American Economic Association Financial Dependence and Growth Author(s): Raghuram G. Rajan and Luigi Zingales Source: The American Economic Review, Vol. 88, No. 3 (Jun., 1998), pp. 559-586 Published by: American Economic Association Stable URL: http://www.jstor.org/stable/116849 Accessed: 06-07-2015 21:29 UTC Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/ info/about/policies/terms.jsp JSTOR is a not-for-profit
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Revolution Financial Measures Tangible Assets Lagging Indicators (aka: outcome measures, historic measures) Information Age Financial plus non-financial Measures Non-tangible assets (invisible assets) Leading Indicators (aka: performance drivers, predictive measures) 5 The Balanced Scorecard Framework 6 The BSC reflects the balance between: Short and long term objectives Financial and non-financial measures Lagging and leading indicators (i.e., outcome measures vs performance drivers)
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expanding industry. It facilitates economic growth, world trade, international investment, tourism, and is critical to globalization. Over the past ten years, air travel has grown by approximately seven percent per year. However, the airline industry suffered its largest downturn between 2008 and 2009, due to the economic downturn. Airlines carried 767,627,651 passengers in 2009, down from 809,447,811 passengers in 2008. Airlines have been forced to accommodate the economic recession by cutting flights
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Excellence in Financial Management Course 7: Mergers & Acquisitions (Part 2) Prepared by: Matt H. Evans, CPA, CMA, CFM Part 2 of this course continues with an overview of the merger and acquisition process, including the valuation process, post merger integration and anti-takeover defenses. The purpose of this course is to give the user a solid understanding of how mergers and acquisitions work. This course deals with advanced concepts in valuation. Therefore, the user should have an understanding
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Financial Statement Development and Analysis Part A Three (3) of the financial disclosures that would provide evidence as to whether Coca-Cola is achieving its objective are: Coca-Cola’s mission declares the company purpose and standards by which Coca-Cola will operate. Coca-Cola’s roadmap starts with a mission that is lasting. The basic tasks of Coca-Cola are: to refresh the word, to inspire moments of optimism and happiness and to create
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create value for the shareholder. But how is value measured? Wouldn't it be nice if there were a simple formula to figure out whether a company is creating wealth? A growing number of analysts and consultants think there is an answer. Like many economic formulas, the measure - economic value added (EVA) - is both intriguingly clever and maddeningly deceptive. Does EVA simplify the task of finding value-generating companies or does it just muddy the waters? What Is EVA? EVA is a performance metric
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system that translates an organization‘s mission and strategy into operational objectives and performance measures for four different perspectives: Financial Perspective: It provides a view of performance from the perspective of the shareholders. Customer Perspective: In achieving Customer Value and understand customer value. Internal Perspective: describes the internal processes needed to provide value for customers and owners Learning and growth (infrastructure) perspective defines the capabilities
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Performance and Trading In Currency Markets Name Course Professor/ Tutor University City/State Date Table of Contents 1.0 Introduction 4 1.1 Proposal 4 1.2 Research Questions 5 2.0 Literature review 5 2.1 Traditional Portfolio Measures …………………………………………………………….6 a. Sharpe ratio: 6 b. Treynor ratio: 7 c. Jensen Alpha: 8 d. Fama-French Model 10 2.2 Assumption to Models ……………………………………………………………………11 2.3 Possible Results ……………………………………………………………………………11 2.4 Limitations
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Scorecard Abstract David Norton and I introduced the Balanced Scorecard in a 1992 Harvard Business Review article (Kaplan & Norton, 1992). The article was based on a multi-company research project to study performance measurement in companies whose intangible assets played a central role in value creation (Nolan Norton Institute, 1991). Norton and I believed that if companies were to improve the management of their intangible assets, they had to integrate the measurement of intangible assets into their
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International Research Journal of Finance and Economics ISSN 1450-2887 Issue 68 (2011) © EuroJournals Publishing, Inc. 2011 http://www.eurojournals.com/finance.htm Financial Performance Evaluation of Some Selected Jordanian Commercial Banks Ahmed Arif Almazari Department of Administrative Sciences- Finance Section, King Saud University E-mail: aalmazari@ksu.edu.sa; ahmadarif26@hotmail.com Abstract This study attempted basically to measure the financial performance of some selected Jordanian commercial banks
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