...“2006 Asian Banks Competitiveness Ranking” Report At the Request of “21st Century Business Herald” Jointly conducted by Faculty of Business Administration, The Chinese University of Hong Kong Guanghua School of Management, Peking University Written by: HE Jia, Hugh THOMAS Researchers: HE Jia, Hugh THOMAS, ZHOU Chunsheng Research Assistants: WAN Yanyan, SU Jun, MAO Tianshi Part One: Background for Asian Banks’ Competitiveness Study I. Asian Banking Reform Reform has surged across the banking industry in Asia over the last decade. In the large, insular, developing economies of China and India, the reform movement originated with internationalizing and introducing market mechanisms to stimulate previously state-owned systems. In Japan and the other traditionally market oriented Asian economies, the reform was born out of crisis. Japan’s slow and painful, a decade-long recession of the 1990s, following the bursting of the bank-financed real estate and stock markets bubbles, finally led to a consensus on the need for reform. But real urgency did not enter banking reform in Asia until the Asian Financial Crisis struck the smaller, developing, market-based economies of Asia in 1997. In the run-up to the crisis, capital inflows helped fuel debt-financed investment, while stable exchange rates and surging economic growth masked the risks of many loans to leveraged and risky companies, often based more on connections than sound credit analysis. Many...
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...Statement of hypotheses…………………………………………………………….……….6 3.1 Political Connections and its Impact on Stock Price Synchronicity …………..……...6 3.2 Moderate Effects of Institutional Environment in Different Regions……………..…..7 4. Methodology………………………………………………………………………..8 4.1 Dependent Variable………….….………………………………….…………………..8 4.2 IndependentVariable……....…………….………………………..…………………9 4.3 ControlVariables………………….………………………………..………………..9 4.4 Framework………………...…………………………………………….……………10 5. Schedule………………………...…………………………………………….……………10 6. Reference………...………...…………………………………………….…………….11 1. Introduction 1.1 An Overview of Stock Price Synchronicity Since the successive establishments of the ShenZhen Stock Exchange and the ShangHai Stock Exchange in 1990, the Chinese stock market obtained the great improvement through the development of more than twenty years. The amount of listed corporations added up to 2,489 in the end of 2013 as opposed to just 8 in 1990. Additionally, the market value of shares has gone up to 3 trillion in the present from 2.382 billion in 1990,and the total market value of shares rank 5th around the world. However,...
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...www.nitie.ac.in Volume 7 Issue 1 StreetAtNITIE In-Fin-NITIE ALSO INCLUDES: Bank Loan for Startups MSME Sector Development Global Turmoil and Indian Capital Market IN-FIN-NITIE Vol 7 Issue 1 IN-FIN-NITIE Vol 7 Issue 1 MESSAGE FROM THE CONVENOR Want to become an Investment Banker or a Financial Research Analyst Stop dreaming…Add the skill sets required to become one… IIQF is the pioneer of high-end finance education in India. It is an education initiative of top industry practitioners who have pioneered the most sophisticated financial technologies in India like Portfolio Risk Management Models and Systems and Algorithmic Trading Systems using High Performance Parallel Computing. “A mere 25% of graduates that India produces every year is actually employable. Even though India is poised to become the third largest economy in the world by 2050, out of all the graduates that pass out in an academic year, only 25% are suitable for getting inducted into the industry.” Jeffrey Fuller, Principal Advisor of Human Capital. There exists a huge gap between the skills that are required by the industry and what the Indian academic system produces. The objective of IIQF is to impart training to students in those skill-sets that are in demand in the industry and make them industry ready, or as we call them “The Street-Ready”. Certificate Program in Advanced Financial Modelling in Excel and VBA Certificate Program in Financial Modelling in Excel ...
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...China Microfinance Industry Assessment Report By He Guangwen, Du Xiaoshan, Bai Chengyu, and Li Zhanwu China Association of Microfinance Feb. 17, 2009 This report has been jointly accomplished by Prof. He Guangwen, Director of Rural Finance and Investment Research Center of China Agricultural University (CAU), Prof. Du Xiaoshan, Deputy Director of Rural Development Institute of China Academy of Social Sciences (CASS) and Chairman of Board of Directors of China Association of Microfinance (CAM), Mr. Bai Chengyu, Director of Division III of China International Centre for Economic and Technical Exchange (CICETE) and Secretary General of CAM with the support of the Network Strengthening Program (NSP) of CAM. Mr. Li Zhanwu, Division Director of Ministry of Human Resource and Social Security, Dr. Li Lili of Henan University of Finance and Economics, Dr. Zhang Zhengping, Associate Professor of Beijing Technology and Business University, Dr. Yang Jing of Beijing Material College, and Li Yaning, Yang Lu and Wang Dan from CAU have also joined the research work. Besides, this report has obtained the guidance and assistance from Ms. Wang Dan, Managing Deputy Secretary General of CAM, and the experts of SEEP. Mrs. Wang Li, President of Social Responsibility Department of Citi China has provided strong administrative and professional support. Hereby, special thanks should be given to the above fellows. For more information, pls contact Prof. He Guangwen at heguangwen@sina.com 1 ...
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...MBA LEARN MORE, DO MORE, BECOME MORE 90 exceptional people who will shape the future of business The IMD MBA Class of 2011 Developing your future global leaders The IMD difference Why recruit at IMD? Find truly global experienced leaders able to address your company’s challenges in today’s complex environment 90 talented pre-screened participants Besides strong academic ability, we assess the leadership potential with a focus on real management capacity in a multi-cultural and complex environment. In total we spend at least 10 manhours per candidate to make sure each one is right for the program. The admission process consists of: - an online application with 12 essays - letters of recommendations - a full day assessment center Once accepted, each candidate goes through a full background check conducted by an independent agency. International and experienced In a class of 90, you will find 40+ different nationalities and 90% of the participants will have spent at least 6 months outside their home country. With a minimum of 3 years of work experience, our participants have on average 7 years of experience prior to IMD. Trained to become truly global hand-on leaders Besides strong academic business fundamentals, our intensive one-year program is designed to constantly push our MBAs beyond their comfort zone. A diversity of hands-on projects takes them through various settings: - a 6-week startup project - a 9-week international consulting project with medium to...
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...FCjhANALYZING CHINA’S AUTOMOBILE INDUSTRY COMPETITIVENESS THROUGH PORTER’S DIAMOND MODEL DI WU Bachelor of Management, University of Lethbridge, 2004 A Research Project Submitted to the School of Graduate Studies of the University of Lethbridge in Partial Fulfillment of the Requirements for the Degree MASTER OF SCIENCE IN MANAGEMENT Faculty of Management University of Lethbridge LETHBRIDGE, ALBERTA, CANADA © Di Wu, 2006 (Approval/ Signature page) ii Abstract This paper incorporates Porter’s diamond model to analyze China’s automobile industry. Besides looking at the four determinants of competitiveness in the original model, this study specifically examines the impact of government on industry competitiveness. This study retrieves archival data on multi-measurements used in prior studies. The author incorporates one case study of a Chinese auto firm to illustrate the specific impact of government policy and the responses of auto assemblers and component suppliers. Interviews with experts in auto-related industries are conducted to triangulate the findings. Results show that the Chinese auto industry is still in its early stages of development, whereas product quality and economies of scale of domestic automakers are approaching global standards; thus Chinese auto firms aim at becoming major players in the international market. The government plays an active role in assisting the industry development as the nation transitions from a planned economy to a free...
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...of Finance and International Ma 418 Global Marketing and Challenges for Future: Franchising in Banks K. Ravichandran, Gandhigram Rural University, drkravichandran@yahoo.co.in R. Muruganandham, Sudharsana Raamanujan, R, P. Nandakumar, M. Sasi Siddharth Thiagarajar College of Engineering, vr_muruganandham@hotmail.com, siddharth_mss@sify.com raamanujan@gmail.com, nandacivil@gmail.com The global economic scenario is undergoing a major innovative metamorphosis at a rate never experienced before. All organizations have their brands to face the global marketing challenges to secure a role of leader in this state of economic revolution. Our paper identifies the current marketing challenges and global economic threats for service industries. Besides our paper also explores the management strategies to overcome these challenges in the liberalized economy. The banking service is considered, where the franchising marketing strategies, introduction of new products and delightful customer service by new private sector banks and foreign banks pose a serious threat to the existence and survival of public sector banks profitwise. Hence our paper deeply discusses the benefits of e-banking with a view to minimize transaction cost cum operating expenses thereby increasing the overall net profit to enable for successful survival by overcoming the threats posed by foreign banks. 455 Ball Bouncing Exercise Jayanta K. Nandi, ICFAI Business School, Jaipur, jknandi@rediffmail...
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...A STUDY ON FINANCIAL RATIOS OF MAJOR COMMERCIAL BANKS Dr. Y. Sree Rama Murthy Director Research & Senior Faculty Member College of Banking & Financial Studies Sultanate of Oman RESEARCH STUDIES 2003 _______________________________________________________ College of Banking & Financial Studies PO Box 3122, PC 112 Sultanate of Oman CONTENTS Chapter 1 INTRODUCTION Chapter 2 PROFITABILITY MANAGEMENT RATIOS Chapter 3 LIQUIDITY RISK MANAGEMENT Chapter 4 INTEREST RATE RISK MANAGEMENT Chapter 5 CAPITAL ACCOUNT MANAGEMENT Chapter 6 CREDIT RISK MANAGEMENT Chapter 7 COST MANAGEMENT Chapter 8 INTERNATIONAL COMPARISONS Chapter 9 CONCLUSIONS REFERENCES Summary The objective of the study is to calculate the important financial ratios of major commercial banks in Oman and compare their financial management practices as indicated by the ratios. The study also compares ratios of commercial banks in Oman with ratios of other banks in developed countries so that it throws up not only intra country performance comparisons but also cross country comparisons which makes study all the more useful. For the purpose of the study data was drawn from the balance sheets and income statements of commercial banks. The study uses data from December 1997 to December 2004 for the profitability ratios part of the study. For studying liquidity, interest rate risk, capital adequacy etc the study uses the data from December 2000 to 2004...
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...INFOANALYTICA FINANCIAL, ECONOMIC RESEARCH AND INDUSTRY ANALYSIS SUMMER INTERNSHIP REPORT ANANDARUP GHOSHAL 2008 ICFAI BUSINESS SCHOOL, AHMEDABAD SUMMER INTERNSHIP PROJECT FINANCIAL, ECONOMIC RESEARCH AND INDUSTRY ANALYSIS IBS AHMEDABAD 2|Page SUMMER INTERNSHIP PROJECT REPORT PROJECT AREA: FINANCIAL AND ECONOMIC RESEARCH AND INDUSTRY ANALYSIS FACULTY GUIDE: PROF. AMIT SARASWAT COMPANY NAME: INFOANALYTICA COMPANY GUIDE: ULLAS UNNIKRISHAN MARAR IBS AHMEDABAD SUBMITTED BY: ANANDARUP GHOSHAL ENROLLMENT NO: 07BS0024 MOBILE NO: 9913815561 E-MAIL: anandarup99@yahoo.co.in 3|Page I am thankful towards my company INFOANALYTICA a division of the Agarwal management consultants for giving me this great opportunity to work into the company for the summer internship project. It was a very good learning experience for me. I am thankful to the CEO of the company Mr. Amit Gupta. My project guide Mr. Ullas Marar has helped me a lot whenever I needed. My regards to my college faculty guide Mr. Amit Saraswat for being extremely helpful during the project. For him this was working as well as a learning experience. During my project I have got help from many other faculties. I am very thankful to Dr. Rashid Saiyeed, Prof. Toby Mammen, Dr. Saji Kumar and Mr. Ravi Gor. I am thankful to our director Prof. Bala Bhaskaran for providing me this great opportunity of the learning. 4|Page Table of Contents INTRODUCTION: ....................
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...channel. The efficiency relationship between the indirect marketing channel and the direct marketing channel is independent. A marketing efficiency evaluation, when divided into different marketing channels for evaluation, provides meaningful results for marketing decision-makers. Originality/value – By comparing the efficiency between two different insurance marketing channels, managers in life insurance companies can make a more informed choice. Keywords Direct marketing, Marketing, Insurance, Taiwan Paper type Research paper Comparison of direct and indirect channels 343 Introduction Bancassurance, a method of distributing insurance products, has become a global trend that is gradually breaking down traditional barriers in how businesses supply financial products and services (Benoist, 2002). The last 15 years have witnessed many changes in how the financial services industry in Europe, the USA, and Latin America is organized, including the closer integration of banks and...
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...Exploring Excellence PGDM (GM) (GMP 2013–14) AN AICTE APPROVED FLAGSHIP FULL-TIME MBA PROGRAM FOR EXPERIENCED PROFESSIONALS E-brochure http://www.placementkloud.com/xlrigmp 01 02 03 04 05 06 08 10 12 14 16 MESSAGE FROM THE DIRECTOR Learning and growth are vital for a healthy environment in organizations. We at XLRI have structured our programmes in such a manner as to equip the future managers of tomorrow with learning, competencies and skills that can significantly contribute to the growth of the organization. XLRI has always been proudly associated with academic excellence, personal values and social concern. It has been the crucible of leadership training for over 60 years and its banner is held high by a fine breed of alumni who serve as “change agents” thereby adding a new dimension to their corporate role. This integral and value based formation will greatly assist our students to be innovative, competent and creative leaders. They are groomed in a manner as to serve as agents of continuous improvement and change. It was in 1997 that XLRI recognized an unfulfilled need for formal management training at middle and senior levels of corporate strata. The result of that thought process was the General Management Programme, which has ever since, transformed several industry professionals into veritable leaders who reflect the standards and values of XLRI at various organizations. Recognized by AICTE, the programme places emphasis on stringent admission procedures...
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...S , P RO D U CT S W H I C H A R E B A S E D O N A S I M P L E P R I N C I P L E T H AT I S T H E F O U N DAT I O N O F O U R E N T I R E C R E AT IV E P RO C E S S – A PA S S I O N F O R CA R S . A PA S S I O N W E WO U L D L I K E TO S H A R E W I T H YO U . > > > E AC H B R A N D I S A WO R L D O F I T S OW N . 4 06 10 12 14 Board of Management/Supervisory Board Report of the Supervisory Board The Board of Management Letter to our Shareholders Group values Financial Communication 18 Volkswagen share 24 Value-based management 26 Corporate Governance 30 40 46 50 53 58 60 66 Management Report Business development Net assets, financial position and earnings performance Volkswagen AG (condensed, according to German Commercial Code) Research and development Business processes Legal matters Risk report Outlook contents 40 ▼ net assets, financial position and earnings performance Sales revenue at prior year level Despite the negative effect of exchange rate movements, the Volkswagen Group generated sales revenue at the level of the previous year. However, earnings reflected unfavourable underlying conditions and special items. 12 ▼ letter to our shareholders Change and progress Our efforts are targeted at the goal of continuously enhancing the value of the Company as you, our shareholders, perceive it. 12 ▼ 14 ▼ 18 ▼ volkswagen share An attractive investment Despite difficult market conditions, the Volkswagen share has been attractive for analysts...
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...│ CREDIT RESEARCH │ Wednesday │ 20 September │ 2006 Summary Financials (USD mn) 2003 Sales Gross Profit EBITDA Net Profit Fin Debt Equity Operating CF Free CF 160.3 32.8 14.8 8.4 9.7 43.4 12.3 (2.9) 2004 204.7 69.2 47.4 29.9 16.9 82.4 7.7 (11.3) 2005 249.7 82.8 52.1 30.9 50.7 96.3 21.1 2006E 279.6 94.0 61.0 34.8 153.9 129.2 45.4 No. 1 in the Russian ball bearing industry European Bearing Corporation (EBC) controls 37% of the Russian ball bearing market. EBC operates five ball bearing plants in Russia and one in Kazakhstan and produces more than 2,700 types of ball bearings for more than 500 customers. EBC controls 98% of Russia’s high-precision (aviation) ball bearing market and 95% of the railroad ball bearing market. These two business segments accounted for 65% of EBC’s revenues in 2005. Long-term relationship with Russian Railroads The company has a supply contract worth USD560 mn with Russian Railroads that secures EBC average annual revenue of USD100 mn to 2010. (23.2) 19.3 Source: Company data 2004 34% 23% 15% 0.4 35.0 2005 33% 21% 12% 0.9 13.7 Ratios 2003 Gross Margin EBITDA Margin Net Margin Debt/EBITDA EBITDA/Int. Expense Financial Debt/Equity 20% 9% 5% 0.7 22.8 0.22 Solid financial standing, moderate leverage In 2005, EBC reported revenues of USD250mn, up 22% y-o-y. EBITDA margin stood at 21%, while the debt/EBITDA ratio was only 0.9. Factoring in the planned CLN issue, debt/EBITDA should not exceed 2.5 at year-end 2006, and gradually decline...
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...features Civilizational traditions • Confucianism • Taoism • Buddhism • Islam • Catholicism Historical external influences • Colonies • India establishing trading connections, mostly in South East Asia • Chinese who left China and settled as business people in the countries around the rim of the South China sea Periods: 1. 1945-1975 After the retreat of colonial powers, countries needed to reestablish their identity and political structures → hostility + Maoist experiments in China 2. 1975-1997 Relative calm period, stable growth, export to foreign countries, rise in FDI a. Mao’s death: collapse of communism → socialist market economy b. Japanese miracle c. Impressive growth of the South-Korean economy 3. Ersatz capitalism → Asian crisis in 1997: inefficient use of capital was covered up by the availability of easy money from governments, optimistic foreign investors lured by the emerging markets. The system could not keep up the pretence as it became sensitive to a downturn in the economic cycle which hit the region in 1997. → End of easy money and beginnings of reforms. 4. After 1997, reforms: • Improvements to accountability and disclosure in the financing of industry • Reduction of favoritism and corruption during control of licenses and capital • Opening of markets to foreign competition • Adoption of international standards in accounting, trading, IPR • General rise in professionalism in management and administration • Adoption of democratic processes...
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...The Weak of the BRIC: Currency Depreciation in Russia and Brazil ◎D0131160 Irina Chen ◎D0131187 Gloria Chang ◎D0173297 Sunny Chiu ◎D0173270 Doris Chen ◎D0173670 Athena Du Contents Abstract ..................................................................................... 2 Brazil ......................................................................................... 3 Why Brazil become the BRIC ................................................... 3 What was behind Brazil’s Depreciation? ................................. 8 Russia ...................................................................................... 13 Why Russia become the BRIC?.............................................. 13 What was behind the Ruble depreciation? ........................... 19 Comparison and Similarities between Russia and Brazil ....... 24 In the Future ........................................................................... 25 The Future of Brazil ............................................................... 25 The future of Russia .............................................................. 25 Conclusion ............................................................................... 26 Contributor ............................................................................. 27 Reference ................................................................................ 27 1 Abstract The BRIC is the acronym of four nations, including Brazil, Russia, India and China...
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