Chapter 8 ASSET-LIABILITY MANAGEMENT Asset-Liability Management 1 A Look At FNMA’s Balance Sheet December 31, 1995 Billion Dollars __________________________________________________________ Assets: Liabilities and S/Hs’ Equity: Mortgage Portfolio Investments Cash & Rec. & Other Other Total 253 57 3 4 317 Short-term bonds Long-term bonds Other Debt EQUITY Total 146 153 7 11 317 Question: What happens if the Mortgage Portfolio loses its value by 11 billion dollars? In other words, if the
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CHAPTER 6 ASSET-LIABILITY MANAGEMENT: DETERMINING AND MEASURING INTEREST RATES AND CONTROLLING INTEREST-SENSITIVE AND DURATION GAPS Goals of This Chapter: The purpose of this chapter is to explore the options bankers have today for dealing with risk – especially the risk of loss due to changing interest rates – and to see how a bank’s management can coordinate the management of its assets with the management of its liabilities in order to achieve the institution’s goals. Key Topic In This Chapter
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Financial Intermediaries, and Asset Management Firms Multiple Choice Questions 1 Financial Institutions 1) Financial enterprises, more popularly referred to as financial institutions, provide a variety of services. Which of the below is NOT one of these? A) Transform financial assets acquired through the market and constituting them into a different, and more widely preferable, type of asset–which becomes their liability. B) Exchange financial assets on behalf of customers but not for
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“The Impact of Asset Liability Management on Banks Profitability: A Comparative Study on Ethiopian Commercial Banks” Prepared by: Samson Abate ID No. GSE/1482/08 Submitted to: Samuel Kifle(Phd.) In Partial fulfilment of Business Research Methods Course January, 2016 Abstract Banks’ profitability is of utmost concern in modern economy. Banks are in a business to receive deposits or liabilities and to issue debt securities on the one hand and create or invest in assets on the other
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CHAPTER 6 ASSET-LIABILITY MANAGEMENT: DETERMINING AND MEASURING INTEREST RATES AND CONTROLLING INTEREST-SENSITIVE AND DURATION GAPS Goals of This Chapter: The purpose of this chapter is to explore the options bankers have today for dealing with risk – especially the risk of loss due to changing interest rates – and to see how a bank’s management can coordinate the management of its assets with the management of its liabilities in order to achieve the institution’s goals. Key Topic In This Chapter
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1. 3.2. Asset Management Ratio 2. 3.1. 3.2. 2.2.1 Inventory Turnover Ratio 2.2.2 Fixed Asset Turnover Ratio 2.2.3 Days Sales Outstanding 2.2.4 Total Asset Turnover Ratio 3.3. Debt Management Ratio 2.3.1 Debt Ratio 2.3.2 Times-Interest-Earned-Ratio 3.4. Profitability Ratio 2.4.1 Operating Margin 2.4.2 Profit Margin 2.4.3 Return on Total Asset 2.4.4 Basic
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208 PART III Financial Institutions with higher interest rates. As mentioned earlier, this process of asset transformation is frequently described by saying that banks are in the business of “borrowing short and lending long.” For example, if the loans have an interest rate of 10% per year, the bank earns $9 in income from its loans over the year. If the $100 of checkable deposits is in a NOW account with a 5% interest rate and it costs another $3 per year to service the account, the cost
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Financial Management: PepsiCo and Coca-Cola 2009 Annual Reports BUS 500 Instructor: Gary Shelton December 7, 2010 Abstract In this paper I will use the information obtained from the PepsiCo and Coca-Cola 2009 annual reports to determine financial information about these companies. I will answer questions about the companies assets and liabilities, profits, and if they can satisfy stockholders. What conclusions can you make about each company’s ability to pay current liabilities?
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| Formula | | | | | | | Liquidity | 1) | Current Ratio | Current Assets / Current Liabilities | | | | | | | | 2) | Quick Ratio | (Current Assets – Inventory) / Current Liabilities | | | | | | | | | | | | | 3) | Net Profit Margin | (Profit After Tax / Sales) x 100 | | | | | | | Profitability | 4) | Return on Total Assets | (Profit After Tax / Total Assets) x 100 | | | | | | | | 5) | Return on Equity | (Profit After Tax
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Financial Management for NPO I. Introduction “Ten years ago, management was still a dirty word for those involved in nonprofit organizations. Nonprofits prided themselves on being free of the taint of commercialism and above such sordid considerations as the bottom line… Today, nonprofit organizations have learned that they need management and leadership even more than business does…” (Montana and Petit, 2009) The years when “management” was a prohibited word in nonprofit organizations
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