...Executive Summary Booster juice franchise offers a wide variety of smoothies comprising of pure juice, fruit sorbet, vanilla frozen yogurt, frozen fruit, fresh yogurt. The store will be located at Preston Crossing at the mini mall strip, opposite Walmart. The shop will be incorporated with one manager, four part-time and two full time employees. The manager will be on salary and will oversee all operations. Two supervisors will oversee day to-day operations of the shop and the four part-time employees will be responsible for customer services. Both full time and part-time employees will be paid hourly wages. Initial requirements for all furniture, fixture, computer software and hardware and equipment will be supplied by Booster Juice Inc as part of the turnkey operation. All other supplies will be purchased from Booster Juice Inc. Our shop will be incorporated. Richard Azinwi, Nadia Maqbool and Ravi Brar will be the equity owners. We will have a total of seven employees comprising of one manager, two full time supervisors and four part-time employees. As part of our franchise deal, Booster Juice Inc will offer continuous training and support to our employees. Marketing for the Booster Juice is done by the franchisee and franchisor. The franchisor will do large scale marketing for all of the franchisees, as per the royalty agreement. Our Booster Juice will concentrate on local advertising. We will be doing an aggressive advertising in the first year to create store awareness...
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...Basel I The Basel Accords are some of the most influential—and misunderstood—agreements in modern international finance. Drafted in 1988 and 2004, Basel I and II have ushered in a new era of international banking cooperation. Through quantitative and technical benchmarks, both accords have helped harmonize banking supervision, regulation, and capital adequacy standards across the eleven countries of the Basel Group and many other emerging market economies. On the other hand, the very strength of both accords—their quantitative and technical focus—limits the understanding of these agreements within policy circles, causing them to be misinterpreted and misused in many of the world’s political economies. Moreover, even when the Basel accords have been applied accurately and fully, neither agreement has secured long-term stability within a country’s banking sector. Therefore, a full understanding of the rules, intentions, and shortcomings of Basel I and II is essential to assessing their impact on the international financial system. This paper aims to do just that—give a detailed, non-technical assessment of both Basel I and Basel II, and for both developed and emerging markets, show the status, intentions, criticisms, and implications of each accord. Basel I Soon after the creation of the Basel Committee, its eleven member states (known as the G-10) began to discuss a formal standard to ensure the proper capitalization...
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...JC PENNEY STRATEGIC MARKETING PLAN 2012: PRODUCT STRATEGY A Paper Submitted to the Graduate Faculty of the North Dakota State University of Agriculture and Applied Science By Alisha Liane Ostlund In Partial Fulfillment for the Degree of MASTER OF SCIENCE Major Department: Apparel, Design, and Hospitality Management April 2012 Fargo, North Dakota North Dakota State University Graduate School Title JC Penney Strategic Marketing Plan 2012: Product Strategy By Alisha Liane Ostlund The Supervisory Committee certifies that this disquisition complies with North Dakota State University’s regulations and meets the accepted standards for the degree of MASTER OF SCIENCE SUPERVISORY COMMITTEE: Linda Manikowske Chair Holly Bastow-Shoop Jaeha Lee Gerry Macintosh Approved: 04-24-2012 Date Holly Bastow-Shoop Department Chair ABSTRACT The JCPenney Company has undergone a transition from a value retailer to a streamlined, customer-driven retailer in order to set itself apart from its biggest competitors, Macy’s and Kohl’s. Previously, JCP was focused on general, storewide promotions. Currently, JCP has retooled their image to reflect a standard set of prices and special savings. In this exploratory look at JCP’s merchandising strategy, both previous and new methods are examined and additional steps to improve the returns on merchandising investments are offered. During this study, a detailed examination of JCP’s internal and external environments...
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...Castillo, Lovely Mae. Gorospe, Michelle Day C. . SVC MKT/ MM09306 Report # 10: Chapter 11- Physical Evidence and the Servicescape Chapter's Objectives are to: 1. Explain the profound Impact of physical evidence, particularly the servicescape, on customer perceptions and expereinces. 2. Illustrate differences in types of servicescapes, the roles played by the servicescape, and the implications for strategy. 3. Explain why the servicescape affects customer and employee behavior, using a framework based in marketing, organizational behavior, and environmental psychology, 4. Present elements of an effective physical evidence strategy. Introduction Physical evidence is important for communicating service quality attributes, setting customer expectations, and creating the service experience. It is important for communicating credence services. Ex. Auto repair, health care, hospitals, hotels, theme parks (which are dominated by experience attributes.) Physical evidence is the environment in which the service is delivered and in which the firm and the customer interact, and any tangible commodities that facilitate performance or communication of the service. -The first part of it means the actual facility in which the service is performed, delivered, and consumed. Physical facility is also known as servicescape. Physical Evidence What is Physical Evidence? Customers rely on tangible cues, or physical evidence, to evaluate the service...
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...focus on all things you need in order to remove stress and permit their customers to have a pleasurable stay. Name Four Countries in which the Company Operates Marriott has many locations through-out the world to offer service to their customers. United States, Brazil, Belgium, and Australia are four locations where their hotels are located. Marriott is located in the majority of the world so it is easy to find a location when you are traveling as long as you are staying in a larger city there is a very good possibility that a Marriott will be available for you to stay in. Implementation of Competition Marriott has many locations and each one recognizes and accepts all rewards programs that Marriott offers. Even though there are operational differences and they look...
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...conducting a country specific analysis. I would try to surround myself with people that have a very extensive knowledge of the target areas in Iran that I am looking to conduct the risk assessment for. I would also make sure to identify all the pros and cons and the potential problems that I may face trying to sell these product in this country. I would visit the country myself to get a more hands on feel for the country and also determine some of these potential problems that I may face. I would look at creating a broadly diversified global portfolio to determine where the investments should be allocated among developed, emerging and perhaps frontier markets. I would want to make sure that the investments are spread among several other areas in Iran to maximize diversification and minimize risk. What data would you need; how would you use them? I would conduct a correlation coefficient and use this data to help limit my risk. I would conduct a forecast to determine the credit risk posed by Iran, including a regularly reviewed country risk rating. I would look at the currency, sovereign debt and banking sector risks posed by Iran. I would also focus on looking at political, economic policy and economic structure risks. I would want the analysis to include short and medium term economic and political forecasts for the country. Secondly, I would look at operational risk, to look at a broad range of potential threats that the business may face. This analysis would have to cover issues...
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... 16 March 2015 Published by EBA Publication date 12 November 2014 Read by Hasan Isik Link CHAPTER 1- General rules for the assessment methodology 32 CHAPTER 2- Assessment methodology of roll out plans and Permanent partial use of Standardised Approach 35 CHAPTER 3- Assessment methodology of the function of validation of internal estimates and of the internal governance and oversight of an institution 38 CHAPTER 4- Assessment methodology of use test and experience test 48 CHAPTER 5- Assessment methodology for assignment of exposures to grades or pools 51 CHAPTER 6- Assessment methodology for definition of default 56 CHAPTER 7- Assessment methodology for rating systems design, operational details and documentation 60 CHAPTER 8- Assessment methodology for risk quantification 71 CHAPTER 9- Assessment methodology for assignment of exposures to exposure classes 90 CHAPTER 10- Assessment methodology for stress test used in assessment of capital adequacy 93 CHAPTER 11- Assessment methodology of own funds requirements calculation 96 CHAPTER 12- Assessment methodology of data maintenance 102 CHAPTER 13- Assessment methodology of internal models for equity exposures 106 CHAPTER 14- Assessment methodology for management of changes to rating systems 111 CHAPTER 15- Final provision 112 1. General Rules * Proportionality Principle: Competent authorities, to the extent appropriate, shall apply additional methods which...
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...Operational Decision-Making: Integrating New Concepts into the Paradigm Ronald John Lofaro, Ph.D Captain Kevin M. Smith United Air Lines The views and opinions expressed herein are solely those of the authors and, are not to be seen as the policies, positions or beliefs of any public, private or governmental organization. ABSTRACT Over the past 8 years, the authors have been developing a training-oriented paradigm for operational decision-making in the cockpit. While our emphasis has been on the civil aviation side, both the paradigm, and any training developed from it, can be easily adapted for the business or general aviation venues. The paradigm began to form during an aeronautical decision-making workshop in 1992 (Lofaro, Adams and Adams; 1992) and, has been developed around an expanding set of interrelated concepts. The set expansion resulted from the authors continuing to wrestle with what were the processes and the critical components for real-time operational decisionmaking, as well as the relationships among decisionmaking, CRM and SA. The first component was the "rising risk continuum" (Lofaro and Smith, 1993), as embedded in event sets for LOFT. Later, the concepts/components of "critical mission impact areas" and the "critical mission factors" (Lofaro and Smith, 1998) that composed these areas were added. In the paradigm, the "pilot as risk manager" (Smith and Hastie, 1992; Lofaro and Smith, 1998; 1999) was the both the overlay and glue for the components. Here...
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...Analysis – an Actual or Perceived Problem? Abstract Centers of Gravity (CoGs) analyses deliver vital input to the operational design. However, there are a great number of theories regarding the phenomenon which can create a certain degree of confusion. The diversity in theories may lead to misdirected mental energy where the focus is to discuss theories instead of using the theories at hand efficiently. The question is if the diversity in theory is an actual problem or if it just perceived as such? This research identifies the similarities and differences in the theories of Milan Vego and Joseph Strange & Richard Iron regarding CoGs, their sub elements and methods for analysis. The impact of the differences on the practical result is then surveyed by implementing the theories on adelimitated phase of the Falklands War, in order to conclude if the differences have a decisive impact on the product of the CoG analysis. The result of this thesis indicates that the diversity in theory is a perceived problem. The identified divergence does not reflect crucially on the CoG analysis and the variation of the input provided to the operational design is minor. The CoGs and the critical vulnerabilities identified are the same or at least similar, no matter which of the two theories was used in this research. Key words: Centers of Gravity, Military Theory, Operational Art, Operational Design, Milan Vego, Joseph Strange, Richard Iron, Falklands War Swedish National Defence College THESIS 2(55) ...
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...business of risk management and, hence, are incentivized to develop sophisticated risk management systems. The basic components of risk management system are identifying the risks the bank is exposed to, assessing their magnitude, monitoring them, controlling/mitigating them using a variety of procedures and setting aside capital for potential losses. RBI prescribed risk management framework in terms of: a) Asset-Liability Management practices. b) Credit Risk Management. c) Operational Risk Management. d) Stress testing by Indian Banks in the perspective of international practices. BANKING RISKS: It can be categorized into: i) Business-related Risks. ii) Capital-related Risks. Business Related Risks: The business related risks to which banks are exposed are associated with their operational activities and market environment. They fall into six categories: namely, a) Credit Risk b) Market Risk c) Country Risk d) Business Environment Risk e) Operational Risk f) Group Risk Note: Market Risk comprising of interest rate risk, foreign exchange risk, equity price risk; commodity price risk and liquidity risk; Credit Risk: Credit risk, a major risk faced by banks, is inherent to any business of lending funds to individuals, corporate, trade, industry, agriculture, transport, or banks/financial institutions. It is defined as the possibility of loses associated with a diminution in the credit quality of the borrowers/counterparties...
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...12FN-104 Operational Risk Management By Rishabh Jain 12FN-104 June, 2013 Operational Risk Management By Rishabh Jain 12FN-104 Under the guidance of Shri Rahul Gupta Dr. Seeta Gupta Senior Consultant Associate Professor, HR & OB Area Ernst & Young, India IMT, Ghaziabad June, 2013 Certificate of Approval The following Summer Project Report titled "Operational Risk Management" is hereby approved as a certified study in management carried out and presented in a manner satisfactory to warrant its acceptance as a prerequisite for the award of Post-Graduate Diploma in Management for which it has been submitted. It is understood that by this approval the undersigned do not necessarily endorse or approve any statement made, opinion expressed or conclusion drawn therein but approve the Summer Project Report only for the purpose it is submitted. Summer Project Report Examination Committee for evaluation of Summer Project Report Name Signature 1. Faculty Examiner Dr. Seeta Gupta 2. PG Summer Project Co-coordinator Mr. Rahul Gupta Certificate from Summer Project Guides This is to certify that Mr. Rishabh Jain, a student of the Post-Graduate Diploma in Management, has worked under our guidance and supervision. This Summer Project Report has the requisite standard and to the best of our knowledge no part of it has been reproduced from any other summer project...
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...ADVANCING CREDIT RISK MANAGEMENT THROUGH INTERNAL RATING SYSTEMS At Bank for Investment and Development of Viet Nam JSC (Transaction office no.8 ) Table of Contents Foreword Part I : Overview of Bank Credit risk management and The theoretical basis of Internal rating systems 1. The activities of commercial banks 1.1. The concept of a commercial bank. 1.2. Operation and Performance of Commercial Banks 2. Managing Operational risk in banking 3. Definition of an Internal Rating System 4. Rating models 4.1. Outlines of Rating Models 4.2. Validation of Rating Models 4.3. Adjusting Rating Models 5. Uses of Internal Rating Systems 6. Benefits of Using an Internal Rating System Part II : Current situation of Credit activities and Internal rating systems at BIDV ( Transaction office no.8 ) 1. General introduction of Bank for Investment and Development of Viet Nam JSC ( BIDV ) 2. Current business status of BIDV 2.1. Socio-economic situation in the period of 2008-2012 2.2. Situation of BIDV business operations in the period of 2008-2012 3. Situation of BIDV Credit quality in the period of 2008 – 2012 3.1. Current situation of BIDV Credit quality 3.2. Achivement of BIDV Credit activities 3.3. SWOT analysis on Credit activities of BIDV branches 4. Current situation of Internal rating systems at BIDV 4.1. Current situation of Credit Risk Management at BIDV 4.2. Current situation of Customer rating systems at BIDV (Transaction office no. 8) ...
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...JC PENNEY STRATEGIC MARKETING PLAN 2012: PRODUCT STRATEGY A Paper Submitted to the Graduate Faculty of the North Dakota State University of Agriculture and Applied Science By Alisha Liane Ostlund In Partial Fulfillment for the Degree of MASTER OF SCIENCE Major Department: Apparel, Design, and Hospitality Management April 2012 Fargo, North Dakota North Dakota State University Graduate School Title JC Penney Strategic Marketing Plan 2012: Product Strategy By Alisha Liane Ostlund The Supervisory Committee certifies that this disquisition complies with North Dakota State University’s regulations and meets the accepted standards for the degree of MASTER OF SCIENCE SUPERVISORY COMMITTEE: Linda Manikowske Chair Holly Bastow-Shoop Jaeha Lee Gerry Macintosh Approved: 04-24-2012 Date Holly Bastow-Shoop Department Chair ABSTRACT The JCPenney Company has undergone a transition from a value retailer to a streamlined, customer-driven retailer in order to set itself apart from its biggest competitors, Macy’s and Kohl’s. Previously, JCP was focused on general, storewide promotions. Currently, JCP has retooled their image to reflect a standard set of prices and special savings. In this exploratory look at JCP’s merchandising strategy, both previous and new methods are examined and additional steps to improve the returns on merchandising investments are offered. During this study, a detailed examination of JCP’s internal and external environments has been conducted, and an analysis...
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...CMYK CMYK Wo r k i n g P a p e r The Indian Journey to Basel II: Implementing Risk Management in Banks Dr. SS Satchidananda Sanjeev Shukla CBIT Centre of Banking and Information Technology Indian Institute of Information Technology 26/C, Electronic City, Bangalore And Oracle India Pvt. Ltd., DLF Corporate Park Block I DLF City Phase III Gurgaon 122002 CMYK CMYK CMYK CMYK CBIT Centre of Banking and Information Technology Indian Institute of Information Technology 26/C, Electronic City, Bangalore And Oracle India Pvt. Ltd., DLF Corporate Park Block I DLF City Phase III Gurgaon 122002 CMYK CMYK CMYK CMYK The Indian Journey to Basel II Implementing Risk Management in Banks ABSTRACT In this paper, we provide a perspective on the international regulatory framework for capital standards and its focus on implementation of risk management systems in banks with particular reference to the Indian scenario. We also discuss the Indian regulatory approach to this important challenge and the major issues involved in the Basel II implementation in the Indian context. We conclude with guidance for developing an implementation plan for ushering in effective and efficient risk management in banks. {SS Satchidananda1 Sanjeev Shukla2 } Banking in modern economies is all about risk management. The successful negotiation and implementation of Basel II Accord is likely to lead to an even sharper focus on the risk measurement and risk...
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...other products. Our research is based on their financial sector, Sales and distribution, technological sector, Marketing Department and Management department. Most of the cases they are doing well specially LCD TV and Home Appliance sector. And they have a huge opportunity to do well in health care product. Still they have some problems of after sales services. In SWOT analysis our group analyzes Strength, (Investment strategy, Innovation process, R & D, Technological purgation, and Advertising & Promoting) Weakness, (Discontinued operation, After sales services, Assets tide up with slow growth area, Slow career growth, Diversified manufacturing) Threat, (Exchange rate fluctuation, Labour cost, HRM, Rapid technological changes, Target marketing)...
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