...Methodology of the study 5 1.5 Process of Data Collection 6 THEORETICAL FRAMEWORK AND ORGANIZATIONAL BACKGROUND 6 2.1 Theoretical Framework 6 2.2 7 Qualitative Analysis of Organization 7 2.2.1 Mission Statement 8 2.2.2 Vision 8 2.2.3 Values 8 2.2.4 Objectives 9 2.2.5 Share Capital and Ownership 9 2.2.6 Share Ownership of NBL 9 2.2.7 Organizational Structure 10 2.2.8 Product and Services 11 2.2.9 Human Resources and Training 12 2.2.10 Awards and recognition 14 2.2.11 The Kamladi Branch 14 2.2.12 Analysis of Organizational Functions 15 2.2.13 Current Status of the organization 17 2.2.14 Current Problems 18 2.2.15 SWOT Analysis 19 ANALYSIS AND PRESENTATION 20 3.1 Remittance Distribution in Nepal 20 3.2 Remittance and Nepalese Economy 21 3.3 Major Players in the Market: 24 3.4 Remittance at Nabil Bank 24 3.5 Framework of Inward Sourcing Unit 25 3.6 Remittance Products of Nabil Bank 26 3.7 Process of Internship 28 3.8 Western Union 29 3.9 Western Union and Nabil Bank 32 3.10 Income generated by NBL through Western Union 33 3.11 Analysis of Statistical Data of Western Union 34 3.11.1 Average Daily Transactions 35 3.11.2 Average transactions from various nations 36 3.12 Nabil Bank and Sub-Agents of Western Union 37 3.13 Nabil Remit 39 3.14 Process of Nabil Remit 39 3.15 Income generated by NBL through Nabil Remit 41 3.16 Analysis of Statistical Data of Nabil Remit 42 SUMMARY, CONCLUSIONS...
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...Expanding Horizons and Forging Cooperation in a Resurgent Asia SAARC 2015 The New Delhi Statement on SAARC 2015 and Asian Resurgence © Friedrich-Ebert-Stiftung, March 2007 Published by: Friedrich-Ebert-Stiftung India Office K-70B, Hauz Khas Enclave New Delhi Email: fes@fesindia.org Edited by: Kant K. Bhargava and Mahendra P. Lama Designed and printed by: New Concept Information Systems Pvt. Ltd., New Delhi ISBN 81-7440-065-6 Contents Foreword Preface Background Paper Inaugural Address by I.K. Gujral Group Reports New Delhi Statement Annexures: (i) Programme (ii) List of Participants & Special Invitees (iii) List of Written Papers and Presentations Related Publications iv vi 1 17 23 45 56 71 Foreword As part of its programme for the promotion of regional cooperation in South Asia, the Friedrich-Ebert-Stiftung organised the Conference on SAARC 2015: Expanding Horizons and Forging Cooperation in a Resurgent Asia in February 2007 in New Delhi in collaboration with Ambassador Kant K. Bhargava, former Secretary-General of SAARC, and Prof. Mahendra Lama, Chairman, Centre for South, Central, South East Asian and South West Pacific Studies, School of International Studies, Jawaharlal Nehru University, New Delhi. The main thrust of the Conference was that the SAARC as an entity and its member states must prepare themselves well for leveraging the opportunities arising from the current resurgence in Asia. The Background Paper for the Conference was prepared...
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...CORPORATE GOVERNANCE IN NEPALESE FINANCIAL SECTOR: DOES POLICY MATTER? Submitted To Research Committee Research and Consulting Service Department Nepal Administrative Staff College Submitted By Basanta Raj Sigdel Santosh Koirala June, 2015 Copyright: Nepal Administrative Staff College Recommended Citation Sigdel, B.R. & Koirala, S. (2015). Corporate governance in Nepalese financial sector: Does policy matter? Lalitpur, Nepal: Nepal Administrative Staff College. Declaimer: This study is funded by Nepal Administrative Staff College. The opinion expressed in this research report do not represent official position of Nepal Administrative Staff College and are those of the researchers. ACKNOWLEDGEMENT This research paper has been materialized in this form with the help of many individuals and institutions. First, the team extends profound gratitude to the respected respondents of banks and finance companies for their valuable and generous support without which the project would not have been successful. Similarly, we are thankful to the Research Committee of NASC and Research and Consulting Services Department for their continuous guidance, facilitation and support in this endeavor. ABSTRACT The study examines insiders' perspectives on the determinants of corporate governance in the Nepalese financial sector. For this, we use a 5-point Likert scale questionnaire developed by CLSA, modified and contextualized to Nepalese setting. The study...
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...FOREIGN DIRECT INVESTMENT IN TELECOM SECTOR OF PAKISTAN CONFIDENTIALITY STATEMENT This dissertation has been agreed as confidential between the students, university and sponsoring organisation. This agreement runs for two years from (20 August 2008) STATEMENT OF AUTHENTICITY I have read the University Regulations relating to plagiarism and certify that this dissertation is all my own work and do not contain any unacknowledged work from other sources. WORD COUNT: 16,808 ABSTRACT 07000441 FOREIGN DIRECT INVESTMENT IN TELECOM SECTOR OF PAKISTAN Keywords: FDI, Entry Modes, Determinants, Risks, Pakistan Telecom Abstract Pakistan telecom sector has attracted large inflow of foreign direct investment in recent years. Government policy of deregulation and privatization has created an environment conducive for foreign direct investment in telecom sector of Pakistan. This paper will investigate all those factors which have contributed in attracting the foreign direct investment in telecom sector of Pakistan. However, there are some risks associated with the foreign direct investment in telecom sector due to the current political instability and terrorism in the country. This paper will examine the risks associated with the foreign direct investment in telecom sector of Pakistan. Subsequently it will explore entry strategy for foreign companies to enter in Pakistan telecom market. FOREIGN DIRECT INVESTMENT IN TELECOM SECTOR OF PAKISTAN Dissertation...
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...Revised and Final Draft January 2015 Not to be quoted Strategy for Export Diversification 2015-2020 Breaking into new markets with new products Dr. Zaidi Sattar Policy Research Institute of Bangladesh Prepared as a Background paper for the Seventh Five Year Plan 1 Table of Contents List of Tables .............................................................................................................................ii List of Figures ...........................................................................................................................ii List of Boxes .............................................................................................................................iii Acronyms .................................................................................................................................. iv I. INTRODUCTION ................................................................................................................ 1 II. CHALLENGE OF EXPORT DIVERSIFICATION ....................................................... 1 III. EXPORT PERFORMANCE AND PROGRESS OR LACK IN DIVERSIFICATION .................................................................................................... 3 Exploiting Non-traditional Markets for Exports ............................................................................... 14 IV. INTERNATIONAL EXPERIENCE AND LESSONS LEARNT ............................... 18 V. CONSTRAINTS TO EXPORT DIVERSIFICATION...
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...Mr. X Head of the SME division, Brac Bank Limited Dhaka, Bangladesh Dear Mr. X: In order to seek finance for my business, I am writing to you. For my new business which involves producing and selling banana-fiber related products, I need you to join hands with me with some cash from your bank. I have the confidence to state that my newly-established company has the potential to maintain your interest. BestFiber Bangladesh, a company intending to become born- global right from the start, is designed to take advantage of the market opportunities present throughout the world with high quality and diversified product portfolio produced from fiber extracted from banana stem. This business being relatively new has the potential to become a high- growth yielding one as there is no such domineering firms with similar businesses as is found in other industries. I strongly believe that, of course I have the necessary backing tools here, Bestfiber with its professional approach to branding and marketing and high- quality machines for production can leverage the opportunities present for this industry. Though starting with small- scale manufacturing, the company has the plan to grow big and enter into associated businesses with strength gained from the earlier operation. We currently require8,500,000taka that will be used to finance the purchasing of infrastructure like land at Bonpara,Natore, office space at Dhaka, machineries import, worker recruitment and training and other...
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...Final Draft PERSPECTIVE PLAN OF BANGLADESH 2010-2021 ____________________________ MAKING VISION 2021 A REALITY General Economics Division Planning Commission Government of the People’s Republic of Bangladesh April 2012 Contents ABBREVIATIONS ...............................................................................................................................v PREAMBLE of the Perspective Plan (2010-2021) ............................................................................ 1 I. ............................................................................................................... Context of the Perspective Plan .................................................................................................................................................................. 1 II. .......................................................................................... Current state and Development Perspective .................................................................................................................................................................. 1 EXECUTIVE SUMMARY .................................................................................................................... 2 CHAPTER 1: VISION FOR A PROSPEROUS FUTURE........................................................................ 10 1.1 The Vision ..........................................................................................................
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...During the fiscal year 2002-2003, the GDP of Bangladesh stood at around $52 billion. The growth rate of GDP has picked up in recent years. Thus, during 1980-90, it grew annually at 3.7 per cent on average, barely above the population growth rate. On the other hand, it approached an average annual rate of 5 per cent during 1991-2002. The relative shares of consumption and savings in the GDP witnessed modest changes during this period. In 1991, consumption accounted for over 86 per cent of the GDP, while in 2002 it fell to nearly 82 per cent. Correspondingly, the shares of savings in GDP rose by a quarter over this period. During the same period, the investment/GDP ratio increased from 17 per cent to 23 per cent. Within this, the ration of public investment to GDP remained stagnant around 7 per cent, while that of private investment increased from 10 per cent to 17 per cent of GDP. Changing sectoral distribution. As indicated by changes in the sectoral distribution of the GDP, the economy of Bangladesh underwent important structural transformations over the last three decades. At independence in 1971, agriculture was the dominant sectors accounting for over 55 per cent of the total GDP. The industrial sector was small, contributing less than 10 per cent of the GDP. The services including transportation and power accounted for the rest of the GDP. The share of the industrial sector stagnated at around 10 per cent until the mid-1980s. With the 2 remarkable growth in the RMG...
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...profitability. There is no question of profitability. It is all about registering your presence and building psychological pressure. On the other hand, the Indian market has yet to take-off when it comes to offering data-intensive mobile value-added services like m-commerce, healthcare services, governance, education, information and location-based services. But these areas are already contributing to revenues in many African and Middle Eastern countries. In rural India, the cell phone is not replacing anything of importance. In all probability, operators would experiment with voice services for 18-24 months before offering such value-added services. Further, extensive networks alone would not ensure better business. Branding, marketing and making relevant services available are more important. Whether Indian telecom companies' rural and emerging...
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...established under the ambit of Bank Companies Act 1991 and incorporated as a public limited company under the companies Act 1994 on June 02. The Bank started commercial banking operations effective from August 03, 1999. The bank converted its Banking operations into Islamic Banking based on Islamic Shariah from traditional banking operation in July 01, 2004 after obtaining approval from Bangladesh Bank. The bank is being managed and operated by a group of highly educated and professional team with diversified experience in finance and banking. A team of highly qualified and experience professional headed by the managing director of the bank who has best banking experience operate bank as dat the top there is an efficient board of director for making policies. The management of the bank constantly focuses on understanding and anticipating customers’ needs. At present the bank has real time centralized online banking branches throughout the country having smart IT- Backbone. Besides these traditional delivery points the bank has ATM of its own, sharing with other partner banks and consortium throughout the country. 1.1 Background of Report The products and services that are sold in the most favourable prices can be an initial step of the firm in obtaining the trust and be included in the top list of the customers. However because of the tight competition of various services in EXIM bank, the perception of the customers and potential customer are also divided according to the...
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...the Olanda,a South Korean company. Another garments known as Desh Garments ,also treated as the pathfinder of textile sector in Bangladesh. In 1979 Desh Garments opened a joint venture project with south korean company "Daiyuu". At present RMG sector of Bangladesh deals with 22 billion USD every year.4 million people directly depend on the ups and downs of the sector.the 81% of the total export earnings are come from this textile sector. The textile sector passes it's golden time now.with the help of the government and different organizations we may hope for the betterment of this sector. The economy of Bangladesh is largely dependent on agriculture. However the Ready–Made Garments (RMG) sector has emerged as the biggest earner of foreign currency. The RMG sector has experienced an exponential growth...
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...U N I T E D N AT I O N S C O N F E R E N C E O N T R A D E A N D D E V E L O P M E N T WORLD INVESTMENT REPORT 2013 GLOBAL VALUE CHAINS: INVESTMENT AND TRADE FOR DEVELOPMENT New York and Geneva, 2013 ii World Investment Report 2013: Global Value Chains: Investment and Trade for Development NOTE The Division on Investment and Enterprise of UNCTAD is a global centre of excellence, dealing with issues related to investment and enterprise development in the United Nations System. It builds on four decades of experience and international expertise in research and policy analysis, intergovernmental consensusbuilding, and provides technical assistance to over 150 countries. The terms country/economy as used in this Report also refer, as appropriate, to territories or areas; the designations employed and the presentation of the material do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. In addition, the designations of country groups are intended solely for statistical or analytical convenience and do not necessarily express a judgment about the stage of development reached by a particular country or area in the development process. The major country groupings used in this Report follow the classification of the United Nations Statistical Office. These are:...
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...U N I T E D N AT I O N S C O N F E R E N C E O N T R A D E A N D D E V E L O P M E N T WORLD INVESTMENT REPORT 2013 GLOBAL VALUE CHAINS: INVESTMENT AND TRADE FOR DEVELOPMENT New York and Geneva, 2013 ii World Investment Report 2013: Global Value Chains: Investment and Trade for Development NOTE The Division on Investment and Enterprise of UNCTAD is a global centre of excellence, dealing with issues related to investment and enterprise development in the United Nations System. It builds on four decades of experience and international expertise in research and policy analysis, intergovernmental consensusbuilding, and provides technical assistance to over 150 countries. The terms country/economy as used in this Report also refer, as appropriate, to territories or areas; the designations employed and the presentation of the material do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. In addition, the designations of country groups are intended solely for statistical or analytical convenience and do not necessarily express a judgment about the stage of development reached by a particular country or area in the development process. The major country groupings used in this Report follow the classification of the United Nations Statistical Office. These are:...
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...TABLE OF CONTENTS 1)1.0 Executive Summary…………………………………………………… Page 3 2)2.0 Situation Analysis……………………………………………………… Page 4 2.1 Company Analysis…………………………………………………….. Page 4-7 2.2 Macro-environmental PEST analysis ………………………………… Page 8-11 2.3 Market Analysis……………………………………………………… Page12-13 2.4 Competitor Analysis………………………………………………….. Page 14-17 2.5 SWOT Analysis……………………………………………………… Page 18-20 3) 3.0 Market Targeting and Positioning……………………………………… Page21 3.1Target Market…………………………………………………………… Page21-22 3.2 Product Positioning……………………………………………………… Page 23-24 4) 4.0 Marketing Strategy……………………………………………………… Page25 4.1 Product…………………………………………………………………. Page25-29 4.2 Price…………………………………………………………………… Page30-33 4.3 Promotion……………………………………………………………… Page34-38 4.4 Distribution……………………………………………………………. Page39-42 5) 5.0 Financial…………………………………………………………………… Page43-46 6) 6.0 Control……………………………………………………………………… Page47-51 7) References……………………………………………………………………...... Page 52 1. Executive Summary First of all, we decided to choice HupSeng as our title of marketing plan. HupSeng is a well know brand in Malaysia. Besides, there have several type of biscuits brand in Melaka, Malaysia such as Julie’s, Oriental, Munchy’s and so on. All of these...
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...Table Of Content TOPICS | REMARK | Acknowledgement | | Objective | | Executive Summary | | Introduction | | ICICI Bank | | Yes Bank | | HSBC | | SBI Bank | | HRIS | | ICT | | Role of Banks in India | | Recommendations | | Conclusion | | Bibliography | | Objective: The objective of this report is to study the banking sector in the Indian Economy on a global perspective. In this we have tried to study the different aspects of the banks. Here in we have considered 4 banks, namely SBI, ICICI, HSBC, Yes Bank. Research Methodology: The research methodology that we adopted was a dual one:- Primary Research Under Primary research we visited the banks, collected data directly from the respected persons and analysed it. Secondary Research Under Secondary Research we took information from the Internet, Books. INTRODUCTION Banking in India originated in the last decades of the 18th century. The first banks were The General Bank of India, which started in 1786, and Bank of Hindustan, which started in 1790; both are now defunct. The oldest bank in existence in India is the State Bank of India, which originated in the Bank of Calcutta in June 1806, which almost immediately became the Bank of Bengal. This was one of the three presidency banks, the other two being the Bank of ombay and the Bank of Madras, all three of which were established under charters from the British East ndia Company. For many years the Presidency banks acted...
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