...finance………………………. 07 Financing Glossary ………………………………………………………………………. 09 Best deal ………………………………………………………………………………………. 12 Prudential rules and regulations of SBP ………………………………………. 14 How does auto financing work ……………………………………………………… 16 Types of Auto Finance ………………………………………………………………. 19 Drawbacks of Auto finance ………………………………………………………… 20 Ijarah car financing ………………………………………………………………………. 22 Auto finance by commercial banks in Pakistan …………………………….. 25 Difference between ijara and conventional Auto Finance …………….. 33 Issuue of takaful…………………………………………………………………………… 37 Conclusion …………………………………………………………………………………… 39 INTRODUCTION: The subject of car finance comprises the different financial products which allows someone to acquire a car with any arrangement other than a single lump payment. The provision of car finance by a third party supplier allows the acquirer to provide for and raise the funds to compensate the initial owner, either a dealer or manufacturer. For Business sector finance: Car finance is required by both private individuals and businesses. All types of finance products are available to either sector, however the market share by finance type for each sector differs, partly because business contract hire can provide tax and cashflow benefits to businesses. Personal Car Finance: It is a complete subsector of personal finance, with numerous different products available. These include a straightforward car loan, hire purchase, personal contract hire (car leasing)...
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...money to companies and governments, GIC; we leave money with the bank and the bank pays us a level of interest) - these are called financial assets/ claims • Bonds are claims against asset • The money we give to users, they give us one of these claims (financial assets), they take the money and invest in real assets, so we buy a stock of the company that buys apartment buildings. Either way we're still investing in apartment buildings, directly we own the real thing and indirectly have a financial claim on the real thing 3 Characteristics of Capital: 1) It is mobile - it can travel anywhere in the world 2) Sensitive to the environment - if you're in an area with high taxes you can move to an area with low taxes. If you're in an area with low interest rates, low returns you can move to an area with high interest rates, high returns to get a better yield 3) Scarce - you have so much of it • The only source of capital is savers. If somebody can't save, they have no investment potential • Savers become investors. Investors can be retail (like you and I investing our extra earnings), institutions (like pension funds, insurance companies) or foreign investors (like other investors in other countries investing their savings in our country) Users of Capital 1) Individuals use capital when they buy a house and need mortgage because they don't have all the money so they're borrowing...
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...Company Overview 2. Corporate Values 3. Value Chain Analysis 4. Strengths and Weaknesses 5. Financial Analysis 6. Internal Factors Evaluation (IFE) Matrix VII. TOWS Matrix VIII. Strategic Plan 1. Vision and Mission 2. Objectives: Strategic and Financial 3. Evaluation of Present Corporate Strategies 4. Proposed Corporate Strategies 5. Corporate Social Responsibility 2 II. Acknowledgements Thank you to Ford Global City for answering all our queries about the company and its competitors. 3 III. Executive Summary Ford Global City is an automobile dealership that sells brand new Ford brand new Ford cars. They also provide car services, maintenance and repairs for these cars. In its 14 years of existence, they have been the top selling Ford dealer for 12 years in new car sales and service units received. With the existence of various competitors, not only with other Ford car dealerships but the entire automobile dealership industry as well, Ford Global City seeks to maintain its competitive advantage by promoting good customer services and having good...
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...http://www.scribd.com/doc/52123169/ExMBA-2010-13-33-Beetle-Case-Study - Imp ------------------------------------------------- INTRODUCTION At a time when American¶ were skeptical about the purchase of imported cars, due to lack of availabilityof spare parts and costly repairs, heightening, Germany¶s existing image problem in the market,Volkswagen introduced the Beetle in 1949 which turned out to be a phenomenal success andenvisaged a cult- following by the 60s. However due to factors, such as Deutsche Markappreciation, declining hatchback popularity, new environmental legislations all led to a dramatic declinein the sales of the Volkswagen Beetle. The sales after peaking in 1968, died out completely by 1981.Subsequently with a renewed focus to leverage a no. of value propositions from the old beetle suchas strong heritage value, focus on unique driving experience and delivering German technology atan affordable value, the company decided to re-model the Beetle to incorporate design features such as ±honest, reliable, simple and original to design the New Beetle. After meeting with success throughits initial promotional campaigns, the company¶s marketing manager Vanzura had decided to target theBaby boomers with a proposition aimed at µindulging in nostalgia. While rival companies spent upwardsof 100 million dollars towards promotional budget, Vanzura would have to content with 25% of thetypical budget size, which would further shrink if Vanzura would have to allocate dollars...
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...vehicles’ features and prices across brands but also the ability to buy them and get it delivered at home. They want to develop a website for the same and need information about the kind of attributes that attract people to a website and increase its brand equity. We need to develop a research problem for the client to find out the attributes which make a website attractive and understand the drivers of an online car purchase. Secondary Data Analysis: According to reports, the following facts are relevant in an online purchase and specifically a car purchase: * A growing number of consumers (especially the young) trust user-generated content (up from 66% in 2010 to 72% in 2014). * More than 50% of car shoppers in every market said that positive comments on social media would make them more likely to buy a specific brand. * Interest in buying a car online is increasing: 61% of Chinese consumers would buy a car online, while only 34% of consumers in the US would do so. * The idea of not owning a car remains attractive among consumers- mostly attributed to low cost. * 97% use the Internet for vehicle research and trust online commentary to provide perspective in a purchasing decision * 73% say they are more likely to buy a specific model or brand if they find positive comments on social...
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...1. ABSTRACT In highly competitive markets, customer satisfaction is a key driver of performance, making its measurement and management crucial. Most studies on customer satisfaction take an aggregate standpoint and do not consider segment-specific differences in attribute importance. In this article, the authors report on customer satisfaction with ambal auto (p) Ltd. They hypothesize that personal, situational, and product factors moderate the relationship between attribute performance and overall satisfaction. The “service-dominant logic” focuses on the firm and the customer co creating value, as defined by the customer. Achieving this orientation requires firms to understand which components of the service concept are most important to different subsets of customers. However, research on the relative importance to customers of core and peripheral service components has produced mixed results. The results show that these factors indeed influence Attribute—Performance—Satisfaction Relationship The present study investigates this relationship for salespeople in a business he theoretical justification for a positive impact of salespeople’s job satisfaction on customer satisfaction is based on the concept of emotional contagion. The analysis is based on a dyadic data set that involves judgments provided by salespeople and their customers collected across multiple manufacturing and services industries. Results indicate the presence of a positive relationship between salespeople’s...
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...Bajaj Auto operates in all the segments of the two wheelers industry. As a percentage breakup of revenues in FY 2000, 39% was earned through sale of scooters, 22% through motorcycles, 7% via step-thrus, 23% from three wheelers and 3.4% from mopeds. The company is a major player in the 3-wheeler market with almost 81% market share in the year 2000. Traditionally the focus of Bajaj Auto was in the scooters segment in the two wheelers market. But, of late, due to decline in the scooters volume due to shift in consumer preferences, the company has been shifting its focus towards the other high growth segments in the two wheelers. The business mix of Bajaj is constantly changing in line with the changing trends in the two-wheeler market. Now it is is looking towards the motorcycles segment which is expected to witness high growth rates in the future. It is trying hard to cope with the new trends. The unfavorable sales mix due to shift in the consumer preferences from scooters to motorcycles and from step-thrus to scooterettes was instrumental in lowering the margins for Bajaj Auto. To tackle the growing competition and shift in the consumer preferences, Bajaj is entering aggressively into the motorcycles segment to improve its topline growth. In a bid to sustain and expand market share, Bajaj has been increasing its adspend in the recent years apart from offering attractive discounts and incentive schemes to boost sales. The business environment in the two wheelers market has...
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...9-711-015 REV: DECEMBER 13, 2010 GUNNAR TRUMBULL ELENA CORSI ANDREW BARRON Santander Consumer Finance Centralization only makes sense if the final result is better than the simple sum of the parts. — Magda Salarich, CEO, Santander Consumer Finance Introduction On March 25, 2008, Magda Salarich Fernández de Valderrama, the Chief Executive Officer (CEO) of Santander Consumer Finance (SCF), a division of Grupo Santander, looked out across the bank’s shining new campus, the Ciudad Financiera, just south of Madrid. Salarich had been appointed CEO in January 2008 after working for 28 years for the French car producer Citroën, where she had risen through the ranks to the position of international marketing and sales manager for Europe and CEO for Spain. SCF had grown rapidly in the past five years under its former CEO, Juan Rodríguez Inciarte. Salarich’s job would be to chart the way forward for the next ten years. While the United States remained the largest market in the world for consumer finance, the sector had also been growing in the last 20 years within Europe. Inciarte had captured this trend. Under his helm (2002-2008) SCF had grown from a small group of units operating in Spain, Germany and Italy, into one of the largest consumer finance companies. Also, since 2006, Inciarte had invested outside the EU: in the United States, Latin America and Eastern Europe. In four months, Salarich would have to present a new strategy and direction for SCF to Santander’s Chairman...
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...Introduction The automotive manufacturing industry began in the late 1800’s and has undoubtedly changed mankind forever. General Motors Corporation is one of the leading automotive manufacturers in the world. GM is a corporation that designs, builds, and sells cars and trucks. GM owns 18 brands some of which include Chevrolet, GMC, Cadillac, and Buick. The company operates in 160 countries, employs roughly 207,000 people, and is one of the world’s largest vehicle manufacturers (IBIS World, 2015). The automotive industry in the United States is worth $123 billion and has $5.2 billion in annual profit (IBIS World, 2015). It is spread across 3 main competitors. Toyota Motor Corporation, which holds 17.5% of the market share, General Motors Corporation, which holds 16.3% and Ford Motor Company, holds 11.3% of the market share in this industry (Mergent Online, 2015). Over the last 5 to 10 years the automotive industry in the United States has continuously fluctuated. As a result of the economic downturn, GM filed for Chapter 11 bankruptcy in June of 2009 and was bailed out by the U.S. government. During the Chapter 11 bankruptcy, GM eliminated about one-third of its plant assets and workforce and reduced its debt from nearly $95 billion to $17 billion. GM has bounced back tremendously, by releasing brands such as Saturn and Hummer in an effort to cut costs, and in 2014 the company made $152 billion in revenue (Mergent Online). Other automotive companies have struggled...
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...General Motors Co Strategic and Financial Analysis ADVANCED CORPORATE FINANCE April 22, 2012 Authored by: Ana Romero, Roshan Picardo, Carlos Castro, Shikhar Agarwal 0 General Motors Co Strategic and Financial Analysis Executive Summary This report provides an evaluation of strategic and financial evolution of General Motors Company (GM) in the last ten years. Events like the global economic recession lead to a deep restructuring of the firm, filling for bankruptcy and a government bailout. The report provides an analysis of GM’s business model, products, the markets it is competing in, the global automotive and manufacturing industry and it also assess its attractiveness for incumbents and new entrants is also With a brief history of GM we evaluate its reaction to the global recession. We compare their business model before, during and after the recession, comprising the strategic and financial implications of their restructuring plan. We provide results from this restructuring, including improvements in GM’s financial ratios like ROA (from 0.05 in 2010 to 0.07 in 2011) and ROE (from 0.23 in 2010 to 0.25 in 2011). While the recession significantly affected GM, it also affected the rest of the automobile industry, including their American competitor Ford Motors. We compare the main differences between these two important companies and analyze the way they reacted to the recession. We also observe the approach that Ford has taken to recovery, in terms of governance...
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...ADMS 3541 Winter 2016 Assignment 1 Due at the start of class in Week 8 (Section R on March 3,2016) 100 marks, 25 each question. Instructions: Each group must submit the assignment to the instructor at the beginning of class on the date the assignment is due. Textual portions must be typed and double-spaced. This does not include variables, labels and brief notes of explanation. Use at least one inch margins all around. 1. Double-sided is preferred, if you can do it with your printer. 2. Use 8 ½ X 11 paper only. 3. Do not use report covers. 4. Staple your assignment prior to handing it in. 5. Be sure to print clearly your names, student numbers, section and Assignment 1 at the top of the first page. 6. Spelling and grammar may affect your marks. 7. Late assignments will be penalized and no assignments will be accepted after the last class. Question 1: Risk Management Meet the Jones family: Mom, Maria age 47 Dad, Daniel age 51 Three kids – Patty (6), Kobe (9) and Gordon (12). They have come to you for advice on how to manage their risk. They have provided you with the following information about their family. Maria and Daniel both work in the financial services industry, which is how they initially met. Daniel was working as a Sales Representative for a mutual fund company and Maria was his Inside Sales Associate. They continue to work for the same firm; however, Daniel is now VP of sales earning an annual salary of $250,000 plus bonus...
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...prospects of the worldwide automotive industry. In this year’s survey, 200 senior executives from the world’s leading automotive companies were interviewed, including automakers, suppliers, dealers, financial service providers, and for the first time mobility service providers. The responses make for compelling reading and we would like to thank all those who participated for giving us their valuable time. We would also like to acknowledge and thank the following senior executives who participated in in-depth interviews to provide further insight: (Listed alphabetically by organization name) Dr. André Stoffels Head of Strategy Audi Steven Bridgeland Senior Product Manager, Windows Embedded Microsoft Special thanks to Moritz Pawelke, Meghan Bested and Martha Collyer for their efforts. © 2012 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. Foreword Imagine the following scenario, involving an urban dweller, possibly living in a mega-city like Beijing, Sao Paulo, New York, London or Mumbai. As she walks out of her apartment, her smartphone directs her to the nearest available shared electric car, unlocks the door and starts the engine. Once inside, she gets an immediate report on traffic conditions and train times, voice messages from email and a sample from her favorite band’s...
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...General Motors Corporation Restructuring Plan for Long-Term Viability Submitted to Senate Banking Committee & House of Representatives Financial Services Committee December 2, 2008 TABLE OF CONTENTS Page 1. INTRODUCTION ...........................................................................................................4 2. BACKGROUND .............................................................................................................6 3. THE PROBLEM ..............................................................................................................7 4. CONSEQUENCES OF FAILURE ..................................................................................8 5. TEMPORARY FEDERAL LOAN ..................................................................................9 5.1 Capital Structure Considerations ...........................................................................11 5.2 Stakeholder Considerations ...................................................................................13 5.3 Loan and Funding Protocol ....................................................................................14 5.4 Taxpayer Protections .............................................................................................14 5.5 Shareholder and Management Sacrifices ...............................................................15 5.6 Corporate Aircraft .......................................................................................
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...A CASE STUDY ON THE INDIAN SMALL CAR INDUSTRY Prof. Tapan Panda A Case Study on the Indian Small Car Industry A BRIEF OVERVIEW ON THE INDIAN SMALL CAR INDUSTRY If there is one big market that is forcing the global auto majors to think small, it is India. Until yesterday, all the world's auto-manufacturers expected to create success out of their midsize products. There were as many as five players in the mid car segment and just one--the Rs 7,956-crore Maruti Udyog Ltd (MUL)--in the small car segment. Suddenly Daewoo Motors India and Hyundai Motors India--are changing lanes midway, making the small car market as the pivot of their marketing strategy in India. Couple that with the fact that two domestic manufacturers--the Rs 10,074-crore Tata Engineering & Locomotive Co. (TELCO) and the Rs 223-crore Kinetic Engineering--are ready with similar indigenously-designed products to compete in this market The last two years has really been the period of war in the small car market The story Behind…. The auto majors read the market wrong. Since the small segment was dominated by MULwith a market share of 96 per cent and given that the Trans –national brands already had tried-and-tested mid-size models in Indian market, this segment was more attractive than the existing ones. This perceptual change was because of two reasons. • • The clutter in the large and midsize segment due to entry of many international players. The small segment grew faster than the mid-size one, driven...
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... 2.1 PESTEL Analysis 6 2.1.1 Political and legal factors 7 2.1.2 Economic Factors 7 2.1.3 Social-Cultural Factors 8 2.1.4 Technological Factors 8 2.1.5 Environmental Factors 11 2.2 PROTON’s SWOT Analysis 12 2.3 Industry Analysis 12 Proton five forces model 13 2.3.1 Threat of New Entrants 13 2.3.2 Bargaining Power of Suppliers 13 2.3.3 Bargaining Power of Customers 14 2.3.4 Threats of Substitutes 14 2.3.5 Competitive Rivalry between Existing Players 14 2.4 Some other external factors 15 2.4.1 Change in Customer Demand 15 2.4.2 Globalization 16 PART: 3 17 Recommendation 17 3.1 How can we deal with the pressure of innovation? 17 3.2 Cost Control 19 3.4 Innovative feature’s pricing decision 20 3.4 Dealer knowledge in customers 20 Conclusion 20 References 22 Appendixes 25 Appendix-1 Supplier spending on R&D 25 Appendix-2 Changes in external force 25 Appendix-3 Critical industry skills 25 Appendix-4 Expected challenges of automotive industry 26 Introduction The report is going to conduct Proton external analysis and the report has been divided into main three parts. The first part will be discuss some background of the company. The secondary part complete external analysis through using PESTEL, SWOT and Porter five forces model. The third and last part of the report will be put forward some recommendation for the company to effectively deal with external environment of the organization. At the end a conclusion will be...
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