...Liquidity Risk Management |Section |Topic |Page | |8000 |Executive Summary……………………………... | 8-2 | |8100 |Legislative Summary…………………………….. | 8-3 | |8200 |Policy……………………………………………… | 8-4 | |8201 |Liquidity Management Philosophy……………... | 8-5 | |8202 |Adequate Range of Liquidity……………………. | 8-6 | |8203 |Sources of Liquidity……………………………… | 8-7 | |8204 |Limits on Borrowing……………………………… | 8-8 | |8205 |Large Deposits…………………………………… | 8-9 | |8300 |Planning…………………………………………… |8-10 | |8400 |Risk Measurement and Board Reporting……… |8-11 | |8500 |Risk Management………………………………... |8-13...
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...Structural Risk Management (Asset/Liability Management) (ALM) Section Topic Page 7000 Executive Summary…………………………………………… 7-2 7100 Legislative Summary………………………………………….. 7-3 7200 Policy……………………………………………………………. 7-5 7201 Asset/Liability Management Philosophy…………………….. 7-6 7202 Balance Sheet Mix…………………………………………….. 7-7 7203 Managing Liabilities…………………………………………… 7-9 7204 Managing Assets………………………………………………. 7-13 7205 Pricing…………………………………………………………… 7-14 7206 Terms……………………………………………………………. 7-15 7207 Interest Rate Risk……………………………………………… 7-16 7208 Matching Maturities……………………………………………. 7-17 7209 Foreign Currency Risk………………………………………… 7-18 7210 Financial Derivatives…………………………………………... 7-19 7300 Planning………………………………………………………… 7-21 7400 Risk Measurement and Board Reporting…………………… 7-22 7401 Mix and Yields…………………………………………………. 7-25 7402 Growth………………………………………………………….. 7-26 7403 Financial Margin……………………………………………….. 7-27 7404 Interest Rate Risk Measurement…………………………….. 7-28 7405 Monitoring Derivatives………………………………………… 7-35 7500 Risk Management……………………………………………… 7-36 7501 Reliance on Qualified and Competent Staff and Volunteers 7-37 7502 Managing Interest Rate Risk… ……………………………… 7-38 Executive Summary The goal of asset/liability management (ALM) is to properly manage the risk related to changes in interest rates, the mix of balance sheet assets and liabilities, the holding of foreign currencies, and the use of derivatives. These risks should be managed...
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...ITALY COUNTRY PROFILE INTERNATIONAL RETAILING (INT 322) Contents Background Background Italy, officially the Italian republic is a Unitary Parliamentary Republic situated in South Central Europe. It borders other European giants such as France, Switzerland and Austria. The territory of Italy covers some 301,338 km2 (116,347 sq mi) and is influenced by a temperate seasonal climate. With 60.8 million inhabitants, it is the fifth most populous country in Europe, and the 23rd most populous in the world. Rome is the capital city of Italy, which has been the religious capital of the Western Civilization, as the Capital of the Roman Empire. In the late 19th century, through World War I, and to World War II, Italy possessed a colonial empire. Modern Italy is a democratic republic. It has been ranked as the world's 24th most-developed country and its has been ranked in the world's top ten in 2005. Italy enjoys a very high standard of living, and has a high GDP per capita. It is a founding member of what is now the European Union and part of the Euro zone. Italy is also a member of the G8, G20 and NATO. It has the world's third largest gold reserves, eighth largest nominal GDP, tenth highest GDP (PPP) and the sixth highest government budget in the world. It is also a member state of the Organisation for Economic Co-operation and Development, the World Trade Organization, the Council of Europe, the Western European Union and the United Nations. Italy has the world's ninth-largest...
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...International Business Research; Vol. 8, No. 5; 2015 ISSN 1913-9004 E-ISSN 1913-9012 Published by Canadian Center of Science and Education How Does Packaging Influence Consumer Behavior? A Multidisciplinary Bibliometric Study Kelly Carvalho Vieira1, Valderí Castro Alcantara1, JoséWiller do Prado1, Cintia Loos Pinto2 & Daniel de Carvalho de Rezende3 1 Programa de Pó s-Graduaç o em Administraç o da Universidade Federal de Lavras (UFLA), Brazil ã ã 2 Institute of Humanities Sciences-Florestal, UFV/CAF-Universidade Federal de Viç osa, Campus Florestal, Minas Gerais, Brazil 3 Departamento de Administraç o e Economia da Universidade Federal de Lavras (UFLA), Minas Gerais, Brazil ã Correspondence: Valderíde Castro Alcantara, Programa de Pó s-Graduaç o em Administraç o da Universidade ã ã Federal de Lavras (UFLA), Brazil. E-mail: valderi.alcantara@posgrad.ufla.br Received: February 3, 2015 Accepted: March 5, 2015 Online Published: April 25, 2015 doi:10.5539/ibr.v8n5p66 URL: http://dx.doi.org/10.5539/ibr.v8n5p66 Abstract The objective of this research was to analyze the academic literature focusing on how product packaging influences consumer behavior through the use of a bibliometric study. To accomplish this, we analyzed 111 articles, published from 1982 to 2014, indexed in the Web of Science database maintained by Thomson Reuters (formerly the ISI Web of Knowledge). For the analysis, we used descriptive statistics, bibliometric...
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...9-709-426 REV: AUGUST 25, 2009 DAVID B. YOFFIE MICHAEL SLIND NITZAN ACHSAF LinkedIn Corp., 2008 Late in June 2008, a year and a half after becoming CEO of the online professional networking service LinkedIn, Dan Nye announced that a new funding round had given the company a $1 billion valuation. Investors, led by the private equity firm Bain Capital Ventures, had purchased a 5% stake in LinkedIn for $53 million. As a result, Nye now had ample resources to put toward accelerating his company’s already phenomenal growth. LinkedIn, based in Mountain View, California, had signed up more than 23 million users for its service, and that figure was increasing at a rate of 1.2 million new users per month.1 (See Exhibit 1 for information on LinkedIn’s membership growth.) Among members of the service were top executives at every company on the Fortune 500 list.2 “LinkedIn is now so prevalent and so valuable that you have to join it,” said Nye, a Harvard Business School graduate (Class of 1994) and a former executive at Advent Software and Intuit.3 Nye understood that LinkedIn, like the ambitious professionals whom it served, could not stand still. He had arrived at the company in February 2007, and since then LinkedIn had launched a European-based operation, opened up its platform to third-party software developers, and increased its head count from 60 to 310.4 A mere half-decade after its founding, the company had already turned profitable, and it was on track to bring in revenues...
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...For the exclusive use of X. Liu, 2015. 9-513-034 REV: APRIL 10, 2013 JOSE B. ALVAREZ CARIN-ISABEL KNOOP MARY SHELMAN Mutti S.p.a. Francesco Mutti, owner, CEO, and great-grandson of the founder of Muttia S.p.a., ran the 113-year old Parma, Italy–based tomato-processing company whose tagline for decades had read: “Solo pomodoro. Per passione.” (Only tomatoes. For passion.) Mutti sales grew from €11 million in 1995 to €185 million in 2011, without producing items for store brandsb in a market in which these offerings were steadily gaining share (see Exhibit 1 for Mutti’s financials). Tonnage of tomatoes processed increased from 30,000 in 1995 when Francesco had joined the management team, to 184,000 tons in 2011. From 3 managers and 16 employees in 2002, by 2012 the company had 10 managers, including one in France and one in India, and a total of 218 employees, including seasonal workers. “We achieved this growth by following different rules and developing a brand focused on quality when people said that brands were finished,” Francesco said. “We invested significantly to expand and improve our processing plant. We paid more for quality raw materials when others were starting to compromise and cut costs. We introduced TV advertising to explain why Mutti tomatoes were special. And then we stuck to the path—choosing a way and saying, ‘I don’t know if this is right or wrong, but I am going to do it.’” In December 2012, the bets continued to pay off. Mutti...
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