...African Reserve Bank Working Papers are externally refereed. Information on South African Reserve Bank Working Papers can be found at http://www.resbank.co.za/Research/ResearchPapers/WorkingPapers/Pages/WorkingPapers-Home.aspx Enquiries Head: Research Department South African Reserve Bank P O Box 427 Pretoria 0001 Tel. no.: +27 12 313-3911 0861 12 SARB (0861 12 7272) © South African Reserve Bank 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 without fully acknowledging the author(s) and this Working Paper as the source. Contents 1. 2. 3. 3.1 3.2 4. 5. Figures 1. 2. Tables 1. 2. 3. 4. 5. Stock Markets in Selected Advanced and Emerging Economies ...................................... 5 Foreign Exchange Turnover, 2013 .................................................................................... 9 Currency Speculation (Forward Carry) Returns...
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...SABMilier Aidan McQuade South African Breweries grew on the basis of its strength in developing markets, first in Africa and then in other parts of the world. Following pressure from investors to acquire a brewery in a developed market it acquired Miller in 2002 to become SABMiller and the second largest brewer by volume in the world. This case study explains the business's development. It shows how the strategy has changed with time and circumstances and provides the opportunity to consider its future at both the corporate and competitive strategy levels. ••• Introduction In 2007 SABMiller, the renamed South African Breweries following its acquisition of the American brewer Miller in 2002, had become the second largest brewer by volume in the world. It still vied with Anheuser- Busch. its principal competitor; having dropped back to third place in 2005 it reclaimed the number two position following its conclusion of a US$7.8bn (~6.2bn) deal to take over Grupo Empresarial Bavaira, South America's second largest brewer. In the 2006 annual report SABMiller outlined four strategic priorities upon which its success depended: 'Creating a balanced and attractive global spread of businesses .... Developing strong relevant brand portfolios in the relevant market .... Constantly raising the performance of the local businesses . . . . Leveraging our global scale.' This statement of strategy may be seen as a synthesis of the learning the company has developed...
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...w rP os t S W12945 PAK ELEKTRON LIMITED: CONVERTING SYSTEMS TO ERP Muntazar Bashir Ahmed wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. op yo Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2012, Richard Ivey School of Business Foundation Version: 2012-04-26 On October 12, 2011, Syed Mohsin Gilani, the general manager finance of Pak Elektron Limited (PEL) was in a meeting to discuss the cash flow situation of the company with Manzar Hassan, the chief financial officer (CFO). During the discussions, he commented on the new enterprise resource planning (ERP) systems: “Data is being input by the data entry personnel, but reports still need to be adjusted in Excel, as before. The quality and timeliness of data is a major issue for processing the information...
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...Annual Report 2009 Wits Gold Prospecting Rights in the Witwatersrand Basin, South Africa Witwatersrand Basin Johannesburg Carletonville Potchefstroom Goldfield Evander Klerksdorp Klerksdorp Goldfield Potchefstroom N 0 100 Km Welkom Southern Free State Goldfield Wits Gold Prospecting Rights Mining Leases Witwatersrand Basin Basement Rocks Disclaimer Certain statements in this directors’ report may constitute forward-looking information within the meaning of securities laws. In some cases, forward-looking information can be identified by use of terms such as “may”, “will”, “should”, “expect”, “believe”, “plan”, “scheduled”, “intend”, “estimate”, “forecast”, “predict”, “potential”, “continue”, “anticipate” or other similar expressions concerning matters that are not historical facts. Forward-looking information may relate to management’s future outlook and anticipated events or results, and may include statements or information regarding the future plans or prospects of the Company. Without limitation, statements about the timing of the pre-feasibility studies regarding the Company’s Bloemhoek project and De Bron project, the ability of the Company to manage its business risks, the sufficiency of capital to cover exploration and operating expenses, and other related statements are forwardlooking information. Forward-looking information involves known and unknown risks, uncertainties and other important factors that could cause the actual results,...
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...HONG KONG/CHINA Bosideng International A warm and cosy stock A dominant brand with household recognition We initiate coverage on Bosideng with an Outperform, with 35% upside to our target price. Bosideng dominates China’s down jacket market with an estimated 37% market share in CY10. Its top brand is ranked the 13th most valuable consumer brand in China. We expect core revenue CAGR of 13% in FY12-14 on the back of continued penetration of down jackets in China. Additionally, Bosideng is building out a menswear business. While this makes up only 10% of revenues in FY12E, we expect it to generate organic revenue CAGR of 33% with the potential for further upside from acquisitions. High free cash flow and dividend yield Photo taken by the report’s lead analyst in rural China. “A Christmas to remember” – December 2010 3998 HK Price 27 Oct 11 12-month target Upside/Downside Valuation - PER Outperform HK$2.07 HK$ % HK$ 2.80 35.3 2.80 Bosideng is currently sitting on HK$2.8bn net cash and we forecast a free cash flow yield of 6% in FY12, rising to 10% in FY14. With a 75% payout ratio, Bosideng should generate a dividend yield of 8% in FY12. Bosideng is looking to make acquisitions in the highly fragmented menswear market. Past acquisitions have been successful and we don’t think it is likely the company will make any acquisition that depletes more than half of the cash pile at most; thus we think the dividend is secure. Market concerns are overdone Six out of...
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...____________________________________________________________________ PROGRAMME HANDBOOK ____________________________________________________________________ ____________________________________________________________________ POSTGRADUATE DIPLOMA IN BUSINESS MANAGEMENT ____________________________________________________________________ ____________________________________________________________________ JANUARY 2016 INTAKE ____________________________________________________________________ Copyright© 2016 THE MANAGEMENT COLLEGE OF SOUTHERN AFRICA All rights reserved, no part of this book may be reproduced in any form or by any means, including photocopying machines, without the written permission of the publisher 1 MANCOSA: POSTGRADUATE DIPLOMA IN BUSINESS MANAGEMENT TABLE OF CONTENTS 1. WELCOME 1.1 MESSAGE FROM THE PRINCIPAL 1.2 MESSAGE FROM THE OFFICE OF THE DEAN 3 4 INTRODUCTION TO MANCOSA 2.1 BRIEF HISTORY OF MANCOSA 2.2 PROGRAMME OFFERINGS 2.3 ACADEMIC MANAGEMENT 4 5 5 3. THE MANCOSA VISION 6 4. THE MANCOSA MISSION 6 5. POSTGRADUATE DIPLOMA IN BUSINESS MANAGEMENT PROGRAMME STRUCTURE 5.1 OVERALL PROGRAMME OBJECTIVES 5.2 PROGRAMME FOCUS 5.3 MODULE DESCRIPTIONS 2. 6. PROGRAMME ADMINISTRATION 6.1 PROGRAMME MANAGEMENT 6.2 FINANCE 6.2.1 FEE PAYMENT 6.2.2 PAYMENT OF FEES AND OTHER DUES 6.2.3 PAYMENT PLANS 6.2.4 ADDITIONAL FEES/CHARGES 6.2.5 REGISTRATION SPECIFIC/INCOMPLETE MODULES ...
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...Report of the Joint Study on the Possibility of a Canada-Japan Economic Partnership Agreement March 2012 Contents Introduction and Purpose of the Study ................................................................................................ 2 Executive Summary ............................................................................................................................. 3 Chapter 1: Overview of Bilateral Economic Relations ....................................................................... 5 1.1 1.2 1.3 1.4 Overview............................................................................................................................... 5 Trends in Bilateral Trade in Goods ...................................................................................... 7 Trends in Bilateral Trade in Services ................................................................................... 9 Trends in Foreign Direct Investment ................................................................................. 10 Chapter 2: Analysis of the Economic Effects from a Canada-Japan Economic Partnership Agreement .......................................................................................................................................... 12 Chapter 3: Analysis of Major Areas of an Economic Partnership Agreement ................................. 14 3.1 Market Access (including Rules of Origin) .......................................................
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...PASSIONATELY REfREShINg A ThIRSTY WORLd 2011 Annual Review Inspired by the world’s greatest brand and driven by a talented and passionate team of more than 700,000 system associates, we are operating from a position of strength. Together with our bottling partners, we are executing against a solid, focused vision. 2 5 6 8 12 14 16 18 20 Letter to Shareowners Selected Financial Data 2011 Highlights 125th Anniversary Per Capita Consumption Refreshing Our System Refreshing Our Business Through Innovation Refreshing Our Portfolio Refreshing Our Approach to Consumer Engagement 22 24 28 30 32 33 34 35 Refreshing the Communities We Serve 2011 Operating Group Highlights Business Profile Management Board of Directors Shareowner Information Company Statements 2020 Vision A LETTER fROm OuR ChAIRmAN ANd ChIEf ExECuTIvE OffICER dear fellow Shareowners: In 2011, I was honored to represent The Coca‑Cola Company all over the world, in humble villages and great, bustling cities. Wherever I traveled, I spent time in stores, restaurants, shops and homes—the places where people buy and enjoy Coca‑Cola. With every visit, I learned something new about our business: what we are doing well and what we can—and must—do even better. Again and again, as I listened to consumers, customers, bottling partners, associates and shareowners like you, one thought kept coming back to me: I wish all of you could see this business the way I do. That is quite a wish, I know. But, if you had been with me this...
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...Curriculum Source References The following references were used in the CFA Institute-produced publications Quantitative Methods for Investment Analysis, Analysis of Equity Investments: Valuation, and Managing Investment Portfolios: A Dynamic Process. Ackerman, Carl, Richard McEnally, and David Ravenscraft. 1999. “The Performance of Hedge Funds: Risk, Return, and Incentives.” Journal of Finance. Vol. 54, No. 3: 833–874. ACLI Survey. 2003. The American Council of Life Insurers. Agarwal, Vikas and Narayan Naik. 2000. “Performance Evaluation of Hedge Funds with OptionBased and Buy-and-Hold Strategies.” Working Paper, London Business School. Ali, Paul Usman and Martin Gold. 2002. “An Appraisal of Socially Responsible Investments and Implications for Trustees and Other Investment Fiduciaries.” Working Paper, University of Melbourne. Almgren, Robert and Neil Chriss. 2000/2001. “Optimal Execution of Portfolio Transactions.” Journal of Risk. Vol. 3: 5–39. Altman, Edward I. 1968. “Financial Ratios, Discriminant Analysis and the Prediction of Corporate Bankruptcy.” Journal of Finance. Vol. 23: 589–699. Altman, Edward I. and Vellore M. Kishore. 1996. “Almost Everything You Wanted to Know about Recoveries on Defaulted Bonds.” Financial Analysts Journal. Vol. 52, No. 6: 57−63. Altman, Edward I., R. Haldeman, and P. Narayanan. 1977. “Zeta Analysis: A New Model to Identify Bankruptcy Risk of Corporations.” Journal of Banking and Finance. Vol. 1: 29−54. Ambachtsheer, Keith, Ronald Capelle, and...
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...SUPPLY CHAIN PRACTICES OF CTI Education Group TABLE OF CONTENTS Introduction ……………………………………………………………………….. Page 02 Contacts at CTI …………………………………………………………………... Page 02 Supply Chain Management …………………………………………………….. Page 02 Competitive Advantages ………………………………………………….…….. Page 03 Core Product / Service Offerings ………………………………………………. Page 04 Description of CTI Education Group’s Students …………………………….. Page 05 Supply Chain Strategy ………………………………………………………….. Page 06 Are CTI Group’s Supply Chain and Product Offering Aligned? ……………. Page 08 Supplier Relationship Management …………………………………………... Page 08 CTI Education Group’s Suppliers................................................................ Page 09 Supplier Involvement in CTI Education Group’s Operations....................... Page 10 Supply Chain Integration and Management ………………………………... Page 11 Conclusion................................................................................................... Page 13 Bibliography ……………………………………………………………………… Page 14 Appendix A (Permission from CTI) ……………………………………………. Page 16 Appendix B (List of Suppliers) …………………………………………………. Page 17 Appendix C (Campuses) ……………………………………………………….. Page 18 Appendix D (Career Paths) ……..……………………………………………… Page 19 Appendix E (Trade & Industry) ………………………………………………… Page 20 INTRODUCTION For this assignment I have elected to case study CTI Education Group. Reasons for choice: 1) While...
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...increase on newly considered 2016 earnings rather than 2015 in our valuation analysis and on capital structure roll-forward as the firms generate sizable cash flow. 2016 earnings are expected to rise relative to 2015, on industry tailwinds (continued trend toward more normal volumes in Europe, cycling past a period of atypically strong macro headwinds in South America, robust growth in China, and continued cyclical increase in North America even if at a lesser rate) as well as various different self-help initiatives (e.g., as restructurings in Europe, Australia, and elsewhere take further hold, and on cost control efforts in North America). We reiterate our Overweight ratings on both GM and Ford, seeing more value in automaker stocks than in supplier stocks generally, on earnings that are growing almost as quickly as the average supplier over our newly extended forecast window (and at least as structurally improved relative to history) but valuation which is only in line with historical average (Ford) or even significantly below (GM). We are more cautious on Tesla, however, with our Neutral rating balancing incremental news flow likely to track positive with valuation that appears stretched and execution and competitive risk that seems underappreciated. We prefer automakers to parts suppliers: they are growing earnings as quickly and their profitability is as structurally improved but, unlike suppliers, they do not trade at a premium to history. While we remain bullish on auto...
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...* Contact Us * We Are Hiring! * Submit Your Startup * Subscribe To Our Newsletter Submit Your Startup | Careers | Contact Us | Privacy Policy | Disclaimer Top 47 Most Active Venture Capital Firms In India For Startups Team Inc42December 22, 2014 22 min read INC42 STAFF Advertisement 873 SHARES FacebookTwitterLinkedin This article is part of our series on the essentials of starting up in India in which we had earlier compiled the Top 15 Accelerators, Top 20 Incubators andCoWorking spaces in India. Once a startup has reached it’s growth stage, it’s most important requirement is undoubtedly the backing by reliable investors and an ample amount of funding to scale up. Though the concept of starting up has gained momentum recently, but the small number of investors willing to show their trust and invest in new ventures has been a problem for startups. Many startups find it difficult to approach venture capitalists and quite a few times the investment structure of the investor is inadequate for the startup. See Also: The Top 37 Most Active Angel Investors Of India For Startups Indian Startup Hubs: Delhi Ecosystem Builders That You Should Know About Indian Startup Hubs: Bangalore Ecosystem Builders That You Should Know About So this week we bring to you the much needed list of the most active institutional investors and capital funds in India along with their investment capacity, investment structure, investment industries and some of...
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...Review of Warehouse Receipt System and Inventory Credit Initiatives in Eastern & Southern Africa Final report commissioned by UNCTAD under the All ACP Agricultural Commodities Programme (AAACP) *The views expressed in this paper are those of the author and do not necessarily reflect the views of the United Nations September 2009 CONTENTS CONTENTS ............................................................................................................................................. i ACKNOWLEDGEMENT .....................................................................................................................iii GLOSSARY OF ABBREVIATIONS .................................................................................................. iv GLOSSARY OF ABBREVIATIONS .................................................................................................. iv SUMMARY ............................................................................................................................................ 1 Introduction ....................................................................................................................... 1 Observations on the different approaches ......................................................................... 1 Policy conclusions and recommendations ........................................................................ 3 Specific proposals .....................................................................
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...international programmes undertaken by the government and voluntarily by the non-government agencies have positively impacted on progressive reduction of emissions in many parts of the world. The paper highlights the emerging issues linked to the modalities of emission-trading, together with scope for developing sound accounting procedures for trading carbon credits. Paper discusses the opportunities for developing a sound marketing system of carbon credits with built-in efficiency in transactions, accountability and transparency in reporting systems with focus on India. Paper also GMJ,VOL 4,ISSUE 1 & 2, JANUARY - DECEMBER 2010 underlines the need to comply with the Global Accounting Standards, Tax Planning, access to Multi-commodity Exchange Market, certification, verification and enforcement procedures for proper execution of emission-trading initiatives aimed at achieving carbon neutrality. The aspects of Carbon management with focus on carbon neutrality, sustainable energy development and implicit energy security are also highlighted. Key Words: Emissions trading, Carbon Management, Global Carbon Accounting, carbon Offsetting & Foot-printing, Carbon Neutrality, Carbon Literacy Introduction The Intergovernmental Panel on Climate Change (IPCC, 1990)1 reported for the first time in 1990 that...
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...together O P E N & C O M M I T T E D Annual Report 2010-11 The captain and his crew wish you an enjoyable business trip to New York, Tokyo, Delhi… and more than 850 other cities, letting you take advantage of one of the world’s leading networks with our SkyTeam partners. II _ Air France-KLM 2010-11 Annual Report airfrance.com making the sky the best place on earth Editorial We can face the challenges with confidence Jean-Cyril Spinetta, Chairman of the Air France-KLM Board of Directors On the North Atlantic, the leading long-haul market globally, Air France-KLM has established a significant lead over the other alliances, and particularly Star Alliance, through the joint-venture that the Group has created with Delta and Alitalia. Our goal is to extend this model to all our SkyTeam partners, and particularly our Chinese partners. Furthermore, we are actively engaged in membership negotiations with other airlines in Brazil, India and elsewhere in Asia. On this basis, SkyTeam stands to benefit from global coverage. After a challenging time in 2009-10, our Group has succeeded in stemming the haemorrhage and returning to profit while also reducing debt. Our recovery has been remarkable. This success is thanks to the outstanding work of the Air France-KLM teams and the resolute commitment of all our employees within a difficult environment. I would like to thank everyone for their efforts. To confirm this recovery, the Air France-KLM group was able to implement...
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