wealth management. Following section will discuss through macro-economic factors including the current state of the economy measured by relevant economic indicators. Then, the industry overview and the performance of major rivalries will be analysed and supported by conducting Porter’s five forces and Swot analysis. The critical section will deliver business and financial risks analysis via different categories of risks. The analysis will be complemented by the comparison between Bendigo &Adelaide Bank Ltd and other major competitors...
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...www.pc.gov.au. If you require part or all of this publication in a different format, please contact Media and Publications (see below). Publications Inquiries: Media and Publications Productivity Commission Locked Bag 2 Collins Street East Melbourne VIC 8003 Tel: Fax: Email: (03) 9653 2244 (03) 9653 2303 maps@pc.gov.au General Inquiries: Tel: (03) 9653 2100 or (02) 6240 3200 An appropriate citation for this paper is: Productivity Commission 2009, Annual Report 2008-09, Annual Report Series, Productivity Commission, Canberra JEL code: D The Productivity Commission The Productivity Commission, is the Australian Government’s independent research and advisory body on a range of economic, social and environmental issues affecting the welfare of Australians. Its role, expressed most simply, is to help governments make better policies, in the long term interest of the Australian community. The Commission’s independence is underpinned by an Act of Parliament. Its processes and outputs are open to public scrutiny and are driven by consideration for the wellbeing of the...
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...Strength. Momentum. Connectivity. 2011 ANNUAL REPORT BUILDING A BANK OF GLOBAL QUALITY WITH A REGIONAL FOCUS WHO WE ARE AND WHERE WE OPERATE OUR PROGRESS ANZ‘s ANZ‘s history of expansion and growth stretches over 175 years. We have a strong franchise in Retail, Commercial and Institutional banking in our home markets of Australia and New Zealand and we have been operating in Asia Pacific for more than 30 years. ANZ ANZ is the only Australian bank with a clearly articulated strategy to take advantage of Australia and New Zealand’s geographic, business and and cultural linkages with Asia, the fastest growing region in the world. Today, ANZ operates in 32 markets globally. We are the third largest bank in Australia, the largest banking group in New Zealand and the Pacifi Pacific, and among the top 50 banks in the world. OUR SUPER REGIONAL STRATEGY We We articulated our super regional strategy in late 2007. The rationale behind our strategy is simple – to deliver shareholders long-term growth and differentiated returns through connectivity with the growth markets of Asia – returns we do not believe to be available through a domestic-only strategy. Our aspiration is for Asia Pacific, Europe & America sourced revenues to drive drive between 25 and 30% of Group earnings by the end of 2017. Connectivity Connectivity is at the heart of ANZ’s strategy by being part of the growth within Asia and supporting the increasing trade, investment ...
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...2014 ANNUAL REPORT Australia and New Zealand Banking Group Limited ABN 11 005 357 522 This Annual Report (Report) has been prepared for Australia and New Zealand Banking Group Limited (“the Company”) together with its subsidiaries which are variously described as: ”ANZ”, “Group”, “ANZ Group”, “the Bank”, “us”, “we” or “our”. ANZ ANNUAL REPORT 2014 ANZ IS EXECUTING A FOCUSED STRATEGY TO BUILD THE BEST CONNECTED, MOST RESPECTED BANK ACROSS THE ASIA PACIFIC REGION WHO WE ARE AND HOW WE OPERATE ANZ’s history of expansion and growth stretches over 175 years. We have a strong franchise in Retail, Commercial and Institutional banking in our home markets of Australia and New Zealand and we have been operating in Asia Pacific for more than 30 years. Today, ANZ operates in 33 countries globally. We are the third largest bank in Australia, the largest banking group in New Zealand and the Pacific, and among the top 20 banks in the world. ANZ is building the best connected, most respected bank across the Asia Pacific region. The strategy has three key elements – strong domestic markets, profitable Asian growth and an enterprise wide approach to operations and technology. Our strategy is based on the belief that the future of our home markets of Australia and New Zealand are increasingly linked to the fast growing region of Asia through trade, capital and wealth flows. We also believe that people want a bank that understands their specific needs, and increasingly...
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...Crisis Communication in theory and practice: Analysis of cultural influence, strategy applicability, and stakeholder relevance in Australia and New Zealand Natascha Pancic A thesis presented in partial fulfilment of the requirements for the degree Master of International Communication Unitec New Zealand, 2010 ABSTRACT This research project explores crisis communication in theory and practice in Australia and New Zealand with specific focus on cultural influence, strategy applicability, and stakeholder relevance. A mixed-method approach was used to evaluate crisis communication in its theoretical and practical constituents. The research project comprises of the two data collection methods of content analysis and in-depth interviews. The content analysis, the selected method to evaluate the theory, was conducted from published research studies in leading Australian and New Zealand Public Relations and Communication journals, the websites of the PRism journal, the Australian and New Zealand Communication Association (ANZCA), the Public Relations Institutes of Australia (PRIA) and New Zealand (PRINZ), and via the database search platform Ebsco. The content analysis provided information about the number of published articles, leading theoretical models, research methods, and research orientation. The in-depth interviews, the chosen method to investigate the crisis communication practices, were conducted with three Australian and three New Zealand practitioners...
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...macro-environmental (PEST) analysis, are Argentina and New Zealand. • Argentina is an attractive market for winemakers from ‘target-market’ point of view, but it is not a good time to commence exporting to this country. Unfavourable political and economic situation are the strongest factors that influence this decision. High physical, psychic, cultural and linguistic distances from Australia represent additional potential complications. • New Zealand on the other hand offers less opportunity for profits, but being physically, psychically, culturally and linguistically close to Australia, with a favourable applicable tariff rates and historically good relationship, it is a safe option. • American slightly positive GDP growth in the last quarter and some other latest statistics indicate that the worst times relating to world financial crisis is in the past. Nevertheless, world’s economists are prognosticating that long time is needed for full recovery. Some countries are still in recession and Argentina is battling hard to come out as a winner. Higher risks are associated with these hard times, thus a safer option is recommended. • Taking all this into consideration and the facts that Silkwood Wines are inexperienced in exporting and have limited human and financial resources, I recommend New Zealand as the best country for initial entry. With characteristics above described, New Zealand can be regarded as an ‘extension’ of Australian market. It will offer some expansion of production...
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...Branding has become an integral element in our daily lives. From deciding which brand of soft drink to purchase, to which restaurant to visit or sports shoes to buy, branding plays an influential role in our decision making. With the power of branding so persuasive, it is no surprise it also plays a role in which company we choose to work for. When an engineer considers future employers, a certain firm instantaneously comes to mind. When a teacher looks for work, certain schools set the standard. When an accountant seeks a move, certain firms are approached before others. This is the power of employment branding and is a major differentiator in the recruitment marketplace. But it's clearly not about the "logo". Our survey demonstrates that what most of us perceive as important, i.e. the "look and feel" is not what we should be primarily focused on. Rather, the message needs to be more complete - the culture, values and environment are of much greater interest to potential employees. Perhaps even more significantly, it is also about more subtle marketing. What other employees, trusted friends and associates SAY about a company is far more powerful than what appears in the ad. This is why it is so critical that the experience for employees is right in the first place - which has a double positive in that it increases retention as well as creating the right mindset for them to promote the company to others. This subtle marketing has far reaching effects - those organisations...
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...Home Insulation Program The economic melt-down of many developed countries caused by the Global Financial Crisis (GFC) has seen a world-wide swing to Keynesian economic policies. In an effort to boost the economies and reduce unemployment, many governments have conceived different strategies of direct intervention and increase public spending to stimulate economic activities. There are still intense debates about the main reasons why Australia has weathered the GFC much better than the others. The Home Insulation Program (HIP), also known as the Pink Batts Scheme, was primarily designed to boost the domestic economy in 2009 following the GFC, but it was beset by controversy. The $2.8 billion job-generating scheme, offering free insulation to two million households, was scrapped prematurely in 2010 after it was blamed for the deaths of four insulation workers and more than 100 house fires. This essay will attempt to analyse the impact of the HIP and argue whether governments (Commonwealth or States) or business were responsible for the health and safety of workers involved with the HIP. In February 2009, the Rudd government (Government) unveiled the HIP as part of its stimulus package in respond to the GFC. This program may have been stemmed from Kevin Rudd’s (2009, pp 28-29) belief that “Labor, in the international tradition of social democracy, consistently argues for a central role for government in the regulation of markets and the provision of public goods”; and it has “acted...
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...investment opportunities overseas which will lower aggregate demand resulting in lower economic growth and employment is the claim from banks. However, the idea that increased government spending from the taxes can be used to increase aggregate demand is missing from the article and the idea that ANZ have made a 27% jump from first quarter profits to an oversized $1.4 billion. The concept of simple multiplier can be applied in that a decrease in aggregate demand causes a greater than proportionate decrease on aggregate supply. The banking sector is facing ‘high funding costs’ which essentially is passed on as higher interest rates which discourages consumption and investment lowering economic growth. ANZ is investing $120 million for its New Zealand business to shift operation onto a single technology platform and overhaul the regional management structure; this will improve efficiency and productivity and thus support higher economic growth. Banking profits and growth are generally positive correlated as the current negative economic outlook and decreased expected demand discourages investment in capital goods (which requires the bank’s savings) as risks associated with expanding increases. This correlation can also be seen regionally where the “recent floods, bushfires and cyclones will see growth soften in the short term” which has resulted in “… up its provisioning by $35 million” which would help cover the losses and economic impacts. Investment is also impeded by market volatility...
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...Financial Analysis: Billabong International Limited - Australia A paper submitted to Webber International University In partial fulfillment for the Master’s in Business Administration International Business By: Patrick L. Date: July 11, 2012 Course: MBA 6811 Semester: 2012 Instructor: Eberle Table of Contents Introduction 3 Country Factors & Monitoring Central Bank Intervention 4 Foreign Exchange Market & Movements in Currency 5 Currency Futures & Options 7 Arbitrage Opportunities & IFE 8 Monitoring Exchange Rate Trends & Risk 9 Direct Foreign Investment 11 Capital Budgeting 12 Corporate Governance & Country Risk Analysis 14 Capital Structure 15 Long-Term International Financing 17 Financing International Trade 19 Short-Term International Financing & Managing Cash Internationally 20 Current Events 21 Conclusion & SWOT Analysis 22 References 24 Introduction Billabong International Limited (BBL) is an Australia based listed company headquartered at Burleigh Heads in Queensland, Australia. The main business activities of the company are related to marketing, distribution, wholesale and retail of wetsuits, clothing, eye wears, hardboards for board games and accessories concerned with the season of snow fall, surfing and skating. Billabong’s products are being sold through...
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...2014 TOPIC PAPERS NO. 1 TITLE Inflation PAGE 3 2 External Stability 5 3 Unemployment 7 4 Labour Markets 9 5 Financial Markets 11 6 Economic Growth 13 7 Ecologically Sustainable Development 15 8 Globalisation 17 9 Income Distribution 19 10 Developing Economies 21 Produced by “Plain English Economics Pty Ltd” PO Box 522 Jannali NSW 2226 Email: plain.english@bigpond.com Disclaimer: While every attempt is made to ensure the accuracy of information contained in this publication, no liability is held by the producers as a result of any use of the contents of this document. Topic one: Inflation Inflation (%pa) 5% Inflation remains within target 4% There has been some volatility in the actual official or “headline rate” of inflation over the past 3 years. There was a spike in inflation in mid 2011, when the CPI hit 3.5%.This primarily reflected higher food prices as floods around the country and the North Queensland cyclone in early 2011 caused supply shortages of several fruits and vegetables. Over the course of 2012 there was a reversal of this effect, as food supply levels normalised and prices fell as a result. The CPI hit a low of 1.2% in mid 2012. Since then, the headline CPI growth rate has generally been on an upward trend. At 2.9%, the March 2014 CPI is at the upper end of the Reserve Bank target range. Growth Rate % Consumer Price Index March ...
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...The Australian Financial System in the 2000s: Dodging the Bullet Kevin Davis* Abstract The global financial crisis (GFC) occupied only a quarter of the decade of the 2000s but, because of its severity and implications for future financial sector development, dominates the decade. The Australian financial system coped relatively well with the GFC, raising the question of whether there was something special about its structure and prior evolution which explains that experience. This paper reviews Australian financial sector performance and development over the decade, then provides a more detailed overview of the Australian GFC experience and its implications, and considers explanations for the Australian financial sector resilience. 1. Introduction The Australian (and global) financial system entered the first decade of the millennium preparing for a systems crisis, in the form of the Y2K computer scare, which on 1 January 2000 passed without event. But towards the end of the decade, the financial sector was faced with, arguably, its most serious systemic crisis ever, which the Australian financial system and economy weathered relatively well compared with advanced nations in the northern hemisphere.1 While the GFC occupied only one-quarter of the past decade (from mid 2007), it prompts the questions which this review must seek to answer. Was there something about the structure and evolution of the Australian financial system which explained its resilience in the face...
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...2013 ANNUAL REVIEW AND SUSTAINABILITY REPORT THE STRENGTH WE’VE BUILT TODAY… STRENGTH RETURN GROWTH PRODUCTIVITY HELPING US LEAD TOMORROW. Since our inception in 1817 we’ve built a legacy of leadership. In a young colony, through a great depression, through boom years, through a global financial crisis and in the development of a portfolio of businesses, Westpac has a history of looking ahead with a long-term view. This year we have made significant progress in implementing a strategy that is delivering better returns today, and building a sustainable business for the future. It is the strength we’ve built into our business today, with sector leading capital, a robust funding and liquidity position, and superior asset quality, that is helping us lead tomorrow. As a result we can respond to opportunities as they emerge and invest to transform the organisation. We’ve been proudly supporting Australia, New Zealand and our region for almost two centuries and we’re singularly focused on continuing our support as we approach our third century. We believe in these countries, in their people and in their businesses and their potential to prosper and grow. Our strong position today means we are more capable than ever of helping to realise this potential. And we are more dedicated than ever to play a role in leading tomorrow. …IS Westpac Banking Corporation ABN 33 007 457 141 2013 PERFORMANCE HIGHLIGHTS CASH EARNINGS ($m)1,2 REPORTED RESULTS ($m)3 COMMON EQUITY TIER...
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...Sustainable Decision-Making in a Time of Crisis Public and Private Perspectives Malcolm McIntosh and Susan Forbes Authors Malcolm McIntosh Director, Asia Pacific Centre for Sustainable Enterprise Susan M Forbes Adjunct Research Fellow, Asia Pacific Centre for Sustainable Enterprise © 2011 Asia Pacific Centre for Sustainable Enterprise Published by Asia Pacific Centre for Sustainable Enterprise Griffith Business School Griffith University, South Bank campus 226 Grey Street, South Brisbane Queensland, 4101 Australia www.griffith.edu.au/business-commerce/sustainable-enterprise All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic or mechanical, photocopying, recording or otherwise without the prior permission of the copyright owner. Copyright rests with the individual authors. ISBN 978-1-921760-45-7 Foreword The conference reflected lessons learnt and being learned from the global financial crisis, from the climate change prognosis and from rethinking global governance. The conference preceded the Asia-Pacific Economic Cooperation (APEC) 2010 Meetings and Summit (7-14 November in Yokohama, Japan) and coincided with the 10th anniversary of the United Nations (UN) Global Compact, and the UN Year of Biodiversity. Given the birth of the G20 group of nations, the inexorable diffusion of economic power to the Asia Pacific region, and the rise of new organisational forms and business...
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