DOCUMENTARY CREDIT TRACKING SYSTEM OF IBBL An internship report submitted for the satisfaction of the requirements for the degree of BACHELOR OF BUSINESS ADMINISTRATION By S.M. Tanvir Ferdous Id: B033112 Department of Business Administration International Islamic University Chittagong, Dhaka Campus Spring 2008 -1- DOCUMENTARY CREDIT TRACKING SYSTEM OF IBBL An internship report submitted for the satisfaction of the requirements for the degree of BACHELOR OF BUSINESS ADMINISTRATION
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THE IMPLICATIONS OF CENTRAL BANK OF NIGERIA (CBN) CASH-LITE POLICY ON FINANCIAL/CORPORATE MANAGEMENT Introduction Owing to the huge cost of cash handling by Deposit Money Banks (DMBs) in the country, the Central Bank of Nigeria introduced Cash-lite policy to drive people towards alternative e-Channels to reduce the handling cost. The policy was introduced last year. It has officially taken off in Lagos with effect from 1st March, 2012 to commence in other states by 1st June, 2012. The Cash-lite
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financial strain also spread to the bigger banks that were funding these vehicles. This caused short-term funding in interbank market to freeze up. This, with the growing instability in global money, hurt the flow of lending to nonfinancial borrowers and ended up being more damaging than the subprime losses. Another trigger was a “sudden stop” in syndicated lending to large risky corporate borrowers because funding for these loans had recently transitioned from banks to special purpose vehicles that funded
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Facility (EFSF).[5] In October 2011 eurozone leaders agreed on another package of measures designed to prevent the collapse of member economies. This included an agreement with banks to accept a 50% write-off of Greek debt owed to private creditors,[6][7] increasing the EFSF to about €1 trillion, and requiring European banks to achieve 9% capitalisation.[8] To restore confidence in Europe, EU leaders also suggested to create a common fiscal union across the eurozone with strict and enforceable rules
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Case 2- Bank of Desert, 1) The consultants’ approach was superior to the system Bank of Desert had been using. In the current system the profit growth target for each branch was 10% per year and the performance in the branches were measured with number of product sales and cross sale/total retail accounts ratio. At the end of the year the results from these two measures were compared with the targets set in the annual planning process. The evaluation and the targets were set by the top management
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Pakistan are not well educated, they’re unable to meet the stringent standards of banks. Either SMEs don’t apply for bank loans at all, or if they do (10.7%) they’re more likely to be rejected (75%) as compared to large businesses due to absence of established structures. The cost of credit financing: For SMEs access to risk-sharing credit is also difficult because of high costs. The interest rate spread of banks increased from 3% during 1990’s to 8% by the turn of the new millennium. According
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Case Study on Barclays Bank Introduction This case study paper will analyze the economics of Barclays, one of the largest financial providers in the UK and in the world. It will also use Barclay’s example to illustrate the peculiarities of banking industry functioning. Overview of the Business Barclays is an international financial services provider operating in more than 50 countries and serving more than 42 million customers worldwide. It engages in commercial banking, investment banking, wealth
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AN OVERVIEW OF SOUTHEAST BANK Southeast Bank Limited, a second generation private Bank, emerged in 1995 amid liberalization of global economies. Currently, its Authorized Capital is Tk.10, 000.00 million and its capital and reserve reached 9,927.16 million as of December 31, 2009. Its vision is to stand out as a premier banking institution in Bangladesh and contribute significantly to the national economy. The Bank, in the meantime, successfully completed 15th year of banking operations, recording
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and regulatory lapses that were years in the making. Part 1: How We Got Here Until 1980, the financial industry was relatively stable. Investment banks had primarily been small private groups of individuals who invested their own money on riskier investments and as a result closely monitored their investments. In the 1980’s, investment banks went public, which meant they had access to the public’s money to invest in these riskier ventures—since it wasn’t their own money, there was not the same
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Mr Tan Ngiap Joo, Deputy President of OCBC, is a member of the Strategic Management Team of a bank based in Singapore, the Oversea-Chinese Banking Corporation (OCBC). Mr Tan Ngiap Joo is writing a memorandum to his task force, relating to the strengths and weaknesses of one of OCBC’s strategies at present and a report containing internal and environmental audits of OCBC. From these audits, he will develop a strategy to counter the strong competition OCBC is facing, both locally and regionally
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