...Corporate Treasury Insights 2015 As the Dust Settles . . . The Boston Consulting Group (BCG) is a global management consulting firm and the world’s leading advisor on business strategy. We partner with clients from the private, public, and not-forprofit sectors in all regions to identify their highest-value opportunities, address their most critical challenges, and transform their enterprises. Our customized approach combines deep insight into the dynamics of companies and markets with close collaboration at all levels of the client organization. This ensures that our clients achieve sustainable competitive advantage, build more capable organizations, and secure lasting results. Founded in 1963, BCG is a private company with 82 offices in 46 countries. For more information, please visit bcg.com. BNP Paribas has a presence in 75 countries and has more than 185,000 employees, including 145,000 in Europe. It ranks highly in its two core activities: Retail Banking & Services (comprised of Domestic Markets and International Financial Services) and Corporate & Institutional Banking. In Europe, BNP Paribas has four domestic markets (Belgium, France, Italy, and Luxembourg) and BNP Paribas Personal Finance is the leader in consumer lending. BNP Paribas is rolling out its integrated retail banking model across the Mediterranean region, in Turkey, in Eastern Europe, and throughout a large network in the western part of the United States. In its Corporate ...
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...I. Company’s Mission and Vision Vision We are committed to be the bank of choice, known for financial strength and superior delivery of innovative products and services, driven towards total customer satisfaction. Mission We shall be guided by our chosen corporate values of Commitment, Integrity, Excellence, Leadership and Teamwork in: * developing long-term partnership with clients through the delivery of responsive, innovative, and value added products and services; * providing delivery channels that are relevant to our market to ensure convenience and increase the bank’s accessibility; * creating dynamic and meritocratic employee work environment and foster mutual respect, provides professional and personal growth and encourages creativity; * dealing fairly with business partners; and * ensuring optimum returns for our stock holders. II. Nature of Business Asia United Bank Corporation (AUB) is among the very few commercial banks that was granted a full-branch license in 1997 and is operating until this day. AUB was registered with the Securities and Exchange Commission (SEC) on October 3, 1997. Its registered office and principal executive offices are located at Joy-Nostalg Center, 17 ADB Avenue, Ortigas Center, Pasig City, Philippines. AUB was granted the authority to operate as a commercial bank under the Monetary Board (MB) Resolution No. 1149 dated September 3, 1997 and commenced operations on October 31, 1997. In 2012...
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...Core Company Analysis Mike Bartelt, Rachel Bruss, Joe Collard, Michael Tenzer, Danielle Van Boxtel, Sam Weber Table of Contents Executive Summary Management Mission Statement Beliefs Culture Leadership Acquisition History Company Structure Competitive Advantages Regulations Future Strategy Human Resources Recruitment Compensation/Benefits Social Responsibility Marketing SWOT Analysis Marketing Mix Target Market Marketing Strategy Why BorgWarner? Accounting Principles Income Statement Revenues Expenses Balance Sheet Assets Liabilities Stockholders Equity Statement of Cash Flows Operating activities Investing activities Financing activities EBITDA Comparison Conclusion Finance Gross Margin Net Profit Margin Return on Assets Return on Invested Capital Return on Equity Interest Coverage Current Ratio Quick Ratio Long-Term-Debt to Assets Ratio Debt to Equity Ratio P/E Ratio Forward P/E Ratio Finance Summary Appendices Works Cited Executive Summary Our company, BorgWarner, was founded in 1928 when Warner Gear merged with Borg & Beck; eighty-seven years later the company is still going strong. Headquartered in Auburn Hills, Michigan, we are a global leader in developing powertrain technologies, with a large focus on fuel economy and overall efficiency. We, at BorgWarner, have a very diverse and loyal customer base around the world. We strive to produce and manufacture the most...
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...Analyzing the Walt Disney Company Damian Diaz MGMT 5120 Managing Organizational Design and Change Section 001 10/11/14 Overview and History The Walt Disney Company (WDC), headquartered in Burbank, California, was founded on October 16, 1923 by Walt Disney and his brother Roy Disney. WDC has five business segments which include studio entertainment, parks and resorts, media networks, consumer products and interactive media (Company Overview). With approximately 175,000 employees and an annual revenue of 45 billion dollars, the Walt Disney Company is one of the biggest entertainment corporations in the world (Fiscal Year 2013 Annual Financial Report And Shareholder Letter). Mission Statement The Walt Disney Company is a leading international entertainment and media enterprise founded in U.S. It operates five separate Disney segments: Media Networks, Parks and Resorts, The Walt Disney Studios, Disney Consumer Products and Disney Interactive. Disney Media Networks is the most significant Walt Disney business segment. Disney products include television programs, books, magazines, musical recordings and movies (Mission statement of Walt Disney). Studio Entertainment From the early beginnings, the company established themselves as a leader in the American animation industry. The iconic Mickey Mouse cartoon debuted on November 18, 1928 titled Steamboat Willie, which also marked the first appearance of Minnie Mouse. In 1932, Disney signed an exclusive contract with Technicolor...
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...express my special gratitude and thanks to industry persons for giving us valuable information and insight. Our thanks and appreciations also go to our colleague in developing the project and people who have willingly helped us out with their abilities. IIFT 2015 Page 2 General Motors 2013 Table of Contents Acknowledgment........................................................................................................................... 2 Introduction .................................................................................................................................. 4 Products or Services delivered and annual output ......................................................................... 6 Countries the company is present in ............................................................................................ 10 Problems faced in different countries .......................................................................................... 16 Number of plants and employees ................................................................................................ 18 Organization Structure (International) ......................................................................................... 19 Organization...
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...FOREIGN DIRECT INVESTMENT IN EMERGING MARKET COUNTRIES Report of the Working Group of the Capital Markets Consultative Group September 2003 This report reflects the views of private sector participants in a working group examining the determinants, trends and prospects of foreign direct investment (FDI) in emerging market countries. The views expressed should not be attributed to the staff and management of HSBC, members of the CMCG, the International Monetary Fund, and the World Bank. -2- Contents Page Main Findings ..........................................................................................................................3 I. II. III. Introduction....................................................................................................................10 Overview of FDI in EMCs.............................................................................................14 Motivation, Location, and Decision-Making.................................................................15 A. Motivation ...............................................................................................................15 B. Locational Determinants of FDI..............................................................................16 C. Decision-Making .....................................................................................................19 Financing, Global Conditions, and Managing FDI Risks................................................
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...Chapter 1 summary of chapter 1 The Role of Managerial Financ Overview This chapter introduces the student to the field of finance and explores career opportunities in both financial services and managerial finance. The three basic legal forms of business organization (sole proprietorship, partnership, and corporation) and their strengths and weaknesses are described, as well as the relationship between major parties in a corporation. The managerial finance function is defined and differentiated from economics and accounting. The chapter then summarizes the three key activities of the financial manager: financial analysis and planning, investment decisions, and financing decisions. A discussion of the financial manager’s goals—maximizing shareholder wealth and preserving stakeholder wealth—and the role of ethics in meeting these goals is presented. The chapter includes discussion of the agency problem—the conflict that exists between managers and owners in a large corporation. This chapter, and all that follow, emphasize how the chapter content plays a vital role in the student’s professional and personal life. Each chapter includes an early discussion of the relevance of the topic to majors in accounting, information systems, management, marketing, and operations. Throughout each chapter are detailed examples of how the chapter’s topic relates to the student's financial life. These pedagogic tools should motivate students to quickly grasp an understanding of the chapter...
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...[pic] Executive Summary The following report is an examination of the Far East Asian country of Japan. This report includes a look at the past, present, and future of Japan’s economic stance, cultural values, and business opportunities. Our group examined the relations between the Georgia-based insurance company AFLAC, and their Japanese counterparts. This report explains AFLAC’s strategic motives and successes they have found in doing business in Japan. It also identifies some of the weakness and threats that are in the near future if current practices are not altered. With over 70% of the revenue coming from the Japanese market, AFLAC should be concerned with any changes in economic forecasting for the country as it will be sure to have a direct effect on the future of AFLAC U.S. Japan has long been, and continues to be a major ally to the United States in terms of business relationships and cultural influences. Our report serves to outline some of the noteworthy things to consider when conducting business with the Japanese. Through an examination of AFLAC’s individual experiences in Japan, this report demonstrates the need for professional businesspersons to be aware of the countries cultural, personal, and business preferences. With the increase in the age gap of Japan’s population, in addition to the change of workforce demographics, it is becoming increasingly more important for U.S. businesses to consider expanding their products and/or services...
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...Multinational companies and China: What future? Multinational companies and China: What future? Contents Preface Executive summary Introduction Chapter 1: The big picture Hope, hype and reality Justified optimism? Chapter 2: The consumption story Chapter 3: The perils of success Is it enough One strategy, or two? Is it too much? Lacoste: Who’s your benchmark? Chapter 4: Whose hubris? Suddenly uncertain Chapter 5: The invisible hand Aiming high The real issue A non-standard approach At what price? High-speed trains: A series of unfortunate events Getting on with it Chapter 6: Honour thy master The renminbi By other means Nissan: According to plan Investing in R&D Chapter 7: Gearing up to play the game Overcoming the fear factor Appendix: Survey results 2 3 6 9 10 12 13 16 16 19 20 22 23 25 28 29 30 32 32 33 34 36 38 41 42 43 44 46 48 1 Multinational companies and China: What future? Preface Multinational companies and China: What future? is an Economist Intelligence Unit report, sponsored by CICC. The EIU conducted the survey and interviews independently and wrote the report. Gaddi Tam was responsible for layout. The cover design is by Harry Harrison. The findings and views expressed here are those of the EIU alone and do not necessarily reflect the views of the sponsor. Many interviewees for this report have asked to remain anonymous and we have respected their wishes. We would like to thank all interviewees for their time and insights...
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...Billion Shares Outstanding – 1.12 Billion Revenue - $31.272 Billion Proj. LT EPS Growth Rate: 14% ROE 2002: 26.10% Earnings Per Share and Projections FY Ending Full Year 12/01A 2.13 12/02A 2.84 12/03E 2.29 12/04E 2.67 12/05E 2.94 Fundamentals P/E (12/02): 20.2 P/E (12/03E): 26.46 Book Value/Share: $11.09 Price/Book Value: 5.167 Dividend Yield: 1.46% Consensus Est. Avg=2.33 (yahoo) Avg=2.67 (yahoo) N/A 2 of 34 Executive Summary We are recommending the purchase of 350 shares of UPS, currently trading on the NYSE at $57.30. United Parcel Services has one of the most extensive global ground and air networks for transportation. The largest transportation company, UPS, has been outperforming S&P by 30%. UPS is not solely a transportation company; they also act as consultants for the logistics of major companies in 130 countries. UPS has always been a leader in technology, for this reason, they have almost cornered that market in default shippers for e- commerce sites. UPS is poised to benefit from the continuing growth of the e-commerce business. While UPS’s revenue from domestic packages has seen a slight decrease over the past several years, both their international package revenue...
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...SOCIAL RESPONSIBILITY SUMMARY REPORT 2010 1 2 UMW HOLDINGS BERHAD CORPORATE SOCIAL RESPONSIBILITY SUMMARY REPORT 2010 3 CONTENT 02 04 - 05 06 - 07 08 09 - 11 12 - 14 15 - 18 19 - 21 22 - 23 24 - 26 27 - 31 32 RATIONALE PRESIDENT'S STATEMENT UMW STRUCTURE OUR ECONOMIC FOOTPRINT AWARDS RECEIVED WORKPLACE MARKETPLACE ENVIRONMENT COMMUNITY PERFORMANCE DATA PROFILE DISCLOSURE FEEDBACK AND COMMENTS ABOUT THIS REPORT UMW’s Corporate Social Responsibility Report supplements our other publications, including the Group Annual Report, our internal staff magazine “U”, regular media releases and investor updates, as well as our Group and divisional websites. This report is also a follow-up to the Group’s maiden CSR report, launched in 2008. The report brings together the Group’s economic, social and environmental performance from 2007 to 2009. We have also included some information for 2010 which was available before the collection deadline. The report covers the entire UMW Group, and those subsidiaries that are included in Group consolidated financial statements. In the Environment section of this report, we have particularly concentrated on our Automotive Division, as it is the Group’s largest profit contributor and accounts for around 60% of our physical assets and 70% of our workforce. We have also included relevant environmental data from our other divisions, to provide a more complete picture of the Group’s environmental initiatives and performance. "Corporate Responsibility is...
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...account when planning for their campus exchange. accounting and control applied corporate reporting To be successful in any career involving financial analysis, you need a deep and broad knowledge of financial reporting standards and their application in practice. Building on the concepts covered in core courses, this elective gives students an understanding of the rationale and principles behind financial reporting. It also provides a clear sense of the main players (managers, directors, employees, investors, lenders, legislators) – and the main tensions between them. Ultimately, it shows students how to get their own financial reporting just right – and gives them an edge in reading other people`s. strategic cost management Most companies have business models, systems and mindsets that help them prosper in good times but leave them struggling in bad. This...
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...566.7 $ 64.55 +.7% +70 basis points +5% +90 basis points +8% +80 basis points +11% +7% +4% +60 basis points +330 basis points –3% –3% –11% $1,599.6 $1,536.2 Every operating division participated in the strong 5 percent unit volume growth. Colgate achieved its sixth consecutive year of double-digit earnings per share growth. All key profitability indicators set new records: gross profit margin, EBIT, net income, operating cash flow and return on capital. ■ ■ Continuing sales would have increased 5.5 percent if not for foreign currency translation. The dividend rate was increased by 14 percent in 2001. Colgate-Palmolive is a $9.4 billion global company serving people in more than 200 countries About Colgate: and territories with consumer products that make lives healthier and more enjoyable. The Company focuses on strong global brands in its core businesses — Oral Care, Personal Care, Household Surface Care, Fabric Care and Pet Nutrition. Colgate is delivering strong global growth by following a tightly defined strategy while increasing market leadership positions for...
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...Developing Country Studies ISSN 2224-607X (Paper) ISSN 2225-0565 (Online) Vol.5, No.4, 2015 www.iiste.org A Risk-based Assessment of Ghana Commercial Bank Limited ADU-MENSAH, Simon1 ABDALLAH, Mohammed Inusah2 ANTWI, Stephen Kwadwo3* 1. Depot Manager, Armajaro Company Limited, Nyinahin District, Ashanti, Ghana 2. Lecturer, Department of Accountancy, Tamale Polytechnic, P.O. Box 3 ER, Tamale. 3. Lecturer, Department of Accountancy, Tamale Polytechnic, P.O. Box 3 ER, Tamale. *stevekwadant@yahoo.ca Abstract Risk management is a very important concept for any business as most financial decisions revolve around the corporate cost of holding risk. This issue is particularly important to banks since risk constitutes their core business processes. This study assesses the risk profile of GCB to ascertain its soundness and conformity to international best practices. The study selects credit, liquidity, market and operational risks as dependent variables while size, NPLs ratio, capital adequacy and asset management are utilized as explanatory variables for the period of five years from 2007 to 2011. The regression results indicate that the size of bank does not influence any of the risks. Apart from credit risk which is influenced positively by the NPL ratio, all the other risks, show a negative relationship with NPL ratio. The capital adequacy has a negative relationship with credit and liquidity but a positive relationship with market and operational risks...
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... An Overview of Financial Management SOURCE: Courtesy BEN & JERRY’S HOMEMADE, INC. www.benjerry.com STRIKING THE RIGHT BALANCE $ BEN & JERRY'S F or many companies, the decision would have been an easy “yes.” However, Ben & Jerry’s Homemade Inc. has always taken pride in doing things make money. For example, in a recent article in Fortune magazine, Alex Taylor III commented that, “Operating a business is tough enough. Once you add social goals to the demands of serving customers, making a profit, and returning value to shareholders, you tie yourself up in knots.” Ben & Jerry’s financial performance has had its ups and downs. While the company’s stock grew by leaps and bounds through the early 1990s, problems began to arise in 1993. These problems included increased competition in the premium ice cream market, along with a leveling off of sales in that market, plus their own inefficiencies and sloppy, haphazard product development strategy. The company lost money for the first time in 1994, and as a result, Ben Cohen stepped down as CEO. Bob Holland, a former consultant for McKinsey & Co. with a reputation as a turnaround specialist, was tapped as Cohen’s replacement. The company’s stock price rebounded in 1995, as the market responded positively to the steps made by Holland to right the company. The stock price, however, floundered toward the end of 1996, following Holland’s resignation. Over the last few years, Ben & Jerry’s has had a new resurgence. Holland’s replacement...
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