...Australian Funds Management Industry Overview Australia holds one of the largest and fastest growing funds management sectors in the world. This growth and strength is underpinned by: • A government-mandated retirement scheme (superannuation), increasing progressively from 9 per cent to 12 per cent by 2019-2020. • A $1.2 Trillion existing pension fund pool; the 4th largest in the world. • A total $1.7 Trillion funds management industry (the largest in Asia-Pacific) • A unique 410,000 + strong investment community of self managed super funds (accounting for one third of the nation’s pension fund pool) With these figures representing a Compound Annual Growth rate (CAGR) of 11.9% since 1994, Australia’s total Funds Under Management (FUM) is: • 20% larger than the market capitalisation of the entire domestic equity market ($1.403 trillion) • A 135% of the Australian nominal GDP With forecasts stipulating that by 2015, Australia’s total FUM will reach $1.979 trillion, the continued changing sophistication and asset allocations of investors coupled with the robust underlying sector fundamentals has created opportunities for the launch of new funds in niche the areas of infrastructure, direct property and global macro trading. Current Opportunities In light of the consequences of ageing populations in virtually all developed counties and unstainable government debt levels, pension...
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...Case: Argentina’s Monetary Crisis In the 1990s Argentina was the darling of the international financial community. The country had fixed the exchange rate for the Argentinean peso to the U.S. dollar at $1 = 1 peso. Maintaining the exchange rate had required Argentina to adopt strict anti-inflationary policies, which had succeeded in bringing down Argentina’s historically high inflation rate and stimulated economic growth. By 2001, however, the economy was running into trouble. Global economic growth slumped and demand for many of the commodities that Argentina exported had fallen in tandem. Argentina’s large neighbor and main trading partner, Brazil, was grappling with a financial crisis of its own and had devalued its currency against the dollar, and thus the peso, effectively pricing many Argentinean goods out of its market. To compound matters, the dollar had appreciated against most major currencies, taking the peso up with it, and making Argentinean goods more expensive in other international markets. Starting in 1999, the Argentinean economy entered into a tailspin that was to take unemployment up to 25 percent by 2002. Anticipating that the country would have to devalue the peso against the dollar, corporations and individuals started to pull money out of pesos, placing their funds in dollar accounts. As people sold pesos, the Argentinean government used its foreign exchange reserves to buy them back in an effort to maintain the exchange rate at $1 = 1 peso. The government...
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...After going through a long period of high growth and establishing itself as one of the fastest growing economies in the world, the Indian economy is now pegged with a new challenge of maintaining past growth rates whilst taming inflation. The GDP growth rates from 2006-2011 are listed below [1]. As can be seen from the above figure, India's growth rate has declined to 6.9% in 2011-12. Some of the reasons attributable to that are discussed below: 1. India's high growth rate during the previous years was fueled primarily by high growth in Industry and Service sectors. However, the last fiscal year saw significant slowdown in Industrial growth. One of the reasons for this was RBI's initiative to curb inflation. The central bank had consistently maintained high interest rates for more than a year. Even though Inflation came down to 5% [2], it adversely affected the industrial growth. Many organizations curbed their expansion plans and many new ventures were deferred due to high cost of capital. 2. A further analysis of the Structure of Indian Economy reveals other important aspects: Year wise contribution of 3 major sectors viz. Agriculture, Industry and Services to GDP is as under: Table-1 Source: [1] A comparison of the contribution of Rural and Urban India to GDP for FY 2011-12 is as per the following figures: - As can be seen, there is a wide disparity between contributions of Rural and Urban India to GDP. While 69% (approx) of our rural population is...
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...Marketing Plan for Renegade Martial Arts and Fitness Name Professor DeVry University February 01, 2014 Table of Contents Page 1. Executive Summary 3 2. Company Description 4 3. Strategic Focus and Plan 5-6 a. Mission/Vision Statements b. Goals c. Core Competency and Sustainable Competitive Advantage 4. Situation Analysis 6-8 a. SWOT analysis b. Industry Analysis c. Competitor Analysis d. Company Analysis e. Customer Analysis 5. Market-Product Focus 9-11 a. Marketing and Product Objectives b. Target Markets c. Points of Difference d. Positioning 6. Marketing Program 11-14 a. Product Strategy b. Price Strategy (i) Breakeven Analysis c. Promotion Strategy d. Place (Distribution) Strategy 7. Financial Data and Projections 14-16 a. Past Sales Revenues b. Five-Year Projections 8. Organizational Structure 16-17 9. Implementation 17-18 10. Evaluation and Control 18 11. Bibliography ……………………………………………………………………………….…... 19 1. Executive Summary ~It is shown that in Oklahoma City is a hotspot for known criminal activity because of the dense population and wealth. One in every One hundred and eight people has the possibility of being a victim of a violent crime such as murder, rape, robbery and assault. Shockingly one on every seventeen citizens has a chance of falling victim to a residential crime and this poses a threat to our beloved children and women. With a crime rate of 69 per one thousand residents...
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...Qn1: Why was it necessary to implement a program aimed at improving labour, hygienic, and social and health conditions of outsourced shop workers? By 2005, Inditex’s Growth and sales had expanded beyond Spain and Europe at large. Though Inditex had undertaken CSR Initiatives before, most of the Initiatives were a knee-Jerk reaction at best. As Inditex expanded globally, it was grappling with close to 1800 External Suppliers, with little or no oversight/control over the working condition of the people under these many suppliers. Being a global player in retail now, it was imperative to come up with a CSR Initiative which was interwoven with the Company’s Corporate Policy. This Served 2 purposes: 1. As a profit making Organisation the initiatives undertaken to improve labour, hygiene,health and social condition would make the Supplier and the supply chain seamless and in the long run delivery tangible benefits(translates to lower cost and better quality of work force and hence the supplier can deliver better value) 2. These CSR Initiatives also would deliver Intangible Benefits in the form of extended cooperation from the local community, enhanced Corporate Image among stake holders, support from the local government and better brand value from well informed customers of Inditex. According to Porter, Four major justifications for CSR initiatives are: • Moral Obligation • Reputation Out-in Linkages • License to Operate • Sustainability...
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...automobile sector in the short term, but the impact over medium to long term will have to be seen, credit rating agency ICRA said Monday. In a statement, the agency said that several challenges could emerge in the aftermath of the earthquake and tsunami. These include disruption in supplies of vehicles and vehicle assemblies in India, cost pressures arising from appreciation of the Japanese yen, delays in model launches and in investments by Japanese players in the Indian market. According to ICRA, other difficulties include rising costs of raw materials like steel, rising interest rates - which Indian automotive firms are already grappling with - and increase in customs duty on pre-assembled engine and gearbox or transmission mechanism that takes effect from April 1 this year. 'While the domestic automotive industry has posted strong growth across segments during 2010-11 so far, the cost push factors such as higher commodity prices, foreign exchange volatility (especially with respect to the yen) and increase in the landed costs of imports are some factors that may adversely affect the financial performance of automotive and auto-ancillary players over the short term,' said Subrata Ray, senior vice president and company head for Corporate Ratings divison. While the Indian subsidiaries of Japanese original equipment manufacturers (OEMs) in the two-wheeler segment and most players in the domestic commercial vehicle segment have limited dependence on imports, some of the...
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...As the U.S. economy ventured into 2006, GDP growth was high mostly due to high consumption spending. Aggregate demand was high and employment was high. These high employment levels and oil prices left the Federal Reserve worried about inflation as it appeared that increased price levels were beginning to take hold. However, they restrained themselves from any interest rate hike as the housing market began to cool off and oil prices began declining. Meanwhile, the hurricanes temporarily hurt both businesses and consumers in the third quart, but production recovered as reconstruction and domestic energy output began to pick up near the end of the year. Residential construction was still booming as new inventory continued to be pushed onto the market, however demand had begun to slow down pushing housing down. Consumer confidence, a leading indicator of economic performance, was high, moved a bit lower in part due to the hurricanes, but had begun to rebound in the latter part of 2006 coinciding with the rebound in the stock market and the decline in oil prices in that same period. Further into 2006, the housing market collapse was beginning but was buffered by lower oil prices, which supported growth and led to lower energy prices giving consumers more spending power. Even with this increased spending power, consumption growth still slowed as home prices fell, consumer credit became less available, and consumer debt levels peaked. Business demand momentum also slowed with...
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...com/articles/airasiasgrowthmodelunderstrain1424035982 BŲȘİŇĚȘȘ ňįǻřťȘ řěđňŲ ŀěđǿM ħťẅǿřĢ ș ǻįșǺřįǺ Ģřǻppŀįňģ Ẅįțħ İňđǿňěșįǻň Ǻffįŀįǻțě’ș Čřǻșħ, Ǻįřŀįňě Ǻŀșǿ Șțřųģģŀěș Ẅįțħ Pǻřțňěřșħįpș Bỳ ĶǺȚĦỲ ČĦŲ, ĢǺŲŘǺV ŘǺĢĦŲVǺŇȘĦİ ǻňđ MĚĢŲMİ FŲJİĶǺẄǺ Fěbřųǻřỳ 15, 2015 Ẅħěň Mǻŀǻỳșįǻň ěňțřěpřěňěųř Țǿňỳ Fěřňǻňđěș bǿųģħț țħě șțřųģģŀįňģ ǺįřǺșįǻ Bħđ. įň 2001, ħįș ģǿǻŀ ẅǻș țǿ bųįŀđ ǻ bųđģěț ǻįřŀįňě ģřǿųp țħǻț čǿųŀđ țǻķě ǻđvǻňțǻģě ǿf țħě ěxpŀǿșįvě țřǻvěŀ ģřǿẅțħ ħě șǻẅ čǿmįňģ įň țħě řěģįǿň. Țǿ đǿ țħǻț, Mř. Fěřňǻňđěș mǻđě ǺįřǺșįǻ įňțǿ țħě MčĐǿňǻŀđ’ș ǿf țħě ǻvįǻțįǿň įňđųșțřỳ, břįđģįňģ Ǻșįǻ’ș čħěčķěřbǿǻřđ ǿf șǿvěřěįģň șțǻțěș ǻňđ ǻvįǻțįǿň řųŀěș bỳ řǿŀŀįňģ ǿųț fřǻňčħįșě-ŀįķě jǿįňț věňțųřěș ųňđěř țħě ǺįřǺșįǻ břǻňđ, įň čǿųňțřįěș fřǿm Țħǻįŀǻňđ ǻňđ țħě Pħįŀįppįňěș țǿ İňđįǻ. İň řǿųģħŀỳ ǻ đěčǻđě, țħǻț mǿđěŀ țųřňěđ ǺįřǺșįǻ įňțǿ ǻ ģřǿųp ěňčǿmpǻșșįňģ ňįňě čǻřřįěřș, ǿf ẅħįčħ țħě țħřěě ŀįșțěđ čǿmpǻňįěș ħǻđ $2.3 bįŀŀįǿň įň řěvěňųě įň 2013. Ẅħįŀě țħě ňųmběř ǿf ǻňňųǻŀ ǻįřŀįňě șěǻțș įň țħě Ǻșįǻ-Pǻčįfįč řěģįǿň ħǻș đǿųbŀěđ țǿ 1.7 bįŀŀįǿň đųřįňģ țħě pǻșț đěčǻđě, țħě ňųmběř ǿf șěǻțș ǻvǻįŀǻbŀě ǿň bųđģěț ǻįřŀįňěș įňčřěǻșěđ țěňfǿŀđ țǿ 400 mįŀŀįǿň, ǻččǿřđįňģ țǿ țħě ČǺPǺ-Čěňțřě fǿř Ǻvįǻțįǿň. Bųț ǻș țħě ǺįřǺșįǻ ģřǿųp ģřǻppŀěș ẅįțħ įțș bįģģěșț čřįșįș ỳěț—țħě ǻfțěřmǻțħ ǿf țħě Đěčěmběř čřǻșħ ǿf ǻ pŀǻňě ǿpěřǻțěđ bỳ įțș İňđǿňěșįǻň ǻffįŀįǻțě—țħǻț fřǻňčħįșě mǿđěŀ ǻňđ țħě ģřǿẅțħ ǿň ẅħįčħ įț ẅǻș přěmįșěđ čǿųŀđ bě ųňđěř șțřǻįň. ǺįřǺșįǻ’ș ǿňčě ħěǻđỳ țřǻffįč ģřǿẅțħ įș șŀǿẅįňģ ǻș čǿmpěțįțįǿň įňčřěǻșěș, čǻųșįňģ přǿfįț țǿ șħřįňķ ǻț ǺįřǺșįǻ’ș Mǻŀǻỳșįǻň...
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...that light. Bangladesh got rid of Pakistani ruling in December 1971.But because of one-eyed behavior of the then Pakistani rulers huge economic problems were already prevailing in East Pakistan even at the pre-independence period. After independence, as a result of the post-war crisis, massive political unrested. The overall economy became more backward and stagnant. From then, even today Bangladesh is known all over the world for its mass-poverty and poor economic growth (Kamal, 1985). Even now-a-day, the dominant sector of economy is the agricultural sector. But investment in agriculture from commercial point of view has not been made much due to ownership problems, existing inheritance laws, uneconomic size of farm, socio-cultural traditions of the people and absence of governmental commitment for restructuring agricultural sector etc. (Saha, 1990). In case of industrial sector it can be said that as a result of the post-war industrial policy (which included nationalization of industries) discouraged the growth of enterprises in the private sector and it hampered the development of entrepreneurship in the newly born country (Sadeq, 1989). After 1975, when the political...
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...An NBDA Publication July 1, 2008 Vol. 17, Number 11 Gas Price Hikes Fuel Sales of Commuter Accessories Retailers React To Changing Mindset BY NICOLE FORMOSA BURBANK, CA—When Rob Stotts moved his H&S Bicycles to a new location in Burbank, California, this spring, he stepped up his stock of commuter-related accessories like panniers to hold laptops, slick tires and racks. He also reorganized his shop’s layout to emphasize commuter bikes from Kona, Jamis, Giant and Electra. Stotts hasn’t changed his business model—he still sells high-end bikes and has a VIP room for custom fits—but he says if his customers aren’t already clamoring for commuter-oriented products, which many are, they soon will. “I have a lot of friends who own bike shops and we all agree: Once gas hits $5 a gallon, we’re going to see a huge influx of bicycle sales,” Stotts said. Some economists say the nation’s pumps could reach that benchmark by the July 4 holiday. Americans already appear to be driving less. The Bikestation will add three new commuter facilities, like this Continued on page 26 Photo courtesy of Bikestation Distributors Stock For Rise in Repairs BY MARC SANI BLOOMINGTON, MN—When Steve Flagg reviewed his inventory reports recently, one item jumped off the page—27-inch tires. “We were totally unprepared for the demand in 27inch tires,” said Flagg, president of Quality Bicycle Products. Wayne D. Gray, vice-president of KHS/FreeAgent Bicycles, noticed the same trend. “We’re seeing a lot...
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...Sales & Marketing A Sales and Marketing Management Trainee's program will comprise stints in: * Sales * Marketing * Supply Chain * Customer Marketing SALES Duration: 7 months Nature of Project/Assignment: You'll handle an independent sales territory for 6 months, with a focus on accountability and meeting targets and executing customer marketing projects. You will play the role of a team leader, leading a group of stockists and a large number of Stockists Salesmen and Pilot Salesmen. You will be responsible for a zone with a business of around 4-6 crores per annum. Post this, you will undertake a shadow District Manager stint for a fortnight which will provide you an opportunity to learn the art and science of Sales in Colgate-Palmolive from an experienced District Manager. Learning : You will learn about the Colgate-Palmolive Sales systems - Distribution network, Stockist management, Sales force management, In-store execution, Customer marketing programs and gain in-depth knowledge of how to leverage technology in sales. back to top MARKETING Duration: 3 months Nature of Project: To give exposure to different disciplines within marketing as practised by Colgate-Palmolive and help appreciate the role marketing performs in delivering business goals. Projects which have a business impact, are given to management trainees. It could either be a live project which would entail planning and implementation of a product launch or a relaunch. Or it could be a project...
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...Investment decisions: Low Calorie Microwavable food Course name: Course no. Date: Instructor’s name: The demand function for low calorie microwavable food depends on the price of the good, its competitive good, advertisement expenditure and income of the consumer. From the demand function and the elasticities calculated, it is found that the market for the low calorie microwavable food belongs to a monopolistically competitive market. A monopolistic competitive is characterized by a fair number of buyers and sellers. Therefore people can switch to another brand if a particular brand charges a high price. But a monopolistic competitive seller performs product differentiation. Thus he attracts the consumers. Now, Profit (π) = Total Revenue (TR) – Total Cost (TC) = P×Q – TC According to the FOC of profit maximization, we get dπdQ = d(TR)dQ - d(TC)dQ [Here P is not fixed] = MR – MC = 0 Therefore MR = MC Form the elasticity as calculated in the given assignments, we can see that the demand for the low calorie microwavable product is inelastic in nature. Now, in order to keep their products as inelastic as possible, the firm will try to differentiate its product from other firms’ products. If their product is different from others then the consumers will not find a substitute for that product easily. That will make the demand for the corresponding product inelastic in nature.We all know that the greater the degree of product differentiation, the greater the...
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...compassion, and interconnectedness required to break down barriers of race, class, and gender in politics. Govender was an advocate for meditation and believed that it “deserves a more prominent and unapologetic place in our social change repertoire.” (pg. 251) I can agree that through meditation, real change can occur. In my own practice and research on the topic of meditation, I am finding more and more evidence of the changes meditation brings into my own personal life and I believe that when we are able to make personal transformations that bring about love, compassion, mindfulness and forgiveness, we can start making changes in the world around us. Also in the chapter, she discusses the “spiritual inquisitivness” (p.235) that Govender was grappling with. Questions about God, temptation, and truth surfaced and forced her to explore the logic of South Africa as a whole. I felt like I could relate to Govender’s thought process. I personally have, since starting this class and exploring spirituality versus religion have begun to question everything (from...
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...8/30/2014 McDonald's Faces 'Millennial' Challenge - WSJ Dow Jones Reprints: This copy is for your personal, non-commercial use only. To order presentation-ready copies for distribution to your colleagues, clients or customers, use the Order Reprints tool at the bottom of any article or visit www.djreprints.com See a sample reprint in PDF format. Order a reprint of this article now BUSINESS McDonald's Faces 'Millennial' Challenge Customers in Their 20s and 30s Are Defecting to Fast-Casual Restaurants Like Chipotle, Five Guys By JULIE JARGON Aug. 24, 2014 9:05 p.m. ET McDonald's is trying to enhance its credibility with young customers by marketing more on digital channels and testing mobile ordering and payment. Associated Press Behind McDonald's Corp.'s worst slump in a decade is a trend that may augur even tougher times ahead: The Golden Arches is losing its luster with younger consumers. The world's largest restaurant company by revenue earlier this month reported its sharpest monthly decline in global same-store sales since early 2003, adjusted for calendar irregularities. In the U.S., with more than 40% of McDonald's 35,000-plus global locations, sales at restaurants open at least 13 months have been flat or falling for most of the past year. The hamburger giant on Friday announced it was replacing the head of its U.S. division for the second time in less than two years. The company tapped a former executive, Mike Andres, to take the helm...
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...Outline a plan that managers in the low-calories, frozen microwaveable food company could follow in anticipation of raising prices when selecting pricing strategies for making their products response to a change in price less elastic. Provide a rationale for your response. To outline a plan that managers in the low-calories, frozen microwaveable food company could follow in anticipation of raising prices when selecting pricing strategies for making their products response to a change in price less elastic would detail a pricing strategy that would have no impact on the way consumers perceive and buy these products. Generally we see such demand only in situations in which the good or services are indispensable and the consumers cannot do without those, but not in the case of the microwaveable food products. The demand function for low calorie microwaveable food largely depends on the price of the product, its relative (substitute) product, advertisement overheads and consumer income. From the demand function and the elasticity considered, it is established that the market for the low calorie microwaveable foodstuff fit in to a market of monopolistic competitive manner. A monopolistic competitive is distinguished by a reasonable number of buyers and sellers. As a result people can change to another brand if a specific brand charges a soaring price. However monopolistic competitive suppliers carry out product differentiation. Profit (NP) = Total Revenue (TR) Total Cost...
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