...Class of: 2013 Course Title: Financial Risk Management (FRM) Semester: III Credits: 3 Course Objective & Learning Outcome: This course gives students a working knowledge of derivative instruments and their applications in managing various types of financial risks. While doing so, students would understand the organizational aspects of those risk functions and their roles & responsibilities. The emphasis is on mechanics, properties and valuation of forwards, futures, options and swap instruments. In covering these instruments, cases, examples and notes would be sought from markets so as to provide a holistic view of the financial market structure i.e., currency, fixed income, equity and money markets. Cases discussed in the class would be contemporary in nature drawn from international experience. Pre-requisites: Students are advised to be through with Financial Management I, Financial Management II and Quantitative Methods. Students are expected to go through all the reading prescribed before every class and make a meaningful contribution through active class participation. The course is delivered through a combination of case discussions, problem solving, real life risk reports and simulation. The course would have an analytical and numerical flavor and hence students are required to bring their calculators/laptops to every class. Text Book: 1. Hull, John C. & Basu, S., Options, Futures, and Other Derivatives, 7th Edison, Prentice-Hall...
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...solution to their practical on the job problems. Includes all new material on new processing sectors, include biopharmaceuticals. The text is comprehensively revised and updated with new data and formulas. Rules of Thumb for Chemical Engineers solves process design problems quickly, accurately and safely, with hundreds of common sense techniques, shortcuts and calculations. Key features; - Rules of Thumb for Chemical Engineers brings together solutions, information and work-arounds that engineers in the process industry need to get their job done. - New material in the Fifth Edition includes physical properties for proprietary materials, six new chapters, including pharmaceutical, biopharmaceutical sector heuristics, process design with simulation software, and guidelines for hazardous materials and processes. - Now includes SI units throughout alongside imperial, and now accompanied by online calculation tools New to this edition; - New chapter on biopharmaceutical systems - New chapter on closed-loop heat transfer systems - Extensively rewritten chapters on fluid flow, fractionation, heat exchangers, pumps, compressors, safety, and controls. - Latest information on packed columns and structured packings - Excel workbooks, with Visual Basic for Applications function subroutines, that solve many of the problems in the book. - Fully updated references - Rules of Thumb for Chemical Engineers brings together solutions, information and work-arounds that engineers in the process industry...
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...Inbox My Profile What's New Help Logout Welcome Kimberly Raetano (IRN:9038043721) Home Classroom Library Program Account PhoenixConnect MMPBL/590 Materials Discussion Assignments Grades MMPBL/590 STRATEGIES FOR COMPETITIVE ADVANTAGE Start Date: 01/17/2012 Print COURSE DESCRIPTION This course focuses on creating the value proposition as a driver of sustainable competitive advantage. Topics include translating key emerging trends into business opportunities; strategic challenges of global expansion; opportunities and constraints posed by regulatory change; competitor intelligence; scenario planning/planning for multiple futures; maximizing core business value; differentiating the value proposition; distribution channel development and integration; tailoring the value chain; building successful strategic alliances; and off-shoring models and approaches. Week 1 - Topic 1: Mission, Vision, and Values Objectives Distinguish between strategy and tactics. Explain the essential components of the strategic management process. Analyze the relationship among leadership, culture, stakeholder interests, and strategic outcomes. Create vision, mission, and values statements. Materials MIND MAP Mind Map Concept Outline EBOOK EBOOK COLLECTION: Chapter 1 - Pearce & Robinson. (2005). Strategic management (9th ed.). New York: McGraw-Hill. EBOOK COLLECTION:...
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...analysts and to give students hands-on experience in using conjoint and choice modeling techniques. This course examines these marketing decisions using a combination of lectures, cases, and exercises. Learning Objectives: 1) Develop an understanding of consumer decision making frameworks and protocols. 2) Learn how to design and analyze choice/conjoint experiments so as to quantify the importance consumers place on specific attributes/ benefits. Course Material Readings, Lecture notes, Case Exercises and Situation Analysis directions are available on Blackboard at https://courses.smu.edu/webapps/login/ . Evaluation Exam 40% Quizzes 35% Simulation Exercise 25% 100% Please consult the Simulation Exercise document for details. IMPORTANT! The simulation exercise is a group (two-three person assignment) and is due (in my hands) on Wednesday, May 4, 2011. Contact Jan Olavarri, 214-768-2858 to schedule missed quizzes before they have been graded and distributed. Materials from this course taught in previous semesters may be proprietary and/or...
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...Ghyth ------------------------------------------------- List of Research Papers Related to Financial System Date | Title | Jun. 19, 2014 | Portfolio Rebalancing Following the Bank of Japan's Government Bond Purchases: A Fact Finding Analysis Using the Flow of Funds Accounts Statistics | Jun. 19, 2014 | Portfolio Rebalancing Following the Bank of Japan's Government Bond Purchases: Empirical Analysis Using Data on Bank Loans and Investment Flows | Apr. 23, 2014 | Financial System Report (April 2014) | Apr. 23, 2014 | New Financial Activity Indexes: Early Warning System for Financial Imbalances in Japan | Mar. 31, 2014 | Survey on Core Deposit Modeling in Japan: Toward Enhancing Asset Liability Management | Feb. 7, 2014 | Estimation of Firms' Default Rates in terms of Intangible Assets | Jan. 17, 2014 | Benchmarking of Unconditional VaR and ES Calculation Methods: A Comparative Simulation Analysis with Truncated Stable Distribution | Oct. 23, 2013 | Financial System Report (October 2013) | Sep. 24, 2013 | Risk Aggregation by a Copula with a Stressed Condition | Jul. 26, 2013 | Financial Results of Japan's Banks for Fiscal 2012 | May 2, 2013 | Identifying Conventional and Unconventional Monetary Policy Shocks: A Latent Threshold Approach | Apr. 17, 2013 | Financial System Report (April 2013) | Mar. 25, 2013 | Banks' Stockholdings and the Correlation between Bonds and Stocks: A Portfolio Theoretic Approach | Mar. 19, 2013 | What is...
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...Business and marketing strategy fundamentals Course code Course title Business and marketing strategy fundamentals Type of course Compulsory Level of course Graduate Department in charge Graduate School Year of study 1st Semester Fall Number of credits 10 ECTS; 56 hours of class work, 210 hours of selfstudy; 2 hours of consultations Lecturer Benas Adomavičius & PhD. Neringa Ivanauskienė Date of the course XYZ Prerequisites Undergraduate diploma in social sciences Form of studies Friday/Saturday Language of instruction English/Lithuanian Course description Business and marketing strategy are critical components of business success since strategic issues and possibilities arise in all sectors. Important aspects are not only the company’s positioning in relation to its market, but also the technological development, the supply of labour, political developments in society and other factors relevant for how organizations manage their business. 1 2013 Fall semester To a large extend strategic work is about understanding these factors and reinterpreting them so that they become assets rather than restrictions. Business strategy and marketing management concepts and techniques are studied. The course serves as an opportunity to develop skills for environmental and market analysis, understanding of the major business and marketing strategy issues, formulating business and marketing strategies and tactics. Course aim Students are going to discover knowledge...
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...1. IMAX can be considered as a part of 3 different industries: photographic equipment and supplies, motion picture and video tape production and motion picture and video distribution. If we had to consider only the video production and distribution, one may say that IMAX is evolving in a very competitive environment. In fact, the rivalry between competitors is really harsh, mainly because of the presence of big integrated actors such as Columbia studios, Pixar, etc. Moreover, the business within this particular industry is risky since a film production needs a huge investment, so the return on investment of a movie is rarely important. IMAX interacts with its environment as it takes inputs and distributes its output, in form of large screen format movies with 3D images and distorted sound. Like every organization IMAX has also external and internal environment which affects its outputs. * External Environment: The factors and forces outside the IMAX Corporation that affects its performance are its external environment. External environment of the IMAX Corporation has two components: * Specific environment: Specific environment specific environment includes those forces and factors those directly relevant to the achievement of the IMAX goals. The main forces that that make the IMAX specific environment are: * Customers: Customers represent potential uncertainty to the IMAX because their taste changes. Therefore IMAX should need to create educational and...
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...Corporate Finance 1 Group assignment (Version 1) Group assignment instructions The objective of the group assignment is to promote deep thinking on a selected range of topics and to develop your practical quantitative modelling skills. The assessment is a group assignment and should be performed in your allocated groups (usually between 4 and 6 people). Seeking assistance from anyone outside your group or providing assistance to any other group constitutes academic misconduct and will be taken seriously by the university (however, you are allowed to provide assistance to the other members of your own group). If there is any significant similarity between the reports submitted by two or more groups for a particular question, then those group leaders will score zero for that question in the assignment. The mark for the rest of the group will be unaffected. Further action may be taken by the university against any specific group members who have obtained or provided assistance The assignment includes 6 questions (each with sub-parts). Your group must attempt one question for each person in the group (minimum 4 and maximum 6). Four of the questions are compulsory and must be attempted by all groups. The remaining two questions are optional and will be attempted by groups with more than 4 people (or individuals in a group of 4 who would like to lead 2 questions). Each member of your group should take the role of leader for 1 or 2 questions. It is expected that the leader...
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...and end in time, and therefore defined scope and resources. And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who don’t usually work together – sometimes from different organizations and across multiple geographies. The development of software for an improved business process, the construction of a building or bridge, the relief effort after a natural disaster, the expansion of sales into a new geographic market — all are projects. And all must be expertly managed to deliver the on-time, on-budget results, learning and integration that organizations need. Project management, then, is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It’s a strategic competency for organizations, enabling them to tie project results to business goals — and thus, better compete in their markets. Microsoft Project has a qualitative risk analysis methodology capability But what about quantitative cost and schedule risk analysis? Quantitative risk analysis gives the project manager the ability to see how a project schedule will be affected if project risks become issues. As a result of this insight, project managers is implement risk responses plans which mitigate risk and therefore improve the management of their projects. PERT Analysis in Microsoft Project Using PERT in Microsoft Project 2007 (and earlier) is very...
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...PENETRATING DOMESTIC MARKET Introduction: I have done the summer internship from ‘Anuva Technologies’. The company was established in 2005 and has its branches in Pune and Ahmedabad. It is a service providing company in various fields like Web Design, Mobile Application, SEO (Search Engine Optimization), and Internet Marketing where it is having marketing tie ups in the countries like US, UK, Canada and Australia. I have done the project under ‘Service Marketing’ with project title ‘To Penetrate The Domestic Market for Anuva Technologies’ in areas of Pune region and covered the areas such as Aundh, Bavadhan, Chandini chowk, Karve road, Paud road, MIDC Pirangut, Law college road and DP road. The company is doing business with foreign clients and want to expand its business in Pune market. Objectives: 1) To generate leads as to Penetrate Domestic Market of Pune for the following regions Aundh, Bavadhan, Chandini chowk, Karve road, Paud road, MIDC Pirangut, Law college road and DP road. 2) To study the operation of service marketing in IT sector and its uses in future. 3) To understand the behavior of customer with respect to service offerings and price. 4) To know the expectations of the customers from the service providers 5) To study the competition in same field w.r.t those who provides similar services. Research Methodology: * Research: It is an investigation to find new facts from a branch of knowledge to gain new knowledge by collecting, organizing, and...
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...Enhanced on campus and Distance Learning) AWARDS 1995 Boeing Outstanding Educator Award Hesburg Award Team (for Educational Innovation) In 1995, I was a co-recipient of the Boeing Outstanding Educator Award and a member of the team receiving the Hesburg Award for Educational Innovation TEACHING Teaching Role. My recent teaching has been in Rensselaer’s resident MBA program (both full and parttime), Professional and Distance Education Program and undergraduate programs. My research and teaching have made important contributions to efforts to build the marketing and management and technology curricula in the School of Management at Rensselaer and at other universities who have adopted our teaching materials. As a pioneer in interactive leaning material on product development and manufacturing, I have developed several interactive multimedia cases and collaborated on the development of simulations designed to teach marketing principles and bridge management and engineering disciplines. The simulations teach marketing, design and manufacturing concepts by exposing students to tradeoffs inherent in new product development. They help provide an understanding of design, manufacturing, and marketing decisions, as well as cash and investment flows, inventory management, and product planning. These materials have been used by several universities in the U.S. and abroad, as well as in the training...
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...Week 5: Confidentiality and Bioethical Issues (Nov 20 - Nov 27) Welcome to Week 5! This week, we discuss issues related to bioethics. Since the time of Hippocrates, “First Do No Harm” has been the medical mandate. It is the basic concept that drives all of the codes of ethics for the health professions. The concept is one of the first you learn in school. From this comes the duty to make ethical decisions “in the best interest of the patient.” While all medical professionals would agree that this is the goal, not all would agree on exactly what IS the best interest of the patient in a given situation. Healthcare workers—and specifically physicians—work hard to save lives. Many times, death is seen as a medical failure. Health professionals go to great lengths to preserve life with the assumption that saving the life—at all costs—is in the best interest of all patients. In the past, if that left the patient paralyzed or in a vegetative coma, it was still success - they were alive. Today, this assumption is being reconsidered as patients themselves demand to decide for themselves what is in their own best interest. Of particular interest is Oregon law which states, "an adult who is capable and has been determined by the attending doctor to be suffering from a terminal disease, and who has voluntarily expressed his or her wish to die, may make a written request for medication for the purpose of ending his or her life in a humane and dignified manner." In short, the patient can...
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...Competitor-oriented Objectives: The Myth of Market Share J. Scott Armstrong, The Wharton School, University of Pennsylvania, Philadelphia, PA 19104 E-mail: armstrong@wharton.upenn.edu Phone 610-622-6480; Fax 215-898-2534 Kesten C. Green, Department of Econometrics and Business Statistics Monash University, VIC 3800, Australia E-mail: kesten@kestencgreen.com Phone +64 4 976 3243; Fax +64 4 473 0643 February 21, 2006 IJB05CmObj27.doc International Journal of Business (forthcoming) Abstract Competitor-oriented objectives, such as market-share targets, are promoted by academics and are commonly used by firms. A 1996 review of the evidence, summarized in this paper, indicated that competitor-oriented objectives reduce profitability. However, we found that this evidence has been ignored by managers. We then describe evidence from 12 new studies, one of which is introduced in this paper. This evidence supports the conclusion that competitor-oriented objectives are harmful, especially when managers receive information about market shares of competitors. Unfortunately, we expect that many firms will continue to use competitor-oriented objectives to the detriment of their profitability. Key words: competition, market share, objectives, profitability. JEL CLASSIFICATION: L21, M21, M31. 2 Many managers have a natural inclination to want to beat their competitors. Our concern in this paper is the relationship between competitor orientation and performance. We show that competitor-oriented...
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...MASTER OF TECHNOLOGY ADVANCED ELECTIVES SELECTION For Semester II 2014/2015 ATA/SE-DIP/TS-11/V1.34 Master of Technology in Software /Knowledge Engineering and Enterprise Business Analytics Table of Contents. MTECH ADVANCED ELECTIVES 1. INTRODUCTION. 1.1 Overview. 1.2 Courses. 1.3 Assessment. 1.4 Elective Selection Process. 2 2 2 2 3 3 2. SCHEDULE FOR ADVANCED ELECTIVES OFFERED DURING SEMESTER II 2014/2015. 2.1 MTech SE and KE Students. 2.2 MTech EBAC Students. 5 5 9 3. CURRICULUM. 12 4. DESCRIPTION OF COURSES. 4.1 Department of Electrical & Computer Engineering. 4.2 School of Computing. 4.3 Institute of Systems Science. 4.4 Department of Industrial & Systems Engineering. 4.5 Division of Engineering & Technology Management. 12 15 23 31 32 34 ATA/SE-DIP/TS-11/V1.34 page 1 of 35 Master of Technology in Software /Knowledge Engineering and Enterprise Business Analytics MASTER OF TECHNOLOGY Advanced Electives 1. INTRODUCTION 1.1 Overview All students that expect to have passed four core courses and eight basic electives after completing the scheduled examinations in November, and also have or expect to pass their project/internship, will be entitled to commence their Advanced Electives in NUS Semester II 2014/2015, which starts on 12 January 2015. However, it should be noted that a student’s registration for the Advanced Electives will be withdrawn if they either: 1. 2. 3. 4. 5. Fail any elective examination in November. Do not successfully...
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...Hours: 12 – 1 2:30 – 5:30 M & W Telephone: (225) 771-5643 E-MAIL: ejcalvasina@cox.net COURSE DESCRIPTION: Study of business policies integrating the functions of all fields of business administration with emphasis on top management viewpoint of the operations of the business enterprise. This is a capstone course for the graduate business curricula. PURPOSE: To integrate the various fields of study taught within the school of business and to apply this knowledge in addressing basic administrative problems in business and industry. The course will address global, technological, ethical, social, environmental, political, demographic, and legal issues in strategic decision making. METHODOLOGY: Lecture, cases, and a business simulation will be used in the class LEARNING OUTCOMES: The student will be able to: A) identify, explain, and demonstrate the general concepts, principles and terminology of management through active class discussions; develop a strategic problem solving approach via the Strategic Audit through class discussions of cases; B) develop oral and written skills through written tests, class discussions, and case assignments; C) integrate the various disciplines of management, marketing, finance, accounting, and other sub-disciplines through their application in case situations: and D) Present current events in business and evaluate and discuss them in accordance with management concepts. CLASS ATTENDANCE: In order to...
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