...NATIONALISED AND THREE FOREIGN BANKS | | | Deep Majumder | Apeksha Shriyan | Non-performing Asset is an important parameter in the analysis of financial performance of a bank as it results in decreasing margin and higher provisioning requirements for doubtful debts. It affects the liquidity and profitability of the bank. The main objective of the present study is to find out the loop holes in the mechanism of controlling NPA. The data has been analysed by using tables and pie charts. The important point to be noted that if the level of NPA declines the profitability of the banks will increase. | INTRODUCTION The banking industry has undergone remarkable changes after the first phase of economic liberalization in 1991 and hence credit management. The primary function of the banks is to lend loans to various sectors such as agriculture, housing, personal and industry and to take deposits. Now the lending of the loans involves higher risk as there is always a risk of default involved. Now the present scenario of lending has changed as banks become more cautious about lending loans, the reason being the rising amount of non-performing assets. Earlier the Narasimham committee-I clearly pointed out that the reduced profitability of the banks are due to the NPA and thus recommended that it should be phased out. NON PERFORMING ASSET An asset, including a leased asset, becomes non- performing when it ceases to generate income for the bank. A Non-performing asset (NPA)...
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... Establishing New Banks, Branches, ATMs, Telephone Services, and Web Sites Goal of This Chapter: The purpose of this chapter is to learn how new banks are chartered by state and federal authorities in the United States, to determine what makes a good site for a new branch office, to recognize how the role of branch offices is changing, and to explore the advantages and disadvantages of automated banking facilities. Key Topics in This Chapter • Chartering New Financial-Service Institutions • The Performance of New Banks • Establishing Full-Service Branches and In-Store Branching • Establishing Limited-Service Facilities • ATMs and Telephone Centers • The Internet and Online Banking Chapter Outline I. Introduction A. The Importance of Convenience and Timely Access to Customers B. Service Options Available Today 1. Chartering New (De Novo) Financial Institutions 2. Establishing New Full-Service Branch Offices 3. Setting Up Limited-Service Facilities II. Chartering a New ( De Novo ) Financial-Service Institution III. The Bank Chartering Process in the United States A. The Chartering Authorities in the U.S. B. Benefits of Applying for a Federal (National) Charter C. Benefits of Applying for a State Charter IV. Questions Regulators Usually Ask the Organizers of a New (De Novo) Bank V. Factors Weighing...
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...UCP 600 UCP 600 are the latest revision of the Uniform Customs and Practice that govern the operation of letters of credit. UCP 600 comes into effect on 01 July 2007 The 39 articles of UCP 600 are a comprehensive and practical working aid to bankers, lawyers, importers, and exporters, transport executives, educators, and everyone involved in letter of credit transactions worldwide. ICC Uniform Customs and Practice for Documentary Credits (UCP 600) Foreword This revision of the Uniform Customs and Practice for Documentary Credits (commonly called “UCP”) is the sixth revision of the rules since they were first promulgated in 1933. It is the fruit of more than three years of work by the International Chamber of Commerce’s (ICC) Commission on Banking Technique and Practice. ICC, which was established in 1919, had as its primary objective facilitating the flow of international trade at a time when nationalism and protectionism posed serious threats to the world trading system. It was in that spirit that the UCP were first introduced – to alleviate the confusion caused by individual countries’ promoting their own national rules on letter of credit practice. The objective, since attained, was to create a set of contractual rules that would establish uniformity in that practice, so that practitioners would not have to cope with a plethora of often conflicting national regulations. The universal acceptance of the UCP by practitioners in countries with widely divergent economic and judicial...
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...James Kwak, is an analysis of the banking system in America and how they contributed to the financial crisis of 2008. These banks were facing the possibility of bankruptcy, and in turn the American government had an increasing need for these banks as the means to fund the necessary investments in the economy. 13 bankers, breaks down the American banking industry in how they have grown so big, so profitable, that they have become resistant to regulations. The banks grown to the enormous that the stability of the economy was dependent, giving they a political influence by pouring money into campaigns of congressional candidates and congressmen, assuring investment banks to maintain influence and position in the White House and the Treasury department. Theses “megabanks” had balance sheet assets that accounted for more than 60 percent of the country’s gross domestic product. In March of 2009, the presidents of thirteen of these “Megabanks” met at the White House with the President, Obama that gave a message, “everybody has to pitch in. We’re all in this together” –President Obama (13 Bankers, page 4) this message giving a clear indicator the thirteen bankers needed the government and in turn, the government needed these 13 bankers to maintain stability of the economy. Thomas Jefferson was strongly suspicious of the financial industry and of banks and feel they are more dangerous than standing armies. Jefferson feared that the economic power held by banks have the possibility...
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...CHARTER CONTROLS | Final Report | ENTRP 492Cole CheslockTyson Jones Kalsun Romero-GoertzDecember 4, 2011 | Table of Contents DISCLAIMER 3 ACKNOWLEDGEMENTS 4 EXECUTIVE SUMMARY 5 INTRODUCTION 7 COMPANY OVERVIEW 7 INDUSTRY OVERVIEW 8 External Environment 8 Key External Drivers 9 METHODOLOGY 10 SCOPE 11 FINDINGS AND RECOMMENDATIONS 12 GOVERNMENT CONTRACTS 12 OEM CONTRACTS 14 ACCOUNTING METHODS 16 ORGANIZATIONAL STRUCTURE & PLANNING 19 ONLINE PRESENCE & BRAND AWARENESS 23 Social Networking 24 MARKETING PLAN 27 Competitive Analysis 27 4 P’s Analysis 28 Industry Segments 28 CITATIONS 32 APPENDIX 33 To-Do List 33 Manufacturing Metrics 34 PRO FORMA INCOME STATEMENTS 35 ------------------------------------------------- DISCLAIMER This material is based upon work supported by Washington State University. Any opinions, findings, conclusions, or recommendations are those of the authors and do not reflect the views of Washington State University, its employees or its administration. ------------------------------------------------- ACKNOWLEDGEMENTS Our team would like to acknowledge and extend our heartfelt gratitude to the following persons who have made this report’s completion a possibility. We would first like to thank our team mentor and advisor Albert Christensen and Kristin McMahon, who provided our team with much needed support and assistance in reviewing our papers. We would also like to thank our professor Mr. Pickett...
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...te Corporate governance statement The Board of Directors is accountable to the Shareholder for the overall performance of the Group. In doing so, it is responsible for: • • • The effective, prudent and ethical oversight of the Bank; Setting the business strategy for the Bank, following consultation with the Shareholder; and Ensuring that risk and compliance are properly managed in the Bank. Board of Directors and Membership The Board of Directors recognises its responsibility for the leadership, direction and control of the Bank and the Group and its accountability to the Shareholder for financial performance. As at 31 December 2010, the Board comprised the Chairman, four Non-executive Directors and the Group Chief Executive. The Board sees it as a priority to further enhance its existing skills and experience through the recruitment of further independent Non-executive Directors, with a process having commenced in this regard. The Non-executive Directors are independent of management, with varied backgrounds, skills and experience. There have been a total of 39 board meetings during the financial year, 10 of which were scheduled. The purpose of the 29 unscheduled meetings was to address a variety of matters, including discussions in respect of the difficult market conditions that existed during the financial period and included funding issues, capital matters, legacy related matters and the Bank's Restructuring Plan. All Directors are expected to attend each meeting and the...
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...Vial-tek has an existing loan in the amount of $3.5 million with an annual interest rate of 9.5%. The company provides an internal company-prepared financial statement to the bank under the loan agreement. Two competing banks have offered to replace Vial-tek’s existing loan agreement with a new one. First National Bank has offered to loan Vial-tek $3.5 million at a rate of 8.5% but requires Vial-tek to provide financial statements that have been reviewed by a CPA firm. City First Bank has offered to loan Vial-tex $3.5 Million at a rate of 7.5% but requires Vial-tek to provide financial statements that have been audited by a CPA firm. The controller of Vial-tek approached a CPA firm and was given an estimated cost of $20,000 to perform a review and $45,000 to perform an audit. a. Explain why the interest rate for the loan that requires a review report is lower than that for the loan that did not require a review. Explain why the interest rate for the loan that requires an audit report is lower than the interest rate for the other two loans. Several major factors these rate differences: risk, duration, tax considerations, and other characteristics of a loan. If a loan involves little risk, would be willing to accept a lower interest rate. Information that the lender can use to determine how likely you are to be able to repay the loan. Similarly, there are business firms that rate the creditworthiness of individuals, other firms, and even governments; lenders use this...
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...Overview: Commercial Bank Management Chapter 1 How large is the financial services industry (commercial banks, investment banking, insurance) as a proportion of the US Economy’s corporate assets? 10%? 20%? 50%? More? ~70% Why study commercial banks separate from other types of firms (Retail / Manufacturing)? Because commercial banks have some fundamental differences from non-financial firms: 1) Commercial banks have primarily financial assets; non-financial firms have primarily real assets 2) Because of the above, commercial banks are exposed to different types of risk than non-financials (some of which are related to banks’ financial assets, like interest rate risk and default risk.) 3) Commercial banks market products from BOTH sides of the balance sheet making it more difficult to balance their sources of funds (i.e., deposits) and uses of funds (new loans). Non-financials determine how much capital is necessary to purchase new assets and then (assuming the project is +NPV) determine how to fund the purchase. Big picture: How to non-financial firms earn profits? How to commercial banks earn profits? Commercial banks earn profits from generating higher levels of interest income and fee income than they incur in interest expense (paid on deposits and other liabilities) and operating costs. Non-financials earn net revenues generated from positive NPV investments, primarily in real assets Current Topics in the News… Bank Regulation and the Presidential...
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...THE UNIVERSITY OF BURDWAN DIRECTORATE OF DISTANCE EDUCATION TERM PAPER ON CORPORATE GOVERNANCE PRACTISE BY DIFFERENT COMPANIES OF INDIA AND OTHER COUNTRIES. COURSE: MASTERS IN BUSINESS ADMINISTRATION PAPER: BUSINESS LAWS AND CORPORATE GOVERNANCE. PAPER CODE: MBD 107. SEMESTAR: 1ST SUBMITTED BY SOUMYA KANTI BOSE ENROLLMENT NO: DDE/MBA/JUL2013/14. REGISTRATION NO: APPLIED FOR. SESSION: JULY 2013 - JUNE 2015. INDEX PARTICULARS | PAGE NO | Introduction | 03 | Objectives of Study | 03 | World Scenario in Corporate Governance | 03 | Indian Scenario in Corporate Governance | 03-04 | Corporate Governance Practices By State Bank of India, India | 04-05 | Corporate Governance Practices By Axis Bank Ltd, India | 05-13 | Corporate Governance Practices by National Australia Bank, NAB | 13-18 | Corporate Governance By HSBC, London | 19-23 | Conclusion | 23 | Reference | 23 | Introduction: The issue of corporate governance has come up mainly in the wake up economic reforms characterized by liberalization and deregulation. Corporate governance has at its backbone a set of transparent relationships between an institution’s management its board, shareholders and other stakeholders. Corporate governance has come up mainly in the wake up of economic reforms characterized by liberalization and deregulation. According to OECD, the corporate governance structure specifies the distribution of rights and responsibilities among different participants in the corporation...
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...* . SWOT * Strengths * The Diversified range of fly service and fast growth * Flythere Charters Pty Ltd does have a diversified rang of air fly service. Although the company is not big company, the company provide diversified rang of service such as tourism, emergency trips, mercy flights, business flights, survey flights. Throughout the year, the company was in a rapid expansion phase. From 20xx-1 to 20xx, the company was growth very fast, total asset was increased from 23.7 million to 36 million. At the same time, the revenue was increased more than 60% during the same period. * High performance in debt collection and debt issue * Flythere Charters Pty Ltd has a good performance in its debt colletion. From ratio analysis, we can get the debtors payment period in 20xx became shorter than the year 20xx-1. The debtors have good creditworthiness and the company has a good credit extension. At the same time, the company issue a large number of debts was uncurrent bonds, which will help they to reduce the financial pressure in a short time. The instalment sale agreements was rase to 12million from the 4million. * Broad mareket channels and more stronger comatition * Flythere Charters Pty Ltd has investmented in RMS Pty Ltd and wish to merger it in 20xx+1. RMS Pty Ltd has many internation bussiness, so this offers a vast market prospects and opportunities for Flythere. At present, the company only provide service in Australian. Nevertheless in...
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...CREDIT RISK ANALYSIS SYSTEM OF STANDARD CHARTERED BANK by Abdullah Bin Haroon ID: 2003210001013 An Internship Report Presented in Partial Fulfillment Of the Requirements for the Bachelor of Business Administration SOUTHEAST UNIVERSITY, BANGLADESH October 2005 TABLE OF CONTENTS Page LIST OF TABLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viii LIST OF FIGURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix CHAPTER 1 INTRODUCTION 1.1 Origin of the report. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.2 Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.3 Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 4. Limitations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 5. Methodology 1. Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 2. Primary source . . . . . . . . . . . . . . . . . . . . . . . . . 3 3. Secondary source . . . . . . . . . . . . . . . . . . . . . . . . 3 4. Sample Information. . . . . . . . . . . . . . . . . . . . . . . 3 5. Data Collection Method. . . . . . . . . . . . . . . . . . . . 3 6. Data Analysis. . . . . . . . . ...
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...CREDIT RISK ANALYSIS SYSTEM OF STANDARD CHARTERED BANK by Abdullah Bin Haroon ID: 2003210001013 An Internship Report Presented in Partial Fulfillment Of the Requirements for the Bachelor of Business Administration SOUTHEAST UNIVERSITY, BANGLADESH October 2005 TABLE OF CONTENTS Page LIST OF TABLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viii LIST OF FIGURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix CHAPTER 1 INTRODUCTION 1.1 Origin of the report. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.2 Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.3 Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 4. Limitations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 5. Methodology 1. Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 2. Primary source . . . . . . . . . . . . . . . . . . . . . . . . . 3 3. Secondary source . . . . . . . . . . . . . . . . . . . . . . . . 3 4. Sample Information. . . . . . . . . . . . . . . . . . . . . . . 3 5. Data Collection Method. . . . . . . . . . . . . . . . . . . . 3 6. Data Analysis. . . . . . . . . ...
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...CREDIT RISK ANALYSIS SYSTEM OF STANDARD CHARTERED BANK by Abdullah Bin Haroon ID: 2003210001013 An Internship Report Presented in Partial Fulfillment Of the Requirements for the Bachelor of Business Administration SOUTHEAST UNIVERSITY, BANGLADESH October 2005 TABLE OF CONTENTS Page LIST OF TABLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viii LIST OF FIGURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix CHAPTER 1 INTRODUCTION 1.1 Origin of the report. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.2 Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.3 Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 4. Limitations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 5. Methodology 1. Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 2. Primary source . . . . . . . . . . . . . . . . . . . . . . . . . 3 3. Secondary source . . . . . . . . . . . . . . . . . . . . . . . . 3 4. Sample Information. . . . . . . . . . . . . . . . . . . . . . . 3 5. Data Collection Method. . . . . . . . . . . . . . . . . . . . 3 6. Data Analysis. . . . . . . . . ...
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...AN ANALYSIS OF THE IMPACT OF RISK EXPOSURE TO THE PERFORMANCE OF BANKS IN NIGERIA CERTIFICATION I certify that this research work was carried out by MR ABOYARIN SALAMI TUNDE with Matriculation No.; 109025160 of the Department of Finance, Faculty of Business Administration, University of Lagos, Akoka, Lagos. __________________________ ______________ DR. LEKAN OBADEMI DATE _______________________ ____________ PROF. W. IYIEGBUNIWE DATE HOD DEPARTMENT OF FINANCE _______________________ ____________ EXTERNAL EXAMINER DATE DEDICATION This project work is dedicated to the Glory of ALMIGHTY ALLAH (SWT) to Him I say as always; ALHAMDULILAHI ROBIL ALAMIN!!! Special dedication also goes to the memory of my late father; Alhaji R.S.A Aboyarin. I pray his soul finds forgiveness and mercy before Allah (Amin. ACKNOWLEDGEMENT CHAPTER ONE 1.0: INTRODUCTION AND BACKGROUND TO THE STUDY Banks are germane to economic development through the financial services they provide. Their intermediation role can be said to be a catalyst for economic growth and development. The efficient and effective performance of the banking industry over time is an index of financial stability in any nation. The extent to which a bank extends credit to the public for productive activities accelerates the pace of a nation’s economic growth and its long-term sustainability. Amongst the...
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...Capital Management: Wells Fargo vs. BoA. Bank Management and Financial Services Individual Assignment 2 Report of discussion about banking capital issuecompare 2 banks: Wells Fargo and Bank of America. Prepared by Phan Ngọc Mẫn Student code: FB00422 Class: FB0605. 1|Page Capital Management: Wells Fargo vs. BoA. Content Executive Summary----------------------------------------------------------------------------------3 I. Introduction-----------------------------------------------------------------------------------------------3 1. Theoretical Overview--------------------------------------------------------------------------------------3 a. Bank capital-------------------------------------------------------------------------------------------3 b. Capital Risk of banks---------------------------------------------------------------------------------4 c. Managing capital risk in commercial banks-------------------------------------------------------5 2. Banks’ Profile------------------------------------------------------------------------------------------6 a. Wells Fargo-----------------------------------------------------------------------------------------------6 b. Bank of America-----------------------------------------------------------------------------------------7 c. Differences in economic context-------------------------------------------------------------------7 II. Analysis and Findings-------------------------------------------------------------------------------------7...
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