...Citibank in China 1. What were the reasons for China to open banking to foreign banks? The Peoples Republic of China wanted to gain membership into the World Trade Organization (WTO) and the People's Bank of China (PBOC) wanted to force domestic banks to become more competitive. 2. What are Citibank's competitive advantages in foreign markets? Citibank's competitive advantage in a foreign market is its global network. They've been in foreign markets for nearly 100 years. Citibank has experience in these volatile markets and thus has a level of operational expertise unmatched by any other competitor. They have a reputation to commit to stay in a location despite temporary disappointing profits. When in emerging markets, Citibank hires and trains locally. This earned the respect of the community and governments. Citibank leads in technological superiority, exceptional human resource practices, and often-imitated accounting practices. 3. What is Citibank's worldwide strategy? Citibank's worldwide strategy is to focus on what they do best. They will not participate in operations that don't bring in profits. This is why they are not involved in insurance, lending on a large scale, equities, or global investment banking. They would also market Citibanking(r) as the country's new premium banking product. 4. Describe Citibank's Global Relationship Banking strategy. Global Relationship Banking (GRB) is Citibank’s strategy for targeting strong...
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...goals. If you are applying to the Division of General Studies, explain your academic interests and strengths or your future career goals. You may include any majors or areas of study you are currently considering. Please limit your response to approximately 300 words. (Word Count: 290) When I was six years old, my mum (who works in a bank) began teaching me how to manage money. Although I was young, I learned to buy equity funds and stock, and soon after, my allowance quadrupled. I did not realize it then, but my interest in finance would benefit myself and others later. The summer after I arrived in the US, I heard news from China that girls in rural villages near my parent’s home were being kidnapped and molested. Due to Confucianism, many Chinese schools lack child safety education, and I felt I should do something to help. I returned to China, and gathered 7 friends to help teach lessons in a very poor village this past summer. While we went to a few schools, our limited funds made it impossible for us to teach at more schools. Later that summer, I got an opportunity to participate in a finance summer camp, held by China Construction Bank. During this summer camp, I learned more efficient ways to manage my allowance. I sold stocks and put all my money to more low-risk funds and some short-term financial products. Four months later, I have earned enough money to buy books for more rural school students, and to continue my lessons in more schools next summer. For me, finance...
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...Rural Finance Opportunities in China By Alison Kennedy and Albert Chan From the steppes of Inner Mongolia to the tropical islands of Hainan Province, half of rural Chinese households lack access to banks or other formal financial services. With central government blessing, that will change over the next decade. But Chinese and multinational players considering this vast and variegated market will need innovative marketing and business models, a taste for on-theground campaigning, and patience. 1 2 Hidden in plain sight: the other economic miracle The popular narrative of China’s economic rise has been overwhelmingly urban and state-sponsored, from glittering architectural wonders rising up in Shanghai to new high speed railway lines and the growing appetite for cars and branded luxury goods. 3 Edited by Foxit Reader Copyright(C) by Foxit Software Company,2005-2007 For Evaluation Only. Government investment and private finance have indeed focused mainly on the country’s large cities, particularly along the eastern coastal provinces. That’s just half the story. Rural China, with between 50 and 56 percent of the population, or close to 700 million people, has emerged from the shadows and come of age economically. This vast collection of farms, villages, and towns in secondary coastal and inland provinces is now attracting attention from the Chinese central government, multinational corporations, investors, and local companies. Many larger Chinese enterprises...
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...What is the main future growth engine of Asia? Developments in Asean, China and India Vientiane, Lao PDR Sunday, 3 April 2016 Inaugural BOL-OMFIF Conference MEETING BACKGROUND Following the success of the inaugural KL Debate, held under the auspices of Bank Negara Malaysia during the annual Asean finance ministers meetings in 2015, Bank of the Lao PDR and OMFIF are pleased to jointly host the Inaugural BOL-OMFIF Conference in Vientiane in April 2016. With India set to overtake China as the world’s fastest growing large economy in 2015, according to IMF estimates, the interplay between the two countries and Asean has never been so important. If Asean were a country, it would rank 7th in the world in GDP terms, ahead of Brazil, Russia and India. India and Asean share the commonalities of a young population and progress on structural reforms. China is the third largest trading partner of Asean and the rise of the renminbi plays an important role in inter-regional dialogue. As Asia continues to grapple with the challenges of a global economic recovery, the quest for sustainable economic growth and greater regional integration in Asean, and connectivity with the rest of the world, remains a source of concern for investors and policy makers alike. Challenges surrounding development and in particular infrastructure investment abound. With this in mind, Bank of the Lao PDR and OMFIF have assembled a panel of extremely well-qualified industry practitioners for this year’s Asean...
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...shares fell short of demand, leading to higher market capitalization of public companies. Based on these concerns, we could not use the multiplier of 5.5 times to calculate the final consideration of this deal. In such a case, we should refer to other price-to-book multiples of similar deals over that period. According to the data given in the case (as shown in Figure 1), these China banks had also received foreign investment and their deals had multipliers of 1.2-1.5 times. Given their similarity, the multiplier of 1.6 times is appropriate for the SDB deal. Figure 1 Date | Foreign Investor | China Bank | % Stake invested | Purchase P/B | Sep-99 | International Finance Corporation | Bank of Shanghai | 5% | 1.5x | Nov-01 | International Finance Corporation | Nanjing City Commercial Bank | 15% | 1.2x | Dec-01 | HSBC | Bank of Shanghai | 8% | 1.2x | Dec-02 | Citibank | Pudong Development Bank | 5% | 1.4-1.5x | However, we can see from Exhibit 13 that CMB, Mingsheng and SPDB, the similar players in the market, held multiplier of 2.3, 2.2 and 4.9 times respectively. All of those banks were preforming better than SDB at that point. Financially...
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...I. Introduction Greetings to everyone in receipt of this briefing hope your research processes are coming along. It has been brought to my attention that we may encounter some resource concerns with this global launch. The fabrics we use domestically cannot be shipped or exported so we need to address this concern. As far as textiles go we will need to look into alternatives for the Italy global expansion. Seen there are various concerns with resources that often come up with global expansion we will need to look into and address them all during this briefing. One of our board members use to run a textile plant in China so we will see if they still have contacts and that very well could solve and address our textile issues but not the others we may face. II. Global Strategy concerns for Resources The global expansion of a business opens untapped opportunities for the organizations growth especially in markets that are emerging and or contain fast-growth. With the opportunities that global expansion brings it also has a particular set of challenges associated with it; changes such as market-entry strategy, supply chain sourcing, building a consumer base, and manufacturing. On top of all of this you need to add financing, taxation, human resources, textiles, technology (where needed), natural resources, managerial resources considerations and so on. It becomes trickier and trickier. So let’s discuss some of the concerns we need to address with global strategy and available resources...
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...PERSONAL AND EMPLOYMENT DATA PANFILO A. CATULONG JR. Current Residence Address: Lot 15 & 17 Block 5, Malesido Homes Subdivision 1 San Isidro, General Santos City, Philippines panfilojr.catulong@yahoo.com Willingness to: Phone no +63 922-812-7397 Travel: 100% PERSONAL DATA Birth Date: May 16, 1972 Status: Married Height: 5’ 6.5” Weight: 73 kgs Religion: Roman Catholic Built: Medium WORK EXPERIENCE: RAMGO INTERNATIONAL CORPORATION 540 Jennys Avenue, Maybunga Pasig City, Philippines (63 2) 641-6808/642-5828/643-8883 Position: Regional Sales Manager - Mindanao: 05/02/12 to Present a] Agro-chemical and Vegetable seeds sales and marketing planning for Mindanao b] Formulate the go to market, channel and influencer management strategies c] Formulate sales target per Area, Product and Salesperson d] Evaluate and propose the pricing strategy e] Formulate the sales and marketing programs f] Implementation of highly professional Below-The-Line [BTL] activities g] Implementation of quality Pre-Commercial Trail activities g] Accounts receivable management i] Customer service management j] Develop KRA for sales and marketing personnel k] Conduct quarterly and annual performance review l] Safety and QTM implementation SYNGENTA PHILIPPINES, INC. [Merger of Novartis and Zeneca] 12F Two World Square, 22 Upper McKinley Road McKinley Town Center...
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...Sejarah Singkat PT. Bank Central Asia PT. Bank Central Asia, berawal dari NV Semarang Knitting Factory, yang didirikan pada tanggal 10 Agustus 1955, dengan akte notaris no. 38. Bagian perusahaan tekstil yang telah surplus dimasukkan dalam NV Central Bank Asia pada tanggal 13 Februari 1957. Resmi didirikan/beroperasi awal pusat perniagaan Jl. Asemka Jakarta pada 21 Februari 1957, yang akhirnya diberi nama PT Bank Central Asia pada tanggal 18 Maret 1960. Sejak pertengahan tahun 1970-an, PT. Bank Central Asia mulai berkembang pesat, pada tahun inilah dapat dikatakan merupakan era cepat landas PT. Bank Central Asia. Tahun 1974 misalya, Bank Central Asia bersama-sama lembaga keuangan terkemuka dari Jepang, Inggris, dan Hongkong mulai menjalin kerja sama mendirikan Lembaga Keuangan Bukan Bank (LKBB) yang dinamakan PT. Multi National Finance Coorporation ( Multicor). PT. Bank Central Asia menjado pemegang saham terbesar di Multicor yaitu sebesar 51% dari total saham. Dengan kerja sama yang dilakukan oleh Bank Central Asia dan disertai pengelolaan yang profesional, sumber dana dan jangkauan PT. Bank Central Asia menjadi luas dengan aset yang cukup besar yaitu Rp 12,8 Milyar pada tahun 1977. PT. Bank Central Asia mulai menunjukkan sebagai bank yang menguasai pasar perbankan. Dari hanya 2 cabang di tahun 1972, maka PT. Bank Central Asia terus merebak ke berbagai propinsi atau daerah-daerah yang belum banyak dijangkau bank lain. Tahun 1977 status bank devisa diperoleh PT. Bank Central Asia...
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...Anim Poultr Aqua 1.8 B Renat three formu by bu Sou 3 HR mal Health P ry Products- E Products- R Business A ta is one of th decades alrea ulations like t usiness unit of urce: Official R Practices in Products Enrocin Rena Fish, Ren Activities he leading ph ady. With all tablets, capsu f' last year is g l n Renata Lim naquine 10%, harmaceutical the modern ules, syrups, given in Char mited , Biomin pond companies o facilities Ren ointments, cr rt 1. dlife of our country nata manufact reams and inj y which succe tures medicin jections. Sale essfully passe nes in differen es contributio ed nt on 1.9 F In ter Count 2010 Finan Sourc Tabl (Tak Parti No. Tota Tota Net Prof Net p Bonu Sourc 4 HR Financial P rms of turno try. Among t was $5,823,3 ncial performa ce: Official e 1: Corpor ka .000) iculars of Shares al Assets al Liabilities sales [Gross P fit Before Tax profit After T us/Right ce: Internet R Practices in Performan ver Renata r he pharmaceu 362. Renata h ance of last fe rate Operati Profit] x Tax n Renata Lim nce ranks 27th am uticals compa as a growth o ew years is sh ional Result 2010 1,807,480 2,063,325 1,851,205 2,684,956 1,129,603 851,428 mited mong the list any it ranks n of more than 2 hown in chart ts 2009 1,445,98 1,643,10 1,409,72 2,088,28 823,020 603,524 20% ted company no 11th. Turno 20% over last 2. 2008 4 1,156,787 7 1,506,07 7 1...
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...INTERNSHIP REPORT ON HR PRACTICES IN RENATA LIMITED HR PRACTICES IN RENATA LIMITED 23/05/2012 BRAC University PREPARED FOR, Ms. KOHINUR AKTER SENIOR LECTURER, BRAC BUSINESS SCHOOL COURSE ID: BUS-400 PREPARED BY, NAZMUS SAKIB STUDENT ID: 07304004 BRAC BUSINESS SCHOOL BRAC UNIVERSITY Letter of Transmittal May 23, 2012 Kohinur Akter Senior Lecturer BRAC Business School BRAC University Subject: Submission of Internship Report Dear Ms. Kohinur Akter, With due respect and immense pleasure I am submitting my internship report on “HR Practices in Renata Limited” that you have assigned me as an essential requirement of Internship program. It is really an enormous prospect for me to gather together vast information and grasp the subject matter in an appropriate way. I have found the study is quite attention-grabbing, beneficial & insightful. I tried my level best to prepare an effective & creditable report. The report will provide clear concept about the overall functions of “HR Practices in Renata Limited”, I welcome your entire query & criticism on the report is beneficial for me as it will give me the opportunity to learn more and enrich my knowledge. I hope you will consider the mistakes that may take place in the report in the spite of my best effort Yours Sincerely ______________________ Nazmus Sakib I Acknowledgement Preparation of this Report, I would like to acknowledge the encouragement, guidance and assistance given from a number of responsible...
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...Intern Report On Customer Service analysis with the overview of marketing and promotional activities of BRAC BANK LTD. SUBMITTED TO 1. Mr. SUNTU KUMAR GHOSH SENIOR LECTURER BBS BRAC UNIVRESITY 2. Ms. Sharmin Shabnam Rahman Lecturer BBS Brac University SUBMITTED BY JOYDEEP SINHA ROY 06304025 DATE OF SUBMISSION: 11th MAY, 2010 LETTER OF TRANSMITTAL 11th May, 2010 To Mr.Suntu Kumar Ghosh Senior Lecturer Brac University Subject: Internship Report submission Dear Sir, With due respect, I have the pleasure to submit my internship report on “Customer Service analysis with the overview of marketing and promotional activities” to partially fulfill the requirements of the bachelor degree under your supervision. It has been a worthwhile experience for me undertaking such a report work to get exposure to the real life of a banking organization. I have tried my best to satisfy the academic requirements. In my report, I have tried to reflect a partial scenario of the activities of local private banks of Bangladesh. I have used both primary and secondary data and have tried to prepare the according to your instructions. I also confess that this report has some limitations as well because I got limited resources. So I hope that you will be kind enough to...
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...170 Independent Auditors’ Report 36 Summarised Balance Sheet and Statement of Profit and Loss (Consolidated) Major Launches during the Year Consolidated Financial Statements 172 Balance Sheet 38 Summarised Balance Sheet and Statement of Profit and Loss (Standalone) 40 Funds Flow - Last Five Years 41 Financial Statistics 173 Statement of Profit and Loss 174 Cash Flow Statement 176 Notes to Accounts Subsidiary Companies 207 Financial Highlights 210 Listed Securities issued by Subsidiary Companies during FY 2013-14 30 ANNUAL GENERAL MEETING Date Thursday, July 31, 2014 Awards and Accolades Range Rover Sport won the SUV of the Year award by Top Gear magazine in the UK, EVO in MENA, Car and Drive in China. Venue...
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...132 Cash Flow Statement 134 Notes to Accounts Consolidated Financial Statements 170 Independent Auditors’ Report 172 Balance Sheet 173 Statement of Profit and Loss 174 Cash Flow Statement 176 Notes to Accounts Subsidiary Companies 207 Financial Highlights 210 Listed Securities issued by Subsidiary Companies during FY 2013-14 14 Major Launches during the Year Our products represent the Horizonext philosophy with best-in-class offerings. 38 Summarised Balance Sheet and Statement of Profit and Loss (Standalone) 40 Funds Flow - Last Five Years 41 Financial Statistics 30 ANNUAL GENERAL MEETING Date Awards and Accolades Range Rover Sport won the SUV of the Year award by Top Gear magazine in the UK, EVO in MENA, Car and Drive in China. Thursday, July 31, 2014 Time 3.00 p.m. Venue Birla Matushri Sabhagar, 19, Sir Vithaldas Thackersey Marg, Mumbai 400 020 Horizonext,...
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...23095384, 23095385 Website: http://www.finmin.nic.in/the_ministry/dept_revenue/index.html Department of Disinvestment Block 11 & 14, CGO Complex Lodhi Road, New Delhi -110 003 Phones: 24368528, 24368523, 24368044 Website: http://www.divest.nic.in Department of Financial Services Jeevan Deep Building, Parliament Street, New Delhi 110 001 Phones: 23748721, 23748734 Website: http://www.finmin.nic.in Dream Dare Win 2 www.jeywin.com Dream Dare Win www.jeywin.com Contents Paragraph No. INTRODUCTION Page No. 1 CHAPTER - I Department of Economic Affairs 9 Economic Division 1 11 Budget Division 2 12 Capital Markets Division 3 15 Infrastructure Division 4 19 Fund Bank Division (including UN Branch) 5 23 Foreign Trade Division 6 26 Aid Accounts & Audit Division 7 27 Administration Division 8 28 Bilateral Cooperation Division 9 32 10 37 Integrated Finance Division Organisation Chart 40 CHAPTER - II Department of Expenditure 41 Establishment Division 1 43 State Finances Division 2 44 Plan Finance – II Division 3 45 Staff Inspection Unit 4 46 Chief Adviser Cost Office...
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...MAHATMA GANDHI UNIVERSITY KOTTAYAM REGULATION 1. COURSE OBJECTIVES The MG University MBA program is designed with the following objectives: 1. To develop young men and women in to professional managers to manage all sectors of the organized economic activity. 2. To equip the youngsters with conceptual and interpersonal skills and social purpose for managerial decision-making and its execution in real situations. 3. To develop and encourage the entrepreneurial capabilities of young generation to make them effective change agents. 4. To meet the demand for trained and professional people in the country at the top level management of business and industrial organizations in the light of the new economic and industrial policy of the country. 2. COURSE DURATION The MBA (Full Time) programme of Mahatma Gandhi University shall be spread in two years duration with 4 Semesters. Each semester shall comprise of a minimum of 16 instructional weeks of 5 days each of 5 hours a day (total contact hours 400). Continuous Internal Evaluation during the course period and University examination at the end of each semester shall be conducted. There shall be a semester break of 15 days each in addition to the usual Onam, Christmas and summer holidays. 3. ELIGIBILTY FOR ADMISSION 1. A pass in any Bachelor’s Degree Examination of Mahatma Gandhi University or an equivalent degree of any other universities duly recognized by M.G.University with not less than 50% marks in the aggregate for all parts of...
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