...CASE ANALYSIS: BRYN MAWR NATIONAL BANK I. TIME CONTEXT: Early 1982 II. VIEWPOINT: President John Fargo III. STATEMENT OF THE PROBLEM: How will Bryn Mawr National Bank maintain its position in the market? IV. STATEMENT OF THE OBJECTIVE: To consistently increase deposits every branch of Bryn Mawr National Bank by at least 10% annually. V. AREAS OF CONSIDERATION Internal Environment Marketing The bank utilized a variety of media. Further the bank would contribute to or co-sponsor local sporting or theatrical events. The bank did engage in the practice of giving premiums or gifts for opening new accounts or substantially expanding current accounts. Production The area which the bank serves is predominantly residential, and most of the homes are owner occupied. Starting 1979, the bank established branch operations in the adjoining towns either in shopping centers or on heavily traveled main roads. There are now four branches, one each in Wynwood, Bala, Haveford and Villanova.In addition, there is a branch on the western edge of Bryn Mawr near location of the light manufacturing industry in the area. These branches are located in leased space and are typically one of several tenants in the same building. All branches and the head office have ATMs. In order to meet the competition of the other banks in the area, the Byrn Mawr National Bank provides a full range of services. These include regular checking accounts, savings account, traveler checks...
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...Intramuros, Manila Graduate School of Management Bryn Mawr National Bank A case analysis For the partial fulfillment Of the requirements in the subject Business policy Submitted by: Anot Joseph N. Submitted to: Prof. Jose Waldemar V. Valmores, Ph.D View Point: John Pargo, President Time Context: Early 1982 I. Statement of the Problem How To Increase competitiveness of Bryn Mawr National Bank? II. Statement of the Objective To have the best strategy to increase the banks growth rate within the next two years. III. Areas of Consideration Strengths * The Banks uses different variety of media to promotes its product and services. * Overall target of $50,000,000 total deposits had been reached. * Offers full range of services which can cater various customers. * The Bank had been moderately successful in terms of asset expansion and deposit growth. * Had a well experience work force, with banking experience. Weaknesses * Limited Branches to serve the customers * Level of banking is not sophisticated compare to other banks * Limited target markets. * Static reaction on the merge of local and country banks and existence of bank holding companies. * The growth of deposits has been less than in previous periods * High turnovers of women clerks/tellers personnel. Opportunities * Bryn Mawr National Bank could expand services beyond Bryn Mawr and its adjoining area. * Educational Institution could...
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...THE CASE: BRYN MAWR NATIONAL BANK VIEWPOINT PRESIDENT JOHN FARGO TIME CONTEXT EARLY 1982 I. PROBLEM STATEMENT What business moves should Bryn Mawr National Bank take in order to remain competitive in the changing environment of the banking business within the local area of Bryn Mawr. II. STATEMENT OF THE OBJECTIVE To become more profitable in the face of increasing trend among small suburban town and country banks joining up with larger country banks through merger or being a part of large group of banks under a holding company. Preliminary details III. AREAS OF CONSIDERATION (SWOT analysis) STRENGTH WEAKNESES OPPORTUNITIES THREATS 1 Well-experienced officers managing the bank High turnover of clerical/teller personnel Affluent community for a market 2 With five branches in adjoining towns Good location New larger competitors within the vicinity as a result of merger and forming groups. 3 Good Promotional strategies Large expenditure promotion Local residents take pride in the name of their bank made after the name of the town. Resident of neighboring towns may be more inclined to transact with more known and bigger banks. 4. The bank offers complete and profitable banking services. Room of improving and expanding customer services. Then new larger banks are likely to offer the same type of services. IV. ASSUMPTIONS Not applicable. V...
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...Group of Bankers – Gay, Liza and Tony THE CASE: Bryn Mawr National Bank VIEWPOINT Financial Advisor Consultant TIME CONTEXT Current 1982 I. PROBLEM STATEMENT How should Bryn Mawrfind a successful banking strategy in an era of increased competition? II. STATEMENT OF THE OBJECTIVES To be able to choose the best strategy: a) To increase the performance within the next two to five years b) For assetexpansion and deposit growth III. AREAS OF CONSIDERATION Strengths -the bank provides full range of services - the bank utilizes a variety of media - moderate success in asset expansion and deposit growth -extensive coverage of deposits -easily accessible location -technical expertise of employees -BOD’s are seasoned bankers and are highly competent Opportunities -the area in which the bank serves is predominantly residential. Hence, they can expand services beyond the town and its adjoining area. -Educational institution as additional target -Ventures to other financial services products -Probable partnership Weaknesses -limited branches to serve customers -high turnover rate for women (under clerical/teller) -profit in some months was very low -limited target market Threats - competitive conditions in the banking industry - merger/acquisition/closure of town and country banks to large -employees turnover averaged 35% per year in the last three years IV. ASSUMPTIONS None V. ALTERNATIVE COURSES...
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...Woodrow Wilson I. Wilson’s Early Life Born December 28, 1856 at Staunton, Virginia; one of four children to Joseph Ruggles Wilson and Janet Wilson as Thomas Woodrow Wilson. Initially lived for only at year at Staunton; the family moved to Augusta, Georgia until 1870 moving to Columbia then Wilmington in 1784. Woodrow (who would later drop his first name Thomas/Tommy) got his early education from a few ex-Confederate soldiers who set up some schools after the Civil war and his father who taught him religion, literature and British history. In the year 1873, at sixteen years of age, Wilson attended Davidson College, North Carolina for only one year due to his health and concerns at home. 1875, he attended a College of New Jersey (better known as Princeton University) which he later graduated in 1879. That same year he would study law in the University of Virginia but would end up leaving during the second year due to personal reasons. He would continue his study of law on his own accord after returning home of Wilmington, North Carolina. Year 1882, he set up a legal practice with a friend from the University of Virginia and later passed the Georgia Bar Exam. However, he became tired with the practice of law; he decided to continue his education and attended at John Hopkins University, Baltimore. There he was enrolled as a graduate student in history and political science and earned his PH.D in 1886. With his research study, he made the dissertation known as Congressional...
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...Finance 363 Stocktrak Final Report Group 10 Cody Norton, Nick Turner, Shane Siel The stocktrak simulation was very informative. It was interesting to watch the markets with something on the line. My group was in the top 3 much of the semester. Right around the end of the simulation we fell out of the top 3 and finished in the 10th position. We could have tried to change our investment strategy in order to chase the top spot, but in the end we stayed true to our objective. Objective and Strategy Our objective is one that most would consider boring. I would describe myself as a long-term investor. When I actually begin to invest real money in the stock market, I will invest in sound companies that pay a decent dividend. Although the stocktrak simulation took place over a relatively short period of time, we still invested with a long-term horizon in mind. That long-term horizon will produce smaller short-term gains. Our portfolio was constructed with a buy and hold mentality. We tried to avoid being swayed by our emotions and the short-term fads of investors. It was hard to avoid investing in accordance with the predictions of the markets gurus, but in the end I believe our investments were safer because of it. The buy and hold mentality allows us to overlook negative short-term returns with the understanding that the returns will normalize in the long-term. We spread our cash out among a variety of investment vehicles. We planned on placing our funds in...
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...EcoNomIcs mIcroEcoNomIcs macroEcoNomIcs Course Description Effective Fall 2012 AP Course Descriptions are updated regularly. Please visit AP Central® (apcentral.collegeboard.org) to determine whether a more recent Course Description PDF is available. The College Board The College Board is a mission-driven not-for-profit organization that connects students to college success and opportunity. Founded in 1900, the College Board was created to expand access to higher education. Today, the membership association is made up of more than 5,900 of the world’s leading educational institutions and is dedicated to promoting excellence and equity in education. Each year, the College Board helps more than seven million students prepare for a successful transition to college through programs and services in college readiness and college success — including the SAT® and the Advanced Placement Program®. The organization also serves the education community through research and advocacy on behalf of students, educators, and schools. For further information, visit www.collegeboard.org. AP Equity and Access Policy The College Board strongly encourages educators to make equitable access a guiding principle for their AP programs by giving all willing and academically prepared students the opportunity to participate in AP. We encourage the elimination of barriers that restrict access to AP for students from ethnic, racial, and socioeconomic groups that have been traditionally underserved. Schools...
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...Killer Cover Letters & Resumes! WetFeet Insider Guide by Rosanne Lurie The WetFeet Research Methodology You hold in your hands a copy of the best-quality research available for job seekers. We have designed this Insider Guide to save you time doing your job research and to provide highly accurate information written precisely for the needs of the job-seeking public. (We also hope that you’ll enjoy reading it, because, believe it or not, the job search doesn’t have to be a pain in the neck.) Each WetFeet Insider Guide represents hundreds of hours of careful research and writing. We start with a review of the public information available. (Our writers are also experts in reading between the lines.) We augment this information with dozens of in-depth interviews of people who actually work for each company or industry we cover. And, although we keep the identity of the rank-and-file employees anonymous to encourage candor, we also interview the company’s recruiting staff extensively, to make sure that we give you, the reader, accurate information about recruiting, process, compensation, hiring targets, and so on. (WetFeet retains all editorial control of the product.) We also regularly survey our members and customers to learn about their experiences in the recruiting process. Finally, each Insider Guide goes through an editorial review and fact-checking process to make sure that the information and writing live up to our exacting standards before it goes out the door. Are...
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...HOW TO Prepare Your Curriculum Vitae Revised Edition Acy L. Jackson and C. Kathleen Geckeis Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-142626-4 The material in this eBook also appears in the print version of this title: 0-07-139044-8 All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this work is subject to these terms. Except as permitted under the Copyright Act of 1976 and the right to store and retrieve...
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...Media History Contents 1 Introduction 1.1 Mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.1 1.1.2 1.1.3 1.1.4 1.1.5 1.1.6 1.1.7 1.1.8 1.1.9 Issues with definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Forms of mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Purposes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Professions involving mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Influence and sociology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ethical issues and criticism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . See also . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1 1 2 6 6 7 8 10 10 10 10 11 11 12 12 12 12 16 16 17 17 17 17 17 17 18 19 20 21 21 21 1.1.10 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.11 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.12 Further reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.13 External links . . . . . . . . ....
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...cover next page > title author publisher isbn10 | asin print isbn13 ebook isbn13 language subject publication date lcc ddc subject : : : : : : : : : : : cover next page > < previous page page_i next page > Page i Dictionary of Accounting Terms Third Edition Joel G. Siegel, PhD, CPA Professor of Accounting Queens College of the City University of New York Jae K. Shim, PhD Professor of Accounting College of Business Administration California State University, Long Beach < previous page page_i next page > < previous page ACKNOWLEDGMENTS page_ii next page > Page ii The authors would like to acknowledge the contributions made by reviewers John Downes, formerly of the New York City Office of Economic Development, and Dr. G. Thomas Friedlob, Professor of Accounting at Clemson University. Their in-depth evaluations have been of great importance to the technical accuracy of the manuscript. Gerald J. Barry suggested many meaningful insertions and deletions that greatly enhanced the authors' prose. Thanks also go to Roberta Siegel and Cher Ragge for their assistance with the computer terms, graphics, and word processing. Anna Damaskos, Don Reis, Sally Strauss, and Eileen Prigge of Barron's have been invaluable during the many stages of editing the manuscript into its bound book form. © Copyright 2000 by Barron's Educational Series, Inc. Prior editions © 1995, 1987 by Barron's Educational Series, Inc. All rights reserved. No part of this...
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...& SingTel Annual Report 2014 This Year's Report CoNTENTS overview an overview of our business, providing details on how we performed, key events and achievements from the past year, as well as our strategy moving forward Our Vision and Mission Our Mobile Reach What Differentiates Us Our Strategy An Exciting Year Chairman's Statement GCEO Review 01 02 04 05 06 08 10 12 buSineSS review insight into each of our business units SuSTainabiliTy and governance information on our organisation structure, management team, corporate governance, risk management and sustainability efforts 16 24 30 36 Board of Directors Organisation Structure Management Committee Senior Management Sustainability and Governance Philosophy Corporate Governance Investor Relations Risk Management Philosophy and Approach Sustainability 39 44 45 48 49 50 70 72 80 Group Consumer Group Enterprise Group Digital L!fe Key Awards and Accolades performance our performance at a glance financialS audited financial statements for the year ended 31 march 2014 89 91 92 Directors’ Report Statement of Directors Independent Auditors’ Report Consolidated Income Statement Consolidated Statement of Comprehensive Income Statements of Financial Position Statements of Changes in Equity Consolidated Statement of Cash Flows Notes to the Financial Statements 102 110 111 112 113 114 116 120 123 addiTional informaTion Shareholder and corporate information, as well as contact points for our offices worldwide...
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...a CarbonNeutral® printer registered to EMAS and with ISO14001 environmental management system accreditation. find out more online Our website www.rexam.com contains a full interactive version of the 2011 annual report. It also contains annual reports from previous years (back to 1999) as well as investor presentations, publications and other material on Rexam, its markets and business. 1 4 6 7 8 9 chairman’s statement who we are what we make where we operate how we performed in 2011 business review 16 market review 20 operating review 26 financial review 34 key risks sustainability This section provides a review of our sustainability performance in 2011. It explains our approach to and progress in this area, and details our commitments, measures and targets going forward. 44 products 47 operations 49 people governance 54 directors and officers 56 corporate governance 69 remuneration report 81 other disclosures governance We introduce our board and explain why a strong sense of governance and compliance is imperative in every area of our operations. We give details of the Company’s remuneration principles and policy which complement the Group’s strategic vision. business review 12 chief executive’s review (including KPIs) 86 Rexam PLC consolidated financial statements 2011 financial statements directors’ report Our chief executive outlines how we performed against...
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...Prisoner's Dilemma (Stanford Encyclopedia of Philosophy) 4/3/12 9:58 AM Open access to the SEP is made possible by a world-wide funding initiative. Please Read How You Can Help Keep the Encyclopedia Free Prisoner's Dilemma First published Thu Sep 4, 1997; substantive revision Mon Oct 22, 2007 Tanya and Cinque have been arrested for robbing the Hibernia Savings Bank and placed in separate isolation cells. Both care much more about their personal freedom than about the welfare of their accomplice. A clever prosecutor makes the following offer to each. “You may choose to confess or remain silent. If you confess and your accomplice remains silent I will drop all charges against you and use your testimony to ensure that your accomplice does serious time. Likewise, if your accomplice confesses while you remain silent, they will go free while you do the time. If you both confess I get two convictions, but I'll see to it that you both get early parole. If you both remain silent, I'll have to settle for token sentences on firearms possession charges. If you wish to confess, you must leave a note with the jailer before my return tomorrow morning.” The “dilemma” faced by the prisoners here is that, whatever the other does, each is better off confessing than remaining silent. But the outcome obtained when both confess is worse for each than the outcome they would have obtained had both remained silent. A common view is that the puzzle illustrates a conflict between individual and...
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...Manual for the GMAT*Exam version 8.0 All rights reserved. No part of this manual may be reproduced for distribution to a third party in any form or by any means, electronic or mechanical, including photocopying, recording, or any information retrieval system, without the prior consent of the publisher, The Princeton Review. This Manual is for the exclusive use of Princeton Review course students and is not legal for resale. GMAT is a registered trademark of the Graduate Management Admission Council. The Princeton Review is not affiliated with Princeton University or the Graduate Management Admission Council. Permission to reprint this material does not constitute review or endorsement by the Educational Testing Service or the Graduate Management Admission Council of this publication as a whole or of any other sample questions or testing information it may contain. Copyright © 2003 by Princeton Review Management, L.L.C. All Rights Reserved. 800.2Review/ www.princetonreview.com ACKNOWLEDGMENTS Thanks to the following for their many contributions to this course manual: Tariq Ahmed, Kristen Azzara, Shon Bayer, John Bergdahl, Marie Dente, Russ Dombrow, Tricia Dublin, Dan Edmonds, Julian Fleisher, Paul Foglino, Alex Freer, John Fulmer, Joel Haber, Effie Hadjiioannou, Sarah Kruchko, Mary Juliano, Jeff Leistner, Sue Lim, Michael Lopez, Stephanie Martin, Chas Mastin, Elizabeth Miller, Colin Mysliwiec, Magda Pecsenye, Dave Ragsdale, “GMAT” Jack Schieffer...
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