...Zinnov Management Consulting IT Adoption in BFSI Sector in India 2012 This report is solely for the use of Zinnov Client and Zinnov Personnel. No Part of it may be quoted, circulated or reproduced for distribution outside the client organization without prior written approval from Zinnov. India is a fast growing IT market; BFSI vertical constitutes a significant share of the overall spending USD billion $13.7 17.1% FY12 FY11 Distribution of IT Spending in India, FY12 Energy 15.7% Government 15.4% Hardware $11.7 IT Services $12.6 14.4% $11.0 Manufacturing 28.8% BFSI 11.1% Telecom 7.2% Education 1.5% Healthcare 1.0% Software Products $4.2 19.5% Consumers 11.9% Others1 7.0% Retail 0.4% $3.5 Total domestic IT market FY12 ~ USD 30.4 billion Overall, BFSI vertical is contributing significantly to the growth of the Indian economy; its share in Indian GDP is estimated at ~8% Source: Company Annual Reports and Press Releases; Dataquest; Primary Interviews with Stakeholders in the Indian IT Ecosystem; MOSPI; Zinnov Analysis Note: 2 The rapid diversification of the sector including Banks, NBFCs and Insurance presents huge IT opportunity Over 97,000 Scheduled Banks in India (235) Commercial Banks (166) Co-operative Banks (69) Unscheduled Banks Public Sector Banks (26) Nationalized Banks (20) Foreign Banks in India (33) Private Sector Bank (21) Regional Rural Banks (82) Urban Cooperatives (53) State...
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...International Journal of Business and Management Tomorrow Vol. 2 No. 7 Scope and Strategies in Financing of SMEs by Banks Onkar Chand Rana, Asst. Professor, Sri Sai University, Palampur, H.P. Professor K. Ravi Sankar, IGNOU, New Delhi Abstract Scope and Strategies in Financing of Small and Medium Enterprises by Banks- a case study of State Bank of India at Pathankot, was conducted with a view to examine the problems of SMEs of Pathankot area, examine the scope of further financing SMEs by Banks in Pathankot area and devise requisite strategies for financing of SMEs by Banks in Pathankot area and thereby increase their SME loans portfolio which would help the banks and ultimately the country to achieve the projections as per Indian vision 2020- a document by the Planning Commission according to which the Industry share in GDP which is 26% at present is projected at 34% and the service sector share which is at present 46%, is projected at 60% by the year 2020. On the analysis of the secondary data, which was obtained from Banks Performa Reports, Annual Returns and Annual Credit Plans, it was observed that huge scope exists for the banks in Pathankot centre for intensive financing of SMEs which is observed from the data that at present CD Ratio at the centre is 58.71% (below the prescribed national average of minimum 60%) and the share of SMEs to total advances being 31.58%, which need to be increased to at least 50%. The primary study was conducted on the basis of random...
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...Corporate Strategy Tameer Bank ‐ Micro Finance Banking Arsalan Aziz 2011 Instructor: Mr. Shahid Zaki EMBA PS‐IV (INSTITUTE OF BUSINESS ADMINISTRATION) Contents INDUSTRY BACKGROUND ................................................................................................................................... 4 TAMEER BANK .................................................................................................................................................... 5 Vision .............................................................................................................................................................. 5 Mission ........................................................................................................................................................... 5 Products ......................................................................................................................................................... 5 Tameer’s Tripple Bottom Line goals .......................................................................................................... 5 Projects in Progress for 3BL goals in 2008‐2010 ........................................................................................ 5 GENERAL ENVIRONMENT .................................................................................................................................. 7 . Technological Change .............................
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...Introduction Indian banking system has emerged as a vibrant sector in the Indian economy. Strong regulatory mechanism, inherent strength in the economy, and progressive policy framework which supports, nurtures, and helps in growing the financial institutions. Indian financial services industry is dominated by the banking sector that contributes significantly to the level of economic activity. The banking structure in India is broadly classified into public sector banks, private sector banks and foreign banks. The public sector banks continue to dominate the banking industry, in terms of lending and borrowing, and it has widely spread out branches which help greatly in pooling up of resources as well as in revenue generation for credit creation. The role of banks in accelerating economic development of the country has been increasingly recognized since the nationalization This facilitated the rapid expansion of banking in terms of its geographical reach covering rural India, in turn leading to significant growth in deposits and advances. Eventually, however, the government used banking sector to finance its own deficit by frequently increasing cash reserve ratios (CRR) and statutory liquidity ratio (SLR). Deregulation of the Indian financial system in 1991 followed by various financial sector reforms during the period 1990 through 1998 led to a major restructuring of the Indian banking industry. India has entered high growth trajectory with the initiation of economic reforms...
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...Keystone Business Support Company Ltd. ABOUT US Keystone is a professional services company with management and administrative staff headquartered in Dhaka, Bangladesh. The company provides comprehensive business solutions to private businesses, financial institutions, investors, bilateral and multilateral institutions. A special strength of Keystone lies in its ability to help prepare for and implement energy sector projects both with regards to conventional and nonconventional energy sources. Keystone is also particularly strong in the areas of financial modeling and conducting legal and technical due diligence. These strengths are applicable in a wide variety of fields and we are constantly branching out to new areas to expand our product offering. Keystone has a global network of expert consultants across major cities including Boston, Delhi, Dubai, Hong Kong, London, New York, San Francisco, Singapore, Sydney, and Washington DC. Keystone is continually expanding to other major cities as its business grows. OUR APPROACH Keystone’s Project Teams pair international experts with local talent to devise Global Best Practice Solutions tailored to the specific country context. This also allows us to offer a high international quality service locally. Our first and foremost goal is to craft concrete and actionable steps for our clients that deliver results. OUR STRENGTHS Expertise : Keystone draws its strength from its diverse team of international experts. The company...
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...Business plan Private and confidential “FOR STARTING A MICROFINANCE INSTITUTION IN TANZANIA” Dar-es-Salaam June 2009 1 Table of Contents 1. 1.1. 1.2. 1.3. 2. 2.1. 2.2. 2.3. 3. 3.1. 3.2. 4. 4.1. 4.2. 4.3. 4.4. 5. 5.1. 5.2. 5.3. 5.4. 5.5. 5.6. 5.7. 6. INTRODUCTION AND BACKGROUND .....................................................3 Executive Summary..........................................................................................3 Mission and Goals ............................................................................................ 3 Macroeconomic Economic Situations in Tanzania ..........................................4 MARKET AND CLIENTS ..............................................................................5 Market ...............................................................................................................5 Microeconomic Background ............................................................................5 Clients ...............................................................................................................7 Business Environment Analysis .......................................................................9 Competitors ......................................................................................................9 Opportunities and Threats ..............................................................................11 CORRABORATION AND PARTNERSHIP .................................................
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...Chapter One: Introduction 1.1 Introduction A non-governmental organization (NGO) is an organization that is neither a part of a government nor a conventional for-profit business. Usually set up by ordinary citizens, NGOs may be funded by governments, foundations, businesses, or private persons. Some avoid formal funding altogether and are run primarily by volunteers. NGOs are highly diverse groups of organizations engaged in a wide range of activities, and take different forms in different parts of the world. Some may have charitable status, while others may be registered for tax exemption based on recognition of social purposes. Others may be fronts for political, religious or other interest. The number of NGOs in the Bangladesh is 2333(http://ngonewsbd.com/ngo-list-ofbangladesh/). Bangladesh is a developing country. The NGO sectors today play a very critical role in public health development. Overall contribution and development is the traditional strength of NGOF, which is one of the largest NGO networking organizations in the country. NGOF is determined to build long-term improvement of Public Health situation by reducing mortality and morbidity, and conserving sound environment. In order to implement its programmes as a process of holistic transformation of the society towards development, the Forum has emphasizing stepped forward maintaining a perfect balance among WatSan, health and environment. Combining hardware & software supports and networking...
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...this first Small and Medium Enterprises Business Guide. Small and Medium Enterprises (SME) are the backbone of the Ugandan economy. They contribute to job creation and poverty reduction. SMEs need to be supported to grow from small enterprises to medium and large businesses. This guide provides information and contacts on business licensing, access to finance, entrepreneurship skills training, business development services, and taxation/incentives. I wish to especially thank the Icelandic International Development Agency (ICEIDA) which has funded not only this guide but also entrepreneurship skills training and business development support for SMEs. Uganda Investment Authority has partnered with Makerere University Business School, Management Training and Advisory Centre and Uganda Women Entrepreneurs Association Limited to deliver these services. To my fellow entrepreneurs, I encourage you to use this Small and Medium Enterprises Business Guide to increase the profitability of your business. Patrick Bitature Chairman Uganda Investment Authority 2 Uganda Investment Authority © 2008 Small and Medium Enterprises Business Guide Table of Content I. INTRODUCTION ...................................................... Error! Bookmark not defined. II. OPERATING ENVIRONMENT FOR SMES ...........................................................6 III. GUIDE IN BRIEF .....................................................................................................8...
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...CHAPTER 1 INTRODUCTION 1. The Tanzania Development Vision foresees that by the year 2025, “Tanzania should have created a strong, diversified, resilient and competitive economy, which can effectively cope with the challenges of development and, which can also easily and confidently adapt to the changing market and technological conditions in the regional and global economy”. The challenge is therefore to mobilise human and other resources towards that goal. 2. Economic Reform Programmes implemented by the Tanzanian Government have been based on the philosophy that Tanzania is committed to a market economy whereby the private sector will take the lead in creating incomes, employment and growth. On the other hand, the State will be a producer of public goods, play a regulatory role to level the playing field and create conducive environment for the private sector to take the lead in driving economic growth. This philosophy is evident in almost all policy statements made since 1986 and in particular after 1996. The private sector has started playing an ever- increasing role in creating incomes and employment. Small and Medium Enterprises (SMEs) account for a large share of the enterprises active in Tanzania. In fact Small and Medium Enterprises are the emerging private sector and do form the base for private sector-led growth. 3. SMEs, important as they are to the economy, have been facing a number of problems despite the on-going reform programmes. This...
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...importance, developing entrepreneurship through training and motivation. Unit II Idea Generation, Identifying and Evaluating business Opportunities, idea generation and evaluation, Lifecycle and growth plans and the role of the entrepreneur in each stage, Exit options, Preparation and Presentation of Business Plans. Unit III Post-entry entrepreneurial issues: Implementing Business plans, Forms of business ownership, Professionalization and Management Succession, Reinventing and turn around. Support systems for entrepreneurs: Institutional support: Training Institutions, Financial Institutions, Research and Technology, Marketing and Legal aspects, Taxation benefits, Global aspects of Entrepreneurship SUGGESTED READINGS: 1. Anjan Raichaudhuri (2010) Managing New Ventures- Concepts and cases on Entrepreneurship, PHI Learning Pvt. Ltd., New Delhi. 2. Hisrich, R.D, Peter, M. P and Shepherd, D.A (2006) Entrepreneurship, New Delhi: Tata Mcgraw Hill, sixth edition. 3. Dollinger, Mark J (2004) Entrepreneurship: strategies and resources, Delhi: Pearson Education (Singapore) 4. Sharma, Sudhir, Singh, Balraj and Singhal, Sandeep (2005) Entrepreneurship development, New- Delhi: Wisdom Publications 5. Saini, J S and Rathore, B S (2001), Entrepreneurship: theory and practice. New Delhi: A.H.Wheeler, 2001. 6. Desai, V (2006), Small- Scale Industries and Entrepreneurship, Himalaya Publishing House. 7. Jain P. C. (1998), “Hand book for new entrepreneurs”, Oxford University ...
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...General Background on Global Microfinance Trends 0 Contents 1.0 OVER VIEW OF MICROFINANCE IN GHANA...................................................... 3 1.1 DEFINITION .....................................................................................................................3 1.2 EVOLUTION OF MICROFINANCE IN GHANA ..............................................................3 1.3 THE NEED FOR MICROFINANCE IN GHANA................................................................4 1.4 MICROFINANCE CLIENTS IN GHANA...........................................................................5 2.0 PROFILES OF MICROFINANCE APEX BODIES IN GHANA................................... 5 2.1 Ghana Co-operative Credit Unions Association (GCCUA).....................................5 2.1.1 Some Current Performance of GCCUA.............................................................. 6 2.1.2 Outstanding Challenges and Future Resource Requirements of CUA ........ 6 2.1.3 Summary of Credit Unions Annual Performance ............................................. 6 2.2 GHANA CO-OPERATIVE SUSU COLLECTORS’ ASSOCIATION (GCSCA)..................7 2.2.1 Some Current Performance of GCSCA .............................................................. 7 2.2.2 Outstanding Challenges and Future Resource Requirements for GCSCA .. 7 2.2.3 PERFORMANCE COMPARISON OF GCSCA TO CUA AS AT OCTOBER 2007.. 8 2.3 ASSOCIATION OF FINANCIAL NGOs (ASSFIN) .....................................................
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...Autumns Internship Project KPMG Strategic and commercial Intelligence Department Inverting the Pyramid: Inclusion in the Financial Services Industry Final Project Report 19/11/2010 Submitted By: Hufriya Kavarana PGP-09-031 S.P. Jain Institute of Management and Research, Mumbai Inverting the Pyramid: Inclusion in the Financial Services Industry 2 | P a g e Table of Contents Preface .............................................................................................................................................. 3 Acknowledgement ............................................................................................................................ 4 Executive summary.......................................................................................................................... 5 Overview .......................................................................................................................................... 7 Components of financial inclusion—what is being measured? ..................................................... 8 Introduction ...................................................................................................................................... 9 Indian Scenario ............................................................................................................................... 13 Magnitude and Spread of Financial Exclusion ................................................................
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... Competition 6 3. Services 6 4. Keys to Success 6 5. Critical Issues 6 C. Marketing Strategies 7 1. Mission 7 2. Marketing Objectives 7 3. Financial Objectives: 7 4. Target Market 7 5. Positioning 7 6. Value Proposition 7 7. Strategy pyramid 7 8. Marketing Mix 8 9. Marketing Research 10 D. Financials, Budgets and Forecasts 11 References: 14 A. Executive Summary This document details the marketing plan to be followed by our team for providing software solutions to clients belonging to BFSI domain. After being an established solution provider to other large banks, the products and services of the company now mainly aim at providing right kind of solutions to the small and medium financial institutions (cooperative and retail banking). The entire strategy for marketing plan starts from segmenting the market for the kind of services we will be providing, understanding customers' needs, customizing solutions according to them and providing them with the solutions. It contains projected revenue figures, desired market share and approximate investments to be made by us to achieve the forecasted sales and in turn, the profits. It also talks briefly about the marketing campaign that we will be developing for selling our services to our clients and also the proposal and legal framework involved in the IT services marketing. The document will be undergoing modifications as we will be discovering new needs and also when the customers’...
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...from expansion. This has directly affected the lives of many citizens in our country. For many, there has been a dramatic increase in the disposable income. The savings, consumption and investment patterns have changed in the past few years. This has meant that there has been an increase in demand for many financial services from different financial firms. The market has responded to this soaring demand with making attractive offers and services for the customers at affordable rates. Since the LPG reforms of 1991, there have been progressive reforms in the financial sector allowing for better and easier facilities and options to the consumer. An increasing financially aware middle class have realized the importance of financial services. Banks have streamlined and rationalized themselves to meet with the changing demands of the people. However, not all the reforms in the financial services sector have still been able to bring in the other half of India’s population who are un-banked. There are many reasons that are obvious for this kind of financial exclusion. Most of the un-banked or financially excluded population of India lives in rural areas; nevertheless, there is also a significant amount of the urban population of India who faces the...
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...Harvard Business School 9-899-062 Rev. December 7, 1998 Walnut Venture Associates (A): RBS Group Investment Memorandum Ralph Wagner pulled his file on the RBS Group, a young company that developed and sold accounting software specifically targeted to software companies. Wagner was a private investor—an “angel”—and a member of an informal group of other investors known as Walnut Venture Associates. (See Exhibit 1 for background information on Walnut) RBS was seeking to raise $2 million in equity capital to fund its growth. Wagner had agreed to take the lead role in evaluating RBS as an investment opportunity for Walnut. While Wagner would spearhead the process, each individual would make his own decision about whether to invest in the company. It was December 26, 1997 and Bob O’Connor, RBS’s founder and CEO, had presented to the Walnut group one week ago. The group had been impressed with O’Connor, with RBS’s business focus, and with the fact that the company had a product, sales and even earnings. Based on this positive first impression, the group had decided to take the next step and begin a more in-depth investigation of the company and its prospects. Half a dozen or so “Walnuters” had indicated an interest in possibly investing, and it was up to Wagner to come up with a due diligence agenda for these individuals. He pulled out RBS’s plan (See Exhibit 2) and began to sort through the issues the group should investigate during this phase, as well as an agenda for the meeting...
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