...trading, or the banking sector like personal savings or commercial lending. After all, this is the mainstream market, which is more visible to the outside world. There is a lesser known territory which already catches the attention of foreign investors over the past few years. It is the microfinance market. By definition, it is financial services for micro-entrepreneurs, small businesses, and individuals who lack access to traditional banking services. The Market In China, microfinance products range from consumer loans to commercial lending. Similar to other nations, this financial market segment has become a necessity rather than a choice. The growth of China’s microfinance market is also fueled by an imbalanced financial eco-system and the central government’s strict control of interest rates which resulted in banks deserting this market segment. Subsequently, new operators arose to provide financial aid for those in need. This includes microfinance (microcredit) and guarantee companies, P2P (person to person) lenders, as well as underground banks. Although there are banks in China that also provide microloans, they are still relatively small and not regarded as a mainstream service. Middle Kingdom’s Challenges in Borrowing It is not news that many enterprises and individuals struggle to secure loans from banks, especially those who lack collateral (e.g. properties, cars). Chinese banks in general prefer lending money to large corporations as it is in line with government...
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...The Evolution of FinTech: A New Post-Crisis Paradigm? Douglas W. Arner* Jànos Barberis** Ross P. Buckley*** Abstract: “Financial technology” or “FinTech” refers to technology enabled financial solutions. FinTech is often seen today as the new marriage of financial services and information technology. However, the interlinkage of finance and technology has a long history and has evolved over three distinct eras. FinTech 1.0, from 1866 to 1987, was the first period of financial globalization supported by technological infrastructure such as transatlantic transmission cables. This was followed by FinTech 2.0, from 1987-2008, during which financial services firms increasingly digitized their processes. Since 2008 a new era of FinTech has emerged in both the developed and developing world. This era is defined not by the financial products or services delivered but by who delivers them. This latest evolution of FinTech, led by start-ups, poses challenges for regulators and market participants alike, particularly in balancing the potential benefits of innovation with the possible risks of new approaches. * Professor, Co-Director, Duke-HKU Asia America Institute in Transnational Law, and Member, Board of Management, Asian Institute of International Financial Law, Faculty of Law, University of Hong Kong. ** Senior Research Fellow, Asian Institute of International Financial Law, Faculty of Law, University of Hong Kong; and Founder, FinTech HK. *** CIFR King...
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...| Green Bank Report: Finding the best green banking deals and rates * Home * Eco-Friendly Banking * iPhone * Green Bank Deals * Credit Cards * Savings Rates * Checking Accounts * CD Rates What is the Meaning of Green Banking? Posted by Clark Schultz on Friday, September 10, 2010 · Leave a Comment Defining green banking is relatively easy. It means promoting environmental-friendly practices and reducing your carbon footprint from your banking activities. This comes in many forms. Using online banking instead of branch banking. Paying bills online instead of mailing them. Opening up CDs and money market accounts at online banks, instead of large multi-branch banks. Or finding the local bank in your area that is taking the biggest steps to support local green initiatives. Any combination of the above personal banking practices can help the environment. So this leads to the question, which banks are green. In general, online banks and smaller community banks have better track record than larger banks. For instance, take a look at the banks that British Petroleum has been reported to seek lines of credit from this past summer after the oil spill. Goldman Sachs (GS) Citigroup (C) JP Morgan (JPM) Bank of America (BAC) These banks have at least one thing in common. That is, they are all large billion-dollar asset banks. They are also in the group of banks that received TARP money in the government bank bailout program. In would seem common...
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...Mobile payments in Asia Pacific i n f o r m at i o n , c o m m u n i c at i o n s & e nt e rta i n m e nt Mobile payments in Asia Pacific Contents 2 Introduction from Sean Choi and David Collins 3 Introduction from John Ure and Peter Lovelock 4 Introduction 6 Business models and the m-payments value chain – Business models behind different transaction types – Emerging business models by country – Industry perspectives on m-payments 22 Case studies – Smart in the Philippines – Yeepay’s B2B approach – The growing reach of Octopus – Gaming and virtual money – A view from the bottom of the pyramid – mHITs in Australia 29 Regulations and standards 40 Risks and challenges 44 About KPMG © 2007 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. 2 Mobile payments in Asia Pacific Introduction from Sean Choi and David Collins Seung Hwan (Sean) Choi This KPMG thought leadership report explores the development of the market for mobile payment systems in Asia Pacific. We believe the significance of this market cannot be overstated, as new technologies have the potential to play a key role in the expansion of commerce to an ever-wider segment of the world’s population. This is especially true in Asia Pacific. The expansion of commerce and the growing reach of...
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...Being Five Star in Productivity Roadmap for Excellence in Indian Banking Being Five Star in Productivity: Roadmap for Excellence in Indian Banking A The Boston Consulting Group (BCG) is a global management consulting firm and the world’s leading advisor on business strategy. We partner with clients in all sectors and regions to identify their highest–value opportunities, address their most critical challenges, and transform their businesses. Our customized approach combines deep insight into the dynamics of companies and markets with close collaboration at all levels of the client organization. This ensures that our clients achieve sustainable competitive advantage, build more capable organizations, and secure lasting results. Founded in 1963, BCG is a private company with 74 offices in 42 countries. For more information, please visit www.bcg.com. Federation of Indian Chambers of Commerce and Industry (FICCI) is India’s apex chamber representing over 500 industry associations and over 2,50,000 business units — small, medium and large — employing around 20 million people. FICCI works closely with Central and state governments and regulatory bodies for policy change. Indian Banks’ Association (IBA) is the premier service organization of the banking industry in India. Its members comprise of almost all the Public, Private, Urban co– operative and Foreign banks having offices in India, developmental financial institutions, federations, merchant banks, housing finance corporations...
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...eA DISSERTATION ON RETAIL BANKING 2010 Your name Pgdm-08/009 4/15/2010 ACKNOWLEDGEMENT I would like to express my heartfelt thanks to many people. This dissertation is an effort to contribute towards achieving the desired objectives. In doing so, I have optimized all available resources and made use of some external resources, the interplay of which, over a period of time, led to the attainment of the set goals. I take here a great opportunity to express my sincere and deep sense of gratitude to my esteemed faculty name for giving me an opportunity to work on this project. The support & guidance from sir, was of great help & it was extremely valuable. I also express my sincere thanks to all the people who, directly or indirectly, contributed in time, energy and knowledge to this effort. Your name CONTENTS | | | | | A. Executive Summary | 5-10 | | | | B. Introduction to the concept | 11-16 | | | | C. Industry profile | 17-19 | | | | D. Company profile | | - Product/Services Profile | 24 | - Workflow model (end to end) | 47 | | | | E. Mckinsey’s Seven S Model | | -Structure | | 49 | -Skill | | 50 | -Style | | 51 | -Strategy | | 54 | -System | | 55 | -Staff | | 56 | -Shared Values | 56 | -SWOT Analysis | 58 | F. Research Methodology | 60 | - Title of the Project ...
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...A N N U A L REPORT 2015 Financial Highlights As of or for the year ended December 31, (in millions, except per share, ratio data and headcount) Reported basis1 Total net revenue Total noninterest expense Pre-provision profit Provision for credit losses Net income Per common share data Net income per share: Basic Diluted Cash dividends declared Book value Tangible book value2 2015 $ $ $ Selected ratios Return on common equity Return on tangible common equity2 Common equity Tier 1 (“CET1”) capital ratio3 Tier 1 capital ratio3 Total capital ratio3 Selected balance sheet data (period-end) Loans Total assets Deposits Total stockholders’ equity Headcount 93,543 59,014 34,529 3,827 24,442 6.05 6.00 1.72 60.46 48.13 2014 $ $ $ 95,112 61,274 33,838 3,139 21,745 5.33 5.29 1.58 56.98 44.60 11% 13 11.6 13.3 14.7 $ 837,299 2,351,698 1,279,715 247,573 234,598 10% 13 10.2 11.4 12.7 $ 757,336 2,572,274 1,363,427 231,727 241,359 Note: 2014 has been revised to reflect the adoption of new accounting guidance related to debt issuance costs and investments in affordable housing projects. For additional information, see Accounting and Reporting Developments and Note 1 on pages 170 and 183, respectively. 1 Results are presented in accordance with accounting principles generally accepted in the United States of America (U.S. GAAP), except where otherwise noted. 2 Non-GAAP financial measure. For further discussion, see “Explanation and Reconciliation of the Firm’s Use Of Non-GAAP ...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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...The Wealth of Networks The Wealth of Networks How Social Production Transforms Markets and Freedom Yochai Benkler Yale University Press New Haven and London Copyright _ 2006 by Yochai Benkler. All rights reserved. Subject to the exception immediately following, this book may not be reproduced, in whole or in part, including illustrations, in any form (beyond that copying permitted by Sections 107 and 108 of the U.S. Copyright Law and except by reviewers for the public press), without written permission from the publishers. The author has made an online version of the book available under a Creative Commons Noncommercial Sharealike license; it can be accessed through the author’s website at http://www.benkler.org. Printed in the United States of America. Library of Congress Cataloging-in-Publication Data Benkler, Yochai. The wealth of networks : how social production transforms markets and freedom / Yochai Benkler. p. cm. Includes bibliographical references and index. ISBN-13: 978-0-300-11056-2 (alk. paper) ISBN-10: 0-300-11056-1 (alk. paper) 1. Information society. 2. Information networks. 3. Computer networks—Social aspects. 4. Computer networks—Economic aspects. I. Title. HM851.B457 2006 303.48'33—dc22 2005028316 A catalogue record for this book is available from the British Library. The paper in this book meets the guidelines for permanence and durability of the Committee on Production Guidelines for Book Longevity of the Council on Library Resources. 10 9 8 7 6 5 4 3 2 1...
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...Country Commerce Japan Released September 2011 The Economist Intelligence Unit 750 Third Avenue New York NY 10017 USA Economist Intelligence Unit The Economist Intelligence Unit is a specialist publisher serving companies establishing and managing operations across national borders. For 60 years it has been a source of information on business developments, economic and political trends, government regulations and corporate practice worldwide. The Economist Intelligence Unit delivers its information in four ways: through its digital portfolio, where the latest analysis is updated daily; through printed subscription products ranging from newsletters to annual reference works; through research reports; and by organising seminars and presentations. The firm is a member of The Economist Group. London Economist Intelligence Unit 26 Red Lion Square London WC1R 4HQ United Kingdom Tel: (44.20) 7576 8000 Fax: (44.20) 7576 8500 E-mail: london@eiu.com Hong Kong Economist Intelligence Unit 60/F, Central Plaza 18 Harbour Road Wanchai Hong Kong Tel: (852) 2585 3888 Fax: (852) 2802 7638 E-mail: hongkong@eiu.com New York Economist Intelligence Unit The Economist Group 750 Third Avenue 5th Floor New York, NY 10017, US Tel: (1.212) 554 0600 Fax: (1.212) 586 0248 E-mail: newyork@eiu.com Geneva Economist Intelligence Unit Boulevard des Tranchées 16 1206 Geneva Switzerland Tel: (41) 22 566 2470 Fax: (41) 22 346 93 47 E-mail: geneva@eiu.com This report can be accessed electronically as...
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...Enabling the next wave of telecom growth in India Industry inputs for National Telecom Policy 2011 2 Enabling the next wave of telecom growth in India Foreword The Federation of Indian Chambers of Commerce and Industry (FICCI) and Ernst & Young have collaborated on this deep review of the telecoms sector in India. The National Telecom Policy 1999 (NTP 1999) has served the sector in India for well over a decade, in which time we have witnessed significant changes in the socioeconomic environment, technological advancements and business dynamics. The telecom industry in India is ready to take the next leap forward with new developments such as launch of third generation (3G) services by private operators, 3G and broadband wireless access (BWA) auctions, launch of mobile number portability (MNP), and the emergence of mobile commerce (m-commerce). In the future, rural and semi-rural markets are expected to drive growth, especially in the wireless segment. The Ministry of Communications & Information Technology has released the 100-day agenda for the Indian telecom sector, and announced formulation of a new and comprehensive National Telecom Policy 2011 (NTP’11). Therefore, the time is ripe for a comprehensive review to build a forward looking and transparent policy that will be the backbone to achieve the ”India telecom vision 2020.” This report focuses on specific areas where the Government of India (GoI) needs to intervene and move the policy to the next generation...
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...M02_TURB3315_05_SE_C02.QXD 9/4/07 7:54 PM Page 42 2 E-MARKETPLACES: STRUCTURES, MECHANISMS, ECONOMICS, AND IMPACTS Learning Objectives Upon completion of this chapter, you will be able to: 1. Define e-marketplaces and list their components. 2. List the major types of e-marketplaces and describe their features. 3. Describe the various types of EC intermediaries and their roles. 4. Describe electronic catalogs, shopping carts, and search engines. 5. Describe the major types of auctions and list their characteristics. 6. Discuss the benefits, limitations, and impacts of auctions. 7. Describe bartering and negotiating online. 8. Define m-commerce and explain its role as a market mechanism. 9. Discuss competition in the digital economy. 10. Describe the impact of e-marketplaces on organizations and industries. CHAPTER Content How Blue Nile Inc. Is Changing the Jewelry Industry 2.1 E-Marketplaces 2.2 Types of E-Marketplaces: From Storefronts to Portals 2.3 Transactions, Intermediation, and Processes in E-Commerce 2.4 Electronic Catalogs and Other Market Mechanisms 2.5 Auctions as EC Market Mechanisms 2.6 Bartering and Negotiating Online 2.7 E-Commerce in the Wireless Environment: M-Commerce and L-Commerce 2.8 Competition in the Digital Economy and Its Impact on Industries 2.9 Impacts of EC on Business Processes and Organizations Managerial Issues Real-World Case: Wal-Mart Leads RFID Adoption Appendix 2A: Build-to-Order Production ISBN: 0-558-13856-X 42 ...
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...A Survey of Electronic Cash, Electronic Banking and Internet Gaming 1 2 TABLE OF CONTENTS PREFACE ..........................................................................................................................5 FOREWORD ..........................................................................................................................7 INTRODUCTION ............................................................................................................... 11 ELECTRONIC CASH .......................................................................................................... 15 INTRODUCTION ................................................................................................... SMART CARDS/STORED VALUE CARDS........................................................ The Basics ..................................................................................................... Stored-Value Card Issuers ............................................................................ COMPUTER E-CASH ............................................................................................ The Basics ..................................................................................................... E-Cash Issuers ............................................................................................... REGULATORY POLICY ......................................................................................... SUMMARY OF ELECTRONIC CASH...
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...AACSB Table 10-1: Summary of Faculty Qualifications, Development Activities, and Professional Responsibilities Date Range: January 1, 2007 - August 1, 2012 Accounting: Professor | | | | | | | Five-Year Summary of Development Activities Supporting AQ or PQ Status | | Name | Highest Earned Degree & Year | Date of First Appointment to the School | Percent of Time Dedicated to the School's Mission | Acad Qual | Prof Qual | Other | Intell. Contrib. | Prof. Exper. | Consult. | Prof. Develop. | Other Prof. Activities | NormalProfessionalResponsibilities | | | | | | | | | | | | | | Som Bhattacharya | Ph D, 1994 | | 100.0 | YES | | | 12 (5) | Service: 0Work: 0 | 0 | 0 | Editor/Review: 6Other:13 | UG, GR, RES, SER and ADM | Intellectual Contributions (12) Hopwood, W., Bhattacharya, S., Premuroso, R. (2011). Tasteless Tea Company: A Comprehensive Revenue Transaction Cycle Case Study. Issues in Accounting Education, 26(1), 163-179. Cao, J., Nicolaou, A., Bhattacharya, S. (2010). A Longitudinal Study of market and Firm Level Factors Influencing ERP Systems’ Adoption and Post-Implementation System Enhancement Options. 7th Annual International Conference on Enterprise Systems, Accounting, and Logistics. Rhodos: ICESAL. Behara, R., Bhattacharya, S. (2008). DNA of a successful BPO. Journal of Service Science, 1(1), 111-118. Premuroso, R., Bhattacharya, S. (2008). Do Early Members of XBRL International Signal Superior Corporate Governance and Future...
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